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									Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10



               NOTTINGHAMSHIRE CHILDREN AND YOUNG PEOPLE WORKFORCE
               STRATEGY 2006/10 - LOCAL AREA ACTION PLAN 2006/10 – AGREED
               BY NCYPSP 22 JANUARY 2007




   Developed jointly by the Nottinghamshire Children and Young People Workforce Multi
                                     Agency Board
                                                     1
Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10



                                         CONTENTS

CONTENTS                                                                             PAGE

Section 1 – Work in Progress                                                         3-12

Section 2 – Local Area Action Plan                                                   13-19

Section 3 – Opportunities                                                             20

Section 4 – Risks                                                                     20

Section 5 – Quality, Monitoring, Evaluation and review                                20

Appendix 1 – Glossary                                                                 21




Contact: Sue Hawkesford, Children‟s Services Development Manager, County Hall,
West Bridgford, Nottingham. NG2 7QP sue.hawkesford@nottscc.gov.uk
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Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10


1. WORK IN PROGRESS:

Introduction

There is already extensive multi-agency development activity across the children's
services partnership which our strategy recognises and seeks to add value to. The
common aim of this diverse activity is to develop our resources and workforce to improve
our flexibility, efficiency, accessibility and effectiveness as a partnership in order to
improve outcomes for children, young people and their families and carers in
Nottinghamshire.

Also, a number of multi-agency subgroups of the Children‟s Services Executive Group
(CSEG) have been established which are accountable to the Nottinghamshire Children
and Young People‟s Strategic Partnership (NCYPSP).

   These include:
    Workforce Development Project Board
    Communication
    Parents and Carers Participation
    Children and Young People's Participation
    Parenting Support
    Integrating Training
    Corporate Parenting of Children 'looked after'
    Strategic Black and Ethnic minority Group
    Pathfinder Steering Groups
             - For children with Additional Needs
             - Targeted Youth Support in Kirkby (ISK)
    Integrated Commissioning Group
    Children and Young People's Plan
    ISA Steering Group
    Directory of Services Steering group
    Early Years Strategy
    Extended Services in and around Schools
    Domestic Violence
    Children's Fund
    DAAT
    Teenage Pregnancy Partnership
    Child and Adolescent Mental Health Services (CAMHS)
    Young Carers
    Children and Young People‟s Plan
    Performance Review and Quality Assurance

A selection of summaries of work in progress is set out below:

       Workforce Remodelling in schools

Following the 2004 joint agreement on changes to teachers‟ conditions of service to
remove all administrative tasks and to give an entitlement to planning preparation and
assessment time, combined with a statutory restriction on the amount of cover a teacher is
able to provide, schools have been undergoing a major programme of cultural change.


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Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10


Part of this change has been the development and enhancement of a range of support
staff roles across schools. The trade unions have been fully involved throughout.
This development has created the need to establish a comprehensive programme of
professional support and development for support staff to recognise the changing roles
and to meet skills gaps. This is now being further developed to take account of the
increasing diversity of roles in schools resulting from the extended services agenda.
Nottinghamshire has taken a lead in being part of the original pilot on extended services
and in being pro-active in rolling out the programme of change to a planned programme of
schools across the county. This is being undertaken on a phased basis with the first
tranch well underway and other tranches now following on.

The Local Authority (LA) is working closely with the Teachers Development Agency (TDA)
on a plan for the development of the school workforce through the TDA „Deliverables‟
programme and this will link closely with the wider developments for the whole school
workforce.

       Extended Services to Schools

By 2010 every primary and secondary school will be expected to offer access to a range
of core services to meet the Every Child Matters (ECM) objectives. These services will be
made available to children and families all year round between 8am-6pm.

The National Remodelling Team has been working with LAs to deliver a change
management/extended services programme and this will be cascaded to approximately
200 Nottinghamshire schools by 2008.

This academic year, five families of schools (Newark High School, Dukeries College,
Manor School, Sutton Centre and Eastwood families) comprising 41 schools have been
involved in a programme of planning and consultation activities with community groups
and partner agencies. The aim has been to enable every school to provide access to the
core offer of extended services appropriate to their community. A further ten families of
schools will undertake the programme from September 2006 followed by another ten in
2007.

       Early Years and Childcare Services

Nottinghamshire Early Years and Childcare Services are actively engaged in progressing
the Government‟s Children‟s Workforce Strategy objective of ensuring that, by 2015, all
day care settings employ a graduate with Early Years Professional (EYP) Status to lead
work with children and parents.

By boosting the qualifications of early years staff in private, voluntary and independent
(PVI) settings, the aim is to create a high quality and diverse workforce and bring greater
parity between the qualifications of those working in maintained and PVI childcare and
education settings.

The Transformation Fund has been introduced to facilitate this; it is available from the
DfES for every Local Authority from April 2006 until 2008 (more than £2m in
Nottinghamshire). The aim is to raise the quality of early years provision by supporting
workforce development without compromising the affordability and availability of childcare.
At this stage the Transformation Fund is a two year initiative to test out approaches to
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Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10


workforce development in the Early Years sector. Funding decisions beyond 2008 will be
influenced by evidence of its effectiveness in raising the quality of care offered for the
under 5‟s.

The Transformation Fund will enable Nottinghamshire County Council to:

       Enable workers providing childcare and education in the PVI sector, including
        childminders, to gain appropriate qualifications
       With guidance from the Children‟s Workforce Development Council (CWDC),
        establish and support a training route towards the new graduate level status of EYP
        and provide financial assistance for this
       Provide a Recruitment Incentive and a Quality Premium for providers in the PVI
        sector who employ a graduate
       Invest in training and development to increase the skills and qualifications of all staff
        employed in PVI settings; in particular to increase the number of staff who have a
        level 3 qualification or above
       Train more staff in the PVI sector to work with children with disabilities and those
        with special educational needs

In addition to the delivery of the transformation fund, the Early Years and Childcare
Service delivers a wide range of continuing professional development and qualification
training opportunities that support private, voluntary and independent and maintained
sector staff, both for childcare provision and funded nursery education.

       Voluntary and Community sector

The CWDC is funding a project to involve further the PVI sector in the Children's
Workforce Development agenda. This will fund two areas of work:

     A consultant managed by NAVO and supported by the Families and Children's
      Forum. The consultant will begin to map both existing training and the shape of the
      Children's workforce in the Voluntary and Community Sector.
     The Families and Children's Forum Officer will work to recruit Voluntary Sector
      Representatives from the Families and Children's Forum to represent the Sector on
      the Children and Young Peoples subgroups of the Local Strategic Partnerships
      (LSPs). This will facilitate better engagement at the Local level with the Voluntary
      and Community Sector.

       Out of School Childcare

Nottinghamshire Playwork Training Centre trains over 200 people per annum in playwork
qualifications (to work with children 5-14 at present) which has contributed to developing
and sustaining a childcare workforce to sustain over 200 out of school childcare schemes
in the county. This is a major and planned contribution to the Government‟s Ten Year
Strategy for Childcare: „Choice for parents, the best start for children‟. The centre is
registered with four national awarding bodies and is well equipped and motivated to
expand its work to the challenges of the new agenda.

It has also developed a range of courses to facilitate professional development of the
workforce which has made it a leader in its field in such areas as environmental play,
therapeutic playwork, and inclusive playwork in its broadest sense. It also focuses its

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Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10


courses on local communities, aiming to inspire and empower local parents and
volunteers, particularly in areas of greatest need.

       Children’s Centre Workforce

Children‟s Centre Coordinators are currently being appointed across the County closely
followed by the core team. Following the recruitment process all new employees will
experience an in depth induction programme that will include an audit of existing skills,
knowledge and understanding of the mandatory areas for all workers.

The initial induction will consist of a meeting with their allocated line manager to gather
evidence to APL (accredit prior learning) existing competence and then to identify any
further areas for training and development. These areas will be based around the
CWDC‟s five outcomes and the six basic areas of expertise which are:

       Effective communication and engagement
       Child and young person development
       Safeguarding and promoting the welfare of the child
       Supporting transitions
       Multi-agency working
       Sharing information

If gaps in skills are identified for workers there are signposting opportunities within the
audit material to allow line managers to suggest appropriate training pathways for staff at a
basic, intermediate and advanced level.

In addition to the skills audit all new Children‟s Centre workers will spend a day with the
Training Support Officer to explore the following areas:

       Principles, Values and Vision for Sure Start Children‟s Centres
       Understanding your role and the roles of others/inter-professional learning
       ECM/Core Offer
       Planning process and delivery plan information
       Governance arrangements for the centres
       Evaluation and monitoring including how to measure outcomes
       Information Sharing/Common Assessment Framework (CAF)

It is important to add timescales to induction and as suggested by the CWDC, Common
Induction Standards a 12 week limit has been identified for all new workers.

The framework for induction has been developed using existing good practice from Sure
Start Programmes, existing training providers, consultation with staff and parents and the
developing vision and guidance from the Children‟s Centre Team and the CWDC.

       Youth Service JNC Frame work

 Remodelling of the Youth Service workforce in line with the National Agreement of the
JNC committee 2003, with a back dated implementation date of April 2005. The change
will see the workforce divided into three levels, with youth support workers split between
the first two levels, according to whether they perform duties under direction or take direct
responsibility for a project. The third level is the professional range, for those with
strategic operational responsibility at a senior level. Staff are graded in the new system
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Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10


according to their duties, responsibilities and abilities rather than their qualifications, which
was previously the main criteria for determining pay.

          Kirkby ISK Project

A number of initiatives in the Kirkby Area have been brought together as the Integrated
Services for Kirkby (ISK) Project.
Two of the key initiatives have been the Multi Agency Liaison Team (MALT) for emotional
health and well being and a Target Youth Support Pilot (TYSP). Both of these initiatives
have common aims and objectives to provide accessible, high quality, multi disciplinary
provision in a collaborative integrated way. The project has a clear remit to work with both
mainstream and specialist services to: -

     provide wrap around support, via a Lead Professional, for individual children, young
      people and their families who have multiple needs
     deliver effective preventative work for groups of vulnerable children, young people
      and their families
     provide an outreach, support and training role for practitioners

There is no blueprint for ISK, but the Training and Development Agency (formerly the
National Remodelling Team) have been working and supporting the group through a
change management process, exploring the models and structures for sustainable benefit.
The process is made of five key stages, early work concentrating on gaining strategic,
operational and user (young people, parents/carers) perspectives of the current situation,
identifying areas of good practice and some areas seen as gaps in provision.
This comprehensive evaluation is forming the basis of work around a solution focused
(appreciative enquiry) approach to developing future service models.

The pilot is focused around the Kirkby College family of schools, identified as a priority
family in relation to the socio-economic profile and the levels of additional need
experienced by children and young people therein (e.g. lower educational achievement,
high crime rates and identified challenges with some dimensions of deprivation).

The pilot is an early intervention pathfinder and with focus on the 0-19 age group. It will
cover a broad agenda of targeted support for children, young people and vulnerable
families at risk, concentrating on specific issues such as preventing youth offending and
anti social/risk taking behaviour, work around teenage pregnancy and poor sexual health,
improving the life chances of children looked after and the attainment levels of all young
people „at risk‟.
A number of work stream groups have been established to identify the factors crucial to
success locally.

The workforce work stream is focusing on three key areas: -

     identification of a multi agency workforce profile – in raw terms who does what,
      where, when and for whom in Kirkby
     identification of the key elements of leadership through qualitative enquiry with
      families
     a focus on training, including identification of current best practice and identification
      of opportunities for further development


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Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10


The timeframe for identification of the components of a workable model is December 2006.

       Children’s Pathfinder

The Nottinghamshire Pathfinder Children‟s Trust for children and young people with
additional needs has been in place since February 2004. During this time the Pathfinder
has worked with 50 children, young people and their families and the Teams of colleagues
working with them.

Additional needs are described as:

    a child or young person who has learning needs and/or physical health needs
     and/or mental health needs
   AND
    needs more than 2 agencies to work together to deliver their multi agency action
     plan so that the 5 outcomes can be achieved

The Pathfinder has been working with the families of very young children as part of the
Early Support Programme Pilot.      Learning from, and changes introduced, as a
consequence of the pilot include:

       Parental involvement in the recruitment and selection of staff working in the
        Inclusion Support Service Early Years.
       Families valued the service being accessible during school holidays.
       Colleagues in the Inclusion Support Service Early Years are making arrangements
        to ensure the service is available for information advice and support during the
        school holidays.
       Families valued the dedicated input and home visiting. The Inclusion Support
        Service Early Years is exploring how to change the pattern of service provision to
        offer more intensive support for the younger child.
       The families were facilitated to meet each other and with the support of “A Place to
        Call Our Own” were able to offer each other mutual support. The families told us
        how important this opportunity to meet other families was to them.
       The Early Support Assistants undertook the role of key workers which families
        characterised as „trusted guides‟. They supplied information to help families make
        informed decisions and to understand what was happening and why. The families
        also flagged up concerns around service co-ordination.
       We developed a greater understanding of the role of Lead Professionals and the
        interface with key workers. There were 14 families in the pilot. All these families
        had early Support Assistants as key workers. However it was identified that for 7
        families colleagues in the Inclusion Support Service would be the lead professionals
        for a number of reasons including learning and development needs of the child. For
        3 children the Social Worker was the lead professional because the child was
        subject to care proceedings or was a child in need and the family support issues
        were the most significant aspect of the child’s needs. For 3 children the Health
        Visitor was the lead professional because health and disability issues were the most
        complex area of the child’s needs.

Local multi agency managers are now taking the learning from this pilot to understand how
the learning can be embedded and sustained across the multi agency partnership and
included within the developmental work of the Children‟s Centres.
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Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10




       Integrated qualifications

From April 2005 the CWDC has been developing training and qualifications for early years
and childcare workers, the social care workforce, CAFCASS, youth support workers and
foster carers, co-ordinating the Children‟s Workforce Network in England.

The overall objective is to support the development of a coherent, skilled and effective
workforce through more integrated ways of working, better recruitment, retention and
development of staff, improved quality of inter-agency working, a more coherent
framework of qualifications and more flexible career pathways within the children‟s
workforce.

For all staff working in children‟s services the DfES is committed to developing a flexible
qualification “climbing frame” to be used as a means of information for those entering the
workforce and as a tool to help people identify their job role and develop their careers by
building a personalised portfolio of qualifications.

Standards are also in place for continuing professional development. The new Post
Qualifying framework to be introduced from 2007 has three academic and professional
levels: specialist, higher specialist and advanced. A strategy for management and
leadership has been in place since October 2004.

A local response is emerging. For the last year, within the Nottinghamshire
children's partnership, a multi-agency training group has been established working at
mapping current training, encouraging integration and shared events and organising some
new interagency events, most recently in Kirkby around emotional wellbeing.

Within the LA, to coincide with the formation of the new Children and Young People‟s
department, the training leads have been meeting for the last few months to ensure core
themes are inherent in all training, mapping what is currently offered and seeking to plan a
more integrated approach across the new department. This will over time include issues
arising from the new Integrated Qualifications Framework.

       Educational psychology services

A recently published DfES report on the role and function of educational psychology
services in the new children‟s services workforce identified the importance of these
services in meeting the needs of vulnerable pupils and their families. The report made
recommendations for work to develop closer links between educational psychology
services in local authorities, and clinical child psychology services in the health service. At
the same time the professional regulating body for psychologists, the British Psychological
Society, has insisted on a new, all doctoral, training route for EPs similar to that already in
place for clinical psychologists. There are currently significant funding and organisational
issues to be resolved in implementing this new training, both nationally and locally. Work
is underway to find an affordable model of training to provide sufficient numbers of
qualified psychologists for the needs of children‟s services authorities.




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Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10



       Nottinghamshire DAAT

The Nottinghamshire County Drug & Alcohol Action Team (DAAT) delivers against the
Government‟s updated National Drug Strategy at a local level.

In order to build upon effective children and young people‟s service provision and
workforce capacity, knowledge and skills, the DAAT are developing a Young Persons
Workforce Development Strategy, underpinned by the updated National Drug Strategy,
ECM Change for Children programme, the DAAT Workforce Development Strategy and
Nottinghamshire County Council Children‟s Services arrangements.

As part of this strategy, we aim to ensure that DAAT commissioned service providers
develop their own workforce strategies which will be monitored and evaluated through
service level agreements and service review meetings.

The strategy and individual service action plans will encompass the following elements in
order that all professionals working within the children and young people‟s workforce have
core competencies as set out under the following six headings:

   1. Effective communication and engagement with children, young people and their
      families and carers
   2. Child and young person development
   3. Safeguarding children and promoting the welfare of the child
   4. Supporting transitions
   5. Multi agency working
   6. Sharing information

In addition, it will ensure that all professionals working with children and young people
have basic substance use knowledge and understanding within their core competencies
and that basic substance use training is incorporated into core professional training across
the workforce.

The mechanism of delivery will be supported through a training strategy so that all staff
working with vulnerable groups of young people and practitioners specialising in substance
use issues have the skills and competencies they need to work with substance use in
relation to children and young people.

       Teenage Pregnancy Partnership

Nottinghamshire Teenage Pregnancy Partnership are actively engaged in progressing the
National Teenage Pregnancy Strategy Objective of reducing the under 18 conception rate
by 50% by 2010 and increasing to 60% the number of young mothers in education or
employment.

The Teenage Pregnancy Team has developed an extensive range of courses to facilitate
personal and professional development of the workforce in the areas of relationships and
sexual health, and from July 2005 to July 2006 trained over 600 people.




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Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10


      Ashfield Vocational Skills Centre (AVSC) Project Health and Education
    Partnership Project

The ECM Change for Children programme advocates a shift in service from those done to
children, to those delivered in partnership, around them. The underpinning programme
theme is one of health as “everybody‟s business” and progress will be measured through
structural change such as the development of Children‟s Trusts (by 2008) and the
development of extended services in, around and through schools. This latter initiative
promotes partnership working with local agencies to offer opportunities to pupils, families
and the local community, both for activities and classes during and out of school hours,
and for accessible health and social care.

Local data suggests Ashfield faces significant challenge in relation to employment
opportunities.

Children and young people in coalfield areas face additional challenges since there are
commonly a number of inter-relating factors external to school that directly influence
attainment.    Cultural patterns of low parental aspiration create feelings of social
disadvantage and job insecurity. Family pressures and instability, poor adult learning
opportunities and poor communication skills all adversely influence children‟s learning and
success in school. Additional challenges of inadequate male role models in some families,
the academic mismatch of leaver‟s skills with the needs of local employers and the
challenges of local staff recruitment and retention in the most deprived areas all contribute
to poor learning and attainment locally.

The project aims to develop a vocational skills centre for both community and school use.
Plans propose the development of a modular building, which incorporates training
workshops or clinical consulting rooms as well as teaching areas. The centre aims to
deliver vocational training for adult learners from across the local community as well as
young people in Ashfield. Provision at the centre is to be developed in partnership with
local employers and stakeholders with specific aims to meet the needs of the local
employment market.
The skills centre is primarily assigned to achieve the following: -


       To develop, through a phased and modular approach, a fit for purpose, vocational
        skills training centre on the Ashfield School campus.
       To work in partnership with local employers to deliver training provision which
        matches local need. Training initiatives will prioritise the needs of young people
        (14-19 years) who might otherwise leave the education system as well as adults
        who are unemployed or need to re-skill.
       To work in partnership with local organisations including Ashfield Primary Care
        Trust and Connexions, in order to provide clinical interventions, proactive advice /
        support and training.
       To provide a purpose built community facility over 3000 m 2 of new build, in an
        accessible venue, which is appropriate to the needs of both the community and
        school (see appendix 1 of Interim Strategy).
       To assist the school in developments linked to introduction of the National
        Vocational Diploma in 2008, in collaboration with the Specialist Schools and
        Academics.

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Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10


This project may offer considerable scope to shape and develop a unique model of health
provision in real collaborative with education and the local economy. It will also offer
opportunities for learning and workforce development through:

     Supporting the recruitment of staff into the NHS from the local population. This
      project is strongly linked to the „grow your own‟ concept of recruitment and
      retention.
     Linking with the PCTs workforce strategy, which promotes firm partnership working
      and strong collaboration with schools and colleges. It offers a real opportunity to
      promote the NHS as a good and healthy environment in which to work and learn.
     New opportunities for career development possibly through a joint post which could
      attract staff across both the health and education interface
     Genuine scope to provide and deliver services which promote health as
      „everybody‟s business‟, discourage silo working and make a positive impact on the
      health of the local population

This work will build on the positive links already facilitated by the Health and Educational
Partnership delivered through the Healthy Schools Programme.




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Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10


2. LOCAL AREA ACTION PLAN:

This will need appropriate resources to project manage its implementation and to maintain
progress thereafter.

The NCYPSP and its local partners have agreed an overall workforce strategy, taking
account of delivery plans for different sectors.

The aim is to develop a clear understanding of the needs of children and young people in
Nottinghamshire and to deliver a workforce strategy that meets their needs.

Our children‟s workforce local area action plan is a long term, major change management
project. As set out below it identifies the short, medium and long term headline actions
and goals necessary to achieve this objective:

KEY MILESTONES

Engagement:

       31st March 2006 initial meeting of key partners of the NCYPWMAB to jointly lead
        the local response to the national Children‟s Workforce Strategy.

       20th July initial presentation on this work in progress report into the CSEG.

Consultation:

       4th Sept 2006 draft interim strategy document with Short, Medium and Long term
        action plan for 2006/07 to NCYPWMAB for initial consultation and contribution.

       28th Sept presentation of draft interim strategy and action plan to Children‟s
        Services Executive for initial and wider consultation (including colleagues, children
        and young people, parents/carers).

       17th October revised a draft to NCYPWMAB for further consultation.

       End October consult with CWDC on revised draft (utilising 1 day of free consultancy
        time available to NCC).

       21st December 2006 presentation of final draft to CSEG.

       February 2007 final draft to NCYPSP.

       By 31st March 2007 agree medium and long term plans within interim strategy and
        evaluate progress against short term actions.

       1st April 2007, agreed interim strategy informs and provides foundation for longer
        term work.




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Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10


Development and implementation:

       March 2006 onward, build on and focus work already in progress within the strategy
        framework.

       April 2007 onward, further development and delivery of a longer term strategy up to
        2010, in line with national requirements utilising capacity in new Children and
        Young People departmental structure.




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       Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10
KEY ACTION:                            TIMESCALE FOR              RESPONSIBILITY:            IMPACT:                            EVIDENCE OF OUTCOMES:
                                       IMPLEMENTATION:                                                                          (PROVISIONAL)
                                                                                                                                (This will be linked into the
                                                                                                                                emerging KPI’s for Children
                                                                                                                                and Young People’s services)
Short term 2006/7:

Establish and convene a multi-         Early 2006 onward          NCC Children‟s Services    Partners develop a strategy that   Strengthening of inter-agency and
agency steering group to oversee                                  Development Manager        encompasses all of the children    multi-disciplinary working and
joint working                                                                                and young people workforce in      integration of services to support
                                       First meeting March 2006   NCC Strategic HR Manager   the county                         improved outcomes for children
                                                                                                                                and young people
                                       Regular meetings every 6   NCC admin support
                                       weeks

Develop, consult on and agree an       By April 2007              NCC Children's Services    Strategy is developed and          Framework for effective inter-
interim strategy with an action plan                              Development Manager        monitored within a project         agency and multi-disciplinary
                                                                                             management framework with          working to support improved
                                                                  NCC Corporate HR           clear goals and SMART              outcomes for children and young
                                                                                             objectives                         people
                                                                  NCYPWMAB
                                                                                             Formal evaluation and review
                                                                                             arrangements inform future
                                                                                             developments

Share and embed good practice          Ongoing                    NCYPWMAB                   Greater consistency and            Strengthening of inter-agency and
                                                                                             cohesiveness of approach           multi-disciplinary working and
                                                                                                                                integration of services to support
                                                                                                                                improved outcomes for children
                                                                                                                                and young people

Develop effective information and      Ongoing                    Performance Management     Greater consistency and            Strengthening of inter-agency and
evaluation system                                                                            cohesiveness of approach           multi-disciplinary working and
                                                                                                                                integration of services to support
                                                                                                                                improved outcomes for children
                                                                                                                                and young people




                                                                                 15
       Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10
Identify and build networks and          Ongoing                Strategic leaders in partner     Provides a focus for all         Improved commissioning and
continue to develop the NCYPSP                                  services and agencies            programmes                       delivery of services for children
                                                                                                                                  and young people both locally and
                                                                Director of Children and Young   Develops more integrated         centrally
                                                                People‟s Department from         working at
                                                                September 2006                   locality/neighbourhood level.

Analysis of the current children and     By April 2007          Mapping project by voluntary     Informs service redesign and     Remodelled workforce better
young people‟s workforce in                                     sector                           workforce reform                 meets all children and young
Nottinghamshire by job type and                                                                                                   people‟s needs
number

Build links into the Nottinghamshire     By April 2007          Head of Safeguarding             Informs service redesign and     Workforce strategy supports
Safeguarding Children Board to                                  Nottinghamshire LA               workforce reform                 children and young people to
identify key workforce issues                                                                                                     remain safe

                                                                NCC Children's Services
                                                                Development Manager

Involve and engage children, young       Ongoing                NCYPWMAB via Participation       Informs service redesign and     Remodelled workforce improves
people and their families and carers                            Group                            workforce reform                 outcomes for all children and
in the development of this strategy                                                                                               young people

Consult with the workforce on the        By April 2007          NCYPWMAP                         Informs service design and       Remodelled workforce improves
emerging strategy                                                                                workforce reform                 outcomes for all children and
                                                                                                                                  young people

Identify and evaluate innovative         Ongoing                NCC Children's Services          Enhanced capacity to support     Delivery of better and more
practice locally and nationally and                             Development Manager              development and deliver change   integrated services for children
any funding streams available                                                                    at a local level                 and young people
                                                                CWDC Regional Development
                                                                Manager (E.Mids)

                                                                NCYPWMAB

Update communications strategy and       By April 2007          NCC Children's Services          Informs service redesign and     Strengthening of inter-agency and
embed the management of this in to                              Development Manager              workforce reform                 multi-disciplinary working and
the restructuring of the LA leadership                                                                                            integration of services to support
                                                                                                 Provides a focus for all         improved outcomes for children
                                                                                                 programmes                       and young people

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       Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10
                                                                                              Greater consistency and           Stronger leadership, management
                                                                                              cohesiveness of approach          and supervision of services for
                                                                                                                                children and young people

Develop a local common induction           April 2007           NCYPWMAB                      Greater consistency and           Remodelled workforce better
framework based on common skills                                                              cohesiveness of approach          meets children and young
and knowledge                                                   Local authority and local                                       people‟s needs
                                                                partners Learning and
                                                                Development specialists                                         Delivery of better and more
                                                                through Integrated Training                                     integrated services for children
                                                                Group                                                           and young people by staff
                                                                                                                                sharing common knowledge and
                                                                FE sector                                                       skills

                                                                HE sector                                                       Development and retention of
                                                                                                                                more people in the children and
                                                                LSC/Connexions                                                  young people‟s workforce

Medium term 2007/ 8

Analysis of the diversity of the current    April 2007 onward   NCYPWMAB                      Informs service redesign and      Remodelled workforce better
Nottinghamshire children and young                                                            workforce reform                  meets all children and young
people‟s workforce                                                                                                              people‟s needs
                                                                                              Action plan to address

Analysis of the skills profile of the       April 2007 onward   NCYPWMAB                      Informs investment in training    Development and retention of
current local workforce and gap                                                               and development to raise skills   more people in the children and
analysis against national core skill                                                          and knowledge                     young people‟s workforce
requirements
                                                                                              Action plan to address            Delivery of better and more
                                                                                                                                integrated services for children
                                                                                                                                and young people

Analysis of current local and regional      April 2007 onward   Local authority (HR)          Identification of any specific    Enhanced ability to pro actively
labour market and assessment of                                                               labour market shortage hotspots   plan for recruitment across local
future demand for the children‟s                                Job Centre plus               and diversity issues              areas
workforce
                                                                                              Action plan to address            Increased opportunity and
                                                                                                                                equality of access to employment
                                                                                                                                for local communities

                                                                                  17
      Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10
Agreement to joined up recruitment        April 2007 onward    NCYPSP                        Establishment of a Children and   Enhanced ability to pro-actively
campaign activity amongst local                                                              Young People Workforce            plan for recruitment across local
partners                                                                                     employer brand.                   areas

                                                                                                                               Remodelled workforce better
                                                                                                                               meets children and young
                                                                                                                               people‟s needs

Develop local skills and career           April 2007 onward    NCYPWMAB                      Greater consistency and           Delivery of better and more
pathways and programmes to support                                                           cohesiveness of approach          integrated services to children
career progression across agencies                                                                                             and young people
using work based routes.
                                                                                                                               Increased ability to recruit more
                                                                                                                               appropriately skilled staff for the
                                                                                                                               children and young people‟s
                                                                                                                               workforce

                                                                                                                               Development and retention of
                                                                                                                               more people in the children and
                                                                                                                               young people‟s workforce

Link with appropriate colleges and        April 2007 onward    NCWMAB                        Greater consistency and           Remodelled workforce better
universities to engage with them in the                                                      cohesiveness of approach          meets children and young
development of an integrated                                   Local authority and local                                       people‟s needs
qualification framework and identify,                          partners Learning and
develop and deliver joint training                             Development specialists                                         Delivery of better and more
opportunities to meet particular needs                         through Integrated Training                                     integrated services for children
                                                               Group                                                           and young people

                                                               FE sector                                                       Development and retention of
                                                                                                                               more people in the children and
                                                               HE sector                                                       young people‟s workforce

                                                               LSC/Connexions                                                  Stronger leadership, management
                                                                                                                               and supervision of services for
                                                                                                                               children and young people




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       Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10
Long term up to April 2010:

Create new roles which cut across           By 2010             NCYPSP                        Greater consistency and           Stronger leadership, management
service boundaries including: key                                                             cohesiveness of approach          and supervision of services for
worker and lead professional roles,                                                                                             children and young people
building on the work of our Pathfinders,
extended services and children's                                                                                                Remodelled workforce better
centres                                                                                                                         meets children and young
                                                                                                                                people‟s needs

                                                                                                                                Delivery of better and more
                                                                                                                                integrated services for children
                                                                                                                                and young people

Identify, review and risk assess the        By 2010             NCYPWMAB                      Effective HR support for          Increased ability to recruit,
implications for job design, job                                                              managers and engagement of        develop and retain appropriately
evaluation and agreement on pay and                                                           trade unions                      skilled staff for the children and
reward packages across partners and                                                                                             young people‟s workforce
agencies. Report back to NCYPSP on                                                            Consistent and fair pay and
issues and making recommendations                                                             reward system across the
                                                                                              workforce which supports career
                                                                                              pathways and attracts and
                                                                                              retains talented staff

Regular analysis to identify skills gaps,   Ongoing             NCYPWMAB                      Quality control                   Remodelled workforce better
including essential skills of literacy,                                                                                         meets all children and young
numeracy and language and identify                              Local authority and local     Capacity building                 people‟s needs on a sustainable
and evaluate innovative practice locally                        partners Learning and                                           basis
and nationally and funding steams to                            Development specialists       Fit for purpose
support future skills development                               through Integrated Training
                                                                Group




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Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10


3. OPPORTUNITIES:

       Economies of scale and pooling of resources and shared learning through
        collaborative working involving a wide range of partner agencies.
       Development of a collective agenda around the Common Core of skills and
        knowledge for the Children and Young People Workforce to maximise the ease of
        transfer of staff.
       Strengthening of cross boundary working to model a new professional identity.
       Ensuring local area fit through adaptation of the national strategy.
       Positive culture change, re-framing perceptions and redefining boundaries.
       Tackling and eliminating bad practice and poor settings
       Build on existing good practice e.g. Sure Start programmes.

4. RISKS:

       Failure to engage all agencies in the local Change for Children programme in
        Nottinghamshire may result in a workforce strategy that is not aligned or coherent
        and therefore ineffective.
       Failure to engage effectively with Children, Young People and their Families.
       Insufficient capacity within NCC and partner organisations to move the agenda
        forward with appropriate speed. It is a given that there will be reduced HR capacity
        to achieve budgetary savings in the new NCC organisational structure.
       Limited funding to support development work, including development of the NCC
        Project Manager post currently only funded to 31.03.2007, may limit ability to recruit
        to key project posts and affect project continuity.
       Data sharing, incompatibility of data capture across agencies and data protection
        restrictions.
       Employee relations implications.
       Potential for a two tier workforce – new entrants and existing staff.
       Poor communication with staff affects motivation and engagement.
       Unforeseen demographic changes.
       Unforeseen changes in national policy.

5. QUALITY, MONITORING, EVALUATION AND REVIEW:

Further consideration will need to be given to how we measure and evaluate progress and
challenges towards meeting the outcomes in our action plan and to ensure that we have
consistent and coherent systems in place to achieve this.

This process will be steered by the NCYPWMAB and regular progress reports will be
made into the CSEG.

This interim strategy will be reviewed in April 2007 and developed over the following 3
years with an implementation plan to build on learning from good practice and identified
gaps.

www.nottinghamshire.gov.uk/changeforchildren




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Nottinghamshire Children and Young People Workforce Local Area Action Plan 2006/10


APPENDIX 1: GLOSSARY

AVSC                  Ashfield Vocational Skills Centre

CAF                   Common Assessment Framework

CAFCASS               Children and Family Court Advisory and Support Service

CSEG                  Children‟s Services Executive Group

CWDC                  Children‟s Workforce Development Council

DAAT                  Drug and Alcohol Action Team

ECM                   Every Child Matters

EYP                   Early Years Professional

FE                    Further Education

HE                    Higher Education

ISK                   Integrated Services for Kirkby

JCNP                  Joint Consultation and Negotiation Panel

LA                    Local Authority

LSC                   Learning Skills Council

LSP                   Local Strategic Partnership

MALT                  Multi-Agency Liaison Team

NAVO                  Networking Action for Voluntary Organisations

NCC                   Nottinghamshire County Council

NCYPP                 Nottinghamshire Children and Young People Workforce

                      Multi-Agency Board

NCYPSP                Nottinghamshire Children and Young People Strategic

                      Partnership

PID                   Project Initiation Document

PVI                   Private, Voluntary and Independent

TDA                   Teacher‟s Development Agency

TYSP                  Target Youth Support Pilot



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