Strategic Schools Forum by cuiliqing

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									             Strategic Schools Forum



             Wednesday 9 July 2008 9.00am, Four Oaks PDC
             Present
     Dr John Visser                                           CV               Higher Education Institution Representative & Chairperson
     Cllr Jan Barber                                          V                Chair Children & Young People's Services Policy and Scrutiny Panel
     Ruth Newton                                              V                Bath & Wells Diocese
     Neil Foster                                              V                Representative Teacher’s Professional Associations
     Becky Kingsley-Jones                                     V                Early Years
     Anthony Murray (rep Dr                                   V                14-19
     Paul Phillips)
     Vacancy                                                  V                Secondary Headteacher
     Louisa Munton                                            V                Headteacher, Sandford Primary School
     Adam Matthews                                            V                Headteacher, Bournville Junior School
     Vacancy                                                  V                Primary Headteacher
     Philippa Clark                                           V                Headteacher, Ravenswood Special School
     Vacancy                                                  V                Secondary Governor
     Arthur Hacking                                           V                LEA Governor, St Andrew's CE Junior School
     Claire Body                                              V                Parent Governor, Hannah More Infant School
     John Wiltshire                                           V                LEA Governor Herons’ Moor Primary School
     Graham Found                                             V                Community Governor, Westhaven Special School
     Councillor Jeremy Blatchford                             Of               Executive Member for Children & Young People’s Services
     Louise Malik                                             Of               Education LMS Manager
     Vacancy                                                  Of               Assistant Director Personalised Learning
     Craig Bolt                                               Of               Assistant Director Strategy, Commissioning and Performance
     Jenie Eastman                                            Of               Childcare, Learning and Play Manager
     Paul Jacobs                                              Of               Senior Advisor
     Helen Jones                                              Of               Strategy Officer
     Richard Blows                                            Of               Extended Schools Co-ordinator
     John Pinkett                                             Ob               Schools Finance
     Stephen Hogarth-Jeans                                    Ob               Parent Governor Rep. on the Policy and Scrutiny Panel
     CV = Casting Vote, V = Vote, Ob = Observer non-voting, Of =
     Officer or elected member attending


Item Issue                                                                                                                       Action
1.   Apologies
     John Visser welcomed colleagues to the meeting. Apologies were
     received from Colin Diamond, Sara Marshall, Paul Phillips (rep
     Anthony Murray), Andy Russell and Mike Lyall.
2.         Minutes of the previous meeting
           JV thanked GF for chairing the previous meeting and the Minutes of
           7 May were agreed with no change.
           Communication Sheet Summary.
           The Summary Sheet was approved.


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3.   Matters arising
     Pg 4 Item 10 – Funding modernisation to come to the October
     Meeting
     Pg 2 Item 7 - LMu raised the issue that the FMSiS inspection and
     the 2-2½ week timescale to allow schools to make any
     improvements before the revisit, is putting extra pressure on heads.
     The request is for there to be longer timescales where there are
     more recommendations.
     PJ stated Audit had attended PHANS and will review and feedback
     the responses and proposed follow-up in their newsletters. PHANS
     is to ensure heads use the formal feedback mechanism as failure to
     do so is leading to inaccurate monitoring of the service.

     LM stated the next tranche of Governor training on FMSiS will take
     place in September/October.

     Audit to attend PHANS again to try and resolve this situation.            LMu and PJ to
                                                                               arrange
     In view of recent news reports, AH questioned whether NS sets
     targets to raise literacy standards.
     PJ responded stating that one of the key strands in the excellence
     cluster was to improve communications skills and JE stated that the
     focus of the EY Foundation Stage was communications.

     Notification of AOB
     Issues around pupil funding in Nailsea.

4.   Chair’s Business
     JV is Chair of the Children’s Trust Management Board (CTMB) and
     requested that members do some reading and feed back on the
     paper on Workforce Reforms attached at Appendix A and Service
     Specifications
     http://www.dfes.gov.uk/consultations/conDetails.cfm?consultationId=1568
     Schools are encouraged to feed back especially as Children’s
     Trusts and Schools Forums are likely to become more closely
     linked.
     If this is the case, CTMB papers will have more impact on SFs.

     http://www.dfes.gov.uk/

     http://www.n-
     somerset.gov.uk/Education/School+management/Strategicschoolsforum/

5.   SSF Constitution 2008 (0708-1)
     JV stated that the Constitution (Appendix B) was due for a review
                                                                               SSF accepted the
     but that as already discussed, it was likely that SSF’s role would
                                                                               paper.
     soon change. In the meantime, the proposals were not
     controversial.



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     He expressed a view that the option to extend membership beyond
     heads should be treated with caution as in North Somerset’s case,
     the School’s Forum was Strategic and addresses issues other than
     funding.
     Feedback mechanisms would also be unclear if deputies and
     bursars were to attend instead of heads.
                                                                            SSF agreed
     With regard to substitution of members Option one was chosen.
                                                                            Head’s groups
     JV noted the lack of secondary head representation at the meeting      (HANS, PHANS,
     and that there was still one primary head vacancy, soon to be two.     SHINS) to provide
                                                                            the clerk with their
                                                                            nomination and
                                                                            election
                                                                            procedures for
                                                                            SSF members and
                                                                            ensure vacancies
                                                                            are filled.
6.   Spending Plans for the extended schools grant (0708-
     2)
     RB spoke to the tabled report.

     LM mentioned that at 6d extending the school day for disabled,
     Special heads felt that the proposed funding was not sufficient to
     permit the full offer.
     JE felt that the funding should reach those Primary and Secondary
     children who need it most and that this will be helped by
     recommendations given to schools.                                      LM & FRWG asked
                                                                            to revisit the
     PC was concerned that this formula in its current form might raise
                                                                            funding formula for
     unrealistic expectations among parents.                                Special Schools
                                                                            and report back to
     GF requested that elected members try and match budget timescale       SSF in October.
     commitments on funding within and outside the ring-fence to enable
     3-year planning.
     CB agreed that area-based grant was an issue but there have been
     no indications that it’s likely to be top-sliced to resolve budget
     issues. SSF’s determination of what needs to be done with the
     money, informs budget discussions.
                                                                            SSF noted the
                                                                            report
     JV proposed the funding be broken down by locality in future.

7.   Funding arrangements for the application of Sure Start
     and Early Years Grant (0708-3)
     JE spoke to the report detailing the principal revenue funding
     streams that make up the Sure Start Early Years & Childcare Grant
     2008-2011.
     She explained that the funding was complex and DCSF was very
     prescriptive.
     Every LA has been charged with having a graduate in every single
     Early Years setting by 2015 but it is hard to retain such qualified

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      staff on the existing pay levels.
      By 2011, NS will have 15 Children’s Centres.
      Furthermore, from 2010 each 3 year old will be entitled to 3 hours
      early years funding per day. We will also need to be able to support
      3 year olds in Springboard. Currently, we would not be able to
      achieve these requirements and most training takes place in staff’s
      own spare time.

      GF asked whether the LA was able to ensure provision was equal
      across the LA. JE responded that we are required to carry out an
      annual Childcare Sufficiency Audit. BK-J stated we were at a           SSF noted the
      difficult stage as the qualification requirements of providers are     report
      being increased but the funding isn’t there to support them yet. JV
      stated this qualifications requirement is the case for youth workers
      too.

8.    School balances benchmarking data 2006-07 (0708-5)
      LM presented the report which gave the national and local details
      on schools balances.

      She confirmed benchmarking data was readily available and
      accessible for schools in terms of expenditure and income rather
      than balances.

      SSF was asked to note the report and take into account the             SSF noted the
      information when considering the restrictions on school balances       report
      contained within the Changes to Schemes paper (0708-7)

9.    2007-08 Outturn report (0708-6)
      LM spoke to the report to inform SSF of the outturn for 2007-08, end SSF noted the
                                                                           report and level of
      of year school balances and any implications for 2008-09.
                                                                             balances and
                                                                             agreed the Report
10.   Restrictions on school balances (0708-7)
      JV remained concerned that revenue money given to schools to be
      spent on children in a given year was being retained.

      LM spoke to the report and explained that any decisions taken on
      the criteria for holding school balances would provide clearer
      direction to schools on SSF’s expectations.
      GF expressed concern that by looking at a one-year snapshot SSF
      would be unable to detect trends.
      He also felt 8% would be far too high a balance and that the
      consultation would review taking money but could not include any
      indication of how and where it would be re-allocated.

      LM responded that the intention of the paper is to make schools
      spend the money so we would not have to bring it back to SSF to
      be re-allocated. SSF will look at this on an annual basis but taking
      into consideration the 3-year budget period. Evidence gathering


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will be tightened up at the end of this year and from 2009-10
revenue standards allowances will be considered as part of a
school’s balance for claw back. Any decision to claw-back or not
will come to SSF.
There followed wide ranging discussion amongst members of SSF
as to:
    Weak strategic planning by schools
    A lack of security on the part of Heads about the new three-
       year budgets.
    Sec schools seem to be better and they have qualified
       bursars.
    Ensuring a clarity of message to schools as to who had
       control of their budget
    Reinforcing the message that this was a revenue stream and
       not for capital projects.
    Criteria for balances should be clear and schools held
       accountable.
    That compared to national averages, North Somerset
       balances are extremely high and in one of the least-well
       funded authorities for schools to be able to achieve such
       balances is worrying.
    Work with schools that have deficit balances has proved
       extremely valuable
                                                                       LM requested that
JV summarised the discussion emphasising that we were                  schools convey to
encouraging schools to plan strategically and be open about their      their communities
balances.                                                              that strategic
GF requested that Heads and Governors should receive the same          training is
levels of training.                                                    available for new
                                                                       Heads.
SSF was asked to:
          a. Agree to consult with schools over potential changes
             to the restriction of school balances in the Scheme
             for Financing Schools during the Autumn/Winter
             2008 as detailed below:
                 i. Remove the wording which enables prior year
                    commitments to be considered before applying
                    restrictions to each schools balance
                ii. Include revenue standards funds in the
                    calculation of allowable balances before
                    applying the restriction
               iii. Maintain the allowable balance as 8% of in year    Consultation to go
                    funding allocations or £30,000 (whichever is the   ahead with
                                                                       Schools as to the
                    greater) for Primary and Special Schools and
                                                                       criteria to be set
                    5% of in year funding allocations for Secondary    for retention of
                    Schools                                            balances over
              iv. Agree the proposed new wording for the               agreed limit,
                    Scheme for Financing Schools as provided in        results to come
                    Annex C                                            back to SSF in
                v. Agree the guidance and evidence criteria as         October

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                                       provided in Annex D
                             b. Agree to consult schools on implementing the new
                                arrangements with items (a. i to a.iv) applying for the
                                first time to balances at the end of the 2009-10
                                financial year and item (a.v) applying to balances at     SSF agreed the
                                                                                          report
                                the end of the 2008-09 financial year.

11.   Actual 2008-09 DSG (0708-8)
      LM spoke to the report designed to inform SSF the final DSG
      funding available for 2008-09 and any implications on the budget
      set.

      SSF was asked:
        a)    To note the final DSG                                                       SSF noted
        b)    To adjust the contingency budget to reflect the final DSG                   SSF agreed

12.   Contingency Monitoring (0708-9)
      LM spoke to the paper detailing the spending to date against the
      agreed headings in the schools specific contingencies budget.

      SSF was asked to note the allocations made to date and the                          SSF noted
      estimated outturn position.

15.   AOB
      JBa enquired as to the reason for the different levels of funding per
      pupil in the various Nailsea schools. A review of primary provision
      had come to scrutiny panel which highlighted a difference of £843
      per pupil.
      LM explained that one Nailsea school gets £5,000 deprivation
      funding but that it is the funding formula relating to aspects such as
      lump sum and small school support which has an even greater
      impact. JBa requested the FRWG review the formula in the light of
      the differences highlighted. JV stated this would be a part of FRWG
      task when the formula is considered for the next three year budget
      round in 2011.

16.   Date of Next Meeting
      Wednesday 1 October 2008




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                                Agenda Item 4 – appendix A




Every Child Really Does Matter


               A
Workforce Strategy and Plan for
Services for Children and Young
   People in North Somerset



            2008-2011




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                                CONTENTS

                        Workforce Strategic Context

S1.   Executive Summary

S2.   Introduction

S3.   Local Context

S4.   Values

S5.   Principles

S6.   Strategic Goals

S7.   Strategic Priorities

S8.   Workforce Strategic Plan Framework

S9.   Children’s Trust Management Board’s Commitments

                          Workforce Strategic Plan

P1.   Introduction

P.2   Workforce Strategic Plan Aims

P.3   Strategic Actions

P.4   Management and Organisations

P.5   Resources

P.6   Impact and Evaluation

                                Appendices

A1.   Glossary

A2.   Risks

A3.   What sort of workforce do we want?




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                                     Part One
                               The Strategic Context

S1. Executive Summary

1.1 This Workforce Strategy 2008-2011 is organised in two main parts, the
    Workforce Strategic Context and the Workforce Strategic Plan. There is
    also an Appendix that offers additional supporting information.

1.2 It represents the conclusions drawn from the development of the Draft
    Workforce Strategy 2008-2011 (April 2008) and the subsequent
    consultation.

1.3 The Strategy has been developed to support the entire workforce working
    within the context of North Somerset services for children and young
    people*, as represented in the membership of the Children’s Trust
    Management Board and partners in the Single Plan for children and young
    people.

1.4 It puts children and young people* are at the heart of workforce
    development. Children and young people had active involvement in the
    development of this Workforce Strategy.

1.5 It provides a strategic framework outlining the local workforce context, the
    values and principles that will underpin effective workforce development,
    strategic goals that define local expectations about the long term
    outcomes of this Strategy, local priorities for action, and the commitments
    of the Children’s Trust Management Board to the workforce agenda.

1.6 With regard to securing a sustainable workforce for the future, the draft
    Workforce Strategy identified three strategic options:

     i.       Option 1: Invest in packages that enable the recruitment and
              retention of the highest performing leaders and managers to ensure
              leadership and management can drive forward service quality and
              sustainability through management systems and approaches.

     ii.      Option 2: Invest in staff with ‘potential’ and have an extensive and
              high quality career and professional development programme that
              enable staff to improve and develop.

    iii.      Option 3: Invest in a ‘grow your own’ approach. Develop North
              Somerset as an ‘academy’ which enables the supply of the
              workforce to be generated from within the area, including school
              leavers and other potential workforce supply sources, e.g. parents
              returning to work, voluntary sector workers developing career paths
              in to other parts of the workforce, etc.

           The Children’s Trust Management Board agreed that …….to be added
           following the CTMB meeting
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1.7 There are five main strategic local priorities which are:
             i. Integrated Working
            ii. Leadership and Management
           iii. Induction
           iv. Supply, Recruitment and Retention
            v. Infra-structural and Workforce Processes Improvement

1.8 To address these priorities and to achieve the strategic goals the
    Workforce Strategic Plan is organised under five heading, which are:
             i. Achieving Success through Effective Strategic Workforce
                Planning
            ii. Achieving Success through Effective Integrated Working
           iii. Achieving Success through Effective High Quality Staff
           iv. Achieving Success through Effective Leadership, Management
                and Supervision
            v. Achieving Success through being Effective Learning
                Organisations

1.9 These headings provide a framework for stating the Children’s Trust
    Management Board commitments to workforce development and for
    outlining the strategic actions which are described in the Workforce
    Strategic Plan. The Workforce Strategic Plan will be implemented through
    an annual implementation action plan.

1.10 In addition to the strategic actions, the Workforce Strategic Plan
   provides clarity about how workforce development will be lead, managed,
   organised and evaluated, and considers issues associated with resources.

1.11 To provide a unified, coherent and sustainable approach to workforce
   development this Strategy identifies the need to implement the multi-
   agency commitments by ‘pooling’ human, physical and financial resources
   for the greater benefit for all and to ensure that greater efficiencies will be
   realised.

1.12 An Appendix provides additional information, including a glossary of
   terms used in this Strategy, the risk associated with not implementing this
   Strategy, and descriptors of the workforce we want, created through multi-
   agency workforce strategy development work and through the
   engagement of children and young people.




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S2. Introduction

2.1 This Strategy is built on the premise that all children and young people in
    North Somerset are entitled to access universal services and that some
    children and young people will require additional and specialist services.
    Therefore the workforce of the universal services, which includes staff in
    schools and extended services, children’s centres, some youth provision,
    some health service provision and the wide range of diverse and quality
    provision offered within the private, voluntary and independent sector, has
    the crucial role in helping children and young people achieve the five
    outcomes defined in Every Child Matters. These staff also have a role in
    identifying children and young people who may need additional support
    that cannot be met by the single agency they are accessing and who
    require assessments to enable them to access other services in a ‘team
    around the child’ approach or specialist services for more complex issues.

2.2 Crucial to effective outcomes for children are the ‘frontline’ practitioners
    who through their knowledge, skills and expertise, facilitate and support
    child development in a holistic way (i.e. to achieve the five ECM
    outcomes). To fulfil their duties effectively, ‘frontline’ practitioners need
    and deserve effective leadership and management, excellent support
    services and high quality professional development.

2.3 The Government, in their Workforce Strategy, suggests that workforce
    development has a number of processes that contribute to an overall
    approach to achieving an effective workforce at a local level. These
    processes are:
              i. Workforce data collection and analysis
             ii. Workforce supply
            iii. Recruitment and retention
           iv. Induction
             v. Career and professional pathways
           vi. Continuing professional development
           vii. Leadership, management and supervision
          viii. Local accountability and evaluation linked to workforce
           ix. Local workforce development priorities
             x. Local workforce development strategies

2.4 At a local level North Somerset wishes to ensure it has a high quality
    workforce that is secure and sustainable and this Strategy provides the
    framework and actions that show how these workforce processes will
    achieve this aim.

2.5 In clarifying local actions, the Children’s Plan, which sets out Government
    ambitions for improving children and young people’s lives over the next
    decade, has helped shape this Strategy. The main elements of the
    Children’s Plan, namely, happy and healthy; safe and sound; excellence
    and equity; leadership and collaboration; staying on; on the right track; and
    making it happen, have been used as a framework to evaluate the extent
    to which this Strategy contributes to this national agenda and the
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   outcomes of this evaluation has informed improvements to the draft
   Workforce Strategy 2008-2011 (April 2008).

2.6 It is important to ensure this Strategy is reality which is implemented and
    not just rhetoric. The following key points outline how we will ensure this
    Strategy has an impact on systemic workforce development and effective
    outcomes for children and young people*.

             i. Firstly, we will further develop services based on organisation
                and job design that have the needs of children and young
                people* as their foundation. The actions identified in the
                Workforce Strategy will ensure we achieve this approach.
            ii. Secondly, our ambition is to achieve ‘team around the child /
                young person’ approach and this cannot be successfully
                implemented using historical hierarchical and Service Area
                structures for our organisational planning. We will further
                develop a team approach, which in many cases will be multi-
                agency and multi-professional teams, and this Workforce
                Strategy is the main driver and supporter of these changes
                and developments.
           iii. Thirdly we will achieve greater flexibility in individual and team
                working and ensure all teams are able to work interactively
                with each other to provide a ‘joined up’ approach.
                Implementation of these ‘joined up’ approaches will be
                supported though implementation programmes of professional
                development and support.
           iv. Fourthly, this Strategy is the main vehicle for implementing the
                Change for Children programme. This Strategy will support the
                implementation of: a) improved experiences of children and
                young people* requiring multi-agency support, b) Common
                Assessment Framework (CAF) and e-CAF, c) greater use of
                ICT, d) improvements in the deployment and supervision of
                ‘front-line’ practitioners by working in a multi-agency / multi-
                professional way, e) reducing the levels of management, by
                creating a flatter team structure style of management and
                accountability, and f) the role of Lead Professional who will
                bring a very different way of organising and co-ordinating ‘case
                work’, including ‘team around the child’ approach.
            v. Fifthly, we will reinforce the application of our values and
                desired working practices by continue to build a culture that is
                child and young person* centric and moves away from a
                Service centric way of thinking, planning and providing.
                Eventually ‘it will be the way we do things around here’ as the
                everyday way of working for the entire workforce.
           vi. Sixthly, our programmes of professional learning and
                development will be needs-led, based on effective needs
                analysis and we will be accessed through a range of learning
                and development methods linked where appropriate to
                accreditation.

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           vii. Seventhly, we will build in effective monitoring, evaluation and
                review procedures which enable a good evidence base on
                which to measure progress and impact, providing support and
                intervention when necessary.

S3. Local Context

3.1 North Somerset is a unitary authority that sits between Somerset County
    Council area to the South, Bristol Unitary Authority area to the North, Bath
    and North East Somerset Unitary Authority area to the East, and the
    Bristol Channel to the West. It’s geographical location and demographic
    features are crucial factors in considering a workforce strategy. North
    Somerset’s ability to recruit and retain the quality of staff required to meet
    statutory duties and achieve positive outcomes for children and young
    people will be crucial in the competition for, and availability of, staff across
    this ‘travel to work’ sub-region.

3.2 North Somerset has a population of 201,000 and this is expected to
    increase to 229,000 by 2026, 26% of the population is over 60 and 22% of
    the population is aged under 19 – both of these figures are above the
    national average. The average age of the population of North Somerset is
    41.5 years. The average life expectancy for the residents of North
    Somerset is 79.96 years. However there are great inequalities between
    the most deprived and affluent areas with a difference of 15 years in life
    expectancy. Of the 134,132 people of working age in the district, 68.4%
    are economically active and 31.6% are economically inactive. Nationally
    66.5% of working age people are economically active and 33.5% are
    economically inactive. A significant number of people residing in North
    Somerset travel out of the district to gain employment. 19.2% of the
    working age population of North Somerset are qualified to degree level or
    above. 23.5% of the working age population do not have any formal
    qualifications. Unemployment is low and the majority of the district
    comparatively prosperous. However, there are significant pockets of
    deprivation with two Weston-super-Mare wards being classified as being
    amongst the most deprived wards in England. North Somerset Council is
    the largest single employer in the district with over 7000 employees, of
    which about 4,000 staff are employed in schools.

3.3 The overall children’s and young people’s workforce is estimated at about
    7000 and this includes Council, North Somerset PCT, Weston Area Health
    Trust, Connexions, and the Private, Voluntary and Independent sector
    staff. The workforce incorporates many professional and occupational
    groups within the broad areas of health, social care and education. The
    majority of the workforce focus on working with children and young people
    within the 0 – 19 age range, each having a role within or across age range
    bands, e.g. 0 – 5, 5 – 11, 11 – 16, 11 – 19, etc.

3.4 Currently (June 2008) the services working with children and young
    people* are mainly single agency services with some examples of multi-
    agency and multi-professional working on specific elements of work, e.g.
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   Children’s Centre’s, Youth Offending Team (YOT), Behaviour
   Improvement Programme (BIP).

3.5 Services are currently managed by single agencies that are partners in the
    Children’s Trust Management Board, namely North Somerset Council,
    including schools (local management of schools); North Somerset PCT;
    Weston Area Health Trust; Connexions; Police; and the management
    arrangements found across the Private, Voluntary and Independent sector.
    Other partners that contribute to the management of services include the
    Diocesan Boards and other Foundation Boards.

3.6 As workforce development impacts on the performance of the whole of the
    children and young people’s workforce the legal and strategic context is
    extensive. The main driver for workforce development and reform is The
    Children Act 2004 and subsequent Government initiated programmes
    including Every Child Matters: Change for Children and Youth Matters:
    Next Steps. The Children’s Plan provides an insight into national thinking
    and national expectations about the needs of children and young people*
    in the strategic planning and delivery of services in the future.

3.7 In addition to these main national drivers a wide range of legislation
    provides a context and framework for much of the work of services that
    work with children and young people. These include:
             i. The Children Act 1989
             ii. The Crime and Disorder Act 1998
             iii. The Data Protection Act 1998
             iv. The Disability Discrimination Act 1995
             v. The Education Act 2002
             vi. The Freedom of Information Act 2000
             vii. The Human Rights Act 1998
             viii. Learning and Skills Act 2000
             ix. The Special Educational Needs (SEN) Code of Practice 2001
                   The Special Educational Needs and Disability Act 2001
             x. The UN Convention on the Rights of the Child 1989.

3.8 At a local level North Somerset’s Children and Young People’s Single Plan
    provides the main focus for local ambitions and local priorities, and the
    Local Area Agreement acts as a mechanism to deliver shared priorities
    which support both national policy and locally determined priorities (local
    performance indicators directly support national Public Service
    Agreements and Departmental Strategic Objectives). Workforce
    development is a vehicle through which these plans can be realised.

3.9 This Strategy links with other relevant local strategies including:

              i. North Somerset Council, DRAFT Workforce Development
                 Plan, 2008 – 2011;
             ii. North Somerset NHS Primary Care Trust, Workforce Strategy
                 2007-2010;
            iii. Children and Young People’s Services Participation Strategy
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           iv. Integrated Youth Support Strategy (draft);
            v. Children and Young People’s Services ICT Strategy.

3.10 Other relevant contextual documents include:
             i. Training and Development Agency Deliverables;
            ii. Choice for Parents, the Best Start for Children: A Ten Year
                Strategy for Childcare;
           iii. Aiming High for Young People: A Ten Year Strategy for
                Positive Activity;
           iv. Professional and Occupational Standards;
            v. Standards for Better Health;
           vi. Health Statutory Instruments;
          vii. Skills for Health Framework;
         viii. Gershon Report;
           ix. The Leitch Report;
            x. Teachers’ Pay and Condition.




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S4. Values

4.1 This Workforce Strategy considers that values and belief are of ultimate
    importance in effective working with children and young people*. They
    underpin both the context within which staff work and are promoted
    through the workforce’s behaviours and actions.

4.2 Some of the workforce work with children and young people* within the
    context of religious and cultural values and are supported by religious
    bodies and organisations. This Strategy recognises and celebrates
    religious and cultural diversity and, while supporting inclusivity,
    encourages specific religious bodies and organisations to engage with and
    contribute to the workforce development of their membership and the
    workforce overall.

4.3 The following strands underpin the working practice values for the whole
    workforce:

              i. Constructive relationships

             ii. Equality and diversity

             iii. Integrity and service

           iv. Co-operation and collaboration

             v. Conflict resolution

           vi. Health and well-being




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S5. Principles

9.1   This Strategy is based on principles that support effective workforce
      development. These are as follows:

      i.   Information-sharing – information is one of the most important
           factors in supporting workforce effectiveness and development.
           Appropriate and relevant information must be available for staff in
           their workplace;

      ii. Communication – the ability to communicate effectively by the
          workforce is fundamental to successful outcomes;

      iii. Empowerment – individual staff, teams, services and agencies
           make appropriate decisions relevant to their responsibilities and
           accountabilities;

      iv. Inclusivity – this Strategy and its implementation applies to all staff
          in all parts of services for children and young people’s;

      v. Co-operation – effective team work and collaborative working will
         enable effective outcomes;

      vi. Excellence – this Strategy encourages all to strive for the best for
          children and young people;

      vii. Impact – this Strategy is designed to enable staff to make a positive
           difference to the lives of children and young people*;

      viii. Celebration – this Strategy recognises the importance of valuing the
            workforce by identifying, sharing and celebrating good practice;

      ix. Engagement – everyone has to a role in contributing to good
          outcomes for children and young people*.




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S6. Strategic Goals

6.1 This section outlines the strategic goals for this Strategy. These strategic
   goals define long term aspirational outcomes that will ultimately enable the
   vision for children and young people* to be realised.

6.2 The goals resulting from this Workforce Strategy are that:

       i. Children and young people* are accessing and supported by the
          services that they need;

       ii. Services are consistently delivered to a high standard as a result of
           effective leadership and management at all levels;

      iii. Services for children and young people* are of high quality and
           represent good value for money;

      iv. Effective strategic workforce planning is ensuring workforce
          sustainability;

      v. Early intervention and prevention will be improving the quality of life
         and life chances of children and young people, and the most
         vulnerable children and young people will be supported through
         appropriate and well-managed multi-agency, multi-professional
         approach;

      vi. The workforce is following professional development, accreditation
          and career pathways within and across traditional professional and
          occupational boundaries;

     vii. We are an effective learning organisation;

     viii. The workforce is committed to the jobs they do, feel valued, are
           proud of their achievements, are emotionally resilient and can
           manage change effectively;

      ix. North Somerset is an employer of choice for those wishing to work
          with children and young people*.




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S7. Strategic Priorities

Priority 1 Integrated Working

7.1 During the period of this Strategy, the main priority for workforce
   development within North Somerset services for children and young
   people is Integrated Working. The effective implementation of Integrated
   Working will be achieved within and as a result of the following major
   change programmes aimed at modernising our whole approach to working
   with children and young people*:

              i. The establishment of Multi-agency Locality Teams.
             ii. The implementation of the Integrated Youth Support Strategy
                 and Targeted Youth Support.
            iii. The implementation of Social Care Remodelling.
           iv. The implementation of the Integrated Service for Children with
                 Complex Additional Needs.
             v. The implementation of the Integrated Service for Looked after
                 Children.
           vi. The establishment of commissioning in service specifications
                 and business planning.
           vii. The remodelling of the School Improvement Team.


Priority 2 Leadership and Management

7.2 We consider that effective leadership and management is the main factor
   in achieving high performing services that achieve good outcomes. This
   Strategy has three foci with regard to leadership and management,
   namely:
             i. strategic leadership across service for children and young
                people
            ii. leadership and management in schools
           iii. leadership and management of multi-agency /multi-
                professional teams.

7.3 Within this whole area of leadership and management there are some
   specific topics that will be of specific importance during the life of this
   Strategy. These are:
              i. Staff supervision
             ii. Performance management
            iii. Succession Planning

Priority 3 Induction

7.4 We believe that supportive and effective introductions to working with
   children and young people*, and into new roles, is vital if high standards
   and good outcomes are to be achieved. Induction will support and embed
   integrated working and staff quality from the very beginnings of staff taking
   up their roles.
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Priority 4 Supply, Recruitment and Retention
7.5 Achieving a secure and sustainable workforce is of ultimate concern for
   North Somerset. Overall, currently (June 2008), North Somerset services
   for children and young people are, in the main, able to recruit and retain an
   effective workforce. However there are some areas of immediate concern.
   These include:
              i. Social Workers
             ii. Foster Carers
            iii. School Nurses
            iv. District Nurses
             v. Teachers in some specialist subjects in secondary schools,
                 e.g. Maths, Science, ICT, and subject leadership in Maths and
                 Science
            vi. CAHMS specialist practitioner

7.6 There are also some areas of work where remodelling is important to
   modernise some workforce practices. This has implications for change
   process and up-skilling a stable workforce.


Priority 5 Infra-structure and workforce processes improvements
7.7 The research and audit that contributed to the needs identification for this
   Strategy identified a range of infrastructural and workforce development
   process improvements under the following headings:
               i. Workforce data collection and analysis
              ii. Workforce supply and recruitment
             iii. Retention
            iv. Induction
              v. Continuing professional development
            vi. Career and qualification framework
            vii. Leadership, management and supervision
           viii. Workforce reform and change management

i) Workforce data collection and analysis

Priorities

   a) To clarify the workforce development data reporting requirements and
      ensure all agencies are aware of all the information that is required.

   b) To work collaboratively across all agencies to improve the consistency,
      coherence, systems and reporting of the workforce data required.

   c) To ensure that relevant and accurate workforce data is used to inform
      strategic workforce planning for all Services working with children and
      young people.



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ii) Workforce Supply and Recruitment

Priorities

   a) To develop a clear strategy for the supply and recruitment of the
      children and young people’s workforce in North Somerset over the next
      20 years.

iii) Retention

Priorities

   a) To review traditional professional development and career pathways
      and remodel traditional organisational structures and working practices.

   b) To have a clear approach to succession planning across all services
      for children and young people.

   c) To develop a local professional and career development framework.

iv) Induction

Priorities

   a) To ensure all staff have entitlement to an induction programme that
      achieves minimum induction standards.

   b) To achieve greater collaboration between agencies to enable a more
      coherent and consistent induction experience for staff.

   c) To develop a common induction programme that inducts all staff into
      services for children and young people with a specific focus on the
      children and young people’s agenda.

   d) To provide induction that supports the management of change and
      career progression, e.g. induction into locality team / locality working.

v) Continuing Professional Development

Priorities

   a) To undertake a review of current arrangements for professional
      development across all agencies and services and within the context of
      multi-agency, integrated locality-based working and produce a report
      on future solutions that address the issues.

   b) To improve greater co-ordination, effectiveness and efficiency within
      sectors that have a number of traditional service areas within them, for
      example Early Years, Childcare and Play; Services supporting Youth;
      Children’s Social Care and Childcare.
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   c) To ensure safeguarding training is provided to all relevant staff and as
      required by law and specifically to address the gap in training offered
      for schools.

   d) To ensure professional development programmes exist to support
      professional status development, multi-agency integrated working
      development, including interfaces between services, and the
      successful management of change.

vi) Career and Qualifications Framework

Priorities

   a) To develop a local career and qualifications framework, supported by
      provision and linked to staff retention and quality.

vii) Leadership, Management and Supervision

Priorities

   a) To have clarity about accountability, decision-making and responsibility
      at all levels of the Children Trust Management Board Partnership and
      specifically its application to front-line practitioners and their managers.

   b) To secure a support and professional development programme for
      senior managers.

   c) To develop an agreed understanding on leadership and management
      across all agencies and provide strategic direction as to the extent that
      leadership can be, and is, distributed.

   d) To ensure self-managing and private, voluntary and independent
      organisations within the Partnership have access to appropriate
      opportunities and provision to support leadership and management
      development.

   e) To identify efficiencies and develop multi-agency effectiveness by
      unifying approaches and support for leadership and management
      development across all agencies.




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viii) Workforce Reform and Management of Change

Priorities

   a) To develop a culture and working practice that embeds participation of
      children and young people* within the decisions and actions that affect
      their lives.

   b) To ensure there is clear and strong leadership for the management of
      change and that evaluation and review are integral aspects of the
      stages of the change programme.

   c) To ensure that systemic remodelling is achieved and to avoid a re-
      structuring of current provision.

   d) To ensure change support programmes are implemented and
      sustained for as long as they are needed.




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S8. Workforce Strategic Plan Framework

8.1 The implementation of this Strategy is described in the Workforce
   Strategic Plan (Section Two).This Plan is arranged in a framework of five
   key themes, as follows:

             A.     Achieving Success through Effective Strategic Workforce
                    Planning

             B.     Achieving Success through Effective Integrated Working

             C.     Achieving Success through Effective High Quality Staff

             D.     Achieving Success through Effective Leadership,
                    Management and Supervision

             E.     Achieving Success through being Effective Learning
                    Organisations

8.2 The Children’s Trust Management Board considers the implementation of
   this Strategy as fundamental to the success of their ambitions and the
   vision for children and young people*. The commitments of the Board are
   stated below.




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S9. Children’s Trust Management Board Commitments

A.   Achieving Success through Effective Strategic Workforce
     Planning

9.1 The North Somerset Children’s Trust Management Board is
   committed to:

                i) Ensuring children and young people* are at the centre
                     of this Workforce Strategy and that their needs drive
                     workforce development.
                ii) Implementing the Children Act 2004 supported by a
                     workforce reform programme that recognises our
                     strengths, modernises working practices and ensures
                     the future needs of children and young people* can be
                     met effectively and efficiently.
                iii) A unified workforce across the whole of services for
                     children and young people*.
                iv) Working strategically with national, regional and local
                     organisations to achieve strength through strategic
                     partnerships, to influence national and regional policy
                     and strategy, and to increase our capacity to sustain an
                     effective and efficient workforce.
                v) Establishing strategic workforce development planning
                     and making effective strategic decisions based on
                     accurate and relevant workforce data.
                vi) Ensuring available resources support the strategic
                     leadership of workforce development, its delivery
                     capacity and the provision of a workforce development
                     infrastructure that contributes to the achievement of a
                     sustainable, highly motivated, well qualified and
                     committed workforce.
                vii) Ensuring this strategy supports and is supported by
                     other relevant strategies and that workforce
                     development is the delivery mechanism for the
                     disseminations and implementation support for other
                     strategies.
                viii)The children and young people’s workforce in schools,
                     and other self-managing learning organisations,
                     engaging with the workforce development agenda as an
                     integral sector within the whole children and young
                     people’s workforce.
                ix) The children and young people’s workforce in private,
                     voluntary, and independent organisations, engaging
                     with the workforce development agenda as an integral
                     sector within the whole children and young people’s
                     workforce.

B.   Achieving Success through Effective Integrated Working

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9.2 The partner agencies of the North Somerset Children’s Trust
   Management Board are committed to:

                 i) Positive outcomes on children and young people*
                    achieved as a result of remodelling that ensures
                    appropriate integrated working practices and
                    organisational structures are in place.

                 ii) Implementing the Change for Children and Youth Matter
                     Next Steps by embedding effective multi-agency,
                     locality-based, integrated working within North
                     Somerset.

                 iii) Safeguarding all children and young people through the
                      effective actions of a highly skilled and dedicated
                      workforce.

                 iv) Developing a supportive culture that enables the multi-
                     agency, multi-professional workforce to share
                     information for the benefit of children and young people.

                 v) All staff, whether in schools, the private, voluntary and
                    independent sector, locality teams or specialist services
                    to develop integrated working practices that enable
                    children and young people* to receive the services they
                    need, through a co-ordinated and ‘seamless’ approach.

                 vi) Developing greater coherence, effectiveness and
                     efficiency of workforce development within sectors and
                     across all Services for children and young people*.

                 vii) A workforce development programme that supports the
                      skills and knowledge development of practitioners to
                      help them make accurate and timely assessments that
                      enable early intervention and prevention actions and
                      focus on outcomes for children and young people.




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C.    Achieving Success through Effective High Quality Staff

9.3 The partner agencies of the North Somerset Children’s Trust
   Management Board are committed to:

                 i) The needs of children and young people*, driving the
                    training, professional development and change
                    programmes for staff.

                 ii) Applying quality assurance approaches to guarantee
                     staff quality and the quality of workforce development
                     programmes and activities.

                 iii) The importance of staff responsibility and accountability
                      in working with children, and young people*, and in
                      recognising, celebrating and disseminating best
                      practice.

                 iv) Embedding the common core knowledge and skills
                     within all aspects of workforce development.

                 v) Employing modern workforce by developing and
                    securing effective and efficient working practices and
                    work styles supported by the application of ICT and
                    appropriate flexible working practices.

                 vi) Developing and implementing a supply, recruitment and
                     retention strategy that clearly defines our medium and
                     long term approach to supply, recruitment and retention.

                 vii) Embedding the participation of children and young
                      people within Workforce Strategy development and
                      workforce development programme delivery, and
                      providing opportunities for young people who have
                      disabilities or who have been ‘looked after’ in local
                      authority care to gain employment within the Services
                      for children and young people.

                 viii)Providing effective and appropriate induction into
                      Services for children and young people for all staff.

                 ix) Developing a local career and professional
                     development pathways framework and providing a high
                     quality programme of continuing professional
                     development opportunities for all staff to support
                     professional and career development within the children
                     and young people’s workforce.



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                 x) Developing and retaining highly qualified staff who have
                    emotional resilience and who can manage change for
                    themselves and others.


D.    Achieving Success through Effective Leadership, Management
      and Supervision

9.4 The partner agencies of the North Somerset Children’s Trust
   Management Board are committed to:

                 i) Developing and implementing a leadership strategy that
                    supports the continuous improvement of services for
                    children and young people*.

                 ii) Implementing distributed leadership and flatter
                     management structures that support multi-agency/multi-
                     professional team development and work.

                 iii) Developing leaders of the future by working with young
                      people and those staff early in their careers to develop
                      leadership competency.

                 iv) Embedding effective management practices achieved
                     by highly competent leaders and managers.

                 v) Securing effective leadership and management of
                    change as the main factor in improving service for
                    children and young people*.

                 vi) Developing business and strategic thinking capacity
                     across all management and leadership roles.

                 vii) Achieving effective individual and team performance.

                 viii) The development and implementation of teamwork as
                      the main organisational structure.

                 ix) Succession planning to develop and secure leaders for
                     the future.




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E.    Achieving Success through being Effective Learning
      Organisations

9.5 The partner agencies of the North Somerset Children’s Trust
   Management Board are committed to:

                 i) Embedding a culture that expects and supports
                    professional development as an integral aspect of
                    working practice.

                 ii) Creating an ethos that encourages all staff to use all
                     appropriate opportunities, to engage in discussion and
                     activities that support and enable performance
                     improvement.

                 iii) Ensuring all agencies achieve organisation workforce
                      standards that will at least meet national criteria for
                      good practice (e.g. IiP).

                 iv) Utilising self-evaluation and performance management
                     as processes to inform workforce improvement
                     planning.

                 v) Using research, including action research, to support
                    effective service development.




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                                  Part Two

                         Workforce Strategic Plan

P1    Introduction

1.1 This Workforce Strategic Plan outlines the aims, strategic actions,
    management and organisation, resources and impact and evaluation
    approaches that will enable North Somerset services for children and
    young people to implement the Children’s Trust Management Board’s
    commitments and move toward the achievement of the strategic goals.

1.2 This Workforce Strategic Plan will be implemented through an annual,
    detailed and costed workforce development plan.

P2 Aims of the Plan

2.1 These aims provide the link between the Strategic Goals (in Section One)
   and the Strategic Actions which form part of this Workforce Strategic Plan.
   The aims are to:

            i. lead, support and monitor workforce remodelling to ensure that
               children and young people* can easily access and benefit from
               the services they need;

            ii. continue to offer and further develop relevant professional and
                organisational development programmes that support effective
                leadership, management and supervision within a multi-
                agency, multi-professional organisation;

           iii. increase the impact of services by providing change
                management programmes that enable integrated working and
                improved skills development and skills matches to be
                implemented;

           iv. improve workforce data collection and reporting and implement
               improved strategic planning for recruitment, retention, career
               progression and succession planning;

           v. continue to implement and further develop a programme that
              develops, supports and sustains integrated working practices;

           vi. embed effective induction into roles in the children and young
               people’s workforce;

          vii. produce a North Somerset career and professional
               development framework and continue to offer, broker,
               commission, manage and further develop the range of
               provision available locally;

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viii. lead, support, and disseminate good practice that contributes
      to an overall cultural of effective performance, professional
      development and adult learning;

 ix. provide and contribute to approaches and opportunities that
     support the motivation and retention of the workforce;

 x. promote and continue to develop North Somerset services for
    children and young people as forward thinking, high achieving,
    and effective and supportive employers.




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P3.           Workforce Strategic Plan of Actions

10.1          In addressing the Workforce Strategy priorities for North Somerset five
              key themes have been identified. These themes provide a framework
              for action. The five themes are:

                      A. Achieving Success through Effective Strategic Workforce
                         Planning

                      B. Achieving Success through Effective Integrated Working

                      C. Achieving Success through Effective High Quality Staff

                      D. Achieving Success through Effective Leadership,
                         Management and Supervision

                      E. Achieving Success through being Effective Learning
                         Organisations


A. Achieving Success through Effective Strategic Workforce Planning

Actions

        i.       Ensure strategic leadership of workforce development is secure and
                 sustainable

       ii.       Produce an implementation plan that provides details about the
                 delivery of this Strategy

       iii.      Secure a strategic multi-agency Workforce Strategy Board that
                 enables stakeholders to contribute to the on-going strategy
                 development and monitor its implementation

       iv.       Ensure workforce development systems are in place to
                 communicate and embed a clear vision for services for children and
                 young people

       v.        Communicate clear expectations about workforce deliverables and
                 competencies

       vi.       Engage the workforce in planning and implementing effective
                 business approaches to service delivery and development

      vii.       Provide leadership, co-ordination and support to enable a coherent
                 programme of professional development to be designed,
                 implemented, monitored and evaluated



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viii.   Pool single agency capacity to establish a multi-agency workforce
        development infra-structure that supports a co-ordinated and
        coherent approaches to Workforce Strategy implementation

 ix.    Actively seek potential available resources that will support the
        implementation of this Strategy over and above the resources
        achieved by pooling each agency’s resource commitment

  x.    Engage in strategic relations with organisations within the national
        Children’s Workforce Network and in particular Children’s
        Workforce Development Council (CWDC), Training and
        Development Agency (TDA), National College for School
        Leadership, the Strategic Health Authority (SHA), Higher Education
        Institutes (HEIs) and other strategic organisations for example
        Government Office South West (GOSW)

 xi.    Actively engage with Headteacher Association in North Somerset
        (HANS), Secondary Heads in North Somerset (SHINS) and Primary
        Heads in North Somerset (PHANS) to achieve a relevant and
        coherent workforce development programme that addresses the
        needs of the children and young people’s workforce in schools and
        develops the workforce for the future.

xii.    Actively engage with Voluntary Action North Somerset (VANS) and
        large voluntary organisations, e.g. Barnardos, to achieve a relevant
        and coherent workforce development programme that addresses
        the needs of the children and young people’s workforce in the
        Private, Voluntary and Independent sector and helps develop the
        workforce of the future.

xiii.   Audit current workforce data collection and systems, compare to
        reporting requirements, and create a development plan outlining
        improvements to data collection and reporting, and implement the
        plan

xiv.    Develop commissioning and business planning as a way to secure
        relevant provision for professional development

xv.     Work with unions and professional bodies to achieve effective
        workforce development and modernisation programmes and
        develop and maintain a Local Workforce Agreement Monitoring
        Group (LWAMG) for schools.




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B. Achieving Success through Effective Integrated Working

Actions

     i.    Provide a programme of training and support to:
              a) implement the common core skills and knowledge
              b) successfully embed change programmes and remodelling
                 across services for children and young people
              c) enable the implementation of integrated working practices,
                 including, CAF and e-CAF, information sharing, lead
                 professional, and ContactPoint
              d) implement Integrated Children’s Systems (ICS)
              e) secure the implementation of Social Care remodelling and
                 the integration of Social Care within locality working
              f) enable the implementation of the Integrated Youth Support
                 Strategy and targeted Youth Support Strategy
              g) enable the development of the integrated team for children
                 with complex and additional needs

    ii.    Develop and provide a programme of communication, training and
           support that enables the appropriate and relevant interfaces
           between locality teams, specialist services, schools, General
           Practitioners, Adult Mental Health and Adult Social Care and
           Housing Services.

    iii.   Increase the level of co-ordination of workforce development within
           and across the main sectors of the children and young people’s
           workforce, namely Early Years, Childcare and Play; Youth; Schools
           and other learning settings; Health; Extended Services and Private,
           Voluntary and Independent organisations.

    iv.    Provide induction and a rolling programme of training that supports
           integrated working.

    v.     Monitor the implementation of integrated working and provide
           programmes of support and intervention when required




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C. Achieving Success through Effective High Quality Staff

Actions

      i.   Develop a strategic professional development plan and annual
           programmes to support the professional development needs of staff
           based on needs identification and needs analysis, performance
           management appraisals, organisational self-evaluation, and
           strategic objectives and performance measures

     ii.   Produce a report on the current varied access to professional
           development of staff across all services and use the findings and
           recommendations to inform a professional development policy,
           strategy and plan encompassing all services for children and young
           people

    iii.   Work with managers of specialist services to ensure the
           professional development needs of their staff are addressed

    iv.    Provide, broker and signpost accredited routes of initial and post
           qualifying training that enable staff to acquire and retain
           professionally qualified status

     v.    Encourage and support greater participation of children and young
           people in the planning and implementation of professional
           development programmes for staff

    vi.    Provide a common induction into the children and young people’s
           workforce programme for all staff working with children and young
           people*, and collaborate across agencies to bring greater
           coherence to the overall induction experience of staff

   vii.    Continue to develop and provide an annual unified offer of
           professional development for schools, early years and other
           learning settings

   viii.   Agree standards for the provision of workforce development
           activities, and quality assure all events, projects and programmes
           against these standards

    ix.    In collaboration with HR staff and managers in services for children
           and young people embed the Common Core Knowledge and Skills
           within recruitment and selection processes including job
           descriptions

     x.    Provide training and support to enable greater application of
           modern technologies and flexible working practices across the
           children and young people’s workforce


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 xi.    Develop and implement a supply, recruitment and retention strategy
        to address medium and long term needs, and identify and
        implement short-term solutions to address immediate recruitment
        and retention priorities.

xii.    Implement a coherent approach to professional development needs
        analysis and needs identification across the whole of the children
        and young people’s workforce

xiii.   Implement CPD On-line as a workforce development information
        and communication tool

xiv.    Remain well-informed about national developments in career and
        professional development frameworks and the integrated
        qualification framework, and work with all agencies to develop a
        local career and professional development framework that can be
        implemented within North Somerset

xv.     Provide a programme of skills and self-esteem development that
        enables strategic and operational leaders and managers to achieve
        an effective skills mix across front-line practitioners

xvi.    Identify and disseminate good and effective practice.




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D. Achieving Success through Effective Leadership, Management and
    Supervision

Actions

      i.   Ensure strategic leadership of services for children and young
           people is secure and sustainable

     ii.   Develop a children and young people’s services leadership and
           management development framework, and provide, broker and
           signpost appropriate development opportunities

    iii.   Provide a programme to support leaders and managers in the
           management of change and managing for performance

    iv.    Provide a programme that equips leaders and managers to manage
           multi-agency teams

     v.    Engage with universities, colleges and other organisations that
           provide recognised accreditation to offer local provision for
           accredited professional development routes for current and aspiring
           leaders and managers

    vi.    Provide a programme of leadership and management skills open to
           all staff

   vii.    Develop and implement a succession planning programme to
           encourage and support the leaders and managers of the future

   viii.   Encourage and support learning settings to offer leadership
           development programmes for young people

    ix.    Maintain a schools-facing leadership development steering group
           that ensures an appropriate support and development programme
           that contributes to effective school leadership and succession
           planning

     x.    Engage Voluntary Action North Somerset within leadership
           development programme planning to ensure the needs of
           leadership and management development within the Private,
           Voluntary and Independent sector are addressed




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E. Achieving Success through being an Effective Learning Organisation

Actions

     i.    Provide information, guidance and opportunities that promote and
           support the continuing professional development of all staff

    ii.    Provide clear leadership, from all levels of management, by
           expressing expectations about professional development as an
           integral aspect of all roles and providing active support for staff
           appropriate engagement in it

    iii.   Publish organisational standards for good practice professional
           development and management of performance

    iv.    Collect, collate and analyse evidence from self-evaluation process
           and appraisal processes and use to inform workforce development
           planning

    v.     Audit national research that will inform performance development in
           North Somerset and disseminate; and encourage action research
           as a professional development methodology

    vi.    Provide expectations, support and encouragement for all staff to
           maintain a continuing professional development portfolio




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P4. Management and Organisation

4.1 To implement this Strategy it is necessary to ensure secure and
    sustainable management and organisation of workforce development is in
    place across the whole of services for children and young people.

4.2 At an individual level, each person has a responsibility for managing their
    own continuing professional development.

4.3 At a team and organisation (e.g. school, PVI organisation) level, each
    team or organisation should identify a member of their workforce who can
    ‘Champion’ workforce development. The ‘Champion’ should be in a
    sufficiently senior position within the team or organisation to enable them
    to lead/co-ordinate, influence and support individual professional
    development and team/organisational development. This responsibility will
    not necessarily be a full-time position; it will be one of the responsibilities
    of a team/organisation member.

4.4 At a Children and Young People’s Services strategic level, leadership and
    infra-structural management and support will be secured and this will
    provide direction, co-ordination and coherence to workforce development
    across all teams and organisations as illustrated in 4.8 below.

4.5 The provision of workforce development activities will be managed and co-
    ordinated through a clustering arrangement of professional and
    practitioner groups with a common focus, as outlined below:

              i.Early years, childcare and play professionals and practitioners
             ii.Health professionals/practitioners
            iii.Social care professionals/practitioners
           iv.  Staff who provide support and administration functions
             v. Staff working in schools, and learning focussed professionals
           vi.  Staff working within a culture and sport provision context
           vii. Staff working within the private, voluntary and independent
                sector
          viii. Youth professionals/practitioners (including criminal justice
                system staff)
   Each of these cluster groups will have a lead co-ordinator who will work
   strategically across the professional/practitioner cluster area and work
   together to form the Workforce Development Team.

4.6 Within the early stages of this Strategy this Workforce Development Team
    will be drawn together from staff who have current (June 2008) training
    and professional development leadership and management roles within
    the different agencies and services, and during the life of this strategy the
    organisation of this Team will be strengthened to achieve full coverage for
    all professional/practitioner groups and to reflect multi-professional /
    practitioner team development.


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4.7 In many parts of Children and Young People Services a matrix
    management model will exist where there will be team leaders who have
    responsibility for multi-agency/multi-professional teams, and there will be
    professional leads who have responsibility for specific
    professional/practitioner groups. Each of these team and professional
    development leads will link with the Workforce Development Team to
    enable co-ordination and receive support.

4.8 Therefore the management and organisation of this Workforce Strategy
    can be represented in four main models.

4.8.1 Firstly that children and young people are at the heart of the
      Strategy and provide the real purpose for having this Strategy. This
      Strategy recognises that the role and strength of the family is
      paramount in supporting children and young people. In relation to
      services having a positive impact on the needs of children and young
      people, the effectiveness of front-line practitioners is of ultimate
      importance. Support services and leadership and management must
      focus on enabling this front-line effectiveness to be realised. The work
      of all staff is set within a strategic leadership context and relies on an
      infra-structure that ensures that front-line practitioners, their support
      staff and operational leaders and managers have the tools, systems
      and resources that contribute to effectiveness.. This is illustrated in the
      diagram below:




            Children and Young People at the Heart of
                     Workforce Development


                               Children and Young People
                               Families and Carers
                               Front-line Practitioners
                               Support Staff
                               Operational Leadership and Management
                               Strategic Leadership and Infra-structural Support




All teams and organisations working within this context should have a
workforce development ‘Champion’, who leads/co-ordinates, influences and
supports individual and team organisation development.

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4.8.2 Secondly, three key elements will provide the focus for workforce
      development. We aim to:
            i. have the range of professional skills and expertise that will
               ensure a full skills mix can be achieved across the workforce.
           ii. achieve effective multi-agency and multi-professional
               integrated working.
          iii. achieve effectiveness and remain effective in an ever changing
               context and be proficient at managing change.

      This is illustrated in the diagram below:



                 Workforce Development Strategy
                      Three Key Elements


                   Professional and Occupational Status




                                 Children,
                               Young People,
                                 Families
                                   and
                                  Carers


      Multi-agency and                                 Managing
      integrated working                               change
      practices




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4.8.3 Thirdly the workforce development organisation will reflect the multi-
      agency and multi-professional nature of services for children and
      young people. The organisation in Phase 1 of developments
      (September 2008 to September 2009) is to move towards a clustering
      of similar professional, practitioner and provider groups whose
      workforce development will be co-ordinated by an identified lead. The
      identified leads are unified in a virtual Workforce Development Team

      This is illustrated in the diagram below:




                  Integrated Workforce Development
                       Support and Development
             Professional/Practitioner/Provider Clustering

                                           Multi-agency/Integrated Working

        Private, Voluntary, Independent and Community                      School and Learning Focussed
                            Providers                                       Professionals / Practitioners




                    Health                                                          Safeguarding/Social Care
           Professionals/Practitioners                                              Professionals/Practitioners




             Youth and Criminal Justice System                             Early Years, Childcare and Play
                Professionals/Practitioners                                  Professionals/Practitioners

                                             Culture and sport providers




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   4.8.4 Fourthly to achieve the implementation of the Workforce Strategy it is
         necessary to have a secure workforce development infra-structure.
         This consists of staff working within the strategic and infrastructural
         dimension and the range of aspects of work that will be supported.

           This is illustrated in the diagram below:




                  Workforce Development Infra-structure


                                         Training
                                          Training



     Qualifications                                                      Projects
                                                                          Projects
      Qualifications

                                           Strategy
                                            Strategy
                                      Commissioning
                                       Commissioning
                                 Statutory Responsibilities
                                  Statutory Responsibilities
                            CPD On-line / e-CPD / Communication
                             CPD On-line / e-CPD / Communication
                                       Co-ordination
                                         Co-ordination
                                      Workforce Data
                                        Workforce Data
                                      Administration
                                        Administration
                                              QA
                                               QA
       Career and
         Career and                                                Dissemination ofof
                                                                    Dissemination
Professional Development
 Professional Development                                            Best Practice
                                                                      Best Practice
  Routes and Pathways
    Routes and Pathways
                                    Learning Networks
                                     Learning Networks




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P5. Impact and Evaluation

5.1 The ultimate evaluation is the extent to which impact is achieved. All
    reports relating to impact will clarify the influence any activity or action has
    had in relation to the planned outcome.

5.2 Impacts can be positive and negative and each of the strategic actions will
    be linked to impact measures within the operational plan.

5.3 The Children’s Trust Management Board will receive annual evaluative
    and impact reports relating to the implementation of this Strategy

5.4 The multi-agency Workforce Development Group will monitor the
    implementation of this Strategy through the bi-monthly Workforce
    Development Group meetings.

5.5 All programmes, projects and activities undertaken within this Strategy will
    be evaluated through predetermined criteria identified in the initial planning
    stages.

5.6 The strategic responsibility for managing evaluation in relation to this
    Strategy is held by North Somerset’s Council Workforce and Cultural
    Development Manager.




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P6. Resources

6.1 Workforce Strategy resources are human, physical and financial linked to
    materials and activities.

6.2 Major elements of this Strategy are designed to maximise the current
    resources available for workforce development and requires the continuing
    commitment of all agencies to maintain this investment. This Strategy will
    only be achieved by effective and efficient use of the available resources
    and ‘pooling’ will be required to achieve maximum Strategy
    implementation.

6.3 Some actions and projects within the Strategy do not currently have
    funding sources, and will require business planning and scoping to clarify
    resource requirements. These business plans will be presented as part of
    the budget planning cycle for escalation as appropriate.

6.4 A significant vulnerability of the resources for this Strategy is the reliance
    on external funding sources. A further complexity to this situation is the
    number of strategic, infra-structural and management functions that are
    funded through grants. Over the period of this Strategy a realignment of
    available resources will move toward securing these functions through
    available core funding.

6.5 This Strategy promotes a proactive approach to identifying available
    funding source to enable the provision of and access to workforce
    development activities.




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                                Appendices



A1. Glossary

This glossary explains terms used within this document.

Children and         When the term children and young people is used in this
young people*        document if it is followed by an * it refers to children,
                     young people, families, parents and carers.
Multi-agency         More than one agency, e.g Council, PCT, WAHT,
                     Connexions
Multi-professional   When more than one professional or practitioner group
                     are in a team or working together on a piece of work.
                     This could be within a single agency (e.g. CAHMS) or
                     multi-agency (e.g. Children’s Centre) setting
Integrated working   Integrated working focuses on enabling and encouraging
                     professionals to work together effectively to deliver
                     frontline services
CAF                  Common Assessment Framework - The CAF is a
                     standardised approach to conducting an assessment of
                     a child's additional needs and deciding how those needs
                     should be met. It can be used by practitioners
eCAF                 Electronic Common Assessment Framework - eCAF is
                     the e-enablement of the CAF
                          eCAF will allow a practitioner to electronically
                             create, store and share a CAF Form securely.
                          eCAF will give authorised, trained practitioners
                             from different sectors secure access to key
                             information concerning the assessment. This will
                             allow them to plan, monitor and review a co-
                             ordinated approach to the delivery of the most
                             appropriate services.
Lead Professional    Where a child or young person with multiple additional
                     needs requires support from more than one practitioner,
                     the lead professional is someone who:

                          Acts as a single point of contact that the child or
                           young person and their family can trust, and who
                           is able to support them in making choices and in
                           navigating their way through the system
                          Ensures that they get appropriate interventions
                           when needed, which are well planned, regularly
                           reviewed and effectively delivered
                          Reduces overlap and inconsistency from other
                           practitioners

ContactPoint         ContactPoint will be the quick way for a practitioner to
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                find out who else is working with the same child or
                young person, making it easier to deliver more
                coordinated support.

                It will be a basic online directory, available to authorised
                staff who need it to do their jobs.
ICS             The Integrated Children's System (ICS) is a framework
                for working with children in need and their families.

                The practice and case record keeping is supported by
                information technology that is designed to handle a large
                amount of information on individual children.
YOT             Youth Offending Team - The youth offending teams are
                key to the success of the youth justice system.

                There is a YOT in every local authority in England and
                Wales. They are made up of representatives from the
                police, Probation Service, social services, health,
                education, drugs and alcohol misuse and housing
                officers.
BIP             Behaviour Improvement Programme - BIP is part of the
                Improving Behaviour and Attendance Programme.

                The BIP is a programme that responds directly to local
                needs concerning school behaviour and attendance. It
                provides support to schools where unsatisfactory
                behaviour and attendance are barriers to improvement.

Commissioning   Effective joint planning and commissioning is at the
                heart of improving outcomes for children and young
                people. Commission enables service delivery
                specification to be developed to meet the needs of
                children and young people* and helps target resources
                effectively and efficiently.
WAMG            Workforce Agreement Monitoring Group. - WAMG is a
                unique social partnership of 11 organisations
                representing employers, the government and school
                workforce unions that first came together as signatories
                of the national agreement on 15 January 2003
LWAMG           Local Workforce Agreement Monitoring Group. In North
                Somerset the Local WAMG consists of school staff
                professional associations and unions, school leadership,
                school governors, local authority staff work to support
                school modernisation.
Goals           The description of ‘how we want things to be’ in the long
                term future (5 to 10 years)



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A2. Risks

An assessment of risk associated with this Strategy was undertaken and
concluded that:

      i.   Successful implementation of the Children Act 2004, the Every
           Child Matters: Change for Children and Youth Matter Next Steps is
           dependent on this Workforce Strategy.
      ii. The active engagement of all partner agencies is vital if this
           Workforce Strategy is to have the impact required.
      iii. Poor and ill-informed strategic decision-making about workforce
           development will have a negative impact on the future capacity to
           sustain the workforce we need to achieve our outcomes.
      iv. Without clear accountability Workforce Strategy implementation is
           likely to become fragmented, unfocussed and achieve unfulfilled
           impact.
      v. The implementation of this Strategy has resource implications.
           Some of the Strategy is based on current funding, but the funding
           required is held by different agencies and different budget holders.
           Confidence in pooling resources will enable a more effective and
           efficient approach to Strategy implementation. Some of the
           activities in this Strategy do not currently have budget streams (e.g.
           proactive approaches to supply and recruitment), and these will
           need to be considered within strategic and annual budget planning.
      vi. Self-managing and independent organisations present a challenge.
           Schools and the Private, Voluntary and Independent sector have to
           be clear about the benefits and gains to achieve full engagement in
           and commitment to the Strategy.
      vii. Effectiveness and efficiency will be lost if the intention to secure a
           unified multi-agency strategic, delivery and administrative infra-
           structure that co-ordinates and supports implementation is not
           achieved.




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A3. What sort of workforce do we want?

In developing this Strategy we worked with a wide range of the workforce from
all agencies and with children and young people. It was possible to conclude
from this work that we want to maintain and build a workforce that can:

      i.       Communicate effectively with children, young people and
               families to ensure effective outcomes can be achieved;
      ii.      Support family cohesions, and empower and support families to
               manage their own lives;
      iii.     Communicate effectively with staff from a wide range of
               agencies, professionals and roles;
      iv.      Achieve effective integrated working practices in support of
               ‘family around the child’ approach to early intervention and
               prevention;
      v.       Enable, encourage and support children and young people’s
               participation in decisions and activities that affect their lives;
      vi.      Raise the achievement of all children and young people to
               achieve the five Every Child Matters outcomes;
      vii.     Understand how their work contributes to the development of
               children and young people;
      viii.    Safeguard and promote the welfare of children and young
               people;
      ix.      Work in a range of environments in single professional and
               multi-professional teams;
      x.       Define needs, clarify outcomes and implement strategies that
               enable outcomes to be achieved;
      xi.      Professionally develop through on-going needs analysis,
               professional development planning, engaging in professional
               development processes and reflecting on practice, making
               appropriate improvements;
      xii.     Make effective decisions appropriate to the responsibilities
               associated with specific roles;
      xiii.    Be clear about and articulate their knowledge about their skills,
               competencies and specialism, and how these contribute to and
               complement the range of skills, competencies and specialsms
               offered by other staff;
      xiv.     Offer and implement effective leadership and management
               skills;
      xv.      Represent and model the values and principles that underpin
               services for children and young people;
      xvi.     Use ICT effectively to support effective and efficient working
               practices;
      xvii.    Work effectively to support team approaches;
      xviii.   Be enthusiastic about what they do and recognise the value of
               what they do;
      xix.     Be creative and empowered to solve problems and find
               solutions to overcome challenges and barriers;
      xx.      Be emotionally resilient;
      xxi.     Be empathetic and not sympathetic;
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xxii.    Understand and implement the long-term benefits for children
         and young people and not aim at short-term fixes;
xxiii.   Develop and apply a range of skills and can be flexible and
         adaptable.




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                                                                                      2008
                                                                                 Appendix B
                             North Somerset Council
                      The Strategic Schools Forum (SSF)

                          Constitution and Remit
                           Ratified by SSF on 9 July 2008
Preamble
Schools Forums are governed by Statutory Instrument 2004 No. 447: The School
Forums (England) (Amendment) Regulations 2004. The Department for Education
and Skills issued guidance on School Forums: Operational and Good Practice
Guidance in December 2005.
The Strategic Schools Forum (SSF) in North Somerset acts as the Authority’s School
Forum within the wider remit accorded it by the Authority. This wider remit is set out
below.
Schools are represented on SSF proportional to their numbers within North
Somerset.

The Constitution
The membership of SSF will consist of twelve school members and six non-school
members as listed:
      Three Primary Headteacher representatives
      Two Secondary Headteacher representatives
      One Special School Headteacher representative
      Six Governors in similar proportion to the Headteacher representative distribution
      One elected member
      One Diocesan member
      One Representative of the Teachers’ Professional Associations (RTPA)
      One Representative of Higher Education Institutions (HEI)
      One Representative of Early Years PVI providers
      One Representative of 14-19 Partnerships
      One Representative of the Learning Skills Council (LSC) – observer status.

In attendance
The Director of Children and Young People’s Services or his/her nominee and the
Executive Member for Children and Young People will normally attend meetings.
Other Officers of North Somerset Children and Young People’s Services shall attend
as requested.
Elections
   1. The Headteacher representatives, Governors, RTPA, Early Years PVI
       Providers and 14-19 partnership members of SSF will be elected by their
       respective associations.
       In the case of the RTPA representative he or she must not be an employee of
       the Authority with a role in the strategic resource management of the
       Authority.


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   2. The Diocesan member will be determined by the Diocese of Bath and Wells
      and the Diocese of Clifton.
   3. The LSC representative will be nominated by the West of England LSC.
   4. The Director of Children and Young People’s Services shall nominate the HEI
      representative who will require the endorsement of members of SSF.
   5. The elected member shall usually be the Chair of the Children and Young
      People's Services, Policy and Scrutiny Panel.

Chair
  1. The Chair shall be elected by members of SSF.
  2. The election shall take place at the start of the meeting following the
      retirement or resignation of the Chair.
  3. The election shall be conducted by members of SSF and each member of
      SSF shall have one vote.
  4. The Chair will represent SSF on the Children’s Trust Management Board.
  5. The Chair will represent SSF to or at other agencies such as Scrutiny Panels,
      as and when required.

Vice Chair
   1. The Vice-Chair shall be elected by members of SSF.
   2. The election shall take place at the start of the meeting following the
      retirement or resignation of the Vice-Chair.
   3. The election shall be conducted by members of SSF and each member of
      SSF shall have one vote.
   4. The Vice-Chair will perform the duties of the Chair in the Chair’s absence.

Period of office
   1. The period of office for governors, head teachers, RTPA, Early Years PVI
       Providers, 14-19 partnership members and Chair is three years.
   2. The period of office for the elected member shall be for the duration of the
       period they are elected and hold the post of Chair of the Children and Young
       Person’s Scrutiny Panel.
   3. Diocesan members shall serve for the duration of their nomination but it is
       recommended that this follow the three-year rule.
   4. Appointments will begin from the start of a financial year.
   5. Appointment for a second three-year term of office is possible.
   6. When a member’s status as Headteacher representative, governor, RTPA
       Early Years PVI Providers or 14-19 partnership member changes, the member
       must stand down unless he or she has transferred to a similar position within
       North Somerset.
   7. Should a member of SSF be appointed or elected to a post with a role in the
       strategic resource management of the Authority he or she shall be required to
       stand down.
   8. Where a vacancy occurs there shall be a new appointment to fill the un-
       expired term of office.
   9. After two consecutive terms of office, of any length, the same person may not
       be reappointed to membership of the Strategic Schools Forum until after a
       one-year gap, save for the Chair of the Children and Young Persons Policy
       and Scrutiny Panel.
   10. In the event of no member of a constituency standing for nomination, the Chair
       may obtain agreement from SSF members to co-opt an appropriate person.
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Non Attendance
If a member is not in attendance for three consecutive meetings, the Chair shall
ascertain the reasons and take Chair’s action to consult with the relevant
constituency regarding a replacement.

Substitutes
  1. Where a SSF member is unable to attend the meeting he or she may draw to
      the attention of the Clerk or the Chair 48 hours in advance, a substitute who is
      attending from his or her constituency.
  1a. North Somerset SSF has opted for a named substitute per Schools member
  (Principal, Deputy Headteacher, Bursar or other person responsible for the
  financial management of the school).
  2. In the event of a matter being put to a vote, the substitute will have a vote.

Observers
  1. The meetings of SSF are open meetings and members of the public may
     attend as observers. Observers are requested to notify the Chair of their
     intention to attend one week before a meeting so as to ensure a suitably sized
     room is arranged for the meeting.
  2. Observers may take part in the meeting with the permission of the Chair. The
     Chair’s decision will be final.
  3. Members of SSF may request the Chair to exclude observers from discussion
     of confidential items. Such items shall be clearly indicated in advance on the
     Agenda for the meeting. Papers relating to such items shall be submitted on
     coloured paper to be labelled confidential.
  4. In the event of a matter being put to a vote, observers will not have a vote.




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Meetings
  1. Normally, SSF will meet five times a year.
  2. Dates of meetings of SSF shall be agreed with the membership of SSF
      annually in December for at least the next academic year
  3. Extra ordinary meetings of SSF may be called by the Chair or by 40%
      of its membership.
  4. The quorum for a meeting will be 40% of SSF membership.
  5. Members must declare any interest associated with any item under
      discussion related directly to the organisation they represent.
  6. Observers attending the meeting may contribute with the Chair’s
      permission.
  7. Summary minutes of meetings will be available to the public and
      distributed to members within three weeks of each meeting. They will
      be agreed at the next meeting of SSF.
  8. With regard to sub-committees or working groups, any advice formally
      passed to the Local Authority must be approved by the SSF as a
      whole.
  9. Costs of the Forum will be charged to the Schools’ Budget.
  10. The Authority shall pay what it deems to be reasonable expenses of
      members of the SSF in connection with their attendance at SSF
      meetings.

Voting
   1. SSF will endeavour as part of its mission to serve North Somerset to
      avoid the need for matters to be put to a vote.
   2. If a vote is required the chair will have a second and casting vote.
   3. Only members of SSF or their nominated substitutes shall have a vote.

Urgent Business
   1. Should urgent business requiring action be required between meetings
      the Chair shall contact all members by e-mail. The Chair may then
      give the Authority a decision based upon the responses received. This
      shall be fully reported to the next meeting of SSF.




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The Remit
1. This remit is based upon guidance on the SSF and Schools Forum and
   may change by the revision of:
         The School Forums (England) (Amendment) Regulations 2008.
         The School Forums (England) (Amendment) Regulations.
         2004 Schools Forums: Operational and Good Practice Guidance.
         The Strategic Schools Forum – North Somerset 2002.
2. The local authority has a duty to consult with the SSF on
       School Funding Formula
       Contracts for supplies and services
       Financial Issues in particular;
                     - arrangements for SEN
                     - arrangements for use of PRUs
                     - arrangements for early years
                     - arrangements for insurance
                     - revisions to Scheme for Financing Schools
                     - administrative arrangements for allocating
                        Government Grants for Schools
                     - arrangements for free school meals
3. The SSF is where North Somerset in partnership
       develops, sustains and maintains its vision for learning
       formulates business plans
       determines priorities
       provides recommendations on funding
       monitors the Post Joint Area Review Plans
This partnership is one which seeks to implement and actively support the
Change for Children programme and works closely with the North Somerset
Children’s Trust Management Board.
4. The SSF receives and comments upon, making recommendation of
   acceptance of, or further work particularly in relation to funding
   implications, reports on
        Single Plan for Children and Young People
        National Literacy and Numeracy Strategies
        ICT Development Plan
        Asset Management Plan
        Key Stage Achievements
        14 to 19 Strategy
        Planning School Places Strategies
       It may request reports on other items deemed to be a priority to its
       remit.
5. The recommendations and advice given by the SSF will be minuted for the
   attention and action of Officers and executive Members as appropriate,
   who shall report to SSF on what action has been taken.

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