Children’s Workforce Strategy Action Plan
Children's Workforce Strategy
Action Plan for 2008 – 2009
A Three Year Strategy to Build A World Class Workforce For Tameside's Children, Young People And Families
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Section One: The Context
Our Action Plan
This Action Plan is a companion document to the Children’s Workforce Strategy A Three Year Strategy To Build A World Class Workforce For Tameside’s Children, Young People and Families March 2006 – April 2009. It sets out our third year planned actions in relation to the achievement of our strategic objectives for Tameside’s children’s workforce.
The Children’s Workforce Strategy sits within the Children & Young People Plan. This Action Plan should therefore also be read in conjunction with the Children and Young people Plan 2007 – 2010.
Our aim is that the Children’s Workforce Development Strategy and this Action Plan should also, through the specific objectives and actions it sets for the children’s workforce, support the vision for Tameside identified within the Tameside Community Strategy 2003-2013:
‘We want Tameside to be a good place to live, work and play for everyone now and in the future. We want it to be a place where people of all ages and backgrounds feel at home and able to get involved in the life of the community, where they can contribute to a prosperous local community, feel safe and healthy, and take an active responsibility for the environment in which they live’
Tameside Community Strategy 2003 - 2013
http://www.tameside-strategic-partnership.org.uk/strategy/tame-comm-strat.htm 
The Community Strategy identifies six core themes:
- Supportive Communities
- A Safe Environment
- A Prosperous Society
- A Learning Community
- A Healthy Population
- An Attractive Borough
The Children’s Workforce Strategy and Action Plan 2008–2009 aims to support the realisation of the Community Strategy themes by providing a framework to:
- Improve and increase career and job opportunities in children’s services locally.
- Increase the opportunities for, and levels of, professional and vocational skills and qualifications relating to working with children, young people and families.
- Ensure both formal and informal development and training opportunities are available for people working with children, young people and families.
- Equip our workforce with skills and competence to help children, young people and families, live safely and well, realise their potential and personal fulfillment, and their contribution in our community.
Supporting The Five Outcomes For Children & Young People and the Tameside Community
The table below shows how the six core themes of the community strategy fit with the five outcomes for children and young people.
The Five Outcomes and Tameside's Community Strategy
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Our strategic workforce development objectives and the actions we identify in our third year action plan are intended to develop the quality and supply of the children’s workforce. We further intend that that this will support the framework developed by the Tameside Children and Young People’s Strategic Partnership to enable the children and young people in our community to achieve the five outcomes.
Tameside Children and Young People’s Strategic Partnership:
http://www.tameside.gov.uk/cypp/
Regional Links For 2008 - 2009
To improve and extend local children’s workforce development opportunities we will invest in regional working through:
- Active involvement in regional networks e.g. Regional Children’s Workforce Planning Group and the North West Efficiency and Improvement Partnership.
- Collaboration with regional partners in the provision of workforce development activity.
Our Approach To Developing The Action Plan: Key Principles
All our activity is steered by, and designed to help us realise, our core strategic objectives for the Tameside Children’s Workforce. In summarising our objectives we also show the outcomes we want each to achieve and the nationally identified key strategic challenges we intend each objective to meet.
Strategic Objectives For The Children’s Workforce Strategy 2006 – 2009: Summary
1. To broaden the scope and quality of our workforce development and planning by establishing specific plans for the meaningful involvement of children, young people and families and the independent and voluntary sector.
Outcome
Our workforce development activity is fully informed by what all those using, and contributing to, our services need and find helpful.
Key Strategic Challenges
- The need to strengthen inter-agency and multi-disciplinary working and workforce remodelling.
- The need to promote stronger leadership, management and supervision.
- The need to recruit more people to the workforce.
- The need to develop and retain more people within the children’s workforce.
2. To develop a joint recruitment and retention strategy with key partner organisations for key job roles.
Outcome
We maximise the job opportunities within the Tameside community and ensure we have a diverse and appropriately skilled children’s workforce.
Key Strategic Challenges
- The need to recruit more people to the workforce.
- The need to develop and retain more people within the children’s workforce.
3. To establish a local career structure, including programmes to support career progression, within and between partner organisations.
Outcome
We attract, and retain, a high quality workforce, and people who join us have the opportunity for flexible progression between service areas/partner organisations.
Key Strategic Challenges
- The need to recruit more people to the workforce.
- The need to develop and retain more people within the children’s workforce.
4. To establish a consistent system of continuing professional development for the children’s workforce.
Outcome
Our workers are equipped to continually develop their performance through access to an integrated qualifying and core training framework, and can also systematically evidence their learning and development.
Key Strategic Challenges
- The need to develop and retain more people within the children’s workforce.
5. To develop a joint strategic approach to the training and development of the workforce through establishing joint commissioning arrangements and pooled provision of resources.
Outcome
The resources available to us for workforce development are maximised and we have extended the scope and quality of the training and development programmes we provide in line with national and local priorities.
Key Strategic Challenges
- The need to develop and retain more people within the children’s workforce.
6. To ensure the training we provide for the children’s workforce meets the needs identified nationally and locally; including the common induction standards, the common core, and the integrated qualification framework.
Outcome
Our workers are appropriately skilled and competent in their intervention with children, young people and families and work out of a shared understanding of their essential needs.
Key Strategic Challenges
- The need to develop and retain more people within the children’s workforce.
- The need to strengthen inter- agency and multi-disciplinary working, and workforce remodelling.
7. To continue to develop and implement the plan for supporting the workforce with the changes resulting from the integration of children’s services.
Outcome
Our workforce is engaged in, and can contribute to the changes, and is also enabled to take up the new work and learning opportunities resulting from service integration.
Key Strategic Challenges
- The need to develop and retain more people within the children’s workforce.
- The need to strengthen inter- agency and multi-disciplinary working, and workforce remodelling.
8. To develop joint programmes to support leadership development, including a strong focus on the management of integrated working.
Outcome
Managers are effective in leading and supporting the workforce in the integration of services, and we have provided the learning and development needed to promote management career progression opportunities for the children’s workforce.
Key Strategic Challenges
- The need to develop and retain more people within the children’s workforce.
- The need to strengthen inter-agency and multi-disciplinary working, and workforce remodelling.
- The need to promote stronger leadership, management and supervision.
Building Progress
In compiling our third year Action Plan we have worked with the principle that our actions need to build on the joint working arrangements and examples of good progress we have established during the previous two years.
Section Two: Action Plan Review 2007 - 2008
Overall Progress
In 2007 – 2008 we have made overall progress in the following areas:
- Embedded the Children’s Workforce Strategy Group and Training Alliance as key planning, co-ordinating and monitoring bodies for partnership working in the provision of training and development for Tameside children’s services staff.
- Expanded our joint provision of core and mandatory training for the Tameside Children’s workforce by an increase of 100%.
- Integrated local area children’s workforce development by establishing clear links with the local WAMG and the Adult Learning Skills & Employment Group.
- Invested in regional networking through active involvement with the North West Employers Regional network for children’s workforce development – and specifically by contributing to the project on the employment opportunities of looked after children.
Key Achievements
Our specific achievements include: -
- The successful development and implementation of the CWDC Partners Programme for involvement of the VCFS in workforce development – attracting £60,000 funding over a three year period.
- The development of a programme for the introduction of new staff to Tameside Children’s services and the work of the Tameside Children and Young people’s Strategic Partnership.
- The development and implementation of a BME project with the outcome of supporting the recruitment and training of a diverse children’s workforce for the Tameside local area.
- The securing of £10,000 LSC funding to support the development of the BME project and a commendation on the quality of the bid.
- The development, in partnership with an external consultancy, of a new programme for managers on managing integrated services including the development of partnering skills.
- A total of 2,882 members of the children’s workforce in Tameside trained in integrated working practices (CAF and Safeguarding) during 2007 – 2008.
- The implementation of a specific training programme to launch the introduction of the new CAF and safeguarding children procedures: 1326 members of the workforce trained.
- The extension of the provision of common core training on a partnership basis – including child development, anti bullying, communicating with disabled children, CAMHS training.
- Increasing our investment in providing training on a regional basis e.g. practice teacher training programme for the Social Work Award provided on a Greater Manchester basis in Partnership with the University of Salford, Achieving Best Evidence in the safeguarding children context commissioned jointly with Oldham MBC
- The beginnings of a Consortia for the private sector children’s homes to maximise their access to Tameside local area training and workforce development opportunities
Below we report the detailed progress in relation to the specific actions contained within our Action Plan. All the annual actions are referenced to the eight overarching objectives for workforce development contained within our Children’s Workforce Strategy 2005 – 2008.
Section 3: Review of Children's Workforce Strategy – Action Plan 2008 – 2009
CWS 01 To broaden the scope and quality of our workforce development and planning by establishing specific plans for the meaningful involvement of children, young people and families and the independent and voluntary sector.
| Action | Priority Links | Planned Outcomes | Progress |
| CWS 01.1 To develop and implement CWDC Partners Programme 2007-2010 |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Increasing the involvement and integration of the Third Sector in Tameside’s Children’s Workforce as evidenced in milestone reporting to CWDC | Programme successfully developed and implemented. Tameside the first programme to be accepted by CWDC with feedback that programme’s strengths lay in its full integration with the Children’s Workforce Strategy Milestone achievements reporting on target and funding successfully drawn down |
| CWS 01.2 To develop and extend training for PVI on Common Core e.g. CAF Safeguarding, Communicating to Children |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
PVI access to training is extended and improved as evidenced in training data | Increased access of voluntary sector to core programmes and bespoke training also provided. Increased uptake of training evidenced in training data from the uptake of 111 places during 2006 – 2007 to the uptake of 335 places during 2007 – 2008 |
| CWS 01.3 To develop a plan for the engagement and representation of the private sector in our workforce development |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Private sector is fully involved and represented in all areas of workforce development through the development of a consortia approach | Contact made with all private children’s homes and information supplied on training opportunities. Plan for Consortia shared and a number of active expressions of interest. First meeting planned for May 08 |
CWS 02 To develop a joint recruitment and retention strategy with key partner organisations for key job roles.
| Action | Priority Links | Outcomes | Progress |
| CWS 02.1 To distribute the strategy publicity leaflet through the Children’s Workforce at the point of employment through HR involvement |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
The workforce is informed about career and training opportunities in Tameside for Children’s Services | Work in progress with HR to identify all new starters in a systematic and timely way. Review if recruitment and appointment practice currently underway with external consultants. Needs in respect of the Children’s workforce and the partnership context have been fed in. |
| CWS 02.2 To convene a promotional event to publicise the opportunities for career and training in Tameside’s Children’s Workforce |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Raising the profile of the Children’s Workforce and publicising career opportunities | Promotional event held September 07 (Quest for Success) resulted in press publicity for children’s workforce opportunities in the local area. Excellent feedback from voluntary sector representatives on their experience of full involvement. |
| CWS 02.3 To develop an ongoing annual publicity/promotional event programme for Tameside’s Children’s Workforce |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Maintain the high profile of the Children’s Workforce and promote and publicise job opportunities | Further promotional event planned for October 2008 focusing on key priority of working with young people – including key note high profile national speaker (Camila Batmangeilagh – Kid’s Company) |
| CWS 02.4 To utilise expert consultancy to develop a joint public website for children’s workforce information on careers |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Maximise the integrated publicity of job opportunities to ensure a diverse and appropriately skilled Children’s Workforce | Website development ongoing. Content planned – technical implementation in progress. |
CWS 03 To establish a local career structure, including programmes to support career progression, within and between partner organisations.
| Action | Priority Links | Outcomes | Progress |
| CWS 03.1 To review and extend partner representation within the CWSG |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Achieve full partner representation to broaden Opportunities for career progression between partner organisations |
New membership for CWSG and Training Alliance includes Tameside College PE and School Sport CPD Officer, Young Person’s Accommodation Coordinator |
| CWS 03.2 To extend good practice in the development of career pathways for the Children’s Workforce i.e. as developed for Early Years |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
New, potential recruits and existing staff are aware and accessing new career opportunities – a ‘grow’ your own approach is maximised | Early years career pathways published in booklet form - Passport to the Future. Promoting career opportunities with the voluntary sector has been built into the CWDC Tameside Partner’s Programme. |
| CWS 03.3 To continue to invest in and develop new types of worker programme through application/bids for funding |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
New roles identified and established to support integrated working | Domestic Violence coordinator in post 2007-2008 funded by CDWC. |
| CWS 03.4 To implement and review new types of worker contracts with CWDC i.e. for Domestic Violence |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Impact upon children and young people as evidenced through milestone reporting | Domestic violence coordinator directly impacted upon children and young people through work in schools to produce a play with a group of Year 10 students to promote ways of dealing with domestic violence and its effects upon young people. Play performed across a range of audiences and filmed for a DVD. |
| CWS 03.5 To implement and review a pilot BME Children’s Workforce Development Project in the Hyde locality |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Improved practice in the training, recruitment and retention of a culturally diverse workforce Good practice and findings mainstreamed throughout the Tameside children’s workforce |
BME project developed and in process of implementation. £10,000 funding allocated by LSC – bid commended as excellent and flagged for bench marking good practice Two recruitment briefings held and a further one planned for April 08. A cohort of at least 10 prospective participants is expected having set an initial target of eight enrollments |
CWS 04 To establish a consistent system of continuing professional development for the children’s workforce.
| Action | Priority Links | Outcome | Progress |
| CWS 04.1 To share models of CPD within partner organisations and to identify and disseminate best practice |
To develop and retain more people within the workforce | To develop and establish a portable portfolio for the Tameside Children’s Workforce as consistent evidence of CPD | Models of CPD shared within the Training Alliance on an ongoing basis for example. Examples include those provided by the Quality Team for Early Years (crèches, nurseries and the Foundation Stage), in schools and also for Children’s Social Care ( Foster Carers, Family Support Workers, Social Workers and LAC) |
CWS 05 To develop a joint strategic approach to the training and development of the workforce through establishing joint commissioning and pooled provision of resources.
| Action | Priority Links | Outcome | Progress |
| CWS 05.1 To co-ordinate and publish a joint training calendar for Children’s Services |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Improved information and update of training opportunities, and improved access to training as evidenced by training monitoring data | All training alliance members training calendars open to all partners and circulated electronically. Agreement that training is provided on a mutual trading basis and not charged for. |
| CWS 05.2 To extend the pooling of resources and sharing mandatory training e.g. Health and Safety, Cultural Competence |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Improved access to mandatory training and maximisation of resources, and improved access to training as evidenced by training monitoring data | Increased number of examples of core training being provided on a partnership basis e.g. child development, communicating with children, CAMHS training |
| CWS 05.3 To establish a vocational training consortium for the Tameside Children’s Workforce |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Improved access to funding through the joint commissioning of vocational training, resources are maximised and targets for a qualified workforce are achieved | Survey conducted on partners access to vocational training. Limited response suggests partners needs are being met. |
CWS 06 To ensure the training we provide for the children’s workforce meets the needs identified nationally and locally: including the common induction standards the common core and the integrated qualification framework.
| Action | Priority Links | Outcome | Progress |
| CWS 06.1 To ensure a common standard of induction on a whole sector basis |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
The shared and extended good practice in the implementation of CIS across partner agencies and organisations | Induction practice shared through Training Alliance. Common induction standards implemented in key partner organisations. Electronic pilot of induction standards in the VCFS sector. |
| CWS 06.2 To develop a programme of cross sector induction sessions for Tameside Children Services |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
New entrants in Tameside Children’s Workforce are informed of the context and values for their work, and also of the training and development opportunities available to them as evidenced by training data monitoring | Rolling programme of quarterly sessions developed – to commence June 08. |
| CWS 06.3 To monitor, review and continue to develop the CAF training programme to include the development of the lead professional role |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
The continued extension of CAF training across partner agencies and organisations and staff are effectively trained in usage and as evidenced through training data | CAF programme continued to roll out through 2007- 2008. New safeguarding and CAF procedures jointly launched through training programme 2007/2008 1326 places. |
CWS 07 To continue to develop and implement the plan for supporting the workforce with the changes resulting from the integration of children’s services
| Action | Priority Links | Outcome | Progress |
| CWS 07.1 To continue to disseminate and extend the information from the Workforce Mapping Project |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Evidence based demographic information informs and supports service planning | Workforce Mapping Project information disseminated through: 1. CYPSP partnership presentation 2. Quest for Success Event 3. Individual service inquiries for supporting management information |
| CWS 07.2 To provide consultancy and organisational development support for Children’s Services new service development and planning e.g. Parent Support Strategy, Integrated Services for Children with Disabilities |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
New plans and developments are achieved through the inclusion of and consultation with all key partners and stakeholders | Consultancy and OD support provided regularly throughout 2007 – 2008. examples include:
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CWS 08 To develop joint programmes to support leadership development including a strong focus on the management of integrated working
| Action | Priority Links | Outcome | Progress |
| CWS 08.1 To commission a programme for managers on managing integrated services |
The need to promote stronger leadership, management and supervision | Managers are effective in managing in the integrated service context and that this is evidenced through EDR/relevant performance appraisal systems, and in the management of services and resources | Managing Integrated services – partnering Skills Programme developed in partnership with external consultants – pilot programme runs. March 08 |
| CWS 08.2 To identify, co-ordinate and pool the existing management development training programmes available in partner agencies and organisations |
The need to promote stronger leadership, management and supervision | Resources available for management development are maximised and opportunities for management development are extended – increase in managers across all sectors accessing management training as evidenced in training data | Some resources identified and shared e.g. VCFS now accessing NVQ4 management programme provided through TMBC More systematic survey still outstanding |
Children’s Workforce Strategy Objectives: General
The following actions support all of our Children’s Workforce Strategy Objectives
| Action | Priority Links | Outcome | Progress |
| General 01 To benchmark the Children’s Workforce activity and good practice with other local authorities |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Tameside children’s workforce development is evidence based | Children’s Workforce Development Adviser is an active member of the North West Employers Organisation Children’s Regional Planning network Workforce Development Manager participates in GONW sponsored regional action learning set |
| General 02 To use the TA and the CWSG to disseminate and share information and best practice on key workforce development activity |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
The promotion of shared working and best practice | Training Alliance now established and used as key network to:
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| General 03 To improve the integration of the Youth Matters agenda with CWS through the development of dedicated representation within the 14-19 Partnership |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
The establishment of links with the 14-19 Partnership and Children’s Workforce Strategy | Children’s Workforce Development Adviser has established links with 14 – 19 partnership through the Young Apprenticeship programme |
| General 04 To further embed the integration of CWS into all the areas corporate plans i.e. the local area agreement, the Adult Skills Learning Plan |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Children’s workforce development is fully integrated with and contributes to the development of the Borough, resources are maximised and expenditure takes place matched to priority | Support for the Children’s Workforce Strategy is incorporated in the local area agreement, the Adult Skills and Learning Plan and the Learning & Skills Council Local Area Statement of Need |
| General 05 To ensure the integration of schools workforce development with wider Children’s Workforce through the review and clarification of working arrangements |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
The school’s workforce fully accesses career opportunities and training as evidenced through training data | We have clarified our local arrangements by ensuring that:-
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Section Two: New Developments and Action Plan for 2008 - 2009
New Priorities and Actions for 2008 – 2009
Our key priorities and actions for 2008 – 2009 are set out in the table below
| Priority | Outcome |
| 1. To integrate the national workforce priorities and funding streams represented in the Children’s Plan; Building brighter Futures and the expected Children’s Workforce Action Plan 2008 into Tameside children’s workforce planning | Tameside local area workforce development is fully informed by, and responsive to, national and local priorities Grant opportunities are maximised and efficiently deployed in line with priority activity |
| 2. To review and develop our strategic outcomes for Children’s Workforce Development and to prepare to introduce a 10 year strategy for the Tameside area from 2009 | Children’s workforce development is planned for and co-ordinated consistently with local children’s service priorities. We build on success. |
| 3. To further develop and expand the joint commissioning of training specifically in the provision of “common core” training | The resources available for workforce development are maximised and the workforce is trained and developed to common standards linked to national and local service priorities |
| 4. To increase the capacity and efficient use of our resources for children’s workforce development through the establishment of a centralised children’s training and workforce development service | Children’s workforce development is effectively co-ordinated and our workforce development and training personnel resources are maximised |
| 5. To support the further integration of frontline service delivery and development of new working practices, with continued emphasis on the rollout and training of staff in the use of common processes. | Staff from all agencies are appropriately supported in developing and implementing new ways of working to deliver improved outcomes for children and families. |
| 6. To develop a coordinated cross sector programme for training in working with young people and their families to support the national and local priority for improving outcomes for this group | Our workforce is skilled and competent in working with young people to support improved outcomes in their lives |
| 7. To implement a public website to publicise children’s services career and training opportunities | Workforce development and training activities are promoted as widely as possible and the workforce and public are aware of, and taking up, the opportunities available to them |
Children’s Workforce Strategy – Action Plan 2008 - 2009
CWS 01 To broaden the scope and quality of our workforce development and planning by establishing specific plans for the meaningful involvement of children, young people and families and the independent and voluntary sector.
| Action | Priority Links | Timescale | Lead | Outcomes |
| CWS 01.1 To continue to implement year 2 of CWDC Partners Programme 2007-2010 |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
In line with CWDC reporting requirements | WDM and T3SC Health and Social Care TL |
Increasing the involvement and integration of the Third Sector in Tameside’s Children’s Workforce as evidenced in milestone reporting to CWDC |
| CWS 01.2 To continue to develop and extend training for PVI on Common Core e.g. CAF Safeguarding, Communicating to Children as identified in the CWDC Partners Programme |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
April 09 | Training Alliance T3SC |
PVI access to training is extended and improved as evidenced in training data |
| CWS 01.3 To continue to develop a consortia network with the private and independent social care providers |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
October 08 | WDA | Private sector is fully involved and represented in all areas of workforce development through the development of a consortia approach Improved access to training is evidenced in private training figures |
CWS 02 To develop a joint recruitment and retention strategy with key partner organisations for key job roles.
| Action | Priority Links | Timescale | Lead | Outcomes |
| CWS 02.1 To implement a public website for children’s workforce information on careers |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
April 08 | WDA | Maximise the integrated publicity of job opportunities to ensure a diverse and appropriately skilled Children’s Workforce |
| CWS 02.2 To convene a promotional event which builds upon the successes of Quest for Success |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
October 08 | WDA | To increase and strengthen links across all areas of children’s services with partner agencies with a view to providing key updates on the National Children’s Workforce Strategy as well as local priorities |
CWS 03 To establish a local career structure, including programmes to support career progression, within and between partner organisations.
| Action | Priority Links | Timescale | Lead | Outcomes |
| CWS 03.1 To extend good practice in the development of career pathways for the Children’s Workforce i.e. as developed for Early Years |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Ongoing | CWSG | New, potential recruits and existing staff are aware and accessing new career opportunities – a ‘grow’ your own approach is maximised |
| CWS 03.2 To implement and review a pilot BME Children’s Workforce Development Project in the Hyde locality |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
April 09 | Project manager – workforce Development Children’s centres and Extended Schools | Improved practice in the training, recruitment and retention of a culturally diverse workforce Good practice and findings mainstreamed throughout the Tameside children’s workforce |
| CWS 03.3 To review the benefits of the NHS Skills Escalator Strategy model and establish its feasibility for use in wider local area children’s workforce development and planning |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
April 09 | CWSG | Integrated local area approach to children’s workforce and career pathway planning resulting in improved career opportunities for staff |
CWS 04 To establish a consistent system of continuing professional development for the children’s workforce.
| Action | Priority Links | Timescale | Lead | Outcomes |
| CWS 04.1 To share and promote models of CPD within partner organisations and to identify and disseminate best practice |
To develop and retain more people within the workforce | April 09 | Training Alliance | Models of good practice shared through Training Alliance task group Models of good practice promoted through the website |
| CWS 04.2 To establish a working group to extend best practice in integrating common induction standards with CPD and vocational training. |
To develop and retain more people within the workforce | Ongoing | Training Alliance | Promotion of best practice and access across children’s services through the Training Alliance and induction processes. |
CWS 05 To develop a joint strategic approach to the training and development of the workforce through establishing joint commissioning and pooled provision of resources.
| Action | Priority | Timescale | Lead | Outcomes |
| CWS 05.1 To co-ordinate and publish a joint training calendar for Children’s Services |
The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
April 09 | WDA | Improved information and update of training opportunities, and improved access to training as evidenced by training monitoring data |
| CWS 05.2 To continue to pool resources and share mandatory training e.g. Health and Safety, Cultural Competence |
The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
April 09 | Training Alliance | Improved access to mandatory training and maximisation of resources, and improved access to training as evidenced by training monitoring data |
| CWS 05.3 To continue to review the sufficiency and availability of vocational training for children’s services staff through the Training Alliance and to implement cross sector access to training programmes as appropriate |
The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Ongoing | Training Alliance with direction from the WDM | Efficient use of funding through shared access to vocational training, resources are maximised and targets for a qualified workforce are achieved |
| CWS 05.4 To develop a coordinated training programme on the core skill for working with teenagers |
The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
April 09 | Training Alliance with direction from the WDM | The workforce are trained to worked effectively with teenagers in priority areas of need e.g. teenage pregnancy |
CWS 06 To ensure the training we provide for the children’s workforce meets the needs identified nationally and locally: including the common induction standards the common core and the integrated qualification framework.
| Action | Priority | Timescale | Lead | Outcome |
| CWS 06.1 To ensure a common standard of induction on a whole sector basis |
The need to strengthen inter-agency and multi- disciplinary working, and workforce remodelling | April 09 | Training Alliance through its Task Group | The shared and extended good practice in the implementation of CIS across partner agencies and organisations |
| CWS 06.2 To implement and review a programme of cross sector induction sessions for Tameside Children Services |
The need to strengthen inter-agency and multi- disciplinary working, and workforce remodelling | April 09 | Training Alliance Through its Task Group |
New entrants in Tameside Children’s Workforce are informed of the context and values for their work, and also of the training and development opportunities available to them as evidenced by training data monitoring |
| CWS 06.3 To monitor, review and continue to develop all training programmes relating to integrated working practices, including Safeguarding training, CAF and the role of the lead professional role |
The need to strengthen inter-agency and multi- disciplinary working, and workforce remodelling | April 09 | TSCB CAF Steering Group |
Staff are trained in integrated working practices and their practice with children young people and families is safe and effective. Training data shows continual improvement in up take across all service areas |
| CWS 06.4 To incorporate training on the provision of information, including how to signpost to expert information, in the induction of new members of the children’s workforce and to disseminate the new training produced to the existing workforce |
The need to strengthen inter-agency and multi- disciplinary working, and workforce remodelling | October 08 | WDA Lead Area Co-ordinator |
New and existing members of the workforce have received induction on the provision of information and they know how to signpost to expert information. Families, children and young people and young people can access the services they need |
CWS 07 To continue to develop and implement the plan for supporting the workforce with the changes resulting from the integration of children’s services
| Action | Priority Links | Timescale | Lead | Outcome |
| CWS 07.1 To continue to provide consultancy and organisational development support for Children’s Services changes, new service development and planning e.g. with CYPSP |
The need to develop and retain more people within the children’s workforce The need to strengthen inter-agency and multi-disciplinary working, and workforce remodelling |
Ongoing | WDM | New plans and developments are achieved through the inclusion of and consultation with all key partners and stakeholders |
| CWS 07.2 To provide consultancy and organisational development support for the workforce changes arising out of the Building Schools For the Future Programme |
The need to develop and retain more people within the children’s workforce The need to strengthen inter-agency and multi-disciplinary working, and workforce remodelling |
Ongoing | WDM | The BSF programme is delivered with the inclusion and effective development of the workforce Links with HR established through a schedule of regular meetings to take into account intervention strategies that may be required to support the workforce |
CWS 08 To develop joint programmes to support leadership development including a strong focus on the management of integrated working
| Action | Priority Links | Timescale | Lead | Outcome |
| CWS 08.1 To extend the programme for managers on managing integrated services on a regional partnership basis |
The need to promote stronger leadership, management and supervision | April 08 | WDA | Managers are effective in managing in the integrated service context and that this is evidenced through EDR/relevant performance appraisal systems, and in the management of services and resources |
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CWS 08.2 |
The need to promote stronger leadership, management and supervision | April 09 | Training Alliance Through WDA |
Resources available for management development are maximised and opportunities for management development are extended – increase in managers across all sectors accessing management training as evidenced in training data |
Children’s Workforce Strategy Objectives: General
The following actions support all of our Children’s Workforce Strategy Objectives
| Action | Priority Links | Timescale | Lead | Outcome |
| General 01 To integrate the new national Children’s Plan and Children’s Workforce Action Plan and develop a local plan for the implementation of new workforce developments flowing from them |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
June 08 | CWSG WDA |
Local area children’s workforce development is consistent with and maximises the opportunities created by national workforce reform and planning |
| General 02 To benchmark the Children’s Workforce activity and good practice with other local areas through investment in North West Children’s Workforce Development Regional Planning group |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Ongoing | WDA | Tameside children’s workforce development is evidence based |
| General 03 To use the TA and the CWSG to disseminate and share information and best practice on key workforce development activity |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Ongoing | TA And CWSG |
The promotion of shared working and best practice |
| General 04 To ensure the integration of the CWS with all key areas of workforce planning for children and young people and families, including schools |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Ongoing | CWSG WDA |
CWS is activity represented in all relevant key workforce planning forums; 14-19 partnership; Local WAMG, Lifelong Learning, workforce planning is efficient, co-ordinated and resources are maximised WDA a member of the Participation Network which has a remit for consultation and empowerment of children and young people in Tameside |
| General 05 To continue to embed the integration of CWS into in local area planning through active representation within the Adult Learning Skills and Employment Group |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
Ongoing | WDM And the Head of Strategy and Commissioning |
Children’s workforce development is fully integrated with and contributes to the development of the Tameside Local area, resources are maximised and expenditure is effectively matched to local priorities |
| General 06 To carry out a service review of the organisation of children’s workforce development personnel |
The need to recruit more people to the workforce The need to develop and retain more people within the children’s workforce The need to strengthen multi-agency and multi- disciplinary working and workforce remodelling |
April 09 | WDM And the Head of Strategy and Commissioning |
Children’s workforce development is effectively co-ordinated and provided in line with key priorities, our workforce development and training personnel resources are maximised |
Glossary
BSF - Building Schools for The Future
CAF - Common Assessment Framework
CAFCAS - Children and Family Court Advisory and Support Service
CIS - Common Induction Standards
CPD - Continuing Professional Development
CWDC - Children’s Workforce Development Council
CWS - Children’s Workforce Strategy
CWSFPP - Children’s Workforce Strategy Partner’s Programme
CWSG - Children’s Workforce Strategy Group
EDR - Employee Development Review
LSC - Learning and Skills Council
NVQ - National Vocational Qualification
PVI - Private, Voluntary and Independent
TA - Training Alliance
T3SC - Third Sector Coalition
WAMG - Workforce Agreement Monitoring Group
WDA - Workforce Development Adviser
WDM - Workforce Development Manager
Page last updated: 8 September 2008