Transcript Directorate Plan 2007-8

David Brown. Director of Children and Young
People’s services
Directorate Plan 2007/8
Final
Our Vision
To make growing up in Walsall as good as it can be
Our Mission
To ensure all children and young people achieve their best levels of education, health and
development and to support those who are most vulnerable. We will encourage children and young
people to build on their achievements, develop and improve their confidence, self esteem and
resilience. We will work in partnership with families and carers to give every child and young
person the best opportunities for today and for their futures.
.
introduction and contents
Introduction from Executive Director
What the plan covers
This Directorate Plan shows how we are going to improve outcomes
for Children and Young People in Walsall during 2007-8 by
transforming our service delivery arrangements through our Change
for Children Programme and Children and Young Peoples Plan.
Section
Page
Introduction
2
Our values
3
The Plan is built upon a very successful base where the Audit
Commission and Children and Young People’s Inspectorates have
praised us for the very significant progress we have made in Walsall.
However, they, like us, rightly provide further challenges for the next
phase, which are covered in this plan.
Who we are
4-6
What we do
7-9
Cabinet and scrutiny
10
Links to other plans
11
Key drivers for directorate plan
12
Our community
13
Directorate objectives
14
Our key targets & priorities
15-24
Our finances
26
To achieve such ambitious aims, we all have leadership role, in
working with many partners outside of the council to bring about the
cultural and organisational change that Change for Children
requires.
Value for Money
28
Efficiency statement
30
Our people
31
Finally, the plan also covers our corporate responsibilities for
Procurement and Communications and Print and Design.
Our path to excellence
34
Achievements 2006/7
35
Part of our work is to see the bigger picture, the longer term. Our
work, as we move towards more integrated service delivery, focusing
on workforce development and the governance issues inherent in
Children’s Trusts, is to be aware that we are planning for 10 to 20
years in the future when the children currently in early years will
have moved through our schools and other services into adulthood.
That they have the skills and self-confidence to make this transition
successfully is part of our task.
David Brown
2
Our Values and Principles
RESPECT
We value each other and our service users and show this in our
behaviour by being courteous and considerate of peoples feelings.
We do not tolerate oppressive or intimidatory actions.
Corporate,
Building the
workforce, Youth
Work
LISTENING AND
ENGAGING
We listen to and engage children, young people and their
parents/carers and include their ideas in planning and delivering
services. Empathy is a key behaviour. We also listen to each other
and provide opportunities for staff to feedback to managers
CYPP, Corporate
Building the
workforce. Youth
Work
INTEGRITY &
OPENNESS
We are trustworthy and do what we say we will. We are professional
in our approach and are open to learning and challenge. Our
decisions are open to scrutiny wherever possible. We demonstrate
open and fair leadership
Corporate
EQUALITY &
DIVERSITY
We benefit from our cultural diverse communities and deliver
services that are culturally sensitive to meet the diverse needs of
children and young people
CYPP, Corporate
Youth Work
EXCELLENCE
We are committed to delivering excellence as individuals and as an
organisation. We learn from others and adopt best practices. We
also expect our children and young people to excel and build their
confidence and aspirations
Corporate
CONFIDENTIALTY
We keep all sensitive information strictly confidential . However,
where necessary, to protect and safeguard children, we share
information in line with agreed codes of working practice
CYPP
We care for over 400 looked after children and act as their corporate
parent. We also support over 1500 vulnerable children. We support
and value our staff.
CYPP, Building
( BUT SHARE TO PROTECT)
CARING & WARMTH
the workforce.
3
This shows the senior management team for our
directorate. Each of these managers has specific
responsibility for taking forward parts of our
directorate plan and for ensuring their service
area delivers the performance targets set.
who we are
David Brown
Carole Evans
Executive Director
Executive Director
Education Walsall
Assistant Director
Procurement
(from April 07)
Louise Hughes
Assistant Director
Universal Services
Pauline Pilkington
Assistant Director
Targeted &
Specialist Services
Melanie Harmitt
Head of Finance
Julie Black
HR Account manager
Strategy & Governance
Darrell Harman
Interim
Communications
Manager
Tony Moran
Print & Design
Kevin Williams
Corporate procurement
Sue Dalley
Performance
Management
Lawrence Brazier
Finance, HR and performance
management support are
provided to the directorate
from the Corporate Services
Directorate
4
DAVID BROWN
EXECUTIVE DIRECTOR
LOUISE HUGHES
ASSISTANT DIRECTOR
UNIVERSAL SERVICES
PAULINE PILKINGTON
ASSISTANT DIRECTOR
SPECIALIST SERVICES
PARTNERSHIP
PERFORMANCE
MANAGEMENT
EDUCATION
SERVICES
STRATEGIC MANAGER
WALSALL CHILDREN’S
TRUST
Jacqui Reid
YOUTH
SERVICE
Andy Driver
HOS
YOUNG PEOPLES
SERVICES
(Vacant)
YOS
Pat
Jennings
EXTENDED
SERVICES
DISABILITY
SERVICES
HOS
PREVENTION &
LOCAL SERVICES
Carol Boughton
ISA
CAF
FIRST
RESPONSE
HOS
VULNERABLE
CHILDREN
HOS
CORPORATE
PARENTING
David Bovell
Lesley Walker
Anne Thompson
LAC
SERVICE
ASSESSMENT
AND INCLUSION
FAMILY
PLACEMENTS
REVIEW
CP
HOS
SAFEGUARDING
Kay Child
RESIDENTIAL
SERVICES
SAFEGUARDING
BOARD
SAFE
RECRUITMENT
The Children and Young Peoples
directorate is responsible for three distinct
functions covering many crucial services
what we do
PARTNERSHIP LEADERSHIP
Our role is to lead, initiate and ensure effectiveness of partnership to improve outcomes for Children and
Young People
Support Partnership structures
Children's Trust
Safeguarding
Children's Workforce Development
CHILDREN AND YOUNG PEOPLES SERVICES
Our role is provide integrated and localised services that focus on prevention to promote the five outcomes
Universal & locality Services; includes Education, Young Peoples Services, Parent Partnership, Prevention and Local services,
Children's Trust
Targeted and specialist services; includes Vulnerable Children, Corporate Parenting and Safeguarding and Performance
Management.
COUNCIL WIDE SERVICES
Our role is to provide key services to the entire council
Procurement
Print & Design
Communications
6
My Walsall My Future – Our new service
delivery model
•
•
Together with our key partners, we are remodelling services to ensure that the right
support is available at the right time in settings appropriate to the child and his or her
family. This is our ‘change for children’ programme, which will deliver children's trust
arrangements in 2008.
At the root of our service delivery model is our wish to ensure ;
– We build the capacity for earlier intervention and better protection within a growing
range of easily accessible flexible services for all children located in universal
settings such as children’s centres, local youth provision, schools health centres
– Further develop our partnership with schools that focuses on raising achievement
across Walsall
– By offering timely and appropriate support, consequently reduce the demand for
intensive, statutory and complex interventions.
– Prompt and appropriate response to referrals through an clearly understood
partnership referral pathway based on the multi agency ‘child concern model’, with
an early identification of additional needs through timely assessment and the
provision of services that meet those needs
– A safe and reliable framework for the protection and safeguarding of children
– Fulfilment of the corporate parenting role providing stability and improved life
chances for looked after children
– Support to young people who require additional help to avoid offending behaviour to
enable them to make a positive contribution in their communities
– Further integration of services and a profound cultural change across staff from
different professions who will work within localities through increasing joint
commissioning sustained by aligned and pooled budgets with increasing levels of7
delegated funding.
Service delivery model
Universal and Prevention
Targeted and Specialist
Child focused local services –
Children’s Centres
Schools
Youth Provision
SAFEGUARDING
and specialist
services
Vulnerable
children
Corporate
Parenting
Targeted
C
A
F
Schools
Additional
support
Step Down arrangements
Level 2
Level 0-1
Level 3
Child Concern Model
Education Priorities
Our priorities for services to support schools, provided by our
partner Education Walsall, are;
1.
2.
3.
4.
Improve the quality of learning and teaching, raise attainment and increase
participation and progress at all levels to achieve the Education Walsall
targets and move towards meeting the Government targets.
Enhance learning opportunities for all children and young people through
the provision of a curriculum that is personalised to individual needs
Improve the quality of leadership and management at all levels across all
schools in Walsall
In partnership with other agencies develop and implement a Walsall-wide
multi-agency strategy and single plan for children and young people
9
The Council‘s cabinet is responsible for most
decisions on council services. Each cabinet
member has political responsibility for a portfolio of
services. The main cabinet portfolio holders for
our directorate are shown here. The council also
has scrutiny and performance panels charged with
overseeing the work of the directorate. The
chairman of this committee is also shown.
Photo
of
portfolio
holder
Photo
of
portfolio
holder
Photo
of
scrutiny
chair
Councillor Zahid Ali - Children and Young
Peoples services
Councillor Marco Longhi - Procurement
Councillor Mohammed Arif
Chairman of the Children &
Young people’s Scrutiny and
Performance Panel
cabinet and scrutiny
Photo
of
portfolio
holder
Photo
of
portfolio
holder
Photo
of
portfolio
holder
Councillor Tom Ansell- Communications
and Print & Design
Councillor Eddie Hughes – Corporate
Parenting
Councillor Rose Martin – Teenage
pregnancy
10
The directorate plan is one of many affecting
what we do. This page demonstrates the links
with the corporate plan for the council through to
the next level of service delivery.
links to other plans
Partner Plans
Neighbourhood
Agreements
Community Plan
LAA
Corporate Plan
Directorate Plan
Specialist
Services AD Plan
Children
and
Young
Peoples
Plan
Universal
Services AD Plan
Young Peoples Services (inc
LSGB
Business Plan
Procurement AD
Plan
YOS and Youth Service Plans)
Procurement Service Plan
Corporate Parenting Plan
Children's Trust Plan
Safeguarding Plan
Education Excellence in
Walsall Plan
Communications Service
Plan
Vulnerable Children Plan
Partnership Performance
Management Plan
Prevention and local
services Plan
Print & Design Service
Plan
11
This section explains some of the key issues
which are driving change in our directorate and
which we need to give special attention to this
year.
What’s the issue?
key drivers for
the directorate plan
Why is it important?
Improve outcomes
for Children and
Young People
We need to drive improvement across all services in the borough for children
and young people, so they are healthier, safer, enjoy and achieve more, make
a positive contribution and achieve economic well being
Change for
Children
The Children Act 2004 set out the transformation of Children's Services through
the 5 outcomes of the Every Child Matters framework. Our Change for children
programme will further develop our children's trust with integrated governance,
planning, systems and service delivery by 2008
Partnership
leadership and
CYPP and LAA
The Director of Children's Services key role is to provide leadership for all
services for children and young people. Our partners have a statutory duty to
cooperate to improve outcomes for children. Our Children and Young Peoples
plan shows what we are doing to improve outcomes, and our key priorities are
contained in the Local Area Agreement
Good Management
and Value for
Money
Our directorate is responsible for gross expenditure of some £298 million, a
capital programme of over £15 million and employs over 7000 people. We aim
to continually improve a our management and demonstrate value for money
and improve resource management through our procurement initiatives,
workforce planning, learning from best practice, performance management and
and project management.
12
our community
Who we serve
81,400 Children & Young
People aged 0-24 (2005)
What are their needs
25,000 children in poverty
*2,985 Children with Disabilities
(*597 with severe disabilities)
2,100 Children in need of support
59,700 Children
Aged 0-17 (2007 est.)
48,000 school children
(688 Nursery, 26,000 Primary,
21,000 secondary, 471 Special)
32,768 families with
dependent children
440 Looked after by the Council
150 at risk of abuse
Whilst people from black and minority
ethnic communities (BME) comprise
13.6% of the population, the proportion of
the children from BME communities
represents 21.2%. This is even higher in
the 0-4 age group with a figure of
23.8%. This is change in our community
needs to be reflected within our service
delivery.
* National estimates applied to Walsall
How do we meet them
Children’s Social Services primarily operates
at level 3 of our inter-agency Child Concern
Model and offer support to those experiencing
significant harm or neglect or for children and
young people where there is a risk or
likelihood of significant harm. Some of these
children and young people are at risk of
removal from their current carer and may
need accommodating with foster carers or in a
residential home. There are also a number of
children and young people who require
safeguarding (including those on the child
protection register) and receive a multi-agency
response which aims to achieve a safer family
environment. A range of family support and
other services are offered to children with
disabilities and their families and to families
who need additional support to prevent their
situation deteriorating further.
The needs of children & young people cannot
be met by a single organisation and require a
multi-agency response which is delivered
through partnership working with education,
health and other statutory and independent
sector partners and evidenced in the Children
and Young People’s Plan.
We consult with children and young people
and try to ensure that the views of the most
vulnerable are captured in service design and
13
These are the overall objectives we have
for the year, based on the key drivers
detailed previously.
Our objectives
directorate objectives
Outcome
Lead by
Contributing
Plans
Improve outcomes
for Children & Young
People
CYP are healthier, safer, enjoy and achieve more, make
a positive contribution, and achieve increased economic
well-being.
LH &PP
LH &PP
Change for Children
More effective and efficient service delivery by Increased
integration of; governance, commissioning, processes
and front-line services through establishment of
Children's Trust arrangements by 2008
LH &PP
PP,LH,
Partnership planning
and performance
management
An effective CYP Executive Group that engages all
agencies and provides clear leadership and decision
making to ensure delivery of the CYPP improvement
targets
DB
PP,LH,
Good Management
and Value for Money
More economic, efficient and effective service delivery
that demonstrates improved value for money
LH &PP
All
14
The scope of this plan is so wide as to make the
selection of a few Performance Improvement targets
largely symbolic. Our partnership scorecard contains
over 80 performance indicators that we manage each
quarter . Our 4 LAA stretched targets are shown below
Directorate
headline
improvement targets
LAA Stretched Targets
2005
baseline
20067
20078
20089
1.) The number of conceptions to under-18s per thousand females
aged 15-17 as measured by ONS statistics and reported on a
calendar year
52.6 per
1000
37
33.6
30.2
2.) % of all pupils in LEA maintained schools achieving 5 or more
A*-C grades, including English and Maths, at GCSE
36%
37%
39%
40%
3.a) % of under 16s who have been looked after for 2.5 or more
years living in the same placement for at least 2 years or are
placed for adoption
61.9%
65%
68%
71%
3.b) % of children newly looked after placed at March 31 more than
20 miles from their home address from which first placed PAF
CF/C69*
na
5%
4%
3.5%
3.c) % of children who had been looked after continuously for at
least 12 months and were of school age, who missed a total of at
least 25 days of schooling for any reason during the previous
school year PAF CF/C24
9.1%
8.5%
7.5%
7%
4.) % of 16-18 year olds not in education, employment or training
NEET
12.4%
9.7%
9.4%
9.1%
15
The Every Child Matters 5 outcomes are our main driver, these each have 5 objectives
which then cascade into our service plans as priorities where appropriate The APA
actions will be our priorities during 2007/8. They will be monitored regularly by the
Directorate Management Team and reported to members.
our priorities
Objective 1
1.1 Be healthy
Objective 1; To
continually improve the
ECM 5 Outcomes
1.2 Staying Safe
The next 5
pages
describes each
outcome in
more detail
1.3 Enjoy and Achieve
Healthy & Caring, Excellent schools,
safe & secure
1.4 Make a positive
contribution
1.5 Economic well
being
16
Objective 1.1
Be Healthy
APA Priority
1
Physically healthy
Mentally & emotionally healthy
2
3
Reduce waiting times for
CAMHS.
Sexually healthy
Healthy lifestyles
4
Choose not to take illegal
drugs
5
Improve timeliness of initial
health assessments for LAC.
PP
LH
P
P
P
P
P
P
P
P
P
P
17
Objective 1.2 Stay Safe
APA Priority
LH
PP
6
Safe from maltreatment, neglect,
violence and sexual exploitation
Improve management of
referrals and repeat
referrals
Safe from accidental injury and death
Reduce the number of
core assessments.
P
P
P
P
8
P
P
Safe from crime and anti-social
behaviour in and out of school
9
P
P
7
Safe from bullying and discrimination
Have security, stability and are cared
for
10
P
18
Objective 1.3 Enjoy and achieve
APA Priority
Ready for school
11
Attend and enjoy school
12
Achieve stretching National
Education standards, at
primary school
13
Achieve personal and social
development and enjoy
recreation
14
15
Achieve stretching National
Educational standards at
secondary school
Improve achievements and
attainments of all pupils,
especially boys, BME, LAC &
more able pupils.
PP
LH
P
P
P
P
P
P
P
P
P
P
Implement the 14 to 19 strategy.
Improve achievements and
attainments of all pupils,
especially boys, BME, LAC &
more able pupils.
19
Objective 1.4 Making a positive contribution
APA Priority
PP
LH
P
P
P
P
Develop positive relationships and
choose not to bully or discriminate
18
P
P
Develop self-confidence and
successfully deal with significant life
changes and challenges
19
P
P
P
P
Engage in decision-making and support
the community and environment
16
17
Engage in law-abiding and positive
behaviour in and out of school
˜Reduce Final warnings
and cautions given
to LAC.
Develop enterprising behaviour
20
20
Objective 1.5 Economic well being
APA Priority
Engage in further education,
employment or training on leaving
school
21
Improve Vocational
opportunities for young
people
PP
LH
P
P
P
P
Ready for employment
Deliver plans for NEET
reduction
22
Live in decent homes and sustainable
communities
Deliver Children centre
provision
P
23
Access to transport and material
goods
24
TJ
JM
Live in households free from low
income
25
TJ,
JM
21
Cascading ECM into Council Directorates
and Partner agencies strategic plans
22
our priorities
objective 2
On these pages we show the actions and projects
which will help us achieve our directorate
objectives. These actions will be our directorate
priorities during 2007/8. They will be monitored
regularly by the Leadership Team and reported to
Priorities for 2007/8
members.
These are connected to the next level of plan in your directorate
2.1 Listening to and engaging with CYP to
improve our services
2.2 Deliver Change for Children Programme
2.3 Joint Governance
LH , PP
LH , PP AD Proc Plan
Exc in Walsall
LH
Integrating strategic and operational decision making
(eg; Children and Young peoples executive group)
Transform services to
children and young people
through the C4C
programme
2.4 Joint Commissioning
Deciding, jointly, what services give best outcomes
(eg NRF)
2.5 Shared processes and systems
Joining up our systems with key partners eg; CAF, ISA
2.6 Integrated services (& localisation)
Healthy & Caring, Excellent schools,
safe & secure
Developing new integrated teams (eg; YOT,CAMHS)
and locality teams (eg; Darlaston project
2.7 Ensure services develop to meet the growing
and diverse needs of BME & other disadvantaged
communities
PP, LH, Corporate
Support Services
Plans
LH,PP, Corporate
Transformation Plan
PP, LH, Corporate
Transformation Plan
ALL
23
our priorities
objective 3
Priorities for 2007/8
These are connected to the next level of plan in your directorate
Partnership planning
and performance
management
Transform Walsall into
Excellent authority
3.1 Creating Futures – Black Country Challenge
LH
3.2 Deliver robust revised CYPP (linked to Joint
Commissioning Strategy Obj2)
LH,PP
3.3 Roll out coordinated partnership
performance management system for the CYPP
and agency priority targets
PP< LH, Exc in
Walsall, Q&PM
3.4 Deliver our LAA and in particular our
stretched targets
PP, LH
3.5 Ensure effective leadership of whole system
PP,LH
3.6 Change culture and focus from separate
organisations to ‘team around the child’
PP, LH
PP, LH
3.7 Reduce Looked After Children numbers
24
our priorities
objective 4
Priorities for 2007/8
These are connected to the next level of plan in your directorate
4.1 Deliver VFM improvement project
Transform Walsall into
Excellent authority
Good Management
and Value for
Money
4.2 Deliver Integrated Workforce plan across the
partnership that addresses skill change, recruitment &
ALL
PP, LH, HR Plan, CS
retention and sickness absence
4.3 Ensure that ICT systems support service
efficiency and effectiveness
Transformation Plan
PP,LH
4.4 Ensure asset management support service
improvement
LH
4.5 Improve social care and education
commissioning process and adhere to legislative
changes
Promote positive image
of the council
ALL
4.6 Deliver procurement savings target and
Corporate procurement planning process
4.6 Ensure JAR preparation is used to enhance
performance and engage corporate support
PP, LH,
PP, LH,
ALL
25
our finances
Service area
Estimated
Outturn
2006/07
£m
2007/08
Net budget
Expenditure
Income
Net
2008/09
2009/10
£m
£m
£m
£m
£m
Universal Services
47.897
267.438
-218.309
49.129
49.446
50.405
Specialist Services
25.009
28.589
-3.531
25.058
25.935
26.795
Corporate Support
1.184
2.570
-2.504
0.066
0.076
0.087
74.090
298.597
-224.344
74.253
75.457
77.287
Total
26
our finances
Investments in 2007/08
£m
Savings in 2007/08
£m
Education contract
0.589
Reduction in Use Of External
Placements
0.358
Joint Area Review
0.050
Children’s Social Care Staffing
Review (incl full year effect of 06/07
savings
0.445
Communications staffing review
0.019
Full year effect of 06/07 Print &
Design staff savings
0.024
Procurement Initiatives
0.787
Reduction in Youth Service
development and project funding
0.111
Youth Service staffing review
0.032
Total
1.776
Total
0.639
27
Value for Money
• We are committed to improve outcomes for children and
young people while improving efficiency. Our strategy
comprises;
– Measuring the impact of our work on outcomes as perceived by
children and young people who we support
– Setting high level targets (based on the ratio of our spend per
child and average PAF band score) for the Directorate and
service areas
– Reviewing our productivity (ie; ratio of inputs to outputs)
– Improving procurement across the council
– Improving our ‘service mix’ (increasing the use of lower cost
more effective services such as foster care)
– Benchmarking our unit costs and activity with other councils
28
our efficiency statement

Non-cashable
efficiency
gains
Cashable
efficiency
gains
Growth items
This section links with improving economy efficiency & effectiveness making clearer links to the Gershon
Agenda.
This results from doing “more for the same”. For example taking on new work within existing resources,

doing things faster or with increased use of ICT resources.
Where services have either been maintained or improved whilst delivering cash savings i.e. doing more
with less or the same with less. For example stopping doing a service which is no longer required,

deletion of a post and spreading work out across existing staff.
Items where new expenditure will be required to achieve stated objectives – these must be included
within the growth bids for your service as part of the Decision Conferencing Process. These should also
appear on the service priority page.
Service areas need to be able to evidence all information contained on this sheet as responses to
Government are required for Gershon through the Annual Efficiency Statement which needs to
have documentary evidence as to the achievement of gains and the growth items will need to be
approved by Cabinet and included in your new year budgets.
Non-Cashable Efficiency Gains
2007/8
£
2008/9
£
2009/10
£
Evidence
We have focussed on cashable savings –
see overleaf
Sub-Total
29
Cashable Efficiency Gains
2007/8
£
2008/9
£
2009/10
£
Evidence
Children’s Social Care Staffing review
0.445m
0.445m
0.445m
No reduction in performance indicators for LAC
stability, reviews of CP cases and LAC health.
Budget reduction
Reduced use of external placements
0.358m
0.358m
0.358m
Budget reduction
Communications and Print & Design
staffing reviews
0.043m
0.043m
0.043m
Service levels maintained but budget reduction
Procurement Initiatives
0.787m
0.787m
0.787m
Contract price reductions and overall council
expenditure reductions
Youth Service staffing review
0.032m
0.032m
0.032m
Service levels maintained. Budget reduction
Youth Service development and project
funding reductions
0.111m
0.111m
0.111m
Budget reduction
TOTAL
1.776m
1.776m
1.776m
2.39%
2.35%
2.30%
2007/8
£
2008/9
£
2009/10
£
% OF SERVICE BUDGET
Growth Items
Priority
Further details and direct impact on
performance
Joint Area Review
0.050m
One-off funding to cover the direct costs of
preparation for the JAR
Education contract
0.589m
One-off investment for the re-configuration of
the education contract which ceases 31/07/08
30
Occupied Posts
Schools
our people
6619
Specialist services
425
Universal Services
184
Procurement
24
Other
35
TOTAL
2007/08 Staff Profile @ Feb 07
7287
Council wide - 11518 people and 13351 jobs
Gender
FTE %
Employment basis
FTE %
Disability & Ethnicity
FTE %
Male
28.13
Permanent
96.93
Disabled
1.81
Female
71.87
Temporary
3.07
BME
26.43
Ethnicity Profile of Employees
Group
FTE %
Group
FTE %
Group
FTE %
White British
70.74
White & Asian
1.0
Other Asian
0.31
Irish
0.7
Other Mixed
(Black African)
1.58
Black Caribbean
11.01
Other White
1.90
Indian
6.4
Other Black
1.02
White & Black
Caribbean
2.37
Pakistani
1.52
Chinese
Not stated
0.24
White & Black African
0.95
Other Ethnic Group
0.22
Bangladeshi
0.03
Age Profile of Employees
Category
FTE %
Category
FTE %
Category
FTE %
16 - 18
0.27
26 - 35
27.26
46 – 55
22.94
19 - 25
7.9
36 – 45
32.43
56 – 65
9.03
+ 66
0.1
31
our people
Workforce planning 2007/08
Workforce planning 2008/09 onwards
The key workforce requirements are
•Restructuring of the service to better integrate
children's social care, youth services and schools
contract
•Recruitment and retention of experience and
qualified workers
Training and development of staff to deliver
change for children agenda
Development of joint training with stakeholders
and independent sector
Leadership skills development for managers
across the service.
Induction and foundation skills
Ensuring staff meet continuous professional
development for registration purposes
Ensuring relevant staff satisfy national
occupational standards
Ensuring staffing is representative of the
community
Recruitment and retention of part time youth work
staff.
The key drivers for the integrated workforce planning are
•Every Child Matters
•Green paper Care Matters: Transforming the lives of Children and
Young people in care
•Options for Excellence: Building the Social Care workforce for the
future
•Protection of Vulnerable Groups Act
•GSCC registration of social care workers
•Education Walsall contract
•The numbers of children and young people in the care system
•Integrated working in Childrens Trust
•Extended Services
Increased interagency and joint working
Continuing recruitment and retention pressures for experienced and
qualified social care staff and managers
Development of technology assisted care and other e-solutions
•Children's Workforce Development Council and Learning and Skills
councils, Teacher Development Agency workforce planning footprints
Youth Matters – next steps
Lifelong Learning UK Sector Skills Council
Continuing recruitment and retention of full and part time youth
workers
The development of the Youth Offer and positive activities for young
people.
32
our people
Training and development
Training and staff development for the children’s social care workforce in 2007/2008 shall be provided
in response to specific drivers as identified against each of the strands below. .
• Modular Integrated Training Programme (currently delivered by ISWA) – VCI recommendation/APA
3125 ‘to possess an appropriately qualified and trained workforce’ ( programme includes single agency
child protection training).
• Multi-Agency Child Protection Training Plan (Walsall Local Safeguarding Children Board) –
VCI/guidance ‘Working together to safeguard Children – Ch. 4’.
• NVQ3 Award H & SC– APA 3123.
• Health & Safety – Care Standards Act 2000 - (Children’s Residential Services).
• PQ arrangements (holders of SW qualification) currently being delivered through PQ1 – APA 3124
and PQSW (PQ 2-6) – (CPD & Recruitment & Retention Strategy). (To be confirmed by GSCC).
• Practice Learning Opportunities (SW student placements) – PI PAF59. (to be linked to PQ
arrangements).
• Induction – guidelines National Induction Standards (CWDC 10/2006).
• Evidence Based Assessments (A & I service) – best practice P.I. A1 Placement Stability .
• Attachment Theory & Children with Complex Problems (LAC service) – best practice P.I. A1
Placement Stability.
• Specific external conferences/training.
• Preparation for the Children’s Trust Modernization Agenda/Integrated Children’s Workforce - VCI
recommendation/Children Act 2004.
• ODSC will also be required to support mandatory training needs of approved foster carers.
•Modular & Multi-Agency programmes are open to all the workforce (100%), access to other training as
identified by service areas – budget forecast for all projected training activity may be loosely based
upon the forecast for 2006/2007, that being £252,000.
33
our path to excellence
Excellence means ‘growing up in Walsall is as good as it can be’. That children
and young people tell us that we listen to them and provide support that enables
them to exceed their expectations.
Key success in our path to excellence:
•Overall the third most improved authority at Key Stage 2 (age 11) between 2002 and 2006, and
the 29th most improved authority in the Country at Key Stage 3.
•High numbers of children in care are placed with permanent adoptive families placing Walsall
within the top 25 of all 150 English local authorities.
•Walsall has achieved the top national performance for ensuring children leaving care are in
employment, education or training.
•We rank in the top 10 out of 150 councils based on our social care performance indicators and
our performance is improving while we are reducing expenditure.
Further steps;
•Our Change for Children Transformation programme will provide integrated governance and
service delivery, emphasising localities, across the partnership so that services are organised
around the needs of children
•We will manage performance across the partnership to deliver our improvement targets
•We will improve our value for money by measuring outcomes and effective budget management
•We will ensure our workforce and services meets the needs of our growing Black and Minority
Ethnic population
34
This provides an update on progress to our
priorities in last years plan
Achievements on priorities
2006/7
Target
Achievement
Being Healthy:
4. Improve Access to Health Services for LAC (PAF
C19)
Performance remains very good compared to other
councils, however we just missed our target for
improvement due to resources challenges in the tPCT.
Staying Safe:
We meet our target and are in line with IPF and national
averages. Rates of re registrations are also very good
performance,
6. Reduction of abuse and neglect as measured by the
child protection register
7. Increase % of under 16s who have been looked after
for 2.5 or more years, living in the same placement for
2yrs (D78)
8. Reduce the number of Looked After Children
9. Improve services for children with disabilities
Our performance remains good
This has been reduced to 440; the lowest in 5 years
A growing range of preventative services underpins this
area of work and is improving outcomes for children
who have disabilities.
35
The directorate produced some major
improvements in 2006/7. Here is a selection
of these. A fuller Review of Achievement is
available on the intranet site.
achievements 2006/7
Target
Achievement
Enjoying and achieving:
12. Reduce LAC school absence (PAF C24) *
Making a positive contribution:
16a. % of children newly looked after placed at March 31
more than 20 miles from their home address from which
first placed PAF CF/C69
16b. Reduce the number of LAC placed outside of the
Borough
17. Reduce re-offending rate
18. Improve involvement of vulnerable (and hard to reach)
children and young people in decision making
This has been achieved and our performance is
rated as good
While the % increased, this was because we
reduced the number of LAC admissions; 6 children
were placed more than 20 miles compared to the
target of 5
Achieved - reduced from a peak of 30 in Aug 06 to
24 in Feb 07
Numbers have reduced and performance is good
We continue to work closely in involving CYP
36
SMART Priority Actions 2007-8
Priority
1 Deliver Children centre provision
2 Deliver plans for those not in employment, education and training.
3 Implement the 14 to 19 strategy.
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
Source
Who?
What (measurable)?
When by?
APA/23
APA/22
APA/14
Louise Hughes
Tim Johnson
Louise Hughes
7 additional children centres
Reduce % NEET to 9.4%
Agree strategy and action plan
by March 2008
by March 2008
By May 2007
Louise Hughes
Pauline Pilkington
Pauline Pilkington
Louise Hughes
Pauline Pilkington
Pauline Pilkington
Pauline Pilkington
Pauline Pilkington
Louise Hughes
Louise Hughes
Louise Hughes
Louise Hughes
Louise Hughes
Louise Hughes
% pakistani gap, LAC educational
attainment
TBC
C19 90%
TBC
C18 2.1
C24 - 83%
A70 16, LAA 1.4 - 8 weeks
420 LAC, PAF B8 £745
LPE events x9
Contract Offered
Consitution agreed
Joint Commissioning Strategy
Project underway
Ongoing review
Pauline Pilkington
Louise Hughes
Pauline Pilkington
Pauline Pilkington
Louise Hughes
David Brown
Louise Hughes
David Brown
Louise Hughes
AD Procurement
Louise Hughes
Pauline Pilkington
AD Procurement
Pauline Pilkington
David Brown
Ongoing review
ongoing
Succesful award
By July 2007
Revised Plan
By June 14th
New system in place
by May 2007
Quarterly review (esp stretched targets)
ongoing
Effctive CHEG
ongoing
Ongoing review
ongoing
Project complete
by Decembr 2007
Plan delivered
By September 2007
Review and action plan agreed
by Decembr 2007
Effective AMP and management ongoing
Commissiionig Plan in place
By September 2007
£1 million savings
by March 2008
JAR completed succesfully
by March 2008
Head of Comms in place
Summer 2007
Improve achievements and attainments of all pupils, especially boys, BME, LAC &
more able pupils.
APA/13,15
Improve management of referrals and repeat referrals
APA/6
Improve timeliness of initial health assessments for LAC.
APA/4
Improve Vocational opportunities for young people
APA/21
Reduce Final warnings and cautions given to LAC.
APA/17
Reduce the number of core assessments.
APA/7
Reduce waiting times for CAMHS.
APA/2
Reduce number and cost of LAC
DP Obj 3
Listen to and engage with CYP to improve services
DP Obj 2
Deliver Change for Children Programme (Education re-configuration )
APA/DP Obj 2
Joint Governance
DP Obj 2
Joint Commissioning
DP Obj 2
Shared processes and systems
DP Obj 2
Integrated services (& localisation)
DP Obj 2
Ensure services develop to meet the growing and diverse needs of BME and other
disadvantaged communities
DP Obj 2
Creating Futures – Black Country Challenge
DP Obj 3
Deliver robust revised CYPP
DP Obj 3
Roll out coordinated partnership performance management system
DP Obj 3
Deliver our LAA and in particular our stretched targets
DP Obj 3
Ensure effective leadership of whole system
DP Obj 3
Change culture and focus from separate organisations to ‘team around the child’
DP Obj 3
Deliver VFM improvement project
DP Obj 4
Deliver Workforce plan across the partnership
DP Obj 4
Ensure that ICT systems support service efficiency and effectiveness
DP Obj 4
Ensure asset management support service improvement
DP Obj 4
Improve social care & Education commissioning process and adhere to legislative changes
DP Obj 4
Deliver procurement savings target and Corporate procurement planning process
DP Obj 4
Ensure JAR preparation is used to enhance performance and engage corporate supportDP Obj 4
Promote positive image of the council
DP Obj 4
by March 2008
By May 2007
by March 2008
by March 2008
by March 2008
by March 2008
by March 2008
by May 2007
by March 2008
by May 2007
by May 2007
By September 2007
ongoing
+ 25 ECM Objectives
37
Strategic Risks
•
•
•
•
•
•
•
•
•
RISK
Change for Children
Education commissioning
LAC Numbers and cost
JAR
Capital/assets
Partnership PM
Workforce Development
Procurement transformation
IT Impact on Partnership
Score
20
20
20
20
18
15
15
15
15
Action
Programme Management
Project Management
Project Management
Project Management
Property Board
Project Management
Project Management
Project Management
Project Management
38
Our Cabinet pledges
Make our schools great
– We will increase the number of young people
obtaining 5+ A*-C or equivalent including
English and Maths from 1333 to 1510 (13.3%
increase)
– We will spend at least £15 million on improving
the quality of school buildings
Make it easier to access local services
– By March 2008 we will deliver a further seven
Children's Centres across the borough,
increasing the total to sixteen.
39