CCPS Conference Mission Critical – Providers as Partners Martin Cawley.

CCPS Conference

Mission Critical – Providers as Partners

Martin Cawley

What is your greatest fear?

People’s top fears?

Speaking to a group

Heights

Insects and bugs

Financial problems

Deep water

Sickness

Death

Flying

41%

32%

24%

23%

22%

20%

19%

18%

What I want to talk about

• A little bit about CCPS• A little bit about the environment• A lot about providers as partners• The challenges of today and beyond• The type of response that will be required in

the future

Disclaimer

The following presentation may be full of inaccuracies but

that is in no way any fault of the presenter. If there are

inaccuracies, it is the intention of the presenter of the

aforesaid presentation that you do not notice them. If you

do know more than the presenter and do notice the

previously mentioned inaccuracies PLEASE do not hesitate

to highlight your superior knowledge, thereby letting

everyone else know what a smart a--- you actually are.

CCPS Members

• Support approximately 200,000 people and their families across Scotland

• Manage a total annual income in excess of £1.3 billion (2012-13), a significant proportion of which relates to publicly funded service provision

• Employ approximately 44,000 staff and mobilise the support of over 7,000 volunteers in providing services

• Work in all 32 of Scotland’s council areas, with many members also providing services elsewhere in the UK and internationally

Present challenges

• More demand for support• More demand for savings/cuts• Need for creativity and new ideas• Focus on evidencing quality and

impact• Mixed position on tendering across

Scotland• Management and workforce implications– flexibility is crucial

• Health and social care integration• Self directed support• Joint strategic commissioning• Regulation and inspection• Welfare reform

Be prepared !!

Characteristics of a not for profit/charitable organisation

• Vision/Mission/Purpose• Meet a need/fill a gap• Social public benefit cause• Mission/values before money• Focus on welfare/civic society• No shareholders/owners• Philanthropic governance

….but we know it’s much more than that!

To be the best organisation you can be requires values, vision and passion….but these are simply not enough!

Providers were described as:

“At best: innovative, flexible, creative, partnersAt poorest: defensive, rigid, isolated, insular”

- Commissioner

Responses recognised that there are a range of perceptions of a diverse sector :

Feeling from providers that we’re good value for money

“(Usually) cost about 60-70% of statutory run equivalents”

- Provider

“Need more robust reporting on performance”

- Commissioner

“A sometimes over inflated view of performance and impact”

- Provider

Need to be better at evidencing this value

Contribution beyond service delivery

“We bring an important perspective to debate, decision making and strategic planning”

- Provider

“Ahead of the curve at times in trying what is new and what works”

- Provider

Focus on issues allows us to develop expertise

“Capacity to focus and excel at particular areas of activity”

- Commissioner

“Depth of understanding. Ability to get ‘under the skin’ of issues”

- Provider

…but this focus can sometimes be problematic

“having a single-issue focus can be rigid”

- Commissioner

We don’t think that we’re seen as partners

“Hard to get a seat at the table”

- Provider

“Unwillingness of some to engage with LAs on modernisation agendas…unrealistic about fiscal pressures and requirement to change what they do”

- Commissioner

…and statutory agencies don’t think we always act like partners

May be able to address some criticisms by greater collaboration

“Greater consolidation would create larger economies of scale and ability to compete”

- Commissioner

“Publicly recognise that collaboration and partnership across and between voluntary sector providers is an essential component of 21st century social care provision

- Provider/Commissioner

The engine room

• Understand how the system works

• Identify key connections and valves

• Be clear about where the voluntary sector fits in

• Build on our interdependence

So what type of leadership behaviours are needed?

• Agility and ability to embrace uncertainty• Innovation• Honesty and integrity• Challenge our own assumptions• Bring creative ideas to the market• Have an open appetite towards risk taking• External orientation beyond our own parameters• Build new collaborations• Evidence what we do makes a difference• Embrace diverse leadership approaches

Why are events like this important?

• Consider shared issues from a wider perspective• Identify the common ground• Think about how we should respond• Think about our own/organisational roles and

responsibilities• Meet others and learn together• Think about what’s important for the future• Engage and enjoy

So how can you contribute?

• Question and critique

• Listen and learn• Influence• Shape the future• Be part of the solution