BECAUSE SCOTLAND CARES context short history Using a

BECAUSE SCOTLAND CARES: context & short history Using a collaborative approach to address complex issues around the recruitment of frontline workers in the voluntary sector A model of innovation and good practice

§ We are charities or SCIOs and make no profit on the business we do or § § § services we deliver- any money goes back into the companies or is kept in reserve Organisations work to a ‘constitution’ which creates the structure, rules, governance and sets out the activities and purpose of each organisation and the company executives report to a board of directors (trustees) Although many voluntary sector organisations do have volunteers, almost all delivering social care support employ a workforce to deliver and manage the services Social care services cover a wide range of service provision. Frontline workers normally knows as support workers provide direct care and support to people in community settings: from substance misuse to learning disability to elderly care to mental health to homelessness services…. The voluntary sector is sometimes called ‘the third sector’ with private and public (local government, NHS, council and statutory services) being the other two sectors The sector is highly regulated and most the workforce requires to be qualified and registered

§ Estimated direct value to the Scottish economy of over 2 billion pounds (GVA) § Directly employing 56, 560 people § The total direct, indirect and induced value of the adult social care sector was estimated to be £ 3. 4 billion and 198, 600 jobs. § Seeking robust estimates of the current economic value of the adult social care sector Skills for Care commissioned research, based on 2016 data, for the UK as a whole and the four nations individually. § The Scotland report clearly shows a growing sector, making a strong contribution to the Scottish economy and employing a professional, qualified and highly skilled workforce. § There is no figure to place on the social and human value

• Voluntary sector was 28% Scottish Social Services workforce 2017 • 58% sector employers increased their expenditure allocated to recruitment in the last year • 89% found it very or quite difficult to recruit for frontline support staff • 68% highlighted problems recruiting staff in specific local authority areas (Highlands, followed by Aberdeen, Edinburgh and Glasgow). • *SSSC workforce data 2017 (2018)/ CCPS Benchmarking Survey Report (2019)*

§ Current provision is limited due to lack of staffing § Future provision to meet growing demographic need and complexity of real concern § More organic growth in areas is stunted § Hidden costs around absence, stress, rota management, senior staff covering shifts, retention is impacted, outcomes not met § People- the people being supported and the workers themselves

§ Macro thinking- root causes, connecting dots, longer term, disruptive trends § Getting rid of assumptions & ‘our usual way of doing it’ § Seeing change as possible & us as owners of the issue § Common exploration- concepts- example ‘consumer focus’ § Looking at possible solutions and ideas before the barriers § Genuine collaboration § Since then 36 organisations have participated in group meetings or activities- est. joint turnover of £ 4 -500 million and c. 24, 000 employees § A series of early projects were undertaken, we are on phase 2 § A joint recruitment marketing and branding brief was developed together but with no logo!

§ The world has changed… candidates want • Fast, informal and streamlined process • Simple information • Personal pathways • Digital informal options • To be valued in the process • To connect and belong to the sector or organisation

• Communication inconsistent and low influence • Knowledge of the sector- confusion • Job opportunities not understood or easy found • Career pathways and advice not clear enough • Personal challenge of work seems too much • Celebrating human qualities less than skills and experience • Gender and age segregation • Pride and belonging does not feature- not celebrated • Repetitive ineffective individual organisation action (level of continuous low level recruitment competition) • Cars sometimes needed • Shifts • Flexibility/family commitments hard to balance • Geography- specific area issues

§ Soft launch of social media to support members’ recruitment § Programme of events designed & delivered § Create collaborative joint website brief § Competition for group logo § Mixture of self funding and support from others (Scottish Government, OCSWA, SSSC, BCF, CCPS) § Sell a career in the third sector § Raise profile of sector for employability & careers advice services § Celebrate and promote collaborative and innovative ways of working and solving problems (Building Collaboration Fund)

• Governance & funding- maintain & develop • Stimulate change- learning, processes and approach • Working Groups to progress problem areas • Challenge barriers that do not add true value • Communicate and influence the image of the work and sector • More notice of children, young people and their parents/families • Identify career pathways, role models and examples • De-gender our communications and provide an active invitation to under represented groups • Create a mechanism for bringing young people in • Use digital solutions to enable collaborative strategic actions such as website and social media • Increase relationships/referral from employability services

§ #Because. Scotland. Cares § #Scotland. Cares. Together § @Scotland_Cares § “Care changes lives” § “Be an inspiration and make a difference”