5 February 2025

“Staff in social care go above and beyond, regardless of the weather”

Member Spotlight: Angela Bonomy, Chief Executive Officer at Sense Scotland, reflects on Storm Éowyn and the people who risk their own safety to provide essential support to others

Friday, 24 January 2025 is one of those dates we’ll all remember in the future – the day that Storm Éowyn and a Met Office danger to life red weather warning descended on Scotland.

It was the day that schools and nurseries closed; the day that Tesco wasn’t open; the day that the bins weren’t emptied; the day that there was no public transport; the day that GP appointments weren’t available; and the day after the Government sent an emergency alert message to all of our phones. It was enough to remind us all of lockdown.

Everyone was told: stay at home. Don’t travel. Stock up on candles and bread. Keep safe.

Everyone, that is, except social care organisations, including my own, Sense Scotland.

At Sense Scotland, we support people with complex learning and physical disabilities and sensory impairments, most of whom are also non-verbal. Many of the people we support live in their own homes, supported by Sense Scotland staff 24 hours a day, seven days a week. Staff are there to enable them to live their best lives, do things that most of us take for granted, and keep them safe.

For many of our services, closing was not an option.

Thursday, 23 January was a critical day for us. The day before Éowyn descended on Scotland is when the planning started – closing the services we were able to, and for all others, making sure staff were available for all shifts, establishing whether they could get to those shifts (with no public transport available), contingency planning for those who might not be able to make it despite their best efforts, and acknowledging that staff would also have logistical difficulties in their own lives. Staff communication had to be clear and fast-moving, and strike the balance between serious, but not scaremongering.

When the 24th dawned, we were as prepared as we could be, but still knew that the best laid plans gang aft agley…

Our fantastic teams were in constant contact throughout the day, checking in on staff and people supported. Miraculously, for our services that remained open, all shifts, no matter the time of day or night, were covered, and everyone remained safe. Absolute bloomin’ legends!

And the point I haven’t mentioned so far? All of these people who risked their own safety and disrupted their own lives to keep the people we support safe are paid the princely sum of £12 an hour, which equates to just over £22k per year.

Storm Éowyn isn’t an isolated event – staff in social care, like our staff at Sense Scotland, go above and beyond, regardless of the weather. They’re driven by their compassion and drive to make a difference; to ensure that the people they support are safe, happy, and healthy. But the events of the 24th January 2025 really put into perspective just how far staff in social care will go to make sure this is the case.

I hope you will join me and the rest of CCPS in calling for the Scottish Government to invest more in the social care sector and reward staff proportionately to their efforts. We can’t control the weather. But we can all play our part in making sure social care staff get what they deserve – a fair wage.

Angela Bonomy is Chief Executive Officer at Sense Scotland

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17 December 2024

“I support a deafblind man to go to football. What I see, I draw on his hand … Every kick of the ball. In that situation, he’s himself, supporting his team”

Member Case Study: DeafBlind Scotland Guide/Communicator Christine Lawler on her role and the difference improved pay would make

DeafBlind Scotland is Scotland’s national charity and principal authority on meeting the complex needs of individuals living with deafblindness. Here, one of the charity’s Guide/Communicators, Christine Lawler, discusses her role – and the difference that improved pay would make to her and the people she supports

“In my job I never have a typical day. You can arrive at someone’s house and their plans have gone awry. I could be supporting someone to play chess in the morning, then in the afternoon support them to go shopping, study at college, attend a social work meeting or attend medical appointments and co-work with interpreters. I support their communication, their guiding, their mobility, their medical appointments.

Anything you want to do in your daily life, I support and enable deafblind people to do what they want. The individuals I support may not know it’s raining out, what’s in the news, basic information and it is part of my role to give them what I can see and hear at all times.

Although I’m within ‘social care’, I’m a guide communicator and a deafblind manual interpreter. But people don’t necessarily recognise the importance of my role. It’s about supporting and enabling someone live independently in their own home. They don’t know that they’ve run out of milk or that their bread’s mouldy… I support them to write a shopping list and while we are out I give full information on what offers are there as well as information on prices, ingredients and cooking times etc.  Without this they can’t make informed choices. Information giver is one of the main things I have to be. I have to see, hear, tell them what’s there. I do that constantly.

Trust and confidentiality is so crucial for deafblind people. They have to trust that I will do my best to support them in whatever they wish to do

Some of the public recognise what I do and the vital importance of it especially at the football. I support a deafblind man to go to football, but he doesn’t sit in the disabled area. He’s not disabled in any way at football. He’s one of the Bhoys. What I see on that pitch I draw on his hand. Every single kick of the ball. Who’s playing, who scores, who’s taking the corners. Everything happens for him at the exact same time. In that situation, he may be deafblind – but he is himself, supporting his team. He just needs that additional support.

That relational aspect of the role is so important. I tend to support individuals who are profoundly deaf and fully blind who have acquired deafblindness. They are aware that I follow DBS policies and procedures and codes of practice linked to SSSC.  They have trust in our professional relationship that I won’t overstep boundaries.

If the Scottish Government were to increase hourly pay it would certainly make me feel more valued in what I do. On average it takes six years to be a well-trained guide communicator. I have been studying over the course of nine years. I can go to Lidl or Sainsburys and get more an hour but I’ve worked hard to be where I am and I still work hard to keep up standards. I want to better myself because many deafblind people need this level of communication and if I can’t match that, I’m letting everyone down.

But I’d like to be recognised for the studying and effort I’ve put in – achieving the BSL level 6, Deafblind Manual Interpreting qualification and my Diploma in DeafBlind Studies, which is affiliated with Birmingham University, and which alone took two years.

The impact of all this training on deafblind people is about trust and them knowing that I am giving them the right information. And if I can’t give them this, they can’t make informed decisions.

I want deafblind people to be seen as part of society and part of their own community. That’s so important to them – to be seen and heard in their world; to feel they have worth.”

Find out more about DeafBlind Scotland

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3 December 2024

“To help shape the future of social care, it’s vital that we act on the right voices”

Member Spotlight: Carr Gomm’s National Involvement Group is showing how to place the perspectives of those who navigate the system every day at the heart of change, says Becs Barker

Amid ongoing discussions about the future of Scotland’s social care, listening to the voices of those with lived experience has never been more vital. Debates around the National Care Service, fair work, equal access, and person-centred support often dominate the headlines. But it is vital that these conversations are grounded in the perspectives of those who rely on and navigate the social care system every day.

At Carr Gomm, we are dedicated to ensuring these voices are heard, amplified, and acted on. Through our National Involvement Group, we champion the involvement of people we support in shaping not only our organisation but also the wider social care landscape.

Pictured right: Charlotte from the National Involvement Group chats with Lucy Wren, Chief Executive for Carr Gomm and Becs Barker, Operations Manager, Involvement

Elevating Voices, Shaping Change 

Our National Involvement Group plays a vital role in shaping both our organisational strategy and broader social care policy. They are instrumental in developing our Strategic Plan, ensuring that the perspectives of those receiving support remain central to Carr Gomm’s strategic direction. Recognising that connection and learning are fundamental rights, they have championed digital inclusion, enabling us to expand opportunities for people to connect, learn, and maintain their wellbeing through digital platforms. They also continually refine our Welcome Handbook, making it more accessible and truly reflective of the people we support.

The group’s impact extends far beyond our organisation, with our members serving as vocal advocates at the national level. They provided critical insights to the Independent Review of Adult Social Care, with one member describing a powerful moment of feeling directly heard by the Health and Social Care Minister. They actively participate in Scottish Parliament consultations, particularly around Self-Directed Support, boldly challenging the complex language used in the bill that was “clear as mud” and obscured understanding. On the National Care Service, the group consistently emphasise one crucial message: Government and Parliament must listen to and include people who need social care — they are the genuine experts.

Community and Connections

A sense of belonging is important to the group who, whilst valuing their opportunity to influence Carr Gomm and wider social care policy, have developed a sense of connection with one another. Recently, the group connected with Enable Ukraine, a social care organisation in Ukraine, demonstrating that shared humanity transcends borders. In their inaugural meeting, members from both countries connected through hobbies and shared interests, seeing each other as individuals, rather than being defined by circumstance.

Our National Involvement Group represents more than a consultation mechanism. It’s a dynamic network that proves what’s possible when we genuinely listen and act on lived experiences. We’ve seen tangible results from this group’s involvement. Concerns about our bi-annual questionnaire’s accessibility led to a complete redesign. Members’ desire for more community involvement prompted us to create a dedicated Involvement Development Manager role in our organisation.

Looking ahead

As we stand at a critical moment in Scotland’s social care landscape, one thing is crystal clear: people must sit at the heart of the conversation.

The people supported by Social Care have stories, insights, and wisdom. They know the intricate realities of navigating social care. They understand its strengths and its profound challenges. They are the true experts on Social Care.

It’s time we amplify these voices. Not just hear them but centre them. Because true person-centred support isn’t something we do to people — it’s something we do with people.

If you’re interested in chatting further or connecting with the National Involvement Group, please do reach out, becsbarker@carrgomm.org

Becs Barker is Operations Manager: Community Contacts, Involvement, Quality and Innovation, at Carr Gomm

Additional Resources:

Charlotte from the National Involvement Group chats with Lucy Wren, Chief Executive for Carr Gomm and Becs Barker, Operations Manager, Involvement

https://youtu.be/S3hTqcEnt_I?si=fGug4xkag8ij4Cw6

https://youtu.be/QVTripsODVE?si=1Iko7Mi4CHXloYvv

 

 

 

 

 

 

 

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28 November 2024

“Can I have a bearded dragon?” What William’s question reveals about attitudes to social care

Member Spotlight: Julie McNeill, Visual Storyteller at C-Change, on why the charity’s work, like all of social care and support, means seeing the extraordinary in supposedly ‘ordinary’ lives

There’s a temptation to think that social care is something that happens ‘over there’, separate from the reality of the majority of the population’s daily lives. The truth is that all of us may be in contact with social care: this may be as a supported person, a family carer, an employee or volunteer or member of a community organisation.

Social care covers such a vast spectrum of personal and practical support for children, young people and adults in our society, supporting independence and improving quality of life. This undervalued, and often misunderstood, sector represents the very core of what it is to be human: what it is to care, respect, advocate and uphold the human rights of everyday citizens.

I’d like to share with you the story of William Rae, the Vice Chair of the Board at C-Change Scotland. William was previously supported by C-Change in Aberdeen. Over time he found that he no longer required support and was able to manage his own day-to-day life. He was determined at that point – instead of riding away into the Aberdonian sunset – to put his energies into using his experience, skills and knowledge to help social care organisations be the best they can be.

He started volunteering on the board at C-Change as well as other local charity organisations. His outlook and knowledge were invaluable. Earlier this year William was elected to the position of Vice Chair where his insight, his ideas and his lived experience have become a vital component of the decision-making processes of the organisation.

He has recently taken on the role of ‘Roving Reporter’, with a regular news bulletins disseminated to colleagues and people we work for to increase the visibility of the work of the board and help keep everyone informed of any changes/ developments/ good news. His dry wit and punchy headlines have made these reports an instant hit!

When C-Change first started working for William he asked the CEO Sam Smith if he was ‘allowed’ to get a Bearded Dragon. She looked at him a little baffled, wondering why he would need permission from her to have a pet of his choosing. He then went on to explain that he had been told previously that he needed to ‘prove himself’ with a goldfish first before he could care for a Bearded Dragon.

The Goldfish and the Bearded Dragon – C-Change

Needless to say, William got his bearded dragon and inspired a poem in process:

The Goldfish & The Bearded Dragon – Poem – C-Change

The message of ‘Why would you want a goldfish when you can have a bearded dragon?’ resonates wider than William’s story. We should be in the business of providing opportunities for growth, excitement, adventure and colour not simply ticking a ‘good enough’ box.

I don’t think it’s too grand to say that social care is noble work: it’s an immense privilege to be invited into people’s lives, walk alongside with empathy and creativity and be trusted to support someone to live the life they choose. Seeing the extraordinary beauty in the ‘ordinary’ lives of individuals is a rare gift. It is at the very heart of what it is to be a compassionate, rich, inspiring, cohesive community, but it requires hard work.

Social care is noble work – a career where you will always learn more than you impart. The lifeblood of the kind of society we should be striving to build with people like William showing us the difference between a life with a goldfish, and one with a bearded dragon.

Read more about William’s story in his own words here 

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21 November 2024

“We’re finding joy in the ordinary and focusing on the power of human connection”

Member Spotlight: Gerry Donnelly of Support for Ordinary Living celebrates the charity’s achievements, and explains why investment in the social care could allow them to do even more

I’m really pleased to be asked to contribute to CCPS’ Member Spotlight series. Our organisation takes part in many of the groups that CCPS facilitates, including the Communications Member Advisory Group, of which I’m a member. I wanted to share some of the work we’re doing at SOL and how we are striving to make our organisation the best it can be.

Appreciation Badges

At SOL our teams are empowered to innovate and work in partnership to provide high quality care and support. We are intentional about fostering a culture of appreciation and peer support that is driven by our values. In the last year our employees handed out more than 500 appreciation badges to each other, recognising the contribution they make to the lives of the people we work for. Through our HR system, we introduced appreciation badges to encourage recognition among staff. Each badge represents one of our core values:

  • Do the right thing
  • Make a difference
  • Take responsibility
  • Challenge the status quo
  • Look at the world from different perspectives
  • Find joy in the ordinary.

Staff can award these badges to colleagues along with a personal message. We can then see staff interactions in a social media style feed. This initiative has received positive feedback, making employees feel valued. Each month, one exemplary staff member is chosen as the “SOL Star,” recognising their contributions and values that embody SOL’s mission.

The Quality Checkers

Our Quality Checkers group, comprising people we work for and their staff, recently delivered feedback to SOL managers. The group gathers information from four audiences: the people we work for, SOL staff, friends and family, and external stakeholders. They previously gathered this feedback through paper questionnaires, but after receiving training based on the Care Experience Improvement Model, they now conduct face-to-face interviews. Their findings are then analysed, documented, and presented in video format, allowing managers to hear directly from the people who receive support. This powerful feedback session has led to the formation of an improvement group, with Quality Checkers playing a pivotal role in driving positive change.

SOL Connect

Our SOL Connect team continues to explore new and creative ways for people to use their support budgets. With a new office in Glasgow and our work across eight local authorities in Scotland’s central belt, it’s been a busy few months for the team. SOL Connect operates around the clock, 365 days a year. Support is provided through touchscreen hubs with a simple interface that users can tap to connect with our team. Those with dexterity issues can use a green button or SOL Connect watch pendant.

Our team assists with daily routines, medication reminders, social interactions, and connects users with emergency responder services if needed. When SOL Connect began 12 years ago, it served a small group with social support needs; today, it serves numerous people with diverse needs. Usage surged during the pandemic, especially for social interaction, prompting us to form the UPTAE? friendship group. Additionally, more people with mental health needs have started using the service.

SOL Connect succeeds because our team members come from care, not tech, backgrounds, ensuring they prioritise human connection. The technology we develop serves as a bridge between users and our trained staff, as well as friends and family. As the SOL Connect slogan says, “Connecting the things that matter.” We envision technology-enabled care becoming integral to Scotland’s social care landscape, balancing innovation with face-to-face support.

Watch a Scottish Learning Disability Week 2024 video about SOL Connect

UPTAE?

During the pandemic, we launched UPTAE? (as in “whit are you up tae?”) to foster connection amidst social restrictions. With funding from North Lanarkshire Council and the Lottery Community Fund, we created an online events group through SOL Connect hubs. Activities include dance, mindfulness, arts and crafts, Makaton, music, karaoke, and bingo. We provide participants with necessary materials, delivered to their homes.

The group’s success led to daily online events and in-person gatherings like “UPTAE Nae Good,” a Friday social with music, karaoke, and games. Initially a small online group, attendance has since tripled, including members outside of SOL who purchase memberships to join. Another highlight is “UPTAE Animation,” where participants collaborate with Nemo Arts to create stop-motion films, from writing the script to producing music. The project culminates in a premiere event where everyone can watch the final film and a behind-the-scenes documentary. We’re currently working on a second animation with a new group of creatives.

Watch a short animation about UPTAE?

The Future

Recent years have posed challenges for social care, but our team’s dedication and creativity have enabled us to continue supporting people in building the lives they want. However, the social care recruitment crisis makes it hard to attract and retain like-minded, innovative staff. While we focus on staff wellbeing through initiatives like mental health support packs, proper terms and conditions are essential.

If we had one Christmas wish, it would be for better staff conditions and investment in Scotland’s social care system. Resolving the staffing crisis would help us reach more people, relieve the health system, and ensure those in need receive proper support within their own homes and communities.

Find out more about SOL

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19 November 2024

How the Action Group’s ‘Real Jobs’ service builds empowerment and understanding

Member Case Study: The first of a new series profiling members’ services, showing how they help people live their life independently and thrive in their communities

In the run-up to the Scottish Government’s Budget announcement on 4 December and beyond, we’re sharing positive stories from our members about how their services help people live their life independently and thrive in their communities. In this short case study we profile The Action Group’s Real Jobs service, demonstrating its success – and how further investment would allow it to have an even greater impact.

Action Group’s Real Jobs service enables supported people to access or maintain employment, education or training in Edinburgh City Council.

Through this service, the Action Group has been working with a client for the past few years who has a senior position within the NHS. The client experienced a traumatic brain injury (TBI) in adulthood, which had a major, significant impact on their ability to live an independent life. Her recovery was remarkable: from a Glasgow Coma Scale 3, she was able to rehabilitate to a place where her disability is hidden.

However, this comes with its own issues in the workplace: a lack of understanding of hidden disabilities. The individual found their managers made regular assumptions that any issues at work are related to their support needs. Through working with an Employment Advisor, Action Group not only ensured the individual sustained their role but also that they made strides towards improving understanding within their workplace.

Both colleagues and management have embraced training on TBI and neurodiversity, and collaboratively contributed to a disability passport, further empowering colleagues to identify warning signs, and knowing the right intervention strategies.

Three changes that could most improve the impact of this service for people:

  • More funding – to employ more employment advisors, reducing current caseloads and having more time to spend with each client
  • More understanding and support for employers to help them realise the potential in employing people with disabilities
  • More recognition and awareness of our service, who we can help, and what we can help with.

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12 November 2024

“From surviving to thriving – how the stories of the people we support give me hope”

Member Spotlight: Marking a year as CEO of Recovery Across Mental Health (RAMH), Peter Jung celebrates the charity’s work, urging you to be kind to others – and yourself

I write this as my first-year anniversary as CEO of RAMH fast approaches. It has been a very quick year. I joined as my predecessor; Stephen McLellan retired after more than 30 years at the helm. Stephen took RAMH from its small beginnings, to where it is now: a valued and respected Mental Health charity that has supported so many people to move their lives on to a better place.

A couple of years ago, there was an effort to re-align our organisations’ values. This exercise involved everyone connected to our organisation; peers, staff, Board members, equally. We agreed on four key values – Hope, Inclusion, Respect and Empowerment. These four values underpin all that we do and are the foundation for our culture. They also influenced my decision to apply for this role in the first place. Who wouldn’t be drawn in by these very inspiring values?!

RAMH is not the biggest social care organisation in Scotland but it is recognised as being good at what it does, and I believe it punches well above its weight. Last year we engaged with just over 5400 people and had a further 1140 enquiries. Our support ranges from brief connections, typically through our crisis lines, right up to round the clock support and all stops in-between.

A big part of what we do is to offer people an alternative and better future, and I have been struck by the remarkable stories people have shared with me. Stories that began with a simple will to survive, that evolved into a life where they thrive. Our peers play a key role in giving others the hope that they too can turn things around. There is always a danger in designing things with yourself as the user, so our peers offer an authentic voice that is hard to replicate. I am also pleased to share that a couple of weeks ago, we co-opted two peers on to our Board. I see their inclusion as a strong statement of intent.

I am hugely grateful for the kindness we continue to be shown from the people in the communities in which we serve. From large donations from local groups, schools and business, to personal donations from individuals who have made a particular fundraising effort, like ‘the kilt walk’. This generosity underlines that we are known and recognised in our communities and that the work we do is valued.

It might also be a reflection on the connection we’ve developed through our work, both to members of the public and our network of partner organisations. Our wellbeing maps are a good example of this. These were developed in partnership with a local primary school and now have around 1000 hits a month on maps that cover Renfrewshire and East Renfrewshire. The maps pinpoint local connections and community resources that help support people’s mental wellbeing.

🗺️ Take a look at our wellbeing maps: Renfrewshire | East Renfrewshire

Much of what RAMH does is focussed on early intervention and prevention. The importance of early intervention and prevention is underlined in the Scottish Governments’ Mental Health strategy. I firmly believe that getting support to people as early as you can, gives the best possible chance to reduce the impact poor mental health has on the person, their family and those that care about them. Reaching people early, before medical intervention is needed, not only provides the best opportunity to improve lives but also helps relieve the growing strain on an overburdened mental health system.

We actively participate in National and International events such as World Mental Health Day and Suicide Prevention Day. We work with others such as ‘Walk Lighter’ to amplify our reach and impact. We recently partnered with ‘Walk Lighter’, a small local suicide bereavement group in Renfrewshire, to plant remembrance trees in Ferguslie, Ralston, and Barrhead. The initiative aims to honour those lost to suicide and start more open conversations about this urgent issue, especially in light of the rising number of suicides reported this year.

Awareness days like these offer a timely reminder to take stock and check things are ok — not only with the people we support, but with ourselves as well. When we spend our days providing essential care, it is easy to overlook our own wellbeing. Our lives, both inside and outside work, have become busier and busier. I am sure the relentless pressure to do more with less, weighs on you as much as it does me. So take time to look after yourself and those around you, and be kind to each other too, please.

Find out more about RAMH’s work

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10 October 2024

“In the midst of struggle, let’s take time to see the rainbows”

Launching our new Member Spotlight series celebrating the work of provider organisations in our membership, Cornerstone’s Chief Executive Hazel Brown reflects on success in the face of sector-wide challenges

Launching our new Member Spotlight series of blogs and videos celebrating the work of provider organisations in our membership, Cornerstone’s Chief Executive Hazel Brown reflects on success in the face of sector-wide challenges

I am delighted to be invited to provide the inaugural blog for CCPS’ new Members’ Spotlight series, and to have the opportunity to share some updates from Cornerstone, including some of our recent celebrations and achievements.

Last week we had the pleasure of hosting our annual Star Awards in Dundee; a national event designed to recognise the exceptional work of colleagues and supporters, as well as celebrate the amazing achievements of the people we support. Eighty-five colleagues from across the country were recognised for various long service awards, representing a cumulative 1,235 years of dedication and commitment to Cornerstone and the social care sector!

Presentations were also made for Colleague of the Year, Team of the Year, Learner of the Year and Fundraiser of the Year, and a number of very special Mary Williamson Awards were also presented to people we support across our 11 Branches, by the Lord Provost of the City of Dundee, Bill Campbell.

It was truly uplifting event with some very special stories shared. It also served as a great reminder of the impact of the care we provide and the difference it makes to the lives of the people we support and their families.

The theme of the event was ‘Cornerstone at the Movies’, with many guests choosing to dress up as their favourite film character. We also took the opportunity to première our very own Cornerstone movie, which you can view here.

I was delighted that Rachel Cackett, CEO of CCPS, was able to join us on the day and got to hear first-hand just some of the amazing work that is happening across the country.

Watch a short video message from Rachel, recorded at Cornerstone’s Star Awards

During the course of the afternoon I also shared news of a significant Cornerstone milestone, with the recent opening of our new Cornerstone Connects Hub in Galashiels. What an amazing facility it is! The hub is fully adapted to meet the needs of adults with learning disabilities, physical disabilities, complex care needs and autism and offers access to a wide range of outcome-based activities and learning opportunities.

Activities and opportunities include everything from early morning, evening, and weekend clubs, trips out and ‘Cuppa & Catch Up’ events to doors open days and hosted visits from a range of NHS Borders healthcare professionals. There is also a fully accessible sensory room, Changing Space, activity kitchen, physio and therapy room, tech and multi-media room, bookable meeting space, a common room and sensory garden.

It has been a long and hard road to get the hub open but it just shows you what sheer determination, an ambitious team and a truly collaborative working approach can achieve. I know the facility is already making a huge difference to the people we support, their families and our colleagues in our Support Service, Care at Home and Housing Support and Shared Lives.

Last month we also celebrated being awarded a Highly Commended at the UK final of the 2024 Menopause Friendly Employer Awards in London. A pretty big deal for us, especially given the stiff competition from the likes of BAE Systems, Leicestershire County Council, the Nuclear Decommissioning Authority, Specsavers and Thames Valley Police! It is a significant achievement and true testament to the hard work and dedication of our colleagues and their efforts to bring about long-term, sustainable change and fostering a supportive and inclusive menopause friendly culture. The project was made possible through a generous grant from The Workplace Equality Fund and our skilled project partners The People Portfolio. If you would be interested in finding out more please contact menopauseawarenessproject@cornerstone.org.uk

And hot off the press… we’ve just heard that we are finalists in the Herald’s Top Employer Awards in the ‘Best Training and Skills Development Initiative’ category.  This recognises our investment and roll out of a new Professional Practitioner Programme, driven by our Training Academy.

So lots of great stuff happening at Cornerstone. But of course, it’s not all sunshine and rainbows. We still face the same sector-wide funding, pay and recruitment challenges. We still struggle to keep social care in the spotlight and to influence meaningful policy change. But for our part, we remain committed to joining forces with other care providers and CCPS to influence change at both local and national government level. We look forward to working together and increasing our participation in profile-raising and influencing over the next year.

But for now, I urge all members to take some time and look for the sunshine and rainbows. It is undoubtedly a difficult time for social care, but it’s so important that we spotlight success and remind ourselves of the meaningful difference the great care and support we all deliver makes to people and communities across Scotland.

Read more about Cornerstone

 

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26 September 2024

Not-for-profit social care sector united at CCPS AGM

The event brought together social care and support organisations to talk about challenges facing the sector

A photograph taken outside at the 2024 CCPS AGM, showing CCPS CEO Rachel Cackett meeting with Neil Gray MSP, Cabinet Secretary for Health and Social Care.

Last week we hosted our AGM, bringing representatives from more than 30 of our member organisations together in the same room.

For many, this was a rare and welcome opportunity to connect with other social care and support providers in person, and reflect on recent experiences and challenges.

Neil Gray, Cabinet Secretary for Health and Social Care joined us and presented on the Scottish Government’s commitments to social care. He then fielded questions from members on various challenges the sector is currently facing.

During the session, members raised a number of points, including:

  • Staff wellbeing
  • Capacity and sustainability
  • Tensions in the current culture around commissioning
  • Managing risk
  • The NCS and sector reform

Board Convener Andrea Wood took the opportunity to recognise the honest conversations facilitated by CCPS with membership organisations. Andrea thanked members, the CCPS Board and staff for their work across this last year.

Looking to the future for our sector, CEO Rachel Cackett focused on the CCPS priorities launched in May, and how we will need to think differently about our tactics to implement our strategic goals in the current climate.

Reflecting on the day, Rachel said:

“It was great to see so many familiar faces in person at our AGM, and to hear members’ thoughtful contributions, ideas and challenges when things are so tough.

“We represent such a fantastic community of not-for-profit providers, and the team at CCPS left feeling energised to continue our collective work with our members across Scotland. We know there is much to do.”

CCPS CEO Rachel Cackett addresses members gathered in Edinburgh for the AGM:

A photograph taken at the 2024 CCPS AGM, showing CCPS CEO Rachel Cackett addressing members. A slide projected on a screen reads: "It is not difference which immobilises us, but silence. And there are so many silences to be broken." This quote is attributed to Audre Lorde.

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6 September 2024

“A chance to do things differently”

Bryan Davies, Chief Officer – Strategic Commissioning and Performance at Scottish Borders Council, reflects on his experience running a model contract test-of-change as part of our work focused on transforming culture in commissioning and procurement

CCPS has a longstanding commitment to leading culture change in commissioning and procurement, with a focus on embedding rights-based approaches and increasing collaboration, writes Policy Manager Alison Christie. In 2023-24, our work in this area included running a test-of-change of model outcomes-based contract template documents and related terms and conditions. We were pleased to collaborate with Scottish Borders Council and law firm Morton Fraser Macroberts as part of the project.

Background

The aim was to provide local authorities with a set of template documents to use and adapt when contracting for social care support services and to ensure that the contractual process focuses on the person’s outcomes. The Model Contract is three-way agreement between the supported person, the provider and the local authority. It is an Option 3 Self-directed Support (SDS) contract, meaning it can be used for all types of social care services.

The test-of-change was a small-scale project to assess how the Model Contract and Ts & Cs could work in practice and be adapted for use locally. By the end of the project, it was in readiness for use with one individual and support provider contracted through Scottish Borders Council (SBC), with an outcomes-based social work assessment, individual outcomes-based support plan and signed legal agreements all in progress.

In his blog below, Bryan Davies, Chief Officer – Strategic Commissioning and Performance at SBC, reflects on his experience of sharing the work and the learning gained.

“Part of my role at SBC focuses on developing our approach to commissioning, including looking at how we establish new governance arrangements for commissioning decision-making.

Currently in development are an early draft commissioning strategy within which there are 11 commissioning principles we will be committing to upon completion of the engagement process.

The developing approach also includes exercises such as the mapping of all our longstanding commissioning arrangements and the modelling of a capacity versus demand whole system profile across all health and social care settings. This Commissioning Framework will set out a new approach to existing commissioning in the Scottish Borders with a focus on ethical commissioning and collaboration.

One of the first areas of review in the Borders is Care at Home provision. CCPS’s test of change was of particular interest because it allowed us to look at the potential for doing things differently in terms of three-way contracts between the commissioner, the provider and the individual with that focus on the individual’s outcomes.

Trialling ideas

As a small test of change, we felt it was a useful exercise to begin to think through how the model contract might be implemented. However, one of the things that came through clearly was the need for more time. This proved to be a frustration throughout the project in terms of working towards a very imminent deadline.

Very quickly we pulled together legal experts, social work practitioners, partner agencies and other disciplines to look at the detail. But despite an excellent collaborative approach, unfortunately we didn’t have the time to go ‘live’ with a contract and involvement of a service user within the timeframe given.

In scoping a new way of working, lots of questions were raised for us about, for example, distinguishing between self-directed support option two and this specific option three piece of work. This test of change was within the context of option 3 (social work provided care through the means of a framework), and as a result the issue of scale became important.

The real value of any further test of change would be linked to scaling up. However, it was an interesting exercise in terms of the process that stakeholders might go through to get to this new three-way contractual arrangement.

Question time

SBC currently does assess individuals for outcomes but has historically set budgets around time and task provision of care at home rather than outcomes. So there is continued development in this aspect.

The capacity of the provider to deliver on the individuals’ outcomes while also delivering on a large-scale traditional volume of Care at Home provision on a time and task basis also provided a challenge. Questions were raised from the provider’s perspective about how they would manage the capacity to achieve this.

We highlighted other questions around evidencing progress against the achievement of the person’s outcomes.

There was an acknowledgement that there are tools that already exist and are in use by SBC and providers, but questions as to how SBC and stakeholders would agree suitable tools for the evidencing of those outcomes.

SBC also weren’t clear about managing a person’s expectations in terms of how open to be about this being a test of change when getting to testing stage with a service user.

Steps in the right direction

There was also a suggestion to better sequence the steps that needed to be taken. For example, the contract’s function could have been brought in earlier.

There was a significant focus on the legal input, and it was felt that in addition, there was a need for input from the contracts and procurement team to help the group understand where progress needed to be made in practically applying the new contract.

The experience has informed wider working for SBC in developing commissioning approaches, and we feel that it will be important to revisit much of what was experimented with during the project.

Overall, I felt that, despite it being a very small-scale test of change, a great deal of value had been learnt by the project group in a short period of time.”

 

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