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Chapter 6: what might success look like?
social services have a key role to play in building the kind of scotland we want to see in the 21st century. however, ensuring we have the right people, with the right skills, in the right place, at the right time is not just about providing high quality services for the most disadvantaged groups and individuals in our communities. it is about improved quality of life and enhanced opportunities for all in society.
Outcomes for Society
Workforce development is important if we want to realise our ambition for a confident, ambitious Scotland with stronger, safer communities and a socially just and tolerant society. Social services have a key role to play in building the kind of Scotland we want to see in the 21st century. However, making sure we have the right people, with the right skills, in the right place, at the right time is not just about providing high quality services for the most disadvantaged groups and individuals in our communities. It is about improved quality of life and enhanced opportunities for all in society.
Ministers' vision for Scotland was set out in the Partnership Agreement for a Better Scotland 43 and has been underpinned by a range of ambitious targets designed to close the opportunity gap for the most disadvantaged and socially excluded in society. These targets aim to prevent individuals or families from falling into poverty, provide routes out of poverty for individuals and families and sustain individuals or families in a lifestyle free from poverty.
To ensure that services meet the needs of individuals and communities, frontline staff must be empowered to take local decisions wherever practical.
Outcomes for the sector
- Excellent services will be delivered by a workforce which:
- is flexible, responsive and prioritises service users needs, taking into account the user's own views and those of unpaid carers;
- 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, College of Occupational Therapists), acquiring new skills and qualifications as required; and
- values itself and is valued by others.
The workforce will be supported by organisations which prioritise employee development and value, promote and contribute to the development of learning. They will have workforce plans in place, build capacity and maximise the potential of each individual in the workforce. Organisations will provide clear career pathways from entry through to advanced professional development and develop and maintain positive working and learning partnerships with education, health, police, housing and other professionals from statutory, voluntary and private sectors.
A more valued, competent and confident workforce will help users and carers to feel:
- valued and respected;
- part of society;
- supported to achieve their goals;
- able to make choices;
- involved in the selection and training of staff; and
- more in control of their lives.
Much has already been achieved. A significant focus of these achievements has been on addressing the need for more qualified social workers within the workforce and on better preparing them for the complex environment in which they are now expected to work. Ambitious targets have also been set to increase the numbers of qualified staff in residential childcare and the early education and childcare sector. However, the learning and development needs of all staff in the sector must be addressed as part of developing the versatile and skilled workforce we need in the 21st century.
KEY MESSAGES
- Leaders need to have a clear vision, be realistic about challenges and inspire and support staff to deliver the desired outcomes for service users and carers.
- Managers must see continuous improvement and development as the norm and take their staff with them to deliver their goals.
- Staff need to share the vision, contribute to making it happen, feel valued be supported and well equipped.
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