Andrew Dalton – DfES Charlotte Croffie - EO

1. Making the most of the Children’s Workforce Strategy and the Pay and Workforce Strategy to deliver service improvements.23 June 2005 Andrew Dalton – DfES Charlotte Croffie - EO

2. Outline • To provide the group with key points on : • Children’s Workforce Strategy – Andrew Dalton • LG Pay & Workforce Strategy – Charlotte Croffie • What are the commonalities • What are the differences - opportunities for multi agency working

3. Background to development of Children’s Workforce Strategy

4. The outcomes for children and young people: Enjoying and Achieving Making A Positive Contribution Being Healthy Economic Well-being Staying Safe

5. Changes in organisation Arrangements for working together to improve outcomes for all children and young people through: • front line staff providing integrated services • the processes to support these services • the strategy and planning at local level which sets their direction • the governance arrangements which sustain them

7. Children’s workforce strategy • Comprehensive – the whole children’s workforce • Crucial to delivery of outcomes for children and young people • Consultative – propositions for debate • Shared approach – national and local action • A ‘living’ strategy – next update autumn 2005

8. Vision for the workforce To improve outcomes for children we need a world class children’s workforce to deliver integrated services that is: • Competent and confident • People want to join and are loathe to leave where they can develop their skills and build satisfying and rewarding careers; and • Parents, carers, children and young people trust and respect

9. Key strategic challenges: 1 - Recruiting more people 2 - Developing and retaining more people 3 - Strengthening inter-agency and multi-disciplinary working and workforce re-modelling 4 - Promoting stronger leadership, management and supervision.

10. National action • New national infrastructure – Sector Skills Council, Children’s Workforce Development Council, CWNetwork • Recruitment campaigns • Common core • Single qualifications framework • Career pathways

11. National Action cont’d • Multi-agency working toolkit • Lead professional good practice guidance • Common Assessment Framework & Information sharing • Development and networking programme for DCSs • Training for Lead Members • Local Govt Leadership Centre & EO to help develop skills for front line management and supervision • NPQ in Integrated Centre Leadership

12. Local action • analysis of the local and regional labour market • joined-up recruitment campaign activity • programmes to support career progression, using work-based routes • clarity about opportunities for progression between partner services and agencies; • HR capacity to deliver support to managers on job design, job evaluation and agreement on reward packages;

13. Local action cont’d • regular training needs analyses, as part of performance management arrangements, to identify skills gaps; • induction training for all new recruits based on the Common Core; • good quality opportunities for continuous development to share and embed good practice; • training opportunities to meet particular needs identified by Local Safeguarding Children Boards; and • agreed approaches to support workforce development in the private, voluntary and community sectors.

14. Local action cont’d • training and development opportunities to support: • the introduction of a Lead Professional role; • implementation of the CAF and improved practice in information sharing; • the development of new multidisciplinary and multi-agency approaches that link statutory, private and voluntary provision and improve cost effectiveness. • programmes to support the development of leaders and managers. • arrangements for increasing the capacity of HR support to managers • networking opportunities for strategic leaders.

15. Local Government Pay and Workforce Strategy 2005 “Ensure that local government in England has the visionary leadership, organisational flexibility and people capacity required to deliver improved services, greater efficiency and better customer focus in front line services.”

16. Five strategic priorities • Developing the organisation • Developing Leadership capacity • Developing workforce skills and capacity • Resourcing local government • Pay and Rewards

17. Strategic Intervention • Large-scale strategic partnerships • Commissioners of services • Links to key drivers

18. Commonalities Strategic challenges Workforce planning and remodelling Continuous Improvement (Transformation) Multi agency working

19. Differences • LG is not an homogeneous group • Pay and Reward • Employee development • Efficiency

20. Opportunities • Collaboration • Workforce Planning • Knowledge sharing and dissemination

21. Next Steps - CWS • Consultation to 22 July • 6 regional CWS events 01564 797 620 • 3 EY seminars run jointly with CWDC and TTA • Government response to consultation in Autumn • 150 local change programmes, with Children and Young People’s Plans (CYPPs) by April 2006. • http://www.everychildmatters.gov.uk/ • http://www.dfes.gov.uk/consultations/conDetails.cfm?consultationId=1310

22. Next Steps - PWS • Promote the strategy and ensure buy-in from members, chief executive and senior officers • Analyse the key current and future local government workforce issues by working closely with the Children’s and Social Care Pay and Workforce strategies. • Developing PWS Progress and Success Stories booklet by September

23. Questions 1 Are the vision and key challenges of the CWS right? 2 How does this fit with what you are already doing? and what needs to be done? 3 How does what you are doing improve outcomes? 4 What needs to be done nationally to support you? 5 Key points to take back to DfES / EO