Increasing staff engagement across children’s services

1. Increasing staff engagement across children’s services Di Smith Director of Children’s Services

2. Increasing staff engagement across children’s services • Harnessing full potential across the children’s services workforce • Understanding key behaviours for developing motivation and engagement • Developing a framework to align and support the integration of engagement behaviours within children’s services strategy

3. Children’s Workforce 2020 (DCSF 2008) • Everyone who works or volunteers with children & young people will be: • Ambitious for every child and young person • Excellent in their practice • Committed to partnership & integrated working • Respected as a professional

4. Children’s Trust role • Each Children’s Trust provides the local strategic lead in developing, implementing and reviewing local workforce reform • Children & Young People’s Plans to include a workforce strategy

5. Our Children’s Trust’s workforce profile Our work force includes 6,200 local authority and health service staff (78% in schools). A key partner within the wider CYPT is the third sector which includes an estimated 450 organisations and projects who deliver services targeted at children, young people and families. Some services are commissioned by the CYPT, most are independently funded.

6. Our Children’s Trust workforce profile The third sector employs about 1,500 paid staff (an average of 3 per organisation) of which about 60% are part-time, who work with children. They also involve an estimated 6,000 regular volunteers working 5 hours or more per week (equivalent to over 800 full-time staff). In addition there are approximately 1,730 paid staff and 225 volunteers in the early years, private and third sector providing services for younger children in the city.

7. Children’s Trusts are about partnership working “to improve the well-being of all children: improving their prospects for the future and re-dressing inequalities between the most disadvantaged children and their peers” (Statutory guidance on interagency working)

8. One Children’s Workforce • Shared identity, purpose and vision • Common values and language • Behaviours focused on the positive outcomes for children & young people • Integrated working practices • High quality, appropriately trained • Complementary roles focused around children & young people • Capacity to deliver and keep children safe (CWDC 2009)

9. Children and Young People’s Plan 2009 - 2012 Strategic Improvement Priorities Strengthen safeguarding and child protection, early intervention and prevention Reduce child poverty and health inequality Promote health and well-being, inclusion and achievement Develop the CYPT partnership and drive integration and value for money

10. Partnership working • Communication • Organisational structure • Workforce development

11. Partnership • Shared Children's Trust principles (particular concern for vulnerable children) underpinning the CYPP • Clear interagency governance arrangements • Clinical governance arrangements (section 75 agreement & reporting) • Strengthening commissioning arrangements • Integrated strategy, integrated processes and integrated front line delivery

12. Interagency governance arrangements

13. Communication • Consultation – community engagement, councils and forums • Voices of children & young people part of planning & reviewing services • Workforce members and partners involved in regular debate & feedback • Sharing the challenges, issues and problem solving – conferences & issue solving working groups • Recognising and celebrating achievements – and the every day good practice

14. Organisational structure Area working Integrated front line services/teams Cluster influence City wide services

17. Integrated working – area based teams Children’s centres School and community teams Integrated youth support services Social care teams Extended services

18. Integrated working – citywide teams Fostering and adoption Children’s disability service Children in care School improvement Workforce development

19. Workforce training & development • A fully integrated children’s workforce strategy – in three parts: • For everyone who works and volunteers with children & young people • For everyone who has professional or role specific learning & development needs • For staff who are directly managed or employed in the Children's Trust

20. Objectives for everyone who works and volunteers with children & young people: • Shared vision and values when working with children & young people • Core knowledge, skills and behaviours • Children & young people are kept safe • Integrated working practices are in place

21. Are we there yet? • Multi agency induction and integrated core skills programme delivered in partnership with 3rd sector • Multi agency safeguarding training planned and delivered in partnership (NHS, 3rd sector, police and LA) • Strong cluster identity • Regular full staff conferences • Leadership and management development

22. Challenges • Managing existing financial pressures and getting fit for the future. • Safeguarding and managing risk • Effective early intervention and prevention • Further development of integrated working • National agenda for Children’s Services • Clinical governance and professional support.

23. What Can We Do? • Rise to the challenges • Accept that we will have to do more with less • Let go of some things • Learn from our pilots, pathfinders and research • Focus on what makes a difference • Transform and innovate • Ensure our services deliver, particularly for the most vulnerable

24. Why will we be successful ? • Strong & creative workforce • Firm foundation for partnership working • Absolute commitment to Brighton & Hove’s children & young people Find our CYPP at: http://www.brighton-hove.gov.uk/index.cfm?request=b1140328