Transcript No Slide Title

Developing an Integrated
Children’s Workforce
Brighton & Hove Children & Young
People’s Trust (CYPT)
A Case Study
Annie McCabe, Head of Children’s
Workforce Development
Presentation
•Local context
•Structure and governance
•Workforce Development
•Lessons learnt
The CYPT was created in Oct 2006
Our Vision:
“Brighton & Hove should be the best place
in the country for children and young
people to grow up. We want to ensure all
our children and young people have the best
possible start in life, so that everyone has
the opportunity to fulfil their potential,
whatever that might be.”
Who is involved in our CYPT?
Our CYPT is both an organisation and a local
partnership which brings together different
agencies in the city into a real partnership with
children, young people and their parents/carers
and families to make a positive difference to the
lives of children & young people
The core structure was created by a merger of
SouthDowns NHS Trust children, families and
schools directorate; aspects of Brighton & Hove
City Teaching Primary Care Trust and Brighton
& Hove City Council's children, families and
schools’ directorate
Who else is involved in the CYPT?
The other partners that make up the CYPT are
other NHS Trusts, the community and voluntary
sector, independent sector providers of children’s
services, Sussex Police and other council
departments.
CYPT Board
The Board includes elected members , NHS & PCT
directors, police and the director of children’s
services. The Board holds ultimate responsibility,
makes key decisions about the CYPT’s strategic
direction, allocation of resources, monitors
achievement of our CYPP and ensures coherence
with council priorities
Children, young people, parents/carers and the
community and voluntary sector are all represented
at the CYPT Board.
The council’s CYPP Scrutiny Panel provides local
challenge and accountability
Services provided by the CYPT
The CYPT coordinates different levels of service to meet
the needs of individuals and communities across the city,
with involvement from children, young people and their
families
Universal: Services for all children and families
Enhanced/Targeted: Services to meet additional
identified needs
Specialist: Services for those needing high levels of
support or for children at risk
Integrated working
•Every one supporting children and young people
working together effectively to put the child at the
centre, to meet their needs and improve their lives.
•Combining professional expertise, knowledge
and skills and involving the child or young person
and family throughout, to identify needs earlier
and deliver a co-ordinated package of support to
help secure better outcomes
•Sharing information and using common
processes so that families do not have to tell their
story over and over and so that children at risk
can be protected
Integrated working
•Achieved by locating services as close to children &
young people and in multi agency teams wherever
possible (area working)
•Through collaboration and co-ordination at all levels,
across all services, in both single and multi-agency
settings.
•With clear and ongoing leadership & management.
•At an operational level every one using common
service models, tools and processes – the Common
Assessment Framework etc.
The Children & Young People’s Plan
Priorities are presented under the 5 Every Child
matters areas
Sets out the strategic actions we will be
concentrating on and outcomes we are trying to
achieve
CYPT priorities are linked with other
improvement plans in the city (eg ‘To be healthy’
links to community safety, sports strategy, school
travel plan etc)
Local challenge (1)
The highest number of children who are looked
after in the South East
High numbers of SEN children in special schools
or schooled outside the city
About 30 children & young people per 10,000 of
the under 18 population on the CPR
Approx 3,650 children have disabilities or special
needs – the majority of these live in deprived areas
and/or inadequate housing
Local challenge (2)
High number of young people who are not in
education, employment or training (NEET)
High levels of teenage conceptions and births
High incidence of substance misuse and domestic
violence
Deprivation within the 20% most deprived areas
of the country – with pockets in the most 10%
deprived
Our workforce
We have nearly 6,000 fte employed staff
(including school 5100 based staff) providing
services for 52,000 children & young people
There are over 6,000 people working in the
community and voluntary sector providing
services and opportunities for children & young
people
There are over 5,000 people working in the early
years independent sector……
Developing integrated working –
our workforce priorities
•Developing a shared ‘children’s workforce’ culture
-using consultation (the CYPP); partnership;
communication; staff conferences; staff groups and
managers’ forums – shared understanding and
ownership of local challenges
•Integrated service planning, individual personal
development , supervision and performance
management
•Induction: http://elearning.brighton-hove.gov.uk/ecypt/
Developing integrated working – our
workforce priorities
Common core and specialist training
Child Protection/Safeguarding
Integrated working practices (Sharing information,
contact point, common assessment framework)
Specialist CPD
Manager’s induction
Leadership & management
Drawing on staff expertise
Lessons learnt
Support and sponsorship from senior leadership
is vital
Get coherence with corporate HRD
Involve staff and partners and use their skills and
knowledge
Protect and recognise specialist learning and
safeguarding
Lessons learnt
Relationships (not positional power) are key
Learn together, share and tackle problems
together
Have a clear direction or ‘big picture’
Travel positively in the ‘right’ direction, don’t
worry about solving all the details
Reflections
Cultural change takes 5 – 10 years
Communicate and celebrate successes
JAR: Good across the board
Audit Commission: 4 star authority
IiP (council wide): ‘Amazing people doing
amazing things and thinking it ordinary’