What. (what activities or tasks are planned to achieve the outcome)

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1 CCPS: WORKFORCE DEVELOPMENT Work Plan Overall Aims To work in collaboration with SSSC and other key partners, through sharing knowledge and practice, in order to build workforce capacity and leadership in voluntary sector social services providers. To improve the impact voluntary sector social service providers are able to make on the national workforce policy agenda, through acting as a voice of, and advocating for, their interests. Work Theme : Leadership (The change or difference we want to make with our programme - each 'deliverable' from the proposal) (How we know we have made a difference ) Voluntary sector providers know about the SSSC Step into Leadership (SiL) resource and collate information on usage to evaluate and influence its continued development. (SSSC Strategic Objective 6) Inform voluntary sector providers of the opportunities for partnership working and developments with the SSSC. Help the SSSC identify possible members of the voluntary sector to be involved with and support the development of SSSC projects. CCPS WDN actively participated in the development of events to promote SiL and all events are well attended by voluntary sector workforce. Minimum 27% representation of voluntary sector workforce on SSSC project groups. Assist the SSSC in identifying which voluntary sector providers are using SiL and encourage possible evaluation of the usage to identify the impacts As well as identify good practice approaches for inclusion on SiL 1 CCPS WDN gained feedback on usage of the SiL portal in the voluntary sector and actively encouraged evaluation. Benefits used to encourage others to engage with SiL. Good practice examples from the voluntary sector are published on the SiL

2 Voluntary sector providers have influenced the development of the SSSC Leadership Strategy (SSSC Strategic Objectives 2 & 6) Assist the SSSC with the implementation plan for 2014 identified and set out by the Strategy Group. Work with the SSSC to encourage wider leadership exchanges with public services. website CCPS WDN distributed and collated feedback on specific implementation areas of relevance to voluntary sector providers. Voluntary sector providers signed up to the exchange programmes across public services. Assist SSSC with the wider review of the organisational capabilities to support the concept of leadership at all levels in organisations. Voluntary sector providers have been involved with any review of the organisational capabilities and leadership at all levels is recognised in the sector. Work with SSSC and Scottish Care to look at leadership more generically and identify where there are areas for collaborative working to enhance professional standards of care sector. Voluntary and private sector providers working together with SSSC to identify and develop and enhance professional standards in the care sector. Voluntary sector providers have influenced the development of the Care Inspectorate s review of methodology in how they inspect services to recognise leadership at all levels in the organisation Identify opportunities to engage Care Inspectorate and ensure that they understand the concept of leadership at all levels. Leadership questions to be included in CCPS commissioned work exploring providers experiences of inspection more generally, to inform input into the review of methodology. Links made with key Care Inspectorate partners to ensure that they are involved and understand the work of the leadership strategy group, the key priorities and how they can benefit the social care workforce. 2

3 Work Theme :Registration and Regulation (The change or difference we want to make with our programme - each 'deliverable' from the proposal) (How we know we have made a difference ) Voluntary sector providers feel supported to comply with SSSC workforce registration requirements and to influence any related policy developments. (SSSC Strategic Objecive 1 & 5) Voluntary sector providers are more confident in making use of workforce planning and development tools. (SSSC Strategic Objective 6) Voluntary sector providers are more confident in delivering qualifications and skills development, particularly around welfare reform. (SSSC Strategic Objective 1) Ensure that voluntary sector providers are aware of the new fitness to practise approach (once it is finalised) through the WDN e-newsletter in August. In addition, discuss the implementation of the fitness to practise approach with providers with a view to providing the SSSC with feedback. Ensure that voluntary sector providers are aware that the register opens for Housing Support / Care at Home supervisors in June 2014 and promote registration in a phased manner.liaise with Scottish Care as issues of common concern are identified. Ensure that voluntary sector providers are aware of the Workforce Solutions area of the SSSC website and that they consider using the tools contained within it. Raise awareness about the SSSC s workforce data report and the area on its website which makes the data available at a local level. Alert providers to the VSDF and participate in the decision making process which underpins the awarding of grant money to help social care staff achieve required qualifications through the VSDF. Disseminate the findings of the ESRC 3 Awareness amongst voluntary sector providers of the fitness to practise approach (once finalised). Awareness of the register opening for housing support/ care at home supervisors. Employers confidence to be evidenced through the CCPS Provider Optimism survey. Evidence that employers are aware of the 2 areas of the SSSC website and that they have used them to be gathered at WDN events. Maintain the number of applications for VSDF in 2014/15 and help to ensure grant decisions are made in a timely fashion. Voluntary sector providers understand

4 funded research into the impact of welfare reform on care and support staff in the voluntary sector through the use of newsletters and workshops. Ensure that employers are aware of the Shelter/CPAG ScotWRAS service and promote its further development through the ScotWRAS Advisory Group. the impact of welfare reform on their workforce and take steps to deal with them. This will be evidenced through the CCPS Provider Optimism survey. 4

5 Work Theme : Self-directed Support (The change or difference we want to make with our programme - each 'deliverable' from the proposal) Voluntary sector workforce demonstrate increased confidence in risk enablement practice in relation to SDS. (SSSC Strategic Objective 1) Run 3x Risk Events in June (Edinburgh, Glasgow and Aberdeen) with a focus on practice exchange and practical tools for risk enablement. (How we know we have made a difference ) Events positively evaluated. Other activities The CCPS Providers & Personalisation programme receives core funding from the SDS policy team for a range of activities some of which are workforce focussed: SSSC SDS Workforce Project Board Catherine Garrod represents providers on this group which evaluates the work happening in relation to the national workforce implementation plan for SDS and oversees the 8 x SDS workforce workstreams. Catherine Garrod chairs one of the workstream groups. Personalisation Leads Network Group Catherine Garrod runs this group to support personalisation lead officers to lead on organisational and culture change for SDS. Provider Guide Kenny Pentland is developing the best practice guidance for providers which will probably include a section on HR and workforce. Enquiries from providers Providers & Personalisation respond to ongoing enquiries from providers in relation to HR, workforce and terms and conditions as well as promoting resources for implementation of SDS Other events Providers & personalisation are running a series of events in 2014/15 around implementation of SDS finance, the statutory guidance, relationship marketing, commissioning for SDS, etc all of which may include workforce issues. Catherine Garrod will inform her Workforce Development Team colleagues of these workforce focussed activities but will report on them to the SDS team sponsors and not through the workforce development reporting and monitoring arrangements 5

6 Work Theme : Integration (The change or difference we want to make with our programme - each 'deliverable' from the proposal) Voluntary sector providers have accessed the workforce development opportunities presented by the integration agenda. (SSSC Strategic Objective 1, e.g. Increase the number of Social Service Workers receiving induction on values, behaviour and practice) Improving outcomes thorough integration: In partnership with the SSSC (and factoring in areas of significant CCPS membership), identify at least two areas in which to conduct improvement activity by assisting in the creation of frameworks of induction, supervision, professional and team development. Do this by linking between the SSSC, providers and any frontline worker reference groups to share knowledge and co-produce frameworks. (How we know we have made a difference ) In terms of measuring improved outcomes for people we won t initially know what difference this effort has made, however the involvement of providers in the creation of frameworks that are reflective of integrated cultures/context will be measurable in terms of levels of engagement, extent this knowledge is then shared. Essentially there won t be outcomes without outputs. Ensure housing providers are consulted and involved by using the Housing Learning Network. Create publicity Are you involved yet? for voluntary sector providers highlighting the opportunities and rights and responsibilities to be involved at locality level in workforce planning, showing a pathway to involvement in the emerging integrated structures. Do this by progressively mapping how 6 Draw on wider piece of work being carried out in CCPS linking with TSI s which identifies existing levels of engagement between providers and emerging HSCP s. This will give a baseline against which to measure efficacy of providing information to providers, based on the mapping exercise

7 Statutory partners demonstrate increased understanding of the voluntary sector workforce and have started to engage with the sector in relation to workforce development. (SSSC Strategic Objective 2) HSCP s are establishing mechanisms to work directly with providers or through TSI to plan and develop the workforce. (This work forms part of a wider piece of work being conducted in CCPS). Ensure especially strong links are maintained with the Alliance in relation to this activity because it will be building on its work with TSI s helping them to engage with locality planning. Maintain regular liaison with SCVO representative on Workforce Development Strategic Group through monthly meetings to ensure that emerging guidance on workforce development for integration is communicated to voluntary sector providers. Hunt for good practice. Carry out research (targeted interviews and questionnaires) across localities in Scotland using contacts through SSSC and the JIT to identify health and social care partnerships which have started to engage voluntary sector providers meaningfully in workforce development activities, i.e planning processes, joint learning and development, which is widespread and fundamental in nature, etc. Showcase and publicise good practice through an event, digital media and other Scottish Government Integration web pages 7 described, to help them engage specifically on workforce matters. Minimum 2 meetings this year with Alliance lead to share progress with TSI engagement activity. Providers or statutory partners are seen acting on or responding to the guidance. Spread and uptake of good practice models that are shared. (Assuming the hunt for them is successful). Numbers of clearly identifiable mechanisms for involving the voluntary sector in workforce development that are found, with changes and improvements over the year. (Anticipate that progression likely to be slow as statutory partners pre-occupied with internal structural reform and may not yet be turning their attention to wider partnerships)

8 Cross-sector agreement has been reached on ways to measure workforce engagement. (SSSC Strategic Objective 3) Represent the interests of voluntary sector providers on the national SLWG established to advise on issues relating to the development of the Health and Social Care Support Worker Framework. Continue to work within Engaged Workforce Sub Group which aims to collate cross-sectoral employee surveys to identify level/quality of engagement. Act as conduit for this group to voluntary sector providers via CCPS endeavouring to explain purpose of group s activities to providers, get them to embed common questions in their own surveys or start to conduct share elements of the results. All sectors involved in partnership will have some common baseline data by year end. This will not initially give particularly robust indicators of engagement, but is a necessary first step to start measurement over the long-term. The objective is to start a data flow and a common understanding of the purpose behind requesting it. The process can then be refined in subsequent years. 8

9 Work Theme : Recognition and Reward (The change or difference we want to make with our programme - each 'deliverable' from the proposal) Data from the 2014 HR Voluntary Sector Benchmarking Survey informs social services workforce policy development. (SSSC Strategic Objectives 2 & 3) Reward and recognition is secured for the voluntary sector workforce through CCPS working with SSSC and Scottish Care on low pay to influence the drafting of the procurement guidance on workforce issues. (SSSC Strategic Objective 3) CCPS WDN buys into Benchmarking Survey in exchange for access to anonymised data. CCPS collaborates with Scottish Care to encourage and support private sector providers to participate in the Benchmarking Survey. Benchmarking data analysis is used to inform CCPS & WDN policy responses, presentations, enewsletters etc. Using data from the Benchmarking Survey and CCPS bi-annual Provider Optimism Survey, collaborate with Scottish Care and SSSC to ensure procurement guidance on workforce issues includes requirement for a clearer link to be made between service quality and staff remuneration. (How we know we have made a difference ) Statutory partners demonstrate a greater understanding of the impact of procurement decisions on the voluntary sector workforce. Procurement Guidance on workforce issues includes requirement for a clearer link to be made between service quality and staff remuneration. 9

10 Work Theme : Communication, Influence and Governance (The change or difference we want to make with our programme - each 'deliverable' from the proposal) Voluntary sector social services providers are fully informed about the national workforce policy agenda. (SSSC Strategic Objectives 1-6) Voluntary sector social services providers are able to influence the national workforce policy agenda. (SSSC Strategic Objective 1-6) 6 electronic newsletters sent to 1,000+circulation focussing on national workforce policy agenda items of relevance to voluntary sector social services providers 2 events for up to 150 stakeholders focussing on work themes, including workshop at CCPS conference. Assist NES Knowledge into Action implementation plan in identifying and supporting workers with Knowledge Broker functions within voluntary sector. Opportunities for discussion and feedback build in to each event Relevant consultation responses facilitated through events, electronic surveys, telephone surveys, as required Written consultation responses prepared on behalf of sector. CCPS representation on SDS Workforce Board and sub groups, Knowledge Advisory Board and Technology Enabled Learning sub group, SSSC Leadership Reference Group, SSSC Workforce Data 10 (How we know we have made a difference) Feedback & evaluation sought at each event Knowledege Broker roles within voluntary sector defined and identified. Detailed insights into workforce development issues for voluntary sector social services providers obtained from events, surveys and 1:1 interviews inform CCPS Workforce Team input to national workforce policy agenda. CCPS member satisfaction survey contains a specific question about national workforce policy influence which is answered positively.

11 Group, Care Inspectorate Consistency Forum, Integration Workforce Engaged Workforce sub group, SLWG Health and Social Care Worker Framework, EASPD Interest Group on Workforce Development and Human Resources & other relevant national groups Workforce Development insights inform work of CCPS. Scottish Government Sponsor is satisfied that the grant funding is being used to meet the agreed deliverables for the programme Scottish Government, SSSC and other key partners are able to identify the added value the CCPS workforce development programme contributes to the national workforce development agenda Meetings with Scottish Government and/or SSSC arranged and serviced in response to specific issues raised by voluntary sector social services providers or sponsors Detailed budget provided with original proposals Monitoring reports detailing work plan progress supplied every 4 months Monthly management accounts prepared Sector consulted and responses made to all relevant workforce consultations CCPS representation of the sector on national groups as detailed above. SSSC and other key partners invited to input to events and newsletters. Minutes of quarterly monitoring meetings record sponsor satisfaction Management accounts show maximum budget variation of +/- 10% Minutes of 4 monthly monitoring meetings record sponsor satisfaction 11