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FINAL VERSION - Workforce Development Strategy _Updated 25-07-08_ by ulf16328



Children and Young People’s Workforce Development

              Strategy for Darlington


Section    Content                                            Page:

1          Foreward                                           5

1          Executive Summary                                  7

2          Introduction                                       9

3          Terms of Reference                                 11

4          Our vision for Darlington                          13

5          Scope                                              14

6          Where are we now                                   20

7          Understanding our workforce                        22

8          The views of children and young people             24

9          Our workforce priorities                           25

10         Our workforce objectives                           26

11         Managing the process                               30

12         Conclusion                                         32

Appendix   Content                                            Page:

1          Service and occupational roles                     33

2          Workforce Development Strategic Group Membership   34

3          Workforce data                                     35

4          2007-2010 Implementation Plan                      41

5          Risk identification and analysis                   44


     Children and Young People’s Workforce Development Strategy


In the introduction to the Sustainable Community Strategy, One Darlington,
Perfectly Placed, partners agreed that we would ‘preserve all that is good
about Darlington, whilst tackling what needs to be improved to build a better
quality of life for everyone in the borough community.’

In Darlington’s Children and Young People’s Plan the published vision is ‘To
improve the outcomes and maximize the life chances of all children and young
people in Darlington by delivering effective, high quality integrated services.’

The extent to which we are successful in building a better quality of life and
improving outcomes for all children and young people is largely dependant on
those who work in children’s services across Darlington, whether as a paid
employee or as a volunteer.

The Children and Young People’s Workforce Development Strategy covers a
workforce that is located in a range of settings across health, early years,
education, social care and youth services. Together with the Children and
Young People’s Plan it will support the closer integration of services through
the Children’s Trust.

All partners already have a committed and motivated workforce; one which
places the interests of children and young people at the heart of every activity
and intervention. This places us in a strong position to ensure that they
continue to be both high quality and effective, whilst also becoming
increasingly integrated through their language, training, assessment and
recording systems.

To help us to deliver against our key challenges set out in the Children and
Young People’s Plan we have prioritised areas for workforce reform and
development. These are:

   � To establish a workforce profile for the whole of the children and young
     people’s workforce in Darlington and to use this data to ensure that our
     current and future workforce is equipped to deliver high quality services.

   � To recruit and retain a knowledgeable and skilled workforce; one that
     work across professional boundaries and is responsive to new demands
     arising from the challenges of integrated children’s services.

   � To support the workforce in adopting a culture of shared language and
     common processes in order to fit services around the team around the
     child or young person.

   � To provide a framework of ongoing career development opportunities
     which will enable everyone to maximise their own potential and that of
     their team or service.

   � To ensure that our leaders and managers inspire, motivate, challenge
     support and reward and are themselves supported to deal with the
     complexities brought about by Every Child Matters

Murray Rose: Director Children’s          Councillor Chris McEwan: Chair
Services Darlington Borough Council       Children’s Trust Board

Executive Summary

1. The Children and Young People’s Workforce Development Strategy for
Darlington embraces everyone who works with children, young people and
their families or carers. It sets out the strategic direction of travel for how we
will support and develop our workforce in order to achieve real change and
improvement in the lives of all children and young people, particularly for
those who experience disadvantage in their lives. We want to build on the
good practice that already exists to develop and maintain a world-class
workforce that is skilled, competent, and confident. This is key to realising our
vision for services and teams working together around the needs of the child
or young person.

2. Our vision is based on ambition and passion for the best, and underpinned
by the principle of keeping the child or young person at the centre of every
intervention. The Children and Young People’s Plan sets out the key priorities
for improvement centred upon four areas of challenge: the best start in life for
every child; a champion for every child; every child goes to school and a job or
place for every school leaver. The Children and Young People’s Workforce
Development Strategy for Darlington and Implementation Plan will support the
delivery of high quality integrated services based on Every Child Matters.

3. The Children and Young People’s Workforce Development Strategy for
Darlington is concerned with the children’s workforce as a whole across the
town. However, it cannot be viewed in isolation to the range of measures
which seek to reform and develop specific elements of the workforce. Each of
the five key sectors: Health, Early Years, Schools, Social Care and Youth
Services have experienced, and will continue to experience whole-scale
reform. The strategy will complement service specific workforce improvement
plans and will become the main vehicle for ensuring that our local workforce is
equipped for the complexities and challenges arising from the new agenda.

4. The Children and Young People’s Workforce Strategy for Darlington must
keep abreast of the continuing reform agenda led by the Department for
Children, Schools and Families. It has captured the key messages from the
Children’s Plan and will be revised in accordance with the forthcoming
national Children’s Workforce Action Plan.

5. The Children and Young People’s Workforce Development Strategy for
Darlington captures for the first time base-line data for our local workforce. An
early analysis provides us with a demographic profile for age, gender,
disability and ethnicity.

6. The workforce reform agenda will be monitored by the Workforce
Development Group of Darlington Children’s Trust which is representative of
the     key    sectors   and   associated    regional   partners.   The   Workforce
Development Group has identified five priority areas for the implementation

         �    understanding our workforce;
         �    recruitment, retention and remodelling (with an early focus on an
              integrated induction framework);
         �    integrated working (with an early focus on supporting the
              implementation of the Common Assessment Framework; Lead
              Practitioner and Information Sharing);
         �    Continuing Professional Development (with an early focus on
              embedding the Common Core of Knowledge and Skills);
         �    leadership and management.

7. The Children and Young People’s Workforce Development Strategy for
Darlington as a paper document will not lead to improved outcomes for
children and there are risks associated with its development and
implementation. We have identified some areas of short-term wins; areas that
will require continued collaboration and true partnership working and areas
where risks are identified. The Workforce Development Group will monitor
progress and report successes and challenges to the Children’s Trust Board.

Section 2: Introduction

2.1 The Children and Young People’s Workforce Development Strategy for
Darlington is an integral component of the Children and Young People’s Plan
(CYPP). The CYPP was refreshed in June 2007 to redefine its priorities,
become more outcome focused and to become a framework that sets the
direction of travel for the Children’s Trust in Darlington.

2.2 The priorities identified in the Children and Young People’s Plan cannot be
delivered without a children’s workforce working collaboratively to agreed
objectives and outcomes. Across Darlington we already have a diverse
workforce distributed across the key occupational sectors:        Health, Early
Years, Education, Social Care, and Youth in the maintained, Third Sector and
independent sectors (Appendix 1). The aim of the Children and Young
People’s Workforce Development Strategy for Darlington is to build on the
strengths and good practice that already exist in order to develop and
maintain a world class skilled, competent and confident workforce for
Darlington. This is key to the successful delivery of services to support
children, young people, their families and carers.

2.3 Outside the immediate family and peer group each child in Darlington will
come face to face with a wide range of professionals who are tasked with
promoting and maximising their life chances. It is imperative that those
individuals possess the values, knowledge and skills to ensure that children
and young people thrive.

2.4 In Darlington we want to ensure that every child regardless of
circumstance has the best start in life, has a champion to support them as
they progress through childhood to adulthood, attend school and are equipped
to enter into the world of work, training or continued study. This should not
be an ambitious vision; rather it is one of entitlement and access to universal,
targeted and specialist services as and when required.

2.5 Achieving this is not without challenge. The Local Authority is working with
its partners to develop, commission and deliver services into locality areas to
respond more effectively to need in order to narrow the gap between the more
advantaged and disadvantaged. Service reform requires agencies to review
and possibly change historic working practices and to move away from the
‘this is the way we do things here’ approach. Alongside this move towards
more integrated commissioning and front line delivery there are challenges
facing particular occupational sectors. The Children and Young People’s
Workforce Development Strategy for Darlington must strike a fine balance
between responding to and supporting single agency workforce reform and
supporting new ways of responding to the needs of children, young people
and their families, and to the challenges of social inclusion through the ECM

2.6 The aspirations of children and young people for the children’s workforce
are also not overly ambitious. We know that children and young people value
practitioners who enjoy working with them, who treat them with respect and
who can communicate in ways that make sense. They want practitioners who
place their well-being at the heart of everything they do; to ensure that all
children have the opportunities to be healthy and to stay safe in order to enjoy
and achieve, to make a positive contribution and to achieve economic well­
being. Children and young people also want practitioners to fight their corner
and to be their champion against discrimination and inequality. We also know
that practitioners who model core values of respect, honesty, availability,
resilience and integrity will help nurture these in others.

2.7 We want our children’s workforce to display these values and qualities;
regardless of role, responsibility or context; when working directly with
children, young people, families, carers, and colleagues.

2.8 Our vision for Darlington should reflect that set out in the Children’s
Workforce Strategy (DfES 2005) and The Children’s Plan (DCSF 2007):

   � a workforce that builds on excellent practice to ensure consistent high
      quality services;
   � a workforce that strives to achieve the best possible outcomes for all
      children and young people;
   � a workforce that is diverse, and one that strives to narrow the gap;
   � a workforce that is competent, confident and safe to work with children
      and young people;
   � a workforce that is able to work together across professional
      boundaries, and united by a common purpose, language and identity;
   � a workforce that is led and managed by effective and supportive
   � a workforce that is professional, graduate led and where appropriate
      qualified to at least Level 3;
   � a workforce that ensures the active engagement of children, young
      people, parents and the community.

Section 3: Terms of Reference

The Terms of Reference for the Workforce Development Group have been
developed in accordance with the values and principles outlined above. The
Workforce Development sub-group members work together to champion the
current and future children’s workforce in Darlington and will influence, steer,
sponsor and evaluate The Children and Young People’s Workforce
Development Strategy for Darlington by:

   � confirming its commitment to inter-agency and multi-professional
      training and development through contribution to the development of
      the workforce strategy and implementation plan;
   � demonstrating this commitment by each agency identifying the
      financial, people and other resources they will provide for inter-agency
      and multi-professional training and development.

� representing individual member agencies to ensure a shared
   understanding of local, regional and national workforce development
� ensuring that the Children’s Trust learning and development activities
   complement provision within individual member agencies. The
   boundary for single and inter-agency learning will be negotiated and
� working within a SMART (Specific; Measurable; Achievable; Realistic
   and Timely) framework for the development, implementation, review
   and evaluation of the Children and Young People’s Workforce
   Development Strategy for Darlington and Implementation Plan;
� establishing processes for prioritising inter-agency, multi-professional
   learning needs and communicating these needs within partner
� ensuring that effective methods for communicating the Children and
   Young People’s Workforce Development Strategy for Darlington and
   the Implementation Plan are established and effective;
� reporting and reviewing the delivery and impact of the Children and
   Young People’s Workforce Development Strategy for Darlington with
   the Children’s Trust Board;
� ensure that all developmental activities organised through the
   Workforce Development Sub-groups acknowledge:

      i.	 the rights of children and young people;
     ii.	 the value of staff working together to promote and safeguarding
         the well-being of children and young people;
    iii.	 the principles of partnership includes those of children, young
         people, their families and carers;
    iv.	 a commitment to practice that promotes equality and diversity.

Section 4: Our vision

4.1 The vision for children’s services across Darlington is based on ambition
and passion for the best, and it is underpinned by the concept of keeping the
child or young person at the centre of every intervention. This will be achieved
by developing and providing effective, high quality integrated services built
around the child, family and community.

4.2 The current priorities outlined in the Children and Young People’s Plan are
as follows:

   �   promoting positive sexual health and reducing teenage pregnancy;
   �   improving the provision of information, advice and guidance;
   �   improving the stability of children’s placements;
   �   reducing absences and exclusions from school;
   �   improving academic progress for all children and young people;
   �   improving opportunities for the 14 – 19 age group;
   �   empowering children and young people to have a greater voice and
       influence over local decision making and the delivery of services;
   �   focusing on ‘Narrowing the Gap’;
   �   improving outcomes for vulnerable groups.

The above have been further refined to reflect the priorities for 2008 –2009:

   �   promote positive health and well being;
   � improve stability of children’s placements;
   � reduce disparity in performance between schools;
   � improve academic progress for all children and young people;
   � improve transition across all settings and phases, especially for
       vulnerable groups;
   � reduce absence and exclusion rates;
   � improve engagement of children, young people, families in the design
       and delivery of services;

   � improve opportunities and outcomes for the 14 –19 age group.

Section 5: Scope

5.1 National and local challenges across the key sectors

5.1.1 Early Years

Workforce reform for early years provision in the Maintained, Third and
Independent sectors is underpinned by ‘Choice for Parents, the best start for
children: a ten-year strategy for childcare’ (DfES 2004). The Childcare Act
2006 places new duties on Local Authorities to improve outcomes for all
children under the age of five, to secure sufficient (high quality) childcare for
working parents and to improve information for parents. Quality of childcare is
a key theme; there is a correlation between the quality of childcare settings
and a highly qualified and consistent workforce and we know that nationally
there are recruitment challenges particularly at Level 3. The 10-year strategy
(reinforced through The Children’s Plan) aims to increase the number of
qualified staff at this level, recruit and retain high quality staff and strengthen
leadership through the introduction of Early Years Professional Status in all
full day-care settings by 2015.

Our local challenges reflect those at the national level. We need to promote a
culture of family investment in early years learning in order to reverse the
trend of absence rates at Key Stage 1. There is a need to actively promote
child-care as a career in order to ensure a skilled workforce at entry level and
to raise aspirations for career progressions to Graduate Leader level. We also
need to narrow the gap between differentials between the Maintained and
Independent sectors. An emerging challenge is to equip the Early Years
workforce with the knowledge and skills to respond more effectively to
children from Eastern European migrant families.

5.1.2. Health

The workforce development agenda for the Health Sector is underpinned by
the National Service Framework (NSF) for Children, Young People and
Maternity Services (2004). The NSF also forms part of the Every Child Matters
initiative. It contains 11 standards, which form part of a 10-year programme to
help develop high quality services for women and children.

The introduction of the modernised Agenda for Change pay system allows for
greater flexibility within defined job role parameters. This system is
complemented by the introduction of the Knowledge and Skills Framework,
the outline development standards that are applicable to all staff within the
NHS (except for Doctors, Dentists and Board level directors, all of whom are
covered by separate arrangements). By providing the ‘common currency’ of
competencies, this system ensures that there will be ongoing opportunities in
the future for multi-agency standards of induction and joint training as well as
workforce redesign and remodelling within Darlington PCT, the Acute
Hospitals NHS Trust and Tees, Esk and Wear Valley NHS Trust, and across
partner organisations.

The Next Stage Review of the NHS, which is currently being undertaken by
Professor Sir Ara Darzi will consider future developments for children’s
services (among other areas) across the NHS. We need to ensure that The
Children and Young People’s Workforce Development Strategy for Darlington
retains sufficient flexibility to ensure that any required changes recommended
in his final report due in Summer 2008 are implemented.

NHS North East strongly supports the Widening Participation Agenda and in
line with the recommendations of the Leitch Review, Darlington PCT, the
Acute Hospitals NHS Trust and the Tees, Esk and Wear Valley NHS Trust will
work to further support the development of staff within the Agenda for Change
bands 1 - 4. The additional resources available as a result of work in
collaboration with the Strategic Health Authority, the Learning and Skills
Council and Skills For Health and the roll out of the Joint Investment

Framework (JIF) will provide further support for the development of staff both
within the NHS and will help support the development of new roles across
care pathways for children’s services.

The above developments will all help to support integrated working for
Children’s Services and the work of the Children’s Trust within the Darlington

5.1.3 Schools

The later stages of the School Workforce Reform Agenda have dovetailed
with the range of initiatives that have arisen through Every Child Matters. A
key challenge for school leaders has been to ensure that their increasingly
diverse school workforce is provided with relevant induction and training,
performance management and professional development. (Reforming and
Developing the School Workforce: OFSTED 2007). The links between school
workforce reform and the ECM agenda are demonstrated through a number of
policy initiatives including Healthy Schools and Extended Services. Schools
are establishing strong links with other agencies through locality working and
the team around the child to ensure a whole systems approach to the needs
of the child or young person. The Children’s Plan introduces a series of
measures to strengthen the professional status of teachers and leaders.

Locally our challenges are to strengthen current and future leadership across
all schools in Darlington. The contribution schools make to the team around
the child will be supported through the Integrated Working remodelling
programme. Aligned to this is the need to consider the career development
needs of all school based staff and to ensure these are deployed most
effectively within and across schools. The 14 – 19 strategy will require schools
and further education providers to work collaboratively together, and to ensure
that pre-entry and CPD programmes are equipped to respond to the new

5.1.4 Social Care

The Options for Excellence review has begun to explore and redefine the role
of social care and social work in Children’s Services in order to reverse
national challenges arising from perception, recruitment and retention. The
Children’s Plan recommends the introduction of a newly qualified status (thus
bringing social work in line with other professional groups), quality standards
and assessment and wider access routes into social care and social work.

At a local level, there is a commitment from Children’s Services to support
social care workers and Foster Carers in their own personal development
through accredited and work based learning opportunities. The Common
Induction Standards provide a robust induction process for employed staff and
we are currently working towards implementing the standards for Foster
Carers. The capacity to release staff, particularly for post qualifying accredited
programmes continues to be a challenge. Capacity to attend training courses
is equally a challenge for our Foster Carers who may have additional child­
care requirements. To date, Darlington has not experienced the levels of
recruitment and retention difficulty experienced elsewhere but this will
continue to be monitored through workforce planning.

5.1.5 Youth

Youth Matters (DfES 2006) has identified four priority areas for workforce
reform: to embed integrated working into service organisation and
governance; to strengthen the capacity of practitioners to respond effectively
to young people who need to be safeguarded; to enhance leadership,
management and supervision and to establish career pathways, particularly
with the development of a degree level entry qualification.

Darlington Youth Service has a successful ‘grow your own’ programme which
enables young people and community members to access accredited courses
developed in partnership with our local Further Education provider. The

service also has a clearly defined progression pathway for its staff, ensuring
that staff are trained to appropriate levels, fit for purpose and encouraged to

Workforce development priorities for the Youth Offending Service are
underpinned by the Youth Justice Board’s Key Elements of Effective Practice;
which describes the features of effective service delivery and in turn, supports
the identification of staff learning and development needs through a Quality
Assurance Framework. Learning pathways have been developed through a
National Qualifications Framework, ensuring that all staff – both those who
work directly with children and young people and those who manage and
support them – have access to qualifications that reflect their role, their
previous education and training, and their career aspirations, while ensuring
that the skills acquired are transferable.

In addition, the qualifications will provide recognised professional training for
currently unqualified staff and support the entry of volunteer workers into the
Youth Justice workforce.

There is a commitment to a regional collaborative approach to learning and
development opportunities through the North East Youth Justice Board
Training forum.

5.1.6 Third Sector

The Voluntary and Community Sector in Darlington is diverse and vibrant; its
key strength is its ability to deliver effective efficient and imaginative services
to meet the needs of children, young people and their families. Many of the
challenges it faces are similar to those of other sectors. It needs to continue to
improve the recruitment and retention of people with appropriate skills,
knowledge and experience (a challenge exacerbated by the limitations of
short term project funding) to promote volunteering opportunities as a way of
gaining experience and a pathway into a career in children’s services. There
is often no clear career pathway or progression for those working in the Third

Sector and we need to make this more effective at all levels and particularly
for current and future leaders and managers. A further challenge is to ensure
that Common Core training opportunities are sufficiently flexible for volunteers
and small organisations to access.

Darlington CVS and the Children’s Services Department have secured
funding through the Children’s Workforce Development Council Workforce
Strategy   Partners   Programme.     The   funding   will   build   capacity    for
representatives from the Third Sector to engage in the strategic development
and implementation of the Children and Young People’s Workforce
Development Strategy for Darlington, and to widen opportunities for paid
employees and volunteers to access core skills training and other priority

5.2 Partners involved in developing the strategy

5.2.1 Darlington began its journey towards developing the Children and Young
People’s Workforce Development Strategy in 2006. A visioning event
facilitated by a consultant from the Children’s Workforce Development Council
was held in January 2007. This was well attended by a broad range of local
and regional partner organisations and provided an opportunity to identify the
scope, characteristics and challenges for the children’s workforce.

5.2.2 From this the Darlington Children’s Trust Workforce Development Group
was established and held its first meeting in June 2007.

Appendix 2 illustrates current membership and areas of responsibility.
Membership is not exclusive and will be amended as and when necessary. An
action plan has been developed to engage Trade Union and school

Section 6: Where we are now

6.1. Figure 1 identifies the key workforce reform initiatives that complement
the Children and Young People’s Workforce Development Strategy for
Darlington. The strategy itself needs to be responsive to policy review and will
be amended as and when necessary.

Figure 1:

                                                            DBC Early Years
       DBC Youth Offending
          Service Plan

                              DBC Local Area Agreement

                                 DB C Sustainable
         National Service                                DBC Local Safeguarding
                                Com munity Strategy
       Framework for Health                               Board Business Plan

                                                         DBC Children & Young
         DBC Leading Edge
                                                            People’s Plan

                               Darlington Workforce
                               Development Strategy

                              DBC School W orkforce
                                                            National W orkforce
       DCSF The Children’s       Development
                                                           Development Strategy
             Plan               Ope rational Plan

6.2. Darlington is the third smallest Unitary Authority and does not reap
significant benefits from national formulae funding. There is a significant
variation in performance indicators of well being between different areas
within the Borough. Darlington has one of lowest average weekly rates in the

region and unemployment rates are consistently higher than the national
average. Darlington has a growing population of migrant workers and their
families and has a Traveller community 9 times the national average.

6.3 The Children and Young People’s Workforce Development Strategy for
Darlington must fit with the wider change agenda for children’s services. The
Local Area Agreement (LAA) and the Sustainable Community Strategy
complement the Children and Young People’s Plan. Both are in the process of
review and updated versions will be published in Spring 2008.

6.4 The Local Area Agreement is concerned with change and improvement. In
2006 it set out an intention to create new and aligned funding streams and
deploy these in innovative ways to improve outcomes for children and young
people, (and by doing so to enhance community cohesion in Darlington)
through the following:

   �   strengthen social cohesion in Darlington;
   �   improve educational outcomes and life chances for children and young
   �   reduce anti-social behaviour and the fear of crime;
   �   reduce health inequalities for children and young people;
   �   enable all sectors within the Local Strategic Partnership to focus better
       on the needs of individuals, families and communities;
   �   provide a model of service improvement which we can roll out to other
       themes in the future.

6.5 The Sustainable Community Strategy (to be implemented in April 2008)
identifies two priorities and five themes for improving the life chances of
children, young people and their families or carers. At its’ heart is the concept
of narrowing the gap between aspiration and attainment within the borough
and between Darlington and the rest of the country. Initiatives to drive up
standards will be focused on the most vulnerable including those living in
priority wards, disabled young people, looked after children, black and

minority ethnic groups, young carers, young offenders and children and young
people educated other than at school.

6.6 The Children’s Trust earlier this year reviewed its structure and function to
ensure that it is equipped to meet the objectives set by the Children and
Young People’s Plan. The Children’s Trust is responsible for the delivery of
Darlington’s Children and Young People’s Plan via the joint planning and
commissioning of services for children and young people in Darlington.
Partners in the Trust include Darlington Borough Council, Darlington PCT,
Darlington CVS, Learning and Skills Council, Health Trusts, Police, Probation,
Further and Higher Education.

Section 7: Understanding our workforce

7.1 Workforce planning is essential to delivering outcomes and needs to be
joined up to avoid unhelpful competition for labour and also to promote
increased inter-agency and inter-disciplinary working (DfES 2005).

7.2 In order to plan for change we need to understand what we need to
change and the reasons why we need to change. Defining the children’s
workforce in Darlington is therefore a key early task and one not without its
challenges, not least the absence of a nationally agreed definition of the
children’s workforce.

7.3 Data from Darlington Borough Council and Darlington PCT databases and
manual data gathering of Third Sector organisations has been collated to
develop a picture of the children’s workforce across service sector,
occupational role, and demographic characteristics and to identify areas of
challenge and stability.

7.4 The age profile of staff varies greatly between the sectors. Within the
voluntary sector, 40% of the workforce is aged between 16 and 24, whereas
within Children’s Services and in schools, the number of younger staff is
significantly lower (9% and 5% respectively). Leisure Services and the Early

Years sector also have a higher proportion of younger workers at 39% and
14% respectively.

7.5 Children’s Services, Schools and Foster Carers all have a higher
proportion of older workers. 42% of Foster Carers are over the age of 50, as
are 32% of staff in schools. A particular point of interest is that 65% of the
Head Teachers in Darlington schools are over the age of 50, which may pose
some recruitment difficulties. However only 8% of the voluntary workforce and
11% of the Leisure Service are aged over 50.

7.6 Darlington’s percentage population of ethnic minority groups (2.1%) is
significantly lower than the overall minority population of England (9.1%). The
percentage of workers from ethnic minority groups in all sectors is low.

Table 1: Ethnicity Profile of Children’s Workforce in Darlington

                           Ethnicity Profile of Children's Workforce in Darlington
                                  Children's                           Voluntary     Early   Foster
Ethnicity                         Services     Schools     Leisure      Sector       Years   Carers
Asian/Asian British                  0.16        0.21
Asian/Asian Brit Bangladeshi         0.49
Asian/Asian Brit Indian              0.16
Asian/Asian Brit Pakistani           0.32
Black/Black Brit African             0.65                                 1.00
Black/Black Brit Caribbean           0.16
Chinese Other                                    0.16
Mixed Other                          0.32        0.05
Mixed White/Asian                    0.49                                            0.45
Mixed White/Caribbean                                        2.17
Undeclared                           6.82       11.38                                0.45
White British                       89.29       88.21       97.83        99.00       99.10   100.00
White Irish                          0.49
White Other                          0.65
Total %                              100         100         100          100        100      100

The gender workforce profile in Darlington is predominately female with the
exception of the Leisure Service where the majority of staff (54%) is male.
Only 1% of workers in the Early Years sector are male.

Chart 1: Profile of Children’s Workforce by Gender & Sector (%)

                    Profile of Children's Workforce by Gender & Sector (%)

  Early Years                                                             99

      Foster                          42
      Carers                                         58

    Learning          15
    Mentors                                                          85
     Leisure                                                                         Female

        PCT                                                               100

   Voluntary                                              71

     Schools                                                    82

        DBC                                                    79

More detailed workforce data is available in Appendix 3.

Section 8: The views of children and young people

8.1 We are committed to ensuring that children and young people have
opportunities to tell us what they want and need from the children’s workforce
whilst recognising the need to avoid consultation and participation fatigue. We
have therefore adopted the principles which inform the ‘Statement of
Interprofessional Values’ (General Teaching Council/General Social Care
Council/Nursing and Midwifery Council (;
Common Core of Knowledge and Skills and Common Induction Standards;,
and those that have informed local policy development.

8.2 The implementation of the Children and Young People’s Workforce
Development Strategy for Darlington will accord with the Consultation and
Engagement Strategy to ensure that our consultation process is targeted,
timely and meaningful.

8.3 A key component of our integrated induction framework will be a DVD
resource developed by local children and young people to identify the qualities
they wish to see from the children’s workforce. We are also using grant
funding from the Children’s Workforce Development Council to strengthen the
capacity of children and young people to deliver a participation and advocacy
awareness programme.

8.4 The Workforce Development Group will seek to establish links with
student focus groups at our local 6th Form and Further Education Colleges;
School Councils and the Tier 3 group.

Section 9: Our workforce priorities

9.1 The workforce development priorities for Darlington reflect those set out in
the Children’s Workforce Strategy (DfES 2005):

   �   closer integration of services;
   �   recruitment;
   �   retention and development;
   �   strengthening leadership, management and supervision.

9.2 In addition the Children and Young People’s Workforce Development
Strategy for Darlington must take account of local considerations:

   �   the need to understand the children’s workforce in Darlington and use
       this analysis to inform current and future workforce planning needs;
   �   introduction of common processes and tools to support integrated
       working and the concept of the team around the child/ young person;
   �   embedding the Common Core of Knowledge and Skills in induction and
       Continuing Professional Development opportunities;
   �   developing a shared framework for leadership and development which
       reflects the complexity of the children’s services agenda;
   �   the need to safeguard national workforce strategies for each part of the
       workforce as well as developing generic competencies and skills.

Section 10: Our workforce objectives

10.1   Understanding our workforce

10.1.1 Objectives

We will ensure that we have the right people with the right skills in the right job
at the right time. To achieve this we need to understand the scope of the

10.1.2 To achieve this we will:

   �   share local workforce data in order to develop and maintain a
       workforce profile and to undertake a skills and qualifications audit;
   �   analyse trends and use workforce planning more effectively to equip
       our current and future workforce to respond to changing service needs;
   �   develop systems to maintain accurate and relevant workforce data
       across the children’s workforce.

10.2   Recruitment, Retention Remodelling and Induction

10.2.1 Integrated working provides opportunities to work together in ways that
support effective recruitment and retention and help shape new ways of
working. Effective induction is considered to be the single most important
factor in retaining good quality staff. An integrated induction programme linked
to the Common Induction Standards framework will ensure a common
knowledge baseline for all new practitioners and will foster a shared culture of
working collaboratively across professional boundaries.

10.2.2 Objectives

We will attract and retain a world-class workforce, offer employment choice
and opportunity and give each practitioner the best start by an agreed
effective induction programme.

10.2.2 To achieve these we will:

   �   ensure that every individual regardless of role and service context is
       able to develop a holistic understanding of their role and that of others
       at the outset of employment through an integrated induction
   �   develop a recruitment strategy based on an analysis of best practice for
       all children’s workforce employers;
   �   ensure a best practice Darlington safe recruitment and selection
       process for all children’s services employers;
   �   support the participation of children and young people in recruitment
       and selection processes;
   �   develop and promote a ‘retain and refresh’ strategy to ensure that all
       members of the workforce have access to continuing development
       opportunities across the range of service settings;
   �   to work in partnership with Human Resources Departments to support
       any future management of change programme required to develop the
       Children’s Trust.

10.3   Integrated Working

10.3.1 Objectives

We will support the development of services that work together collaboratively
and innovatively to put the child and young person at the centre and in ways
that cut across professional boundaries. We will help create a culture of trust,
respect and relationships through recognising the contribution all practitioners

make and respecting the limitations of professional competence and

10.3.2 To achieve this we will:

    �   implement and support the embodiment of the Common Assessment
        Framework, the Lead Practitioner function and effective information
    �   ensure that all front line practitioners across statutory and non-statutory
        services are confident and competent in undertaking common
        assessment, sharing information and accessing ContactPoint;
    �   ensure we have sufficient Lead Practitioners from a range of services
        who are confident and competent in multi-agency working practices
        and procedures;
    �   develop and deliver a change management programme to support
        service reconfiguration as and when necessary;
    �   embed a culture of team development/relationship building in and
        across locality working arrangements;
    �   share the expertise and best practice of our workforce recognising the
        value of continuous learning.

10.4 Continuing Professional Development

10.4.1 Objectives

We will develop a framework, which provides opportunities for maximising
individual and team potential across the children’s services workforce in order
to improve the knowledge, understanding and skills of the children’s

10.4.2 To achieve this we will:

�   define and develop a shared understanding of CPD;

�   understand the occupational/professional CPD requirements which
    currently exist across each service and occupational area;
�   understand current arrangements for work based and accredited CPD
�   promote and support the cultural change necessary for an effective CPD
�   develop an integrated CPD strategy for children’s services that supports
    effective and equitable processes for accessing CPD opportunities;
�   develop an integrated flexible and creative CPD framework that reflects
    individual and service needs, and which is based upon the Common Core
    of Knowledge and Skills and the Integrated Qualifications Framework;
�   reflect and respond to current and emerging local service priorities;
�   develop and implement a quality assurance policy for work based and
    accredited CPD opportunities.

10.5    Leadership & Management

10.5.1. Objectives

Our leaders are key to the delivery of improved outcomes for children and
young people. We will ensure that our managers and leaders inspire,
motivate, challenge, support and reward. They must be able to engage and
deal with the changing and complex responsibilities brought about by the
Every Child Matters change agenda.

10.5.2 To achieve this we will:

    �   develop a Darlington framework for Leadership & Management roles
        and attributes;
    �   define the common skills and behaviours required for effective
        leadership & management within the Children’s Workforce;
    �   develop a learning and development programme for existing and
        aspiring leaders and managers;

   �   develop an integrated leadership & management development
       framework that is matched to the Championing Children framework
       (DfES 2006), the Integrated Qualifications Framework and appropriate
       professional standards; and which also reflects the aspirations set out
       in the Children’s Plan 2007;
   �   ensure that all managers and leaders have a shared understanding of
       values and practices that will support the Children’s Trust;
   �   provide opportunities for managers and leaders to share best practice
       within and across local authorities and regional networks;
   �   work in partnership with local Further and Higher Education providers
       to develop integrated children’s services specific accredited leadership
       and management development pathways;

Section 11: Managing the process

11.1 Developing the strategy

The Workforce Development Group has the overarching responsibility for the
review, implementation and evaluation of The Children and Young People’s
Workforce Development Strategy for Darlington. Five sub groups have been
established to develop the strategic objectives and actions for each of the
priority areas and to refer back to the strategic group for consultation and
endorsement. The Workforce Development Group has a reporting relationship
to the Children’s Trust Performance and Planning Group and will refer The
Children and Young People’s Workforce Development Strategy for Darlington
and the Implementation Plan for final endorsement.

11.2 Implementation

No single agency can or should deliver the priorities identified through the
Children and Young People’s Workforce Development Strategy for Darlington.
We need to understand the resources that currently exist in order to identify
where there are gaps and where there is duplication. We also need to identify
what needs to be protected in order to comply with specialist requirements

and to be prepared to pool financial, people and physical resources to ensure
best value.

Appendix 3 identifies the overarching Implementation Plan for 2007 –2010;
specifying key priorities and milestones.

11.3 Risk Identification

The Children and Young People’s Workforce Development Strategy for
Darlington as a paper document will not deliver what is required. It will require
ownership at all levels in and across each service area; commitment to
making if happen; the resources to deliver on our objectives; and the
willingness of employers to release staff to enable them to understand the
nature of children’s services and the contribution each will make to the Every
Child Matters Agenda. The key risks identified in achieving our goals are
outlined in Appendix 5.

11.4   Review and evaluation

11.4.1 The Workforce Development Strategic Group is tasked with monitoring
the implementation of the strategy and implementation plan. Both will be
reviewed annually as part of the Children and Young People’s Plan review

11.4.2 The impact of the Children and Young People’s Workforce
Development Strategy for Darlington will be monitored and evaluated through
the following internal processes:

   �   staff surveys;
   �   consultation exercises with children, young people and families;
   �   analysis of workforce data;
   �   learning and development data;
   �   Best Value Performance Indicators.

Section 12: Conclusion

The Children and Young People’s Workforce Development Strategy for
Darlington sets out the national and local context for workforce reform and
workforce development across children’s services. It provides a pen picture of
workforce development priorities and challenges each of the key occupational
sectors, and base line workforce profile data. Key priorities are identified and
the processes in place to implement, review and evaluate the strategy are

The raft of initiatives arising from Every Child Matters and the Children’s Plan
are far reaching. Issues of quality, capacity, culture and practice are identified,
and it will take a number of years to achieve the measures identified for
individual services and for integrated working. The Children and Young
People’s Workforce Development Strategy for Darlington will be reviewed
regularly in order to respond effectively to emerging priorities and to learn
from local and national practice.

      Appendix 1: Service and Occupational Roles

                                          Job Roles:
                                          School Nurse,
                                          Health Visitor, GP,                                                Job Roles:
                                          Community Health
                                          Nurse, Midwife,                                                    Police,
                                          CAMHS                                                              Probation,
                                                                                                             Leisure, Sports,
                                                                                                             Arts, Library


Job Roles:
Teacher, Teaching
Assistant,                    Education
Classroom Support
Assistant, Learning
Mentor, Pupil
                                                                Workforce                            Youth

                                                                                                                          Job Roles:
                                                                                                                          Youth Officer,
                                                                                                                          Youth Offending
                                                                                                                          Officer, Youth
                                     Social Care                                                                          Support Worker,
                                                                                Early Years                               Prevention
                                                                                                                          Support Officer,

                      Job Roles:
                      Social Worker,
                      Family Worker,                                         Job Roles:
                      Foster Carer,                                         Nursery Nurse, Nursery
                      Residential                                           Assistant, Childcare
                      Childcare Worker,                                     Development Officer,
                      Peer Mentor                                           Play Worker, Early
                                                                            Years Practitioner


Appendix 2: Workforce Development Strategic Group Membership

Name               Role                                Agency
Justine Stewart    Workforce Development               Darlington Borough Council
                   Manager: Children’s Services
Jill Winterburn    Workforce Development Analyst       Darlington Borough Council
Sue Reynolds       Support Officer                     Darlington Borough Council
Lynne              Head of Early Years                 Darlington Borough Council
Lynn Kilpatrick    Head of Service Connexions          Darlington Borough Council

Maureen            Training Manager: Work Based        Darlington Borough Council
Williams           Learning
Bernie Bowes       School Workforce Improvement        Darlington Borough Council
Hilary Tillotson   Fostering Manager: Social Care      Darlington Borough Council
Martin Webster     Training, Accreditation and Staff   Darlington Borough Council
                   Development Manager: Youth

Ann Lovegreen      Contact Point/ CAF Project Lead     Darlington Borough Council

Karen              Development Officer: Children’s     Darlington Borough Council
Williamson         Trust/Learning and Culture
Emma Reah          Sports Development                  Darlington Borough Council
Odette             Training Officer                    Darlington Local
Sanderson                                              Safeguarding Board
Paul Docherty      Workforce Development Manager       Darlington PCT
Linda Oliver       Integrated Services Facilitator     Darlington PCT
Jo Dawson          General Manager CAMHS               Primary Services NHS Trust
Ian Walworth       Directorate Clinical Governance     County Durham and
                   Lead                                Darlington Acute Hospital
Karen Grundy       Chief Executive                     Darlington Council for
                                                       Voluntary Service (CVS)
Jill Brannan       Programme Manger Directorate        Darlington College
                   of Services
Jackie Wilson      Assistant Principal                 Queen Elizabeth Sixth Form
Brian Johnson      Regional Advisor                    Learning Skills Council
Eva                Regional Development Manager        Children’s Workforce
Alexandratou                                           Development Council
Margaret Morris    Regional Development Manager        Training and Development
                                                       Agency (schools)
Chris Petty        Children’s Services Advisor         Government Office North
Sharon Oliver      Workforce Review Advisor            Strategic Health Authority

Appendix 3: Workforce Data


Darlington’s current registered population is 99,344. The age profile is as follows:

Chart 1: Resident Population of Darlington

                                     Resident Population (2006 Estimates ONS)



    % of Population




                           Under 5   5 to 14    15 to 24   25 to 44   45 years ­ Retirement
                                      years      years      years     retirement   & over

Source: Darlington Facts & Figures 2007

Chart 2: Employment Profile by Sector in Darlington

                                       Employment Profile by Sector in Darlington

                                               8%   1%


                                                                                              Service Industries
                                                                                              Primary Industries


 Source: Darlington Facts & Figures 2007

Children’s Services Department – Darlington Borough Council

The Children’s Services Department within Darlington Borough Council has 621 staff by
headcount or 512 staff by full time equivalent posts. In addition, there are 1930 members
of staff working in schools by headcount or 1538 staff by full time equivalent posts.

The percentage of workers from ethnic minority groups in schools is particularly low at
0.4% (although it should be noted that approximately 11% of the workforce has not
declared their ethnic origin). However, the percentage of ethnic minorities within the
Children’s Services Department is considerably higher at 3.9%.

Table 1: Ethnicity Profile of Children’s Services Workforce
               Ethnicity                    % Of Non          % Of School
                                           School Staff            Staff
 Asian/Asian British                           0.16               0.21
 Asian/Asian British Bangladeshi               0.48               0.00
 Asian/Asian British Indian                    0.16               0.00
 Asian/Asian British Pakistani                 0.32               0.00
 Black/Black British African                   0.64               0.00
 Black/Black British Caribbean                 0.16               0.00
 Chinese/Other                                 0.00               0.16
 Mixed Other                                   0.32               0.05
 Mixed White/Asian                             0.48               0.00
 Undeclared                                    6.92               11.40
 White British                                 89.21              88.19
 White Irish                                   0.48               0.00
 White Other                                   0.64               0.00

The percentage of the Children’s Services workforce identifying itself as having a disability
is very low, less than 1% of school staff and just over 1% of non school staff.

The majority of staff within Children’s Services and in schools are aged between 25 and
49, but a significant proportion (26%) within Children’s Services are over the age of 50 and
this figure rises to 32% in schools.

Chart 3: Age Profile of Children’s Services Workforce

                                  Age Profile of Children's Services Workforce

       Percentage of staff

                                  18-24   25-39   40-49      50-59   60+             Non School Staff
                                                                                     School Staff
                                               Age groups

Foster Carers

We currently have 102 approved carers.

A significant proportion of foster carers in Darlington are aged between 40 and 49 (40%)
but the majority of carers are over the age of 50 (42%).

Chart 4: Age Profile of Foster Carers
                                           Age Profile of Darlington Foster Carers

                                            10%         0%

                         32%                                                                      50-59

All foster carers in Darlington are of White British ethnic origin.

Early Years

The Early Years sector comprises of a number of different recognised professions and
there are a range of qualified, unqualified staff and volunteers working in this sector.

Table 2: Number of Registered Early Years & Childcare Providers in Darlington
           Type of Provision                      Number of Providers
             Breakfast Clubs                                21
                 Creche                                      5
              Day Nurseries                                 23
              Holiday Clubs                                 13
          Maintained Nurseries                              18
          Independent Nurseries                              3
           Out of School Clubs                              23
          Pre-School Playgroups                             18
      Total Childminders/Active                          164/143
                  Total                                  288/267

Of the data available, approximately 99% of the Early Years workforce are female with a
large proportion of staff working part time. The sector is varied in terms of the services
offered; childminders in Darlington work between 5 and 60 hours per week between 10
and 52 weeks of the year; playgroups and pre-schools are open term time and holiday
clubs operate during schools holidays and private day nurseries are open for 51 weeks of
the year. Staff work a variety of different hours and number of weeks within group based
settings ranging from 5 hours per week to 47.

The chart on the following page shows the working profile of staff within the Early Years

Chart 5: Working Profile for Early Years Sector

   (>32 hours pw = full time) (<32.5                                               Working Profile for Early Years Sector

                                       Female - PT
        No of Hours per Week

        hours pw = part time)

                                                           Male - PT

                                       Female - FT

                                                               Male - FT

                                                                                    0                        10                   20                   30           40   50            60
                                                                                                                                  Percentage of Workers

The Early Years sector comprises of a wide range of job roles including playgroup leaders
and assistants, nursery managers, nursery nurses and assistants and playworkers. All
group based settings require staff to be qualified to a minimum of a level 3 for supervisors.
It is a requirement that at least 50% of remaining staff are qualified to at least a level 2 and
up to 50% of staff can be unqualified. Darlington Borough Council requires all new
childminders to complete an ‘Introduction to Childminding Practice’ course, which is
approximately equivalent to a level 2.

Chart 6: Early Years Sector Qualifications

                                                                                                  Early Years Sector Qualifications


                                       Percentage of Workers






                                                                                        Level 1

                                                                                                   Level 2

                                                                                                              Level 3

                                                                                                                        Level 4

                                                                                                                                   Level 5

                                                                                                                                             Level 6


                                                                                                                                                                         Group Settings

Voluntary Sector

Within the voluntary sector, 16% of the workforce is aged between 16 and 24. Over half of
the workforce work full time (55%), 21% works part time and 24% on a sectional basis.
The majority of workers are of White British ethnic origin.

Learning Mentors

Learning Mentors are based in 8 primary schools and 4 comprehensive schools in
Darlington as well as Queen Elizabeth Sixth Form, Darlington College, Eastbourne
Academy and the Education Village. Approximately 85% of the workforce is female.


Data from the Primary Care Trust (PCT) has been separated out to highlight those who
work specifically with children on a day-to-day basis. The workforce consists of 39
members of staff in various roles including Community Health Nurse (8), Health Visitor
(21), Midwife (2), School Health Support Officer (3) and School Nurse (5). All of the staff
working in the roles above is female, 63% of who work part time. Unfortunately no data is
available for GPs.


The Leisure workforce is based in a variety of settings within Darlington such as the Arts
Centre, Civic Theatre, Dolphin Centre, Eastbourne Sports Complex and Stressholme Golf

The workforce is predominately made up of casual workers (82%) who are employed in
such roles as Leisure Assistants, Coaches, Event Stewards and Stagehands. Of the entire
workforce, 52% are female of which 48% work part time. Of the male workforce (48%),
37% work part time.

Appendix 4: 2007 – 2010 Plan

                                                             Children and Young People’s Workforce Development Strategy Plan for Darlington
                                                                                       Implementation Plan

 Our stated priorities                                   Lead Responsibility                 Year                                      Progress to date
 Review and consolidate the training and development     �    DBC Children’s Services        �      2006 -2007                         �      Achieved
 resources of the Children’s Service Department and           Department
 enhance co-ordination of CPD
 Establish a Children’s Services Workforce Development   �    DBC Children’s Services        �      April 2007                         �      Achieved
 Unit                                                         Department
 Ensure Third Sector engagement                          �    DBC Workforce Development      �      May 2007                           �      Achieved
 Liaise with partners and key clients                    �    DBC Workforce Development      �      May 2007                           �      Achieved
 Establish Workforce Development strategic Group         �    DBC Workforce Development      �      June 2007                          �      Achieved
 Agree local vision and priorities                       �    Workforce Development          �      June – September 2007              �      Achieved
                                                              Strategic Group
 Agee implementation plan                                �    Workforce Development          �      September 2007                     �      Achieved
                                                              Strategic Group
 Refresh existing workforce development strategy         �    Workforce Development          �      July 2008                          �      Strategy will be revised in accordance with the 2008­
                                                              Strategic group                                                                 2011 Children and Young People’s Plan
                                                                                                                                       �      Strategy will cross reference two additional sector
                                                                                                                                              specific strategies: the Early Years Workforce
                                                                                                                                              Development Strategy and the Youth Justice Board
                                                                                                                                              Workforce Development Strategy
 Review implementation plan in accordance with 2008      �    Workforce Development          �      October 2008                       �      Strategy will be updated after completion of CWDC
 Children’s Workforce Action Plan                             Strategic group                                                                 Workforce Reform self assessment tool
 Develop workforce profile across statutory and Third    �    Workforce Analysis group       �      September – November 2007          �      Data analysis incomplete. As yet, there is not a
 Sector services                                                                                                                              nationally agreed approach to data collation, which has
                                                                                                                                              impacted, on the development of a systematic approach
                                                                                                                                              at national, regional and local level.
                                                                                                                                       �      Regional meeting scheduled for autumn 2008
 Assess current and future needs to ensure that the      �    Workforce Analysis group       �      March 2008                         �      Workforce Analysis group has merged with the
 children’s services workforce is balanced and                                                                                                Recruitment and Retention group to ensure a
 representative of the community it serves.                                                                                                   coordinated approach to workforce planning.
 Undertake key skills audit                              �    Workforce Analysis group       �      May 2008                           �      Skills audit framework mapped to common core of
                                                                                                                                              knowledge and skills developed for DBC staff.

Our stated priorities                                     Lead Responsibility                Year                    Progress to date
Analyse key skills priorities and key performance         �   Workforce Analysis group       �      September 2008   �   To be considered alongside 2008- 2011CYPP priorities
Identify and analyse areas of recruitment and retention   �   Workforce Analysis group       �      September 2008   �   To be considered alongside 2008-2011 CYPP priorities
challenge and key performance indicators across the
key occupational sectors
Develop an integrated workforce management                �   Workforce Analysis group       �      March 2010       �   Subject to developments at national level. Further
information system                                                                                                       information is anticipated in autumn 2008
Develop an integrated induction framework for the         �   Integrated Working Group       �      June 2008        �   Under development. Rolling programme planned to start
Children’s Trust                                                                                                         in autumn 2008
Identify priority groups for initial induction training   �   Integrated Working Group       �      May 2008         �   Sessions will be open to practitioners across all settings

Embed the Common Core into the Children’s Services        �   Recruitment, Remodelling and   �      May 2008         �   Scoping exercise underway to identify where pooled
Induction and Core Professional Development                   Retention group                                            resources can apply for commissioning and delivery of
Programme                                                 �   CPD Group                                                  common core areas
Develop a Darlington wide recruitment and retention       �   Recruitment, Remodelling and   �      October 2008     �   To be developed in accordance with the implementation
strategy                                                      Retention group                                            plan for locality integrated services.
                                                          �   CPD Group
Ensure involvement of children and young people in        �   Recruitment, Remodelling and   �      May 2008         �   DVD resources are available which represent the views
Induction programme                                           Retention group                                            of children and young people. The participation and
                                                                                                                         engagement strategy will be promoted at DBC
                                                                                                                         Children’s Services Induction and the integrated
                                                                                                                         induction sessions.
Develop basic awareness training programme for all        �   Integrated Working group       �      December 2007    �   Multi agency and bespoke training programme
Children’s Services staff and partners for CAF/Lead                                                                      underway has been delivered throughout the spring and
Practitioner/Information Sharing                                                                                         summer terms.
                                                                                                                     �   Autumn term programme under development
                                                                                                                     �   E learning modules for Introduction to CAF and
                                                                                                                         Information sharing are in use
                                                                                                                     �   Train the Trainer course completed in April and a further
                                                                                                                         course is scheduled for July
Develop underpinning knowledge programme to               �   Integrated Working group       �      May 2008         �   Work based workshops for solution based approaches
support best practice in undertaking holistic                                                                            under development
assessments                                                                                                          �   Practitioners identified to deliver CAF card training
Embed CAF training in Children’s Services Core            �   Integrated Working group       �      May 2008         �   To be available to all practitioners through integrated
Professional Development Training Programme                                                                              directory (to be published in July 2008) and sector
                                                                                                                         specific programmes – early years and schools.
Develop CAF training for strategic managers               �   Integrated Working Group       �      February 2008    �   Briefing session delivered as an element of JAR briefing.
                                                                                                                     �   Further sessions to be delivered to DBC managers
Develop multi-agency team building/team development       �   Integrated Working Group       �      October 2008     �   CWDC funding available for a three-year period from
programme                                                 �   Locality Manager and Co­                                   September 2008 for workforce reform initiatives to
                                                              ordinators                                                 support the development of locality-integrated services.
                                                          �                                                          �   Change management programme will be incorporated
                                                                                                                         into wider project plan
Develop a CPD strategy and framework for Darlington       �   CPD group                      �      June 2008        �   Event to be held on 10th July 2008
Develop a shared understanding of current occupational    �   CPD group                      �      October 2007     �   Achieved

Our stated priorities                                     Lead Responsibility           Year                    Progress to date
arrangements/ requirement
Define a shared understanding of Common Core              �   CPD group                 �      June 2008        �   Achieved
Promote and support the cultural change necessary for     �   CPD group                 �      February 2008    �   To follow on from event on 10th July 2008
an effective CPD framework.

Develop an integrated learning and development            �   CPD group                 �      July 2008        �   DBC Children’s Services Directory to include core offer
directory                                                                                                           which will be open to all practitioners across statutory,
                                                                                                                    Third Sector and PI sectors
Develop and implement a quality assurance policy for      �   CPD group                 �      September 2008   •   To follow on from event on 10th July 2008
work based and accredited CPD opportunities.

To ensure that future developments reflect the Common     �   CPD group                 �      March 2010       �   To be developed in line with Building Brighter Futures
Core of Knowledge & Skills & Integrated Qualifications                                                              and local change management programme
Define and map the skills, knowledge and behaviours       �   Leadership & Management                           �   Achieved
against the range of frameworks                               Group                     �      November 2007
Develop a Darlington leadership and management            �   Leadership & Management   �   April 2008          �   A national framework: ‘Leading and Managing Children’s
framework                                                     Group                                                 Services in England’ has been published by the DCSF
Ensure that all managers and leaders have a shared        �   Leadership & Management   �      September 2008   �   Pilot programme to support the Induction element of the
understanding of values and practices which will              Group                                                 Leading and Managing Children’s Services Framework
support the Children’s Trust                                                                                        has been developed for third tier managers. Initial cohort
                                                                                                                    includes DBC and Darlington PCT managers
Develop a best practice Darlington model for developing   �   Leadership & Management   �      September 2008   •   To be developed subject to evaluation of the pilot
aspiring leaders and managers                                 Group                                                 programme
Work in partnership with local Further and Higher         �   Leadership & Management   �      May 2009         �   NE regional project group has been established to
education provides to develop integrated children’s           Group                                                 undertake gap analysis and to develop and pilot two
services specific accredited leadership and                                                                         modules for middle managers across Children’s Trust
management programme                                                                                                arrangements
                                                                                                                �   CWDC grant awarded to support the above.
                                                                                                                �   Darlington Workforce Development Manager acting as
                                                                                                                    project lead

Appendix 5

Risk Identification and Analysis

Risks identified in developing and implementing The Children & Young People’s
Workforce Development Strategy for Darlington and possible consequences

              Vulnerability                           Consequence
1             Lack of ownership at Children’s Trust   Absence of impetus and mandate to
              level                                   drive forward a change agenda
2             Lack of engagement by key partners      Strategy is not representative of the
                                                      whole workforce across Darlington
3             Insufficient capacity and resources to National and local targets are not
              progress the strategy                   reached
4             Pressure to deliver on national/locally Workforce reform agendas are rushed
              defined timescales                      and fail to impact positively on cultural
5             Key partners fail to release staff for  Transformational change is fragmented
              key change projects                     and does not improve service delivery
6             Inability to engage service users       Strategy does not embrace ECM
                Very High


                    C                                            1,2,3,5,6

                    D                          4


                 Very Low


                                    IV               III               II             I
                                 Negligible        Marginal         Critical     Catastrophic


A: Very High                                           Impact
B: High                                                I: Catastrophic
C: Significant                                         II: Critical
D: Low                                                 III: Marginal
E: Very Low                                            IV: Negligible
F: Almost Impossible


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