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Trafford Children and Young People’s Service Workforce Strategy 2013 ‐ 2015

Trafford CYPS Workforce Strategy

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Foreword Why do we need a strategy? from Deborah Brownlee, Corporate Director Trafford Children, Families and Wellbeing Welcome to Trafford Children and Young People’s Service (CYPS) Workforce Strategy 2013‐2015; we are proud to recognise staff and their skills, knowledge and understanding as our most valuable resource. Support, training and development of the workforce are fundamental to service innovation and improvement and help make Trafford a great place to work. We want to build on the existing excellent work and good practice by creating a culture of continuous learning and development. Staff and volunteers across the whole of the children’s workforce are central to the achievement of our goals and ambitions for children, young people and their families. Contents Pages 2 & 3 Why do we need a Strategy? sets out the CYPS strategic priorities and describes the key national and local drivers and frameworks. Page 4 Who are the Children’s Workforce? illustrates the complex and unique nature of our workforce. Page 5 Workforce Commitments details the five shared commitments to our workforce. Page 6 Strategic Priorities links the workforce strategic priorities to the workforce commitments. Pages 7 to 11 Workforce Priorities describes in detail existing good practice, what we are planning to do and our smart outcomes. Page 12 Monitoring and Evaluation shows how we will monitor and measure the strategy and sets out our governance arrangements.

Why do we need a strategy? This Workforce Strategy is essential to improving the outcomes for children and young people in Trafford and implementing the strategic priorities of the Children and Young People’s Strategy and Vision 2011 – 2015 which are to: • Improve the health and well being of children, young people and their

families • Close the gap in outcomes for children and young people from vulnerable

groups • Close the gap in outcomes for children and young people based on their

localities • Ensure young people are well prepared for adulthood through high quality

learning and development. This Workforce Strategy sets out how we will ensure that we have a competent, flexible and professional integrated workforce. It encompasses recruitment, retention, performance management, training and development of the workforce. It is guided by legislation, guidance and policy; these are some of the key national and local drivers: National Drivers and Frameworks Common Core of Knowledge and Skills for the children’s workforce (2005); describes six area of expertise that people must demonstrate in order to be considered competent for working with children at a basic level 2020 Children and Young People’s Workforce Strategy (2008); the Government’s long term strategy for a world‐class children and young people’s workforce

Trafford CYPS Workforce Strategy 3

Why do we need a strategy? National Drivers and Frameworks Working together to safeguard children; a guide to interagency working to safeguard and promote the welfare of children Early Years Foundation Stage Framework; the statutory framework that sets the standards that all Early Years providers must meet to ensure that children learn and develop well and are kept healthy and safe Standards for Employers of Social Workers in England and Supervision Framework; set out the core expectations of employers which enable social workers to work effectively Inspiring practice: A guide to developing an integrated approach to supervision in Children's Trusts (2010); provides guidance to employers, managers and workers on supervision as a key workforce activity LGA Local Government Workforce Strategy 2010: ‘Delivering through people’; sets out key actions for councils and regions to achieve a skilled, motivated, flexible and diverse workforce Foundations for Quality (Nutbrown Review 2012); independent review and recommendations to improve the quality of early years sector through qualifications and training

Local Drivers Trafford Children’s Trust Board; is a partnership of different organisations working

together to ensure excellent services and outcomes for all children, young people and their families in the borough

Trafford Children and Young People’s Strategy 2011‐2014; the document setting out

the Children’s Trust Board’s vision and priorities for children and young people Trafford CYPS A 2015 Vision for Debate; A discussion document setting out the

potential future shape and development of the Children and Young People’s Service

Trafford Safeguarding Children’s Board; is the statutory organisation coordinating

and ensuring the effectiveness of work that is done in safeguarding and promoting the welfare of children and young people under 18

Trafford Council’s Learning and Development Strategy; Corporate overarching

workforce strategy for all employees of the council Local assessment frameworks; SAM (Single Assessment Model) Pathfinder testing

out bringing health, social care and education assessments together and E‐CAF (Common Assessment Framework) a standardised assessment tool

Health Visitor Early Implementation Plan 2011‐2015; NHS Trafford is a year two site

for the Government’s programme to increase the number of health visitors and promote learning and good practice to strengthen health visiting services

Who is the Children’s Workforce? Our workforce comprises a unique mix of education, health and social care professionals supported by commissioners, information, participation and engagement, business support and governance experts. Volunteers are a valuable integral part of our workforce working with children’s centres, Trafford Family Information Service, youth services and children’s rights – Trafford Youth Cabinet. Working in partnership with the voluntary, community and private sector we are organised into integrated teams, with some specialist services working on a Trafford wide basis whilst others are locality focussed.


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Trafford CYPS Workforce Commitments We have made important shared commitments to our children and young people’s workforce as follows:

Openness and Trust

We enable a professional

environment of openness and trust to support our workforce

to meet their objectives

One Children and Young People’s Workforce

We are committed to operating as one

Children and Young People’s Workforce

working together with all partners

Valuing Diversity and Promoting Equality of

Opportunity

We value diversity and promote equality of opportunity for all people to fulfil their

potential

Empowerment and Participation

We empower our

workforce to participate in all aspects of service

delivery and development

Creativity and Innovation

We promote creativity and innovation at every

opportunity and support our workforce

to be flexible in achieving their objectives


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Strategic Priorities To achieve our ambitious and challenging Workforce Strategy and Children and Young People’s Strategy and Vision 2015 priorities we have identified five key strategic workforce priorities summarised as follows:

• Ensuring Safe Practice • Leadership and Management Development • Developing Professional and Clinical Practice • Managing Change • Embedding Integrated Working

To ensure that we achieve our strategic workforce priorities we have linked them to our workforce commitments; the matrix to the right shows how they fit together:

Priorities/ Commitments

Ensuring Safe Practice

Embedding Integrated Working

Leadership and Management Development

Developing Professional and Clinical Practice

Managing Change

One Children and Young Peoples’ Workforce

√ √ √ √ √

Openness and Trust √ √ √ √ √

Creativity and Innovation

√ √ √ √ √

Valuing Diversity and Promoting Equality of Opportunity

√ √ √ √

Empowerment and Participation

√ √ √


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Workforce Priorities Priority 1: Ensuring Safe Practice

What does this mean?

Our entire workforce will understand their responsibilities for safeguarding children and young people and what to do if they are concerned. All staff and volunteers will be operate in line with safeguarding policy and procedures in their work with children, young people and their families and can ensure that all children and young people are safeguarded. Safe recruitment processes will be in place and we will ensure effective management oversight and quality assurance of practice.

What we do well

• Trafford Safeguarding Children’s Board audit and approve single agency safeguarding training for education, health, social care, police and voluntary sectors.

• Supervision is embedded in health and social care services and has a

positive impact on morale and improving practice. • All staff have their training and development needs identified as part of

their Annual Personal Development Plan or Learning and Development Plan.

What are we planning to do?

• Expand existing health and social care good practice models of supervision and reflective practice to the rest of the core children’s workforce.

• Provide a comprehensive programme of single and multi‐agency safeguarding training, including lessons learnt from serious case reviews,

co‐ordinated and quality assured by the Training Sub‐Group of the Trafford Safeguarding Children’s Board.

• Implement a programme of Family Common Assessment Framework (CAF) multi‐agency training across the Service including schools, early years settings, Stronger Families’ partners and the voluntary, community and private sector.

• Develop and establish a robust Clinical and Professional Audit programme that

measures evidence based practice, good practice and risks and associated management action plan.

How will we know we have succeeded?

• All staff (100%) will have had an Annual PDP or Learning and Development Plan to ensure they are skilled and competent to deliver the strategic and operational objectives to ensure that services are safe and of a high quality.

• All staff (100%) and volunteers will have accessed single and/or multi‐agency

safeguarding training relevant to their level of responsibility and in accordance with statutory and regulatory standards. Where no specific standard has been set staff and volunteers will have accessed safeguarding training within the previous three years.

• 700 Family CAF places will have been accessed by practitioners providing high

levels of awareness across the Service and wider partners with confident and skilled lead professional’s co‐ordinating and managing cases electronically.

• All Heads of Service will evidence that there are robust performance

management systems in place for leaders of the integrated services to monitor performance, competencies and capability to deliver services.


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Workforce Priorities Priority 2: Leadership and Management Development


Building visionary, effective and talented leaders and managers at all levels to meet the future needs of children, young people and their families. Developing skills and behaviours in the light of changes to service development and delivery, reducing resources and the need for greater partnership working across communities, public sector services, locally and regionally. What we do well

• 98 managers have successfully completed attendance management training.

• 34 daycare leaders and managers have successfully completed

accredited leadership and management training commissioned to improve the quality of children’s care, leaning and development.

• All Heads of Service and Operations Managers undertook Common

Purpose training, a bespoke training programme focussed on leadership in integrated services funded by the NW Health Leadership Academy.

• 9 managers graduated from NWADCS Aspirant Leaders and NWADCS

Step Up Programmes. What are we planning to do? • Development of strategic leaders by providing aspirant leadership

opportunities. • Identify key competencies and behaviours expected of all managers and leaders

and provide a development programme to address any identified training needs.

• Provide a range of management and leadership opportunities including mentoring, internal provision, e‐learning modules, collaborate regionally with other authorities (AGMA) for external provision and access to accredited programmes of study.

• Identify potential future managers and leaders through workforce planning to ensure the Service meets the priorities identified for children, young people and their families and strengthen transition arrangements into adult and well being services.


• 15 aspiring leaders will have graduated from leadership and management development.

• 6 services will have been subject to an annual review and evaluation to ensure

they are providing best practice, are productive and collaborative from a partnership perspective.

• 25% of staff holding positions of Team Leader and above to have secured a

mentor. • Confident and talented leaders and managers have embedded new ways of

working to ensure there is no duplication of provision and that service delivery is co‐ordinated to make best use of resources.


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Workforce Priorities Priority 3: Developing Professional Practice


Equipping staff with the correct skills, knowledge and behaviours to deliver or provide a range of early intervention and prevention services that improve children and young people’s outcomes. Integrating services and implementing new national initiatives require staff to be innovative, skilled and flexible to avoid duplication of services and maximise resources. What we do well

• Supporting staff to access development opportunities within their professional speciality that reflects the strategic objectives e.g. Specialist Practitioner courses for School Nurses.

• A programme of statutory and good practice continuing professional

development courses is commissioned annually for the maintained, community, voluntary and independent early years and childcare sector.

• 8 Apprentices are working across the Children and Young People’s

Service undertaking a wide range of roles within the Youth Service, Children’s Rights, Connexions, Children’s Centres, Family Information Outreach Service and Business Support Services.

What are we planning to do? • Provide a programme of tutor led and e‐learning opportunities for

practitioners based upon robust training needs analysis; for education, health and social care staff, commissioning and business support, schools, and early years settings.

• Implement the plan for the Assessed and Support Year in Employment (ASYE)

and other Social Work Reform Board initiatives for social workers. • Implement the School Nursing Review recommendations and any other health

related workforce development plans for all health professionals in CYPS. Progress the Health Visitor Implementation Plan 2011‐2015: A Call to Action (2011); Implement recommendations from the Modernising Learning Disabilities Nursing Review (2012).

• Review the Common Core of Knowledge and Skills to identify and define the

minimum competency and standards required of the core children’s workforce and embed in all aspects of workforce recruitment and development and performance management.


• All staff will have been able to access appropriate training and development opportunities identified through the performance management and training needs analysis processes.

• Newly qualified social workers will have the confidence, skills, knowledge and

capability to deliver high quality social care and will be certified by The College of Social Work.

• All staff at all grades in the School Nursing Service will have the requisite level of

skills, or access to suitable training, to deliver effective interventions across public health, safeguarding and long term conditions pathways.

• Minimum common core standards of competency and behaviour will be widely

known and understood by all staff and embedded into job descriptions and person specifications for all staff and included in specifications for commissioning early intervention and prevention services for children and young people.


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Workforce Priorities Priority 4: Managing Change


Trafford Children and Young People’s Service faces significant challenges to meet the priorities identified for children, young people and their families given the growing demand for services but with declining resources and a cultural shift in the national expectation of public services. Services need to continuously adapt and transform to maintain key frontline services whilst reducing costs. What we do well • 347 staff attended the 2012 Children and Young People’s Service staff

conferences to help shape the Service meet our four Children and Young People’s Service (CYPS) strategic priorities and inform key actions to improve outcomes for children, young people and their families.

• 124 staff have met the CYPS Joint Directors in ‘Meet the Director’

meetings over the last two years. These meetings allow for staff views to be included in service development; feedback is provided to CYPS Heads of Service about good practice and issues raised.

• Young people in Trafford and the CYPS leadership team met to discuss

the Council’s budget proposals and the impact on service delivery.


• Provide bite size training sessions on managing yourself through change for staff including how to recognise signs of stress and managing well‐being and access to a variety of e‐learning modules including organisational and change management.

• Publish a monthly e‐newsletter to children and young people’s service staff detailing proposed changes and service developments, results of staff consultations and surveys, sharing service and staff successes and inviting feedback to proposals. To be cascaded through heads of service and managers for discussion at monthly team meetings.

• Provide opportunities for staff and managers to be involved in the development

of services and the Children and Young People’s Vision 2015 through staff conferences, wider leadership forums and meet the director meetings.

• Update and analyse workforce data annually to inform workforce planning and

actions, identify pathways for staff with transferable to skills to move across and into other professional roles to fill skills and workforce gaps.


• All managers and staff will have been able to access a range of self help for themselves and their staff.

• There is effective communication throughout the Service on an on‐going basis

linked to clear plans and continued engagement with staff who feel that they have influenced and shaped the CYPS Vision 2015 delivery model.

• Staff surveys show that staff and managers feel supported in an environment of

on‐going change and are encouraged to use new ways of working in a joined up service for the benefit of children, young people and their families.

• Annual Workforce Action Plan to be developed and reviewed by CYPS Executive

Team and other performance and scrutiny committees as appropriate.


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Workforce Priorities Priority 5: Embedding Integrated Working to Deliver the CYPS Strategy and Vision 2015


The Children and Young People’s Service is organised to enable integrated working through Area Family Support Teams (AFST) and specialist services working on a Trafford wide basis. The expertise of the AFST’s is expanding to include Education, services for Troubled/Stronger Families and Children’s Centre services.

What we do well

• Developed a Neurodevelopment pathway to support an integrated co‐ordinated and systematic approach to assessing and meeting the needs of children and young people with Austic Spectrum Disorder.

• Developed protocols for deliver of preventative and early intervention services.

• Developed a pathway to reflect universal and universal plus pathway in Partington and rolled out to North Area Family Support Team.


• Publish and implement the Children and Young People’s Service Handbook to provide a comprehensive resource on human resources policies, procedures and processes for multi‐agency staff and managers across the different employing organisations.

• Develop and implement a common induction for staff new to Children and Young People’s Service to complement the existing induction practices operated by the council and health employing organisations.

• Identify and provide appropriate training and development opportunities on the

Single Assessment Model (SAM), health, education and care plans, personalisation and other integrated assessment models and pathways.


• The Children and Young People’s Service Handbook is widely accessible and used to develop common protocols, integrated working practices and standardised access to workforce development information and monitoring systems.

• All staff new to Children and Young People’s Service will have been able to access

the common induction in addition to completing their own organisation’s induction process.

• Practitioners at all levels will work effectively together as part of the integrated

service delivery model; they will be able to demonstrate key competencies in undertaking integrated assessments and designing pathways of support using universal services through to more targeted and specialist multi‐agency support for children and young people with complex and multiple needs.

• Improvements are made in each of the key priorities of the Trafford Children and

Young People’s Strategy as children, young people and their families have a greater role in planning and commissioning the services they need.


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Monitoring and Evaluation It is critical that we monitor and measure the success of this Workforce Strategy to ensure that the strategic priorities are achieved and the desired outcomes support improvements in the four key priorities of the Children and Young People’s Strategy. The following Appendices support this and will form the basis of monitoring and evaluation. Appendix A: Workforce Action Plan will be developed to implement this strategy based on the strategic priorities set out above. Appendix B: Workforce Learning and Development Plan will cover the training programme available to CYPS staff and be updated on an annual basis Appendix C: Workforce Data Profile for health and council staff summarising diversity and demographics information. Council 2011 data profile to be updated with further information likely to become available following the implementation of SWITCH. Appendix D: A set of core standards for the CYPS workforce. The CYPS Strategic Workforce Group will oversee the implementation of the Workforce Action Plan and Workforce Learning and Development Plan to achieve the Strategic Workforce Priorities. The Strategy will be reviewed annually with quarterly progress updates to the Integrated Quality and Safety Committee: Business Management Sub‐Committee and CYPS Executive Team.

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