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NATIONAL STRATEGY FOR THE DEVELOPMENT OF THE SOCIAL SERVICE WORKFORCE IN SCOTLAND 2005 - 2010: A PLAN FOR ACTION
Chapter 1: Introduction
Why do we need a strategy?
1.1 The social service workforce deliver services day in and day out often to some of our most vulnerable people. Theirs is life changing work. If we want the best quality services we need to have the best quality workforce. That doesn't happen by accident. It takes determination, commitment, imagination, and flexibility to deal with continual change. It requires employers, employees, training providers, the Scottish Executive, national organisations and other key stakeholders working together to plan for and achieve short and long term goals.
1.2 This strategy sets out a plan for the development of the social service workforce for the next five years and beyond. It is the product of the Scottish Executive's National Workforce Group which has cross sector representation reflecting the needs and interests of all stakeholders in the Scottish social services sector.
What does it aim to achieve?
1.3 This strategy is aimed at developing a versatile and skilled social service workforce that is fit for purpose in the 21st century. It aims to put the development of the social service workforce centre stage. It offers a practical approach, linking policy and practice with workforce development in order to maximise the potential of everyone involved in the delivery and receipt of social services. It sets out what is already happening in the sector to support the development of the workforce as well as what else needs to be done if we are to achieve a competent, confident and valued workforce.
Who are the social service workforce?
1.4 The social service workforce comprises approximately 118,000 people and is growing. It covers social work and social care staff and others, such as occupational therapists, working in community care - covering older people, physical disability, mental health and learning disability services - as well as children and family services and services to reduce reoffending and improve public protection. It also covers those working in early education and childcare services.
Who is the strategy for?
1.5 The strategy is aimed primarily at social services employers, employees and training providers. However, it is intended for all those with an interest in developing the workforce and improving the quality of services. It will also be of interest to service users and their carers.
1.6 The term "organisation" is used throughout to describe all service providers and employers regardless of their size or the sector they work in.
Why is developing the workforce so important?
1.7 Firstly, it makes sound business sense to invest in your workforce. We know that the available workforce will shrink and demand will continue to rise as will the expectations of service users. Service providers are faced with an increasingly complex and changing world. If we are to meet current, let alone, future demand we need to give increased priority to developing the workforce and equipping them to cope with and prepare for the changes. That means we must make the best use of a finite resource, ensuring every member of what is a very diverse workforce gets the chance to maximise their potential and learn new skills as new demands are placed upon them. Those developments need to be rooted in the development of a learning culture, in which learning and development are valued and where there is an organisational commitment to lifelong learning.
1.8 Secondly, the requirement to train and develop staff is clearly set out in the Codes of Practice for Employers in Social Services. The Regulation of Care Act (2001) places a duty on employers to take account of these Codes. The Care Commission and the new Social Work Inspection Agency due to launch in April 2005 will inspect employers' adherence to these Codes in care provision and local authority field services.
What are the main challenges facing the sector?
1.9 This strategy sets out the considerable progress which has been made in developing the workforce. It can only give a flavour of some of the excellent practice throughout the sector. However, there are immediate and longer term challenges:
1.10 Recruitment and retention: given demographic changes and increasing demand, attracting and then retaining and developing quality staff is an ongoing challenge.
1.11 Meeting the registration requirements of the Scottish Social Services Council: the numbers achieving qualifications are growing, for example in early education and childcare, but with only 20% of the social care workforce having relevant qualifications the drive to develop a qualified workforce is long term and requires cultural change.
1.12 New and changing policy requirements: such as the Mental Health (Care and Treatment) Scotland Act 2003 places new demands and therefore calls for new skills from social service workers.
1.13 Integrated working: multi-disciplinary working in response to Joint Future, for Scotland's Children and Criminal Justice Plan. It depends on people working together, respecting each other's professionalism and learning from each other. This calls for cultural change and more opportunities for joint training.
1.14 Flexible, user-focused services: increasingly people want services when, where and how they choose. This has major implications for the way services are designed and delivered and in turn requires different approaches from the workforce.
1.15 Particular skill gaps: these will vary but at present skills in inter-agency working, strong leadership and management skills and critical thinking are areas which need further development.
1.16 Developing clear pathways: the social services workforce is diverse and complex. Clear career paths are needed for workers at all levels to help staff capitalise on existing skills and learning and progress to new levels and encourage and enable flexibility within and across sectors.
What might success look like?
Outcomes for society
1.17 Most importantly the strategy should deliver improved services:
- enhanced quality of life for those who use social services, childcare and early years
- enhanced protection for the most vulnerable children, adults and older people
- better outcomes for children and young people
Outcomes for the sector
1.18 These services will be delivered by a workforce which:
- is flexible, responsive and prioritises service user needs
- is competent and confident with the knowledge and expertise required to meet the needs of the changing environment
- takes responsibility for their own learning by seeking out opportunities that meet their personal and professional aspirations and responsibilities
- fulfils their professional responsibility of registration with the SSSC or other regulators recognised by SSSC for work in this sector (e.g. Health Professions Council, Nursing and Midwifery Council), acquiring new skills and qualifications as required
- values itself and is valued by others
- reflects the diversity of service users
1.19 The workforce will be supported by organisations which:
- prioritise human resources development
- value and promote learning
- have a workforce plan
- build capacity and maximise the potential of each individual and the workforce
- provide clear career pathways from entry through to advanced professional development
- develop and maintain positive working and learning partnerships with education, health, police, housing and other professionals from statutory, voluntary and private sectors
- involve service users and carers in the selection and training of staff
1.20 This vision for the social service sector and for society is ambitious. To assist all those with an interest in achieving a competent, confident and valued workforce the strategy therefore sets out:
- what needs to be taken into account in developing the social service workforce - policy, labour markets trends and other initiatives
- what needs to be done by organisations, managers and employees to develop the workforce
- what already exists to support organisations, managers and employees in taking forward workforce development
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