Three new appointments made to CCPS’s Board of Directors  

Range of knowledge, experience and expertise from across third sector social care provision brought to governance roles

Following their election at our recent AGM, three new members have joined CCPS’s Board of Directors.   

Sean Donachie, Deputy Director of Services at Capability Scotland; Gary Meek, CEO of Blue Triangle; and Sara Murphy, Managing Director of Community Integrated Care, were appointed as Directors at the event on 22 September. 

Hazel Brown, CEO of Cornerstone; Lorraine McGrath, CEO of Simon Community Scotland; and Neil Richardson, Chief Executive, of Turning Point Scotland, stood for re-election and were re-appointed to the Board.  

Welcoming the news, CCPS’s Board Convener and CEO of Key Andrea Wood said:

“We’re delighted that Sean, Gary and Sara will be bringing their expertise, knowledge and experience to CCPS’s Board – and equally pleased that Hazel, Lorraine and Neil will be continuing with us as Directors.”

“Alongside our 10 other Directors, this is a Board of senior leaders from the social care and support sector able to draw on a uniquely valuable set of perspectives and experience in their governance roles.”

Having been a Director for 11 years, SallyAnn Kelly, CEO of Aberlour, stood down from the Board last month, as did Karen Sheridan, Community Integrated Care’s Chief Operating Officer, who has served since 2022. 

Andrea thanked SallyAnn for being “a tremendous asset to CCPS”, describing her as “always principled, and always focused on what’s best for the organisation and the sector”. Andrea also thanked Karen, acknowledging her “thoughtful and wise” contributions to the Board over the past three years. 

CCPS’s Board brings together a diversity of experience and knowledge across social care provision, spanning areas including children’s services, criminal justice, learning disabilities, housing, homelessness, mental health and poverty. 

The other members of CCPS’s Board are:

  • Angela Bonomy, CEO, Sense Scotland  
  • John Booth, Managing Director, Hillcrest Futures  
  • Dr Ron Culley, CEO, Quarriers  
  • Viv Dickenson, CEO, CrossReach  
  • Sue Freeth, CEO, Voluntary Service Aberdeen (VSA)  
  • Janet Haugh, Chief Executive, Right There  
  • Annie Mauger-Thomson, CEO  
  • Amanda Miller, Director of Community Services, Eildon Housing Association  
  • Dr Sam Smith, CEO, C-Change Scotland  
  • Fiona Steel, National Director for Scotland, Action for Children.

Click here to read more about CCPS’s Board
 

4 Steps Guest Blog: “Funding packages that value all staff will play a crucial part in developing a motivated workforce”

Alex Cumming, SAMH’s Executive Director of Operations, on why social care and support managers need our backing to ensure not just that they don’t leave the sector, but that they can thrive in it

At SAMH (the Scottish Association for Mental Health) we believe everyone is entitled to hope and choice, and to achieve personal fulfilment. We know from 100 years of working in mental health that the key to delivering on these values – and the success of services – is a sustainable, happy and valued workforce.

Critical to our frontline workforce is the support given by managers across the country. Within moments they move from crisis management, to hands-on delivery, meeting ever-more demanding compliance requirements and regulations. They do all this while embedding organisational changes, leading service improvements and delivering contractual obligations. Our ask of them is vast.

The role they play in creating and embedding a culture of compassion and providing the environment for staff to develop cannot be exaggerated. They provide support for improving practice and negotiate delicate performance conversations. They do all this at the same time as bringing the team together to work on the collective goal of improving outcomes for people we work with.

This means that the ability to sustain and develop management and leadership pathways is essential, and just as urgent as the frontline challenge all providers are facing. One way to address both these issues is delivering funding packages that value all staff, which will play a crucial part in developing a motivated health and social care workforce that functions effectively, safety and consistently.

All of us are planning for the future, and considering what’s needed for management and leadership roles is key to that. However, we need a longer term view as well as support from government that delivers greater parity, enables us to harness the passion and skills to develop our managers, and reduces the fatigue our staff are feeling.

So where are the positives? Having spent time with more than 50 of our managers in the last week, I’m reminded of the drive and determination of our workforce and their unyielding commitment to those we support. Their resilience motivates others, but they need our backing and support to make sure not just that they don’t leave the sector, but that they can thrive in it.

4 Steps Guest Blog: “Our staff deserve recognition for their drive, passion and commitment”

Immediate action and appropriate funding is needed to ensure children’s social care services can deliver for their workforce as they deliver for Scotland’s children, argues Capability Scotland’s Ben Bradbury

Capability Scotland work with disabled children and their families across Edinburgh, Dundee, Lanarkshire and Renfrewshire in a range of settings including holiday support, community services and residential care. We are committed to delivering outstanding care, support, and opportunities for the young people we work with and key to that is our workforce.

By their nature services for school age children and young people tend to have unusual working patterns. With children attending school during the week the support we offer is, with the exception of school holiday provision, in the evening or at weekends. This presents challenges to recruitment and retention of staff as the hours required of staff to deliver this support do not always sit comfortably alongside raising their own families or maintaining a healthy work life balance. In addition, the qualification and experience levels expected of staff in these services is often higher than in their adult equivalents, for example our day care of children registered managers must be qualified to degree level. There are good reasons for this, indeed we often work with some of the most vulnerable individuals in society, but it adds to the challenge of maintaining appropriate staffing levels of the required skill and competency.

In spite of these challenges our children’s services staff are enthusiastic, creative, playful and without exception go above and beyond to deliver exceptional services for the young people in their care. Whether it be attending training sessions at weekends to fit in with delivery of holiday support or working late on an evening to enable a trip to the cinema to take place we ask a lot of our teams, and they rise to the challenge.

However, since the pandemic an additional challenge has presented itself for organisations such as ours. The pandemic rightfully shone a light on the pay levels for social care staff, the response from the Scottish Government and local authorities has focused entirely on adult social care staff. The government, through the various Health and Social Care Partnerships (HSCPs), has provided additional funds to raise the minimum rate of pay for staff in adult social care roles. These uplifts had the effect of keeping the minimum rate of pay for staff in adult services above the Scottish Living Wage throughout the pandemic and in line with the living wage in 2023.

Unfortunately, no such uplifts have been forthcoming for our children’s services. Unlike with adults, services for children and families tend to be commissioned by the local council rather than the HSCP. There has been no reciprocal offer from the Scottish Government for children’s services, the knock-on effect has been that many of our children’s services have had no universal uplift to the rates paid by local authorities during a period of high wage and price inflation. During this period Capability Scotland has met the cost of increasing wages for children’s service staff in line with their adult service counterparts. However, this state of affairs is not sustainable indefinitely.

If appropriate funding arrangements aren’t arrived at there will be negative consequences on our ability, and the ability of organisations like ours, to continue delivering high quality care and support for disabled children across Scotland. Much has been made of the need to support Fair Work practices across the public sector, as an employer we fully embrace this approach, and we believe our staff deserve recognition for their drive, passion and commitment. As an organisation we welcome the First Minister’s recent statement regarding an uplift to £12 an hour which appears to be inclusive of staff across both adult and children’s services. However, there remains much uncertainty about the timescales and mechanisms by which this will be delivered.

What is needed now is immediate action and appropriate funding to enable us to deliver for our staff as they deliver for Scotland’s children.