CCPS Membership Meeting Norton Park, Edinburgh 17 March 2011

PRIORITIES AND STRATEGY

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

CCPS Membership 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 MSP Prof Brian Williams 17 March 2011