By Anna Fowlie, CEO, SSSC

In December the Scottish Government gave the SSSC a new set of outcomes relating to local engagement in light of Ministers' decision to stop funding the Learning Networks from April this year. The planned closure of the Voluntary Sector Social Services Workforce Unit (VSSSWU) and the Private Care Sector Workforce Initiative (the Workforce Initiative) are also happening at the same time. Since then discussions have taken place with the VSSSWU, Workforce Initiative, the Learning Network Chairs and Co-Ordinators and with Scottish Government officials to make sure good work doesn't get lost in transition. 

Over the last decade, the SSSC has built up its workforce development and planning function and we have had some great results - eg the Continuous Learning  Framework, the Workforce Solutions Portal, the Childhood Practice Award, Labour Market Information to name just a few. And since their inception in 2006, significant progress has been made through the creativity and the commitment of the VSSSWU, Workforce Initiative, Learning Networks and their partners, particularly in establishing connectivity at a local level, identifying learning and development needs and supporting people to find solutions.  We need to build on that for the future.

Why is this happening?

In social services, we are facing major challenges, including the financial climate, which can only be met by a confident, skilled and valued workforce and the time is right to take a fresh look at how we do things in Scotland.  The Scottish Government's decision reflects a desire for a more collaborative workforce and policy agenda, a streamlined public service landscape and the very significant reduction in funding available that emerged from the Spending Review announced on 18 November 2010.  

Read this discussion paper  for a more detailed account of the outcomes we are expected to deliver and my vision for the future is attached.

What approach are we going to take to achieve these new outcomes?

I have been investigating a new approach to service design with a view to using it at the SSSC to address these enhanced responsibilities.  In England, this approach has been successfully pioneered by the Design Council in a new, cost-effective approach to designing services that puts the needs of service users, whoever that may encompass, at the heart of delivery and to create sustainable new models in an inclusive way; a kind of co-production with staff and stakeholders.

We are in the process of agreeing a service redesign project which will aim to make sure that the SSSC is able to fulfil its new objectives, meeting the needs of the sector and ultimately ensuring that the experiences and outcomes of people using social services are improved and the public are protected through a confident, skilled and valued workforce.

We will work with a team with extensive experience in this type of work in the public, private and voluntary sectors, bringing a creative, inclusive approach which has the needs of service users at its heart.  In this process, we will engage with a range of stakeholders who will inform how we move forward.

In this project, service users encompass everyone who uses the SSSC's services as well as people who use social services.

And, of course, that means staff in the SSSC and in the Learning Networks. We hope to engage with you through a variety of methods, some traditional and some less so and I'm sure this will be an exciting and innovative time.

How will we do this?

While we take on our new responsibilities from the beginning of April, the Scottish Government has agreed to support any necessary transitional arrangements identified by SSSC until the end of June.  By then we will have a clearer picture of where we will be. 

Over the next few months, we will work in partnership to really explore with employers, education and learning providers, workers, service users and staff what they want/need from us to create a sustainable model of delivering our objectives.

It is a staged approach allowing reflection on outputs and learning and to inform the content and direction of the next stage of activity.

The aim is to create something fresh rather than simply altering what exists already, while not losing the things that work.  Service user needs, experiences and outcomes are the starting point and remain the focus throughout.  

We will:

• keep you up to date with our approach, aims and expected outcomes
• embark on a series of workshops with a range of stakeholders
• map the landscape
• gather evidence on expectations, wants, needs, what has worked and what hasn't, perceptions of the SSSC
• create a vision and model for a new approach
• create a clear identity for the SSSC in this work
• create a culture of innovation within our organisation.

This project relates only to our work on workforce planning and development, it does not include the registry or legal functions.

Our next steps

• Finalise the arrangements. 
• Decide which stakeholders will be invited to participate. 
• Convene a reference group which will be used as a sounding board. 
• Agree a project plan. 
• Agree a communications plan. 

Any questions?

This is a relatively new and exciting approach to service design which should be transformational. It is a cost-effective partnership between public sector organisations which has sustainable outcomes and sits comfortably with our values. It is also efficient as the change process starts as soon as the activity starts, so minimising perceptions of a hiatus.

This will be a positive piece of work for the SSSC and will support us in ensuring we have the right skills, behaviours and structures to meet our objectives.

If you have any questions please get in touch with me at anna.fowlie@sssc.uk.com