CCPSMembership

Meeting

Norton Park, Edinburgh

17 March 2011

PRIORITIES AND STRATEGY 2011-12

Strengths

More than just an ‘interest group’ Trusted source of information, networking

and exchange Mature, articulate and measured Nimble and responsive Respected by those it seeks to influence Led by, and accountable to, its members Able to distil common issues and unite a

diverse membership

Planning considerations

Avoid taking hasty decisions/positions Ensure primary focus is understood Continue to promote profile and quality of third

sector Maintain awareness of potential tensions on key

issues Balance between constructive engagement and

robust challenge Stay flexible Realistic about members’ ability to hold

campaigning lines

Strategic directions

Be guided by agreed mission and core aims Explore alliances with others, including user and

carer voices Explore support for smaller providers Seek balance between local and national

influencing Seek to influence the future, as well as the present Engage more with health Explore provision of legal assistance Refocus some core activities

Priority 1

Priority 2

Public service reform Personalisation Re-shaping care Collaboration and merger Integrated resources Outcomes Christie Commission etc

Priorities 3, 4, and 5

Commissioning, contracting, procurement Changing environment:

SCSWIS Health and social care integration Post-election landscape

Security of CCPS as effective and accountable membership body

Next step: action plan

Be guided by agreed mission and core aims Explore alliances with others, including user and

carer voices Explore support for smaller providers Seek balance between local and national

influencing Seek to influence the future, as well as the present Engage more with health Explore provision of legal assistance Refocus some core activities

CCPSMembership

Meeting

Norton Park, Edinburgh

17 March 2011

Commission on the Future Delivery of Public Services in

Scotland Ruth Wishart, Commission

member

17 March 2011

Christie Commission: evidence from CCPS

Our locus in relation to the commission’s business: Major stake in public service delivery

supporting 230,000 people and their families employing over 40,000 staff managing combined income of over £1bn (average 74% per member is public money) highest concentration of high performing services in many areas

Achieving positive outcomes

Obstacle: financial penalties for providers that move people on in their lives and reduce/withdraw support

Solution: develop system of financial incentives for success, as measured by moving people on in their lives and reducing/withdrawing support

Wider organisational arrangements

Obstacle: impact of third sector ‘upstream activity’ is not felt by the public body that funds it – hence constant pressure to cut costs even if it affects impact

Solution: whole-systems approach to third sector funding

Third sector experiences of service delivery

Positive: market share; quality record; impact; support from public; support from service users

Less positive: unsatisfactory relationships with funding authorities that curtail potential

Solutions: greater respect and engagement; greater use of self directed support; greater transparency and comparability of costs, quality and impact

Commission on the Future Delivery of Public Services in

Scotland Ruth Wishart, Commission

member

17 March 2011

Expert Panel on Future Options for

Social Care

Jackie Baillie MSPProf Brian Williams

17 March 2011