Transcript Slide 1

Increasing staff engagement
across children’s services
Di Smith
Director of Children’s Services
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
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
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
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.
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.
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)
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)
Children and Young People’s Plan 2009 - 2012
Strategic Improvement Priorities
1. Strengthen safeguarding and child protection, early intervention
and prevention
2. Reduce child poverty and health inequality
3. Promote health and well-being, inclusion and achievement
4. Develop the CYPT partnership and drive integration and value for
money
•Partnership working
•Communication
•Organisational structure
•Workforce development
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
Interagency governance arrangements
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
Organisational structure
Area working
Integrated front line services/teams
Cluster influence
City wide services
AREAS & SCHOOL CLUSTER INFORMATION
EAST AREA
MOULSECOOMB,
BEVENDEAN & COLDEAN
WHITEHAWK,
KEMP TOWN,
QUEEN’S PARK &
BRISTOL ESTATE
(DEANS) WOODINGDEAN,
ROTTINGDEAN
& SALTDEAN
CENTRAL AREA
CITY CENTRE
HOLLINGDEAN
PATCHAM
PRESTON PARK
WEST AREA
PORTSLADE
HANGLETON, KNOLL &
STANFORD
HOVE
Integrated working – area based teams
Children’s centres
School and community teams
Integrated youth support services
Social care teams
Extended services
Integrated working – citywide teams
Fostering and adoption
Children’s disability service
Children in care
School improvement
Workforce development
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
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
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
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.
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
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