ccps agm and - ccpscotland.org
TRANSCRIPT
Logic model format
Outcomes-focused
Whole organisation
‘Theory of change’
Data-gathering to evidence progress
CCPS strategic planning: a new approach
LOGIC MODEL
Voluntary sector providers have positive, productive relationships
with their partners in the statutory sector
(and elsewhere).
Voluntary sector providers deliver high quality, personalised
care and support
Voluntary sector providers are key
strategic partners in local and national
planning and policy structures
People receive the support they need to fulfil their
potential and enjoy a better quality of life
Information- keeping voluntary sector providers, and other partners, up to
date. Answering questions and giving advice.
Evidence- gathering data and evidence to support
our policy positions
Representation and influencing -
communicating the collective perspective of
voluntary sector providers and influencing policy and
legislation
Facilitation- bringing providers and partners
together to solve problems
Development and capacity building -
identifying and appraising alternatives to our current
systems, processes and approaches
Demonstrating- sharing voluntary sector provider
good practice
Voluntary sector care and support provision is
sustainable
Voluntary sector providers lead in
innovation in service design, planning and
commissioning
Highlight and promote the role of voluntary sector
providers
Voluntary sector providers have the
information, knowledge and skills they need to
deliver high quality support.
Voluntary sector providers are
properly resourced to offer high quality,
personalised support.
Regulation and scrutiny of care and support is
proportionate and drives improvement.
Run CCPS: administration, finance, events, website
and communications
CCPS is run effectively and
efficiently which supports the CCPS
outcomes
The voluntary sector provider workforce is
well qualified, competent and confident, with
commensurate pay and conditions.
Commissioning and procurement is
focussed on, and enables, high quality, sustainable care and
support.
Voluntary sector providers are able to
individually and collectively influence
the policy and practice environment so it better reflects the
principles of the Christie Commission
Voluntary sector providers operate within a policy
and practice environment that reflects the principles of the Christie Commission
Financial trends: income, surpluses, reserves, uplifts, cuts, deficits
Contracts: sustainability, withdrawal
Workforce: numbers, T&Cs, recruitment
Partnership: collaboration, TSIs, engagement with new structures
Christie: early intervention & prevention
CCPS CARE & SUPPORT SECTOR BUSINESS RESILIENCE SURVEY
David Williams
Executive Director Social Care
Services/Chief Officer Designate
Glasgow City Health & Social Care
Partnership
Glasgow City Health and Social Care
partnership
David Williams, Chief Officer Designate to
Glasgow City Integration Joint Board
Background
• Requirements of legislation: • Delegation of a range of Council and Health Board functions,
either from one party to the other or from both parties to an Integration Joint Board
• Integrated Strategic Plan to be produced linked to National Health and Wellbeing Outcome
• Integration Aims • To improve the quality and consistency of services for patients,
carers, service users and their families,
• To provide person centred, seamless, integrated, quality health and social care services in order to care for people in their own homes, or a homely setting, where it is safe to do so
• To ensure resources are used effectively and efficiently to deliver services that meet the needs of the increasing number of people with long term conditions and often complex needs, many of whom are older.
National Health and Wellbeing Outcomes
Outcome 1: People are able to look after and improve their own health and wellbeing and live in good health for longer
Outcome 2: People, including those with disabilities or long term conditions, or who are frail, are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community
Outcome 3: People who use health and social care services have positive experiences of those services, and have their dignity respected
Outcome 4: Health and social care services are centred on helping to maintain or improve the quality of life of people who use those services
Outcome 5: Health and social care services contribute to reducing health inequalities
Outcome 6: People who provide unpaid care are supported to look after their own health and wellbeing, including to reduce any negative impact of their caring role on their own health and well-being
Outcome 7: People using health and social care services are safe from harm
Outcome 8: People who work in health and social care services feel engaged with the work they do and are supported to continuously improve the information, support, care and treatment they provide
Outcome 9: Resources are used effectively and efficiently in the provision of health and social care services
Integration – Progress to Date
• Public Bodies (Joint Working) (Scotland) Act 2014 given Royal Assent
• Council and Health Board agree to adopt Integration Joint Board model and to include Children’s Services and Criminal Justice in scope
• Shadow Integration Joint Board established
• Chief Officer Designate appointed
• Joint management structure finalised
Integration – Progress to Date
• Strategic Planning Structure agreed
• Work underway to draft Strategic Plan
• Integration Scheme drafted, consulted on, approved by Council and Health Board
• Scheme submitted to Cabinet Secretary for approval – rejected
Integration – Next Steps • Revise Integration Scheme based on feedback
from Scottish Government
• Submit revised Scheme to Cabinet Secretary
• Assuming approval, Integration Joint Board established late 2015
• Development of Strategic Plan ahead of establishment of IJB
• Formal Consultation on Plan following IJB approval
• Final draft Plan presented to IJB
• Functions delegated when Plan comes in to effect
Strategic Plan Content
• Legislation Requires that we must: • Set out arrangements for carrying out delegated
functions within Glasgow area
• Show how National Health and Wellbeing Outcomes will be achieved
• Describe how the partnership area is divided into localities and how it will be carried out in each locality
• Other information as the partnership sees fit
• Minimum three year plan
Glasgow’s Plan - Outline
• Vision
• Priorities
• Key Demographic Info
• Locality Structure
• Professional Governance
• Links to Parent Organisations
• Links with Acute and Primary Care
• Strategy Maps
Vision Statement
• The Partnership believes that the City’s people can flourish, with access to health and social care support when they need it. This will be done by transforming health and social care services for better lives. We believe that stronger communities make healthier lives.
The Vision We will do this by:
• Focussing on being responsive to Glasgow's population and where health is poorest
• Supporting vulnerable people and promoting social well being
• Working with others to improve health
• Designing and delivering services around the needs of individuals carers and communities
• Showing transparency, equity and fairness in the allocation of resources
• Developing a competent, confident and valued workforce
• Striving for innovation
• Developing a strong identity
• Focussing on continuous improvement
Glasgow’s Plan - Aims
Reablement
Home Care Intermediate
Care Supported
Living
Home (Community Support)
Home (Self-Management)
Residential/Nursing Care
Daycare
Telecare
Primary Care and GP Support
Reducing numbers of service users in
residential/nursing care and supporting
people to stay at home or in their communities
for longer.
SERVICE USER/PATIENT
PATHWAYS
Hospital
SCOTTISH PROCUREMENT
Susan Duncan
new procurement rules in Scotland
Addressing Fair Work Practices, including
the Living Wage, in Procurement
• Procurement Reform (Scotland) Act 2014
• Three new EU Directives:
Legislative changes - Timescales
EU Procurement Directives
Draft Regulations
• Work is underway in the development of
the Regulations.
• Our intention is to lay the Regulations
before the Scottish Parliament before the
end of this year.
• Aim is to make the changes clear and
simple for all our stakeholders to follow .
Fair Work - Living Wage
Scottish Procurement
Fair Work Agenda
- build a prosperous economy while tackling
inequalities in society
Includes Living Wage
Workforce Matters
Scottish Procurement
SPPN 1/2015 Employment Practices and Workforce Matters,
including living wage
• Should be assessed when relevant to
delivery and quality of service
• Our approach is to set out the linkage
between quality and good employment
practice
• Piloted on catering contract and all 5 bidders
offered a commitment to the living wage
Procurement Reform (Scotland) Act 2014
T
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Duties Specific measures / duties Regulations Guidance
G D
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N T
E Y
R
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Sustainable procurement duty
Health & social care procurement
Contract award without competition
Procurement strategy & annual report
Annual report on procurement activity in Scotland
Publication of notices on PCS
S D
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S T
T Y
A
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N
A
B
L
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Community benefit requirements
Exclusion of bidders
Selection of tenderers / award of contracts (inc.
Fair Work
Technical specifications
Prohibiting charging for participation in process
Giving of reasons (Debriefing)
Contracts register
Reuse / Remanufacture / Recycle
REMEDIES
Statutory Guidance on Fair Work Practices, including the Living
Wage
• This will replace the SPPN
• Focuses on Fair Work agenda
• Outlines what is required in public contracts.
• Stakeholder engagement has helped to develop the
Statutory Guidance
• Aligns with other requirements in the Procurement
Reform (Scotland) Act 2014 – Sustainable Procurement Duty
– Procurement Strategies and annual reports
Scottish Procurement
Statutory Guidance on Fair Work Practices, including the Living
Wage
Fair and
equitable pay
and reward
packages
Scottish Procurement
Umbrella
companies Zero hours
contracts
Employment
and health
& safety law Progressive
workforce
engagement
Trade union or an
employee voice
Stability of
employment Nurture talent
/ skills
development
Workplace
innovation
Fair Work Practices
• Does not mandate the payment of the Living Wage - It requires
contracting authorities to consider, before undertaking a procurement
exercise, whether it is relevant and proportionate to include a question
on fair work practices.
• The guidance emphasises that whilst failure to pay the Living Wage
would be a strong negative indicator it does not mean that the
employer’s approach automatically fails to meet fair work standards
• Wider considerations and commercial procurement decisions
Living Wage within the Statutory
Guidance
Scottish Procurement
Fair Work Practices ITT Question
(Note: This question should be adapted to take account of the particular circumstances surrounding the goods, works or services being
procured.)
The Public Sector in Scotland is committed to the delivery of high quality public services, and recognises that this is critically dependent
on a workforce that is well-motivated, well led, has appropriate opportunities for training and skills development and is engaged in decision
making. These factors are also important for workforce recruitment and retention, and thus continuity of service. Public Bodies in
Scotland have adopted fair work practices, which include:
• a pay policy that includes a commitment to supporting the Living Wage.;
• being a Living Wage Accredited Employer
• clear managerial responsibility to nurture talent and help individuals fulfil their potential
• developing a workforce which reflects the population of Scotland in terms of age, gender, race and disability
• a strong commitment to Modern Apprenticeships
• support for learning and development;
• no inappropriate use of zero hours contracts;
• flexible working (including for example practices such as flexi-time and career breaks) and support for family friendly working and
wider work life balance;
• Trade Union recognition and representation where possible; otherwise alternative arrangements to give staff an effective voice
• gender balance and wider representative workforce
• promoting workplace innovation
In order to ensure the highest standards of service quality in this contract we expect contractors to take a similarly positive approach to fair
work practices as part of a fair and equitable employment and reward package.
Workforce Matters (10%)
Q - Please describe how your organisation proposes to commit to being a best practice employer in this respect in the delivery of this
contract. Answers need not be constrained to or be reflective of any of examples given alongside this question.
Good answers will reassure evaluators that your company takes the engagement and empowerment of staff seriously; takes a positive
approach to rewarding staff at a level that helps tackle poverty (eg through a commitment to paying at least the living wage), provides
skills and training which help staff fulfil their potential, that you do not unfairly exploit staff (eg in relation to matters such as the
inappropriate use of zero hours contracts); and that your company will demonstrate organisational integrity with regards to the delivery of
those policies, including having arrangements in place to ensure effective employee representation. This reassurance should be achieved
by providing tangible and measurable examples that can be monitored and reported during contract management procedures.
Insert response here
Scottish Procurement
Thank You!
Scottish Procurement