Scottish Social Services Council Strategic Plan 2017 2020
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Scottish Social Services Council Strategic Plan 2017 – 2020 1
SSSC Strategic Plan 2017-2020
SSSC STRATEGIC PLAN 2017-2020 1. ABOUT THE SSSC The Scottish Social Services Council (SSSC) is the • promote and regulate the learning and regulator for the social service workforce in Scotland. development of the social service workforce • are the national lead for workforce development Vision and planning for social services in Scotland. Our work means the people of Scotland can count on social services being provided by a trusted, skilled Strategic outcomes and confident workforce. 1. The right people are on the Register 2. Our standards lead to a safe and skilled social What we do service workforce We protect the public by registering social service 3. Our resources support the professional workers, setting standards for their practice, development of the social service workforce conduct, training and education and by supporting their professional development. Where people fall 4. Our stakeholders value our work below the standards of practice and conduct we can Values investigate and take action. Integrity We: Commitment • publish the national codes of practice for people Accountability working in social services and their employers Pride in what we do • register people working in social services and make sure they adhere to our codes of practice Listening and engaging Creativity and learning 3
2. OUR PLANS FOR THE NEXT THREE YEARS In 2017, the SSSC will mark its 16th birthday. In the work education, launched the new Codes of Practice last 16 years we have seen significant changes in the and widely consulted on and publicised our new social service sector and the SSSC. We will continue thresholds for fitness to practise referrals. to review how we work and adapt to the changes. The biggest change, which has been welcomed, is our However we will never lose sight of our role in move to a fitness to practise model, as opposed to protecting people who use services and strengthening a conduct model, of regulation. This will allow us to the professionalism of the workforce. focus on the cases where there is the greatest risk to This strategic plan for 2017-2020 sets out our people who use services. strategic priorities for the next three years. We will Now more than ever, it is important that workers begin this period with over 100,000 people on the across social services have the knowledge and skills Register and by 2020 we expect to have over 150,000 to provide high standards of care. We will develop registered. resources to support workforce development, working We will work to ensure that people who use social in partnership with key stakeholders, focusing in services, social service workers and their employers particular on the actions set out in the Scottish are confident in the service we provide and value the Government’s ‘Social Services in Scotland – a shared work of the SSSC. vision and strategy 2015–2020’ and the wider In the period of our last strategic plan we have seen strategic context set out in that strategy, digitally growth in all our areas of work. The number of people enabled learning, leadership development and career- registered, using our learning resources, reading long learning. our newsletter, attending our events and the SSSC Our strategic plan is based on delivering our has also grown. And the growth in the Register has legislative functions. It is also informed by meant us carrying out more investigations. research with our customers, recent feedback from In the last year, we completed our review of social consultations and discussion forums. This feedback SSSC Strategic Plan 2017-2020
has highlighted a number of additional areas of focus need to maintain our focus on ensuring that the for us over the next three years. qualifications remain fit for purpose. • In our recent consultations it was apparent that • Many of our stakeholders, in particular a small but significant number of registrants registrants, see us solely as a regulator and misunderstood their relationship with their seem less aware of our role in workforce regulatory body. We will communicate our role development. The tools and resources we more clearly and consistently so that registrants produce must be focused on improving better understand their relationship with us. practice and address the changing needs of the • We will clearly demonstrate the benefits of profession. registration and its role in increasing the In the last three years we have started to address a professionalism of the workforce and its core number of the issues identified and we will give them purpose of the protecting people who use greater priority over the next three years. services. • Our regulatory function is viewed by some as legalistic with little focus on protecting people who use services and insufficient support for workers and witnesses. We need to better understand these views and identify where improvements are needed to address these concerns. • Qualifications and standards are an integral part of professionalising the workforce. We reviewed the Code of Practice in 2016 as part of ensuring that we have the right standards. We 5
3. STRATEGIC OUTCOMES AND STRATEGIC PRIORITIES Outcome 1 The right people are on the Register Priority 1 Build our relationship with registrants and employers Priority 2 Our fitness to practise process is proportionate and accessible Outcome 2 Our standards lead to a safe and skilled social service workforce Priority 3 Social service qualifications and standards meet the needs of learners and employers Outcome 3 Our resources support the professional development of the social service workforce Priority 4 We work with Scottish Government and other partners to deliver the actions in ‘Social Services in Scotland a shared vision and strategy 2015-2020’ Outcome 4 Our stakeholders value our work Priority 5 A customer focus throughout the organisation Priority 6 High standards of governance SSSC Strategic Plan 2017-2020
STRATEGIC PRIORITY 1 STRATEGIC PRIORITY 2 Build our relationship with registrants and Our fitness to practise process is proportionate employers and accessible We will work to make sure our registrants value their This work has started with our move to a fitness to registration. We will do this by developing MySSSC, practise approach. Ensuring that we receive the right engaging with the workforce and employers and referrals so that resources are focused on where providing better targeted information and resources action is required is an important part of maintaining to registrants. a proportionate model. Our work between 2017-2020 Our work between 2017-2020 • MySSSC becomes a one stop shop and • Work with employers and registered workers to registration is more personalised for the help them understand when and how to make a individual. referral. • Our learning resources are developed based on • Work to improve the support received by social the intelligence we hold and market research service workers, employers, complainants with registrants and employers. and witnesses during the fitness to practise • We manage the registration of the new groups investigations and hearings. – support workers in care at home and housing • Introduce paperless hearings and develop support. MySSSC to facilitate correspondence with • We achieve efficiencies in our processes by workers and employers. developing our online offering through MySSSC. • Further reduce the time it takes to conclude a case. 7
STRATEGIC PRIORITY 3 Social service qualifications and standards meet for social services and across social care and the needs of learners and employers health services. We provide support, guidance and advice to education • Ensure that our digital learning expertise, and training providers to make sure the quality and capacity and capability is scaled up both standard of education and learning are maintained internally within the SSSC and with our strategic and enhanced. We have links with higher education partners, to ensure that our work in this area is institutions, further education colleges and other future proof and sustainable. providers to ensure compliance with SSSC rules and • Contribute to the work of the National requirements. The period of this strategic plan will Occupational Standards Governance group in see us working in partnership to implement a number the development of the transition plan and five of the recommendations of the Review of Social Work year strategic plan. Education. • Implementing the agreed recommendations of Our work between 2017-2020 the Review of Social Work Education. • Promote the revised Codes of Practice so that • Supporting the agreed workforce they are used and understood by registrants recommendations arising from significant and employers. policy developments such as the Scottish • Work in partnership with learning providers Government’s review of the care system. to review the quality assurance and approval • Reviewing post-registration training and learning process to ensure it is proportionate and (PRTL) to provide a more effective framework effective. for maintaining and improving practice and • Work in partnership with Skills Development strengthening development of the workforce. Scotland and others to develop career pathways SSSC Strategic Plan 2017-2020
STRATEGIC PRIORITY 4 STRATEGIC PRIORITY 5 We work with Scottish Government and other A customer focus throughout the organisation partners to deliver the actions in ‘Social Most people have very little choice about whether Services in Scotland: a shared vision and they have contact with the SSSC. But our aim is strategy 2015-2020’ that if they did have a choice of regulator they Our work between 2017-2020 would choose the SSSC. This is linked to all aspects • Working together with our strategic partners of our work but we must improve how we collect to further embed and implement the Social customer insights, the experiences people have when Services Leadership Strategy and Step into dealing with us and have consistency throughout the Leadership. organisation. • Implement the SSSC Learning Strategy and Our work between 2017-2020 seek opportunities to strengthen our capacity • Make better use of intelligence (feedback, to support wider development of the workforce complaints, surveys) to inform our decisions. in addition to the qualifications required for • Improve how we evaluate the impact of what registration. we do and demonstrate the difference we make. • Continue to work with Scottish Government and • Develop and implement our Digital Strategy. other stakeholders in supporting areas of policy • Upskill our staff with digital skills to better serve and legislation that impact on the capabilities our customers. and knowledge needs of the workforce such as • Develop and implement a customer care self-directed support, carers, dementia, early programme for all staff. years, community justice and end of life care. • Implement a quality management framework. 9
STRATEGIC PRIORITY 6 4. OUR STRATEGIC MEASURES 2017-2020 High standards of governance • Registrants believe that registration with the In implementing this strategy over the next three SSSC provides positive benefits to them. years we will continue to ensure good governance and • Cases referred to SSSC Fitness to Practise meet planning to make the best use of all our resources. the thresholds. This will allow us to focus on the Our work between 2017-2020 high risk cases. • Put in place a financial strategy that addresses • We see an increase in the number of people the sustainability of the SSSC. participating in and being represented at Fitness • Implement paperless financial transactions. to Practise hearings. • Ensure our staff are competent to deliver our • We see a decrease in the average time it takes priorities and manage risk. to conclude fitness to practise cases. • Have in place an online performance and • The SSSC is recognised as an organisation that governance system. contributes to social service workers having the skills needed for their jobs. • Social service workers report that our learning resources have improved their practice. • Our customers are satisfied with the service they receive from the SSSC. • External audits provide evidence of good corporate governance and effective use of our resources. SSSC Strategic Plan 2017-2020
5. OUR WORK AND THE SCOTTISH GOVERNMENT OUTCOMES Scottish Our strategic Our strategic Our strategic The difference we Government outcome priorities measures will make outcomes Outcome 1 Priority 1 Registrants believe that Registrants understand We have improved the The right people are on Build our relationship registration with the and value the role of life chances for children, the Register with registrants and SSSC provides positive the SSSC in enhancing young people and employers benefits to them their professionalism families at risk Our public services are high quality, continually improving, efficient and responsive to local people’s needs Priority 2 Registrants believe that People who use services Our public services are Our fitness to practise registration with the are protected and high quality, continually process is proportionate SSSC provides positive receive high quality improving, efficient and accessible benefits to them services from a safe and responsive to local and skilled workforce people’s needs Cases referred to the SSSC Fitness to Practise Our stakeholders meet the thresholds recognise that we We live our lives safe have a vital role to We see an increase from crime, disorder investigate and take in the number of and danger action in respect of people attending and workers who pose a represented at Fitness risk to people who use to Practise Hearings services We see a decrease in the average time it takes to conclude fitness to practise investigations 11
OUR WORK AND THE SCOTTISH GOVERNMENT OUTCOMES Scottish Our strategic Our strategic Our strategic The difference we Government outcome priorities measures will make outcomes Outcome 2 Priority 3 The SSSC is recognised We will work with Our children have the Our standards lead Social service as an organisation that partners to ensure best start in life and are to a safe and skilled qualifications and contributes to social that qualifications and ready to succeed workforce standards meet the service workers having standards continue We realise our full needs of learners and the skills needed for to evolve to meet the economic potential employers their jobs changing needs of with more and people who use services better employment opportunities for our people SSSC Strategic Plan 2017-2020
OUR WORK AND THE SCOTTISH GOVERNMENT OUTCOMES Scottish Our strategic Our strategic Our strategic The difference we Government outcome priorities measures will make outcomes Outcome 3 Priority 4 Social service workers Lifelong learning Our children have the Our resources support We work with Scottish report that our learning is at the heart of a best start in life and are the professional Government and other resources have professional, confident ready to succeed development of the partners to achieve improved their practice and valued workforce We have improved the social service workforce the outcomes in ‘Social Our resources can life chances for children, Services in Scotland: support that learning to young people and a shared vision and meet different learning families at risk strategy 2015-2020’ styles, different learning We realise our full environments and economic potential recognise the learning with more and we all bring to our better employment careers opportunities for our people 13
OUR WORK AND THE SCOTTISH GOVERNMENT OUTCOMES Scottish Our strategic Our strategic Our strategic The difference we Government outcome priorities measures will make outcomes Outcome 4 Priority 5 Our customers are As a public body we Our public services are Our stakeholders value A customer focus satisfied with the rely on stakeholders high quality, continually our work throughout the service they receive valuing the work we improving, efficient organisation from the SSSC do and believing we and responsive to local are a transparent and people’s needs efficient organisation Priority 6 External audits provide High standards of evidence of good governance corporate governance and effective use of our resources SSSC Strategic Plan 2017-2020
OPERATIONAL PLAN 2017/18 6. OPERATIONAL PLAN 2017/18 The operational plan sets out how we will work The operational plan sets out an overview of our towards our strategic outcomes and focus on our work and helps us define, organise and monitor it strategic priorities during the financial year 2017/18. throughout the year. Working towards our strategic outcomes and strategic priorities – year one (2017/2018) Outcome 1: The right people are on the Register Activity in Operational Strategic priority Lead officer Strategic measure 2017/18 measures Priority 1 Project 1a: Research Head of Strategic Projects remain on Registrants believe that Build our relationship phase - understanding Communications target and resources registration with the with registrants and registrants and delivered on time SSSC provides positive employers developing resources benefits to them Projected registrations Project 1b: Open the Registration Manager vs actual registrations register for new groups Average time to Project 1c: Develop Registration Manager complete application telephone system for process a better customer experience 15
OPERATIONAL PLAN 2017/18 Outcome 1: The right people are on the Register Activity in Operational Strategic priority Lead officer Strategic measure 2017/18 measures Priority 2 Project 2a: Help Head of Fitness to Projects remain on Cases referred to FtP Our fitness to practise employers and Practise target and resources meet the thresholds process is proportionate registered workers delivered on time A decrease in the time and accessible understand when and Projected referrals vs it takes to conclude how to make a referral actual referrals fitness to practise cases Project 2b: How to % of hearings where support participants worker attended engage with the process % of hearings where Project 2c: How to Head of Corporate representative attended increase representation Governance and at hearings Hearings % of cases closed per month as below threshold Average months taken to close a case Projected hearings vs actual hearings SSSC Strategic Plan 2017-2020
OPERATIONAL PLAN 2017/18 Outcome 2: Our standards lead to a safe and skilled social service workforce Activity in Operational Strategic priority Lead officer Strategic measure 2017/18 measures Priority 3 Project 3a: Contribute Head of Learning and Projects remain on The SSSC is recognised Social service to the review of Development target and resources as an organisation that qualifications meet the National Occupation delivered on time contributes to social needs of learners and Standards led by Skills service workers having % of UK qualification employers Development Scotland the skills needed to do referrals resolved within (SDS) their jobs 28 working days Project 3b: Review Average time to Post-Registration complete PRTL process Training and Learning (PRTL) 17
OPERATIONAL PLAN 2017/18 Outcome 3: Our resources support the professional development of the social service workforce Activity in Operational Strategic priority Lead officer Strategic measure 2017/18 measures Priority 4 Project 4a: Carry out Head of Learning and Projects remain on The SSSC is recognised We work with Scottish an audit of our learning Development target and resources as an organisation that Government and other resources delivered on time contributes to social partners to achieve service workers having Project 4b:Work with the actions in ‘Social the skills needed to do Social Work Scotland, Services in Scotland their jobs Iriss and other partners a shared vision and on delivering ‘Enhancing Social service workers strategy Leadership Capability report that our learning of Scotland’s Social resources have Services 2017-2020 improved their practice Project 4c: Implement the Palliative Care Framework with National Health Service Education Scotland (NES) Project 4d: Scope the workforce requirements for criminal justice social workers Project 4e: Deliver workforce requirements from the Carers Act Project 4f: Economic value of the social service workforce SSSC Strategic Plan 2017-2020
OPERATIONAL PLAN 2017/18 Outcome 4: Our stakeholders value our work Activity in Operational Strategic priority Lead officer Strategic measure 2017/18 measures Priority 5 Project 5a: Develop Head of Performance Projects remain on Our customers are A customer focus ‘the SSSC way’ of how and Improvement target and resources satisfied with the throughout the we work delivered on time service they receive organisation from the SSSC Project 5b: Develop and implement a customer care programme for our staff Project 5c: Implement a quality framework for the SSSC Project 5d: Review our business intelligence systems Project 5e: Develop and implement a business intelligence framework Project 5f: Implement Head of Strategic our Digital Strategy Communications 19
OPERATIONAL PLAN 2017/18 Outcome 4: Our stakeholders value our work Activity in Operational Strategic priority Lead officer Strategic measure 2017/18 measures Priority 6 Project 6a: Develop Head of Performance Projects remain on External audits provide High standards of and implement an and Improvement target and resources evidence of good governance online performance and delivered on time corporate governance governance system and effective use of our HR Manager resources Project 6b: Training needs analysis of all Head of Finance staff Project 6c: Paperless Director of Corporate financial transactions Services Project 6d: Develop a financial strategy that addresses the sustainability of the SSSC SSSC Strategic Plan 2017-2020
7. OUR RESOURCES – SSSC DRAFT BUDGET 2017/18 Postgraduate bursaries Supplies & services Draft Budget by Expenditure Type Staff costs £ 000 % Staff costs 9,854 50 Accommodation costs 767 4 Administration costs 1,477 7 Transport costs 221 1 Supplies & services 2,412 12 Postgraduate bursaries 2,655 14 Practice learning 2,352 12 Gross expenditure 19,738 100 Practice learning Transport costs Administration costs Accommodation costs 21
OUR WORK AND THE SCOTTISH GOVERNMENT OUTCOMES Scottish Social Services Council Compass House 11 Riverside Drive Dundee DD1 4NY Telephone: 0345 60 30 891 Fax: 01382 207215 www.sssc.uk.com Email: enquiries@sssc.uk.com Facebook: /theSSSC Twitter: @SSSCnews Instagram: @SSSCnews YouTube: /SSSCtv © Scottish Social Services Council 2017 SSSC Strategic Plan 2017-2020
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