CCPS AGM and Members’ Meeting IET Teacher Building, Glasgow 10 September 2015

Annual General Meeting 2015 Martin Cawley CCPS Convener

Logic model format Outcomes-focused Whole organisation ‘Theory of change’ Data-gathering to evidence progress CCPS strategic planning: a new approach

LOGIC MODEL

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 Reablemen t Home Care Intermediate Care Supported Living Home (Community Support) Home (Self- Management) Residential/Nurs ing 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 Hospit al

Susan Duncan Procurement Policy,Strategy and Systems Scottish Procurement The Scottish Government

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 THRESHOLDSTHRESHOLDS DutiesSpecific measures / duties RegulationsGuidance G D E U N T E Y R A L 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 U S T T Y A I N A B L E 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