Scottish Social Services Council Strategic Plan 2017 2020
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Scottish Social Services Council
Strategic Plan 2017 – 2020
1SSSC 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
32. 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 2017-2020has 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
53. 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 2017-2020STRATEGIC 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.
7STRATEGIC 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 2017-2020STRATEGIC 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.
9STRATEGIC 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 2017-20205. 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
11OUR 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 2017-2020OUR 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
13OUR 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 2017-2020OPERATIONAL 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
15OPERATIONAL 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 2017-2020OPERATIONAL 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)
17OPERATIONAL 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 2017-2020OPERATIONAL 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
19OPERATIONAL 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 2017-20207. 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
21OUR 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
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