A reflection on my time as CCPS Convener

As my six years as Convener of the CCPS Board come to an end, I have been reflecting on what a privilege it has been to serve an organisation driven by strong values, committed people and an unwavering focus on improving lives across Scotland.

Looking back, what stands out most is the resilience and commitment of CCPS members. Over recent years, our sector has faced significant financial pressures, workforce challenges, policy uncertainty and growing demand. Yet throughout it all, voluntary sector providers have continued to deliver life-changing and life-enhancing support to people and communities across Scotland.

That commitment sits at the heart of everything CCPS exists to represent.

I want to take this opportunity to recognise the tremendous contribution our members make. Their willingness to engage, share expertise and work collectively has strengthened the voice of the entire sector. One of the highlights of my time as Convener has been seeing that participation and collaboration continue to grow.

Whether challenging funding decisions, responding to social care reform, promoting fair work, highlighting the impact of immigration policy or making the case for sustainable investment, the strength of CCPS has always come from the knowledge and experience of our membership.

That is important because the influence CCPS achieves is not something done for members, but something done with them.

So, as I prepare to step down as Convener, I do so with confidence in the future of CCPS and the part we can play in the current discussions about social care reform.

At the heart of this debate must be the rights, dignity and choice of people who draw on social care support. While resources remain under pressure, reform cannot be viewed solely through the lens of structures, systems or costs. Because the real test of any reform is not how tidy the system looks, but whether people feel in control of their lives, able to choose who supports them, and confident that services reflect their needs and values.

In the Programme for Government, the First Minister set out an ambition to simplify Scotland’s public sector landscape, speaking about the need to reduce duplication, clarify accountability and ensure more resources reach frontline services. He also announced a period of engagement on the future of social care.

These are important objectives, and it is entirely right that we examine whether our public services are organised in the best way to support people and communities. But we should avoid the temptation to focus on what can easily be counted: the number of organisations, the layers of governance, or the structures we create. Because the things that matter most are often harder to measure. For me, the test of any system is not its shape, size or complexity but whether it is working in a way that enables people to live good lives, strengthens communities and delivers better outcomes for those it exists to serve.

CCPS members play a unique role that extends far beyond service delivery. We are rooted in communities, driven by purpose and able to be innovate, adapt and respond to people’s needs. Our strength lies in our diversity because people are not uniform. Their needs, cultures, identities and aspirations differ widely, and a diverse provider landscape is one of the ways we can best meet those different needs in practice.

It is also important to recognise that what some describe as duplication can equally be viewed as independence, accountability and innovation. Separate leadership, governance and advocacy functions enable organisations to challenge systems, represent particular communities and drive positive change.

If we consolidate too far, there is a risk that we lose important voices, specialist expertise and the ability to advocate effectively on behalf of the people and communities we support.

These reflections should not be interpreted as resistance to change. In fact, the opposite is true.

The case for simplifying parts of our public sector landscape is undeniable. Our members, and the people whose lives we touch, have long been calling for reform which reduces unnecessary complexity and ensures that decisions are made at the level where they can have the greatest impact. More needs to be done to streamline arrangements, strengthen accountability and ensure that the voices and experiences of people who draw on support are at the centre of decision making.

Our shared challenge is to create a system that is simpler, and more effective, without losing the diversity, innovation and community connection that have long been strengths of Scotland’s voluntary sector. Achieving that will require fair funding, investment in the workforce and a policy and regulatory environment that supports, rather than constrains, innovation.

CCPS has an important role to play in the conversations ahead. By bringing together providers, public sector partners and communities, we can help shape reforms that strengthen collaboration while preserving the independence and diversity that are so vital to delivering good outcomes.

Above all, we can ensure that reform is co-designed. People who draw on support, unpaid carers and local communities should be involved in shaping policy, commissioning and service delivery at every level. Our sector has significant expertise in creating opportunities for participation and amplifying voices that are too often excluded from decision making. That experience will be essential if reform is to remain grounded in people’s aspirations, rights and lived experience.

As I conclude my time as Convener, I want to pay tribute to the people who have made that work possible.

My first thanks go to the CCPS staff team, led by our CEO, Rachel. Behind everything CCPS achieves is a dedicated group of people who care deeply about the future of social care and support. Their professionalism, expertise and commitment to our values have been exceptional.

Under Rachel’s leadership, CCPS has successfully navigated a challenging period for the sector while strengthening its foundations and setting a clear direction for the future through the development of our new 2026-29 strategy.

I also want to thank my fellow Board Directors. Effective governance is often undertaken quietly and without recognition, but strong stewardship, support and challenge are essential to any successful organisation. It has been a privilege to work alongside such dedicated colleagues, and I look forward to continuing that work over the coming year.

Finally, I want to thank CCPS members for the trust you have placed in me during my time as Convener. It has been an immense privilege to serve this organisation and to work alongside people who are passionate about improving lives and strengthening communities.

Whatever challenges lie ahead, I remain confident that the values, expertise and commitment that define our sector will continue to be a powerful force for positive change across Scotland.