Stockport Family Workforce Development Strategy

Transcription

1 Stockport Family Workforce Development Strategy

2 Contents Page No 1 Introduction 3 2 What is the Children s Trust? 4 3 Stockport Family Innovation Board 4 4 Stockport Family Workforce Leads 5 5 Links to Children s Trust Strategic Plan 5 6 Voice of the child and families 6 7 Diversity and Equality 6 8 Who is in the children s workforce? 6 9 Integrated Priorities Stockport Family 7 10 Restorative Approaches? 8 11 Integrated Workforce Development Strategy 8 12 Single Agency Workforce Development Priorities 9 Values & Behaviours of our Stockport Family s 13 Restorative Workforce Stockport Children s Trust One Page Strategic Plan 17 2

3 Introduction Welcome to Stockport Family Workforce Development Strategy We are proud to recognise our workforce and their skills, knowledge and understanding as our most valuable resource. We want to ensure that the children, young people and families of Stockport receive the best quality service provided by a competent, skilled and a professional workforce. Support, training and development of the workforce are fundamental to service innovation and improvement and help make Stockport a great place to work and live. The purpose of our workforce strategy is to describe the workforce needs and how the workforce will be equipped to deliver the Children s Trust priorities, from a single agency and an integrated delivery perspective. This strategy sits beneath the Children s Trust plan and the organisational business plans. It has been produced by the Stockport Family Workforce Leads across the Children s Trust. Our Workforce Strategy is a live working document that reflects the ever changing landscape and scale of change across the developing children s workforce. It builds on the work we do every day and on what we have already achieved. At its heart is the voice of children, young people and their families and the excellent services we must deliver through our workforce. The strategy supports the priorities set out in the Children Trust Strategic Plan and sets out our commitments for the next two years in continuing our journey to excellence. It also reflects the new vision for an integrated restorative approach to service delivery. Much has already been achieved and through supporting single and multidisciplinary priorities we have developed highly professional interagency practice, to support the vision of a joined up, adaptable workforce delivering services based around the needs of children, young people, their families and carers in communities. However, times and expectations are continually changing, and Stockport, like most local authorities faces challenging times; economically the picture is very different and there are significant financial pressures in the short and medium term. Resources have always been utilised effectively, but now, even more so, we must ensure that we allocate them effectively to attract, retain and train an efficient and motivated workforce of sufficient size, skill and quality to meet the needs of the communities within Stockport. Therefore Stockport is proposing a transformation in the way that services, especially social work, is delivered to children and families; the Stockport Family. The Stockport Family approach will integrate social workers with the wider children s workforce in local communities, working closely with schools and Children's Trust partners. Stockport Family will be underpinned by a restorative practice approach; working together with children and families to build and repair relationships, understanding where families need extra help and developing shared plans. The Stockport Family workforce will support the whole family to co-produce high quality and creative 3

4 solutions designed to keep children within their own communities, where this is the right course of action. This requires a workforce that can provide high support and high challenge when working with children and families. To enable this change in culture and practice we will invest in all members of the Stockport Family workforce and offer a workforce development programme utilising a range of briefings, training and development packages on restorative practices according to the workforce need. What is the Children s Trust? The Children s Trust Partnership includes a range of Stockport organisations that have a shared goal to improve outcomes for all Stockport s children, young people and families whilst recognising that vulnerable and disadvantaged children may require additional support. It aims to promote co-operation between partner organisations at all levels from developing the overall strategy to delivering front line services. The Children s Trust Board includes representatives from the following sectors: Children s Safeguarding - Stockport Safeguarding Children s Board, Stockport Council Safeguarding and Prevention Services Education Stockport Council Education, Early Years Providers, Schools and Colleges Health Stockport Council Public Health, Foundation Trust, Pennine Care, CCG Housing Stockport Council Strategic Housing Employment Department for Work and Pensions, Job Centre Plus Police Probation Voluntary Sector For further information on the Children s Trust and the Children s Trust Strategic Plan follow link Stockport Family Innovation Board The Stockport Family Innovation Board oversees the effective delivery and monitoring of the Stockport Family programme. It is chaired by Chris McLoughlin- 4

5 Service Director and includes senior partners from Social Care, Police, Education, Safeguarding and Health. Stockport Family Workforce Leads Group Stockport Family Workforce Leads Group brings together the workforce leads across the Children s Trust to develop and support delivery of the integrated priorities of Stockport Family approach and to support workforce leads to deliver single discipline priorities. The Stockport Family Workforce leads group engages with representatives from: Stockport Safeguarding Children s Board, Education, Social Care; Early Years Providers, Schools and Colleges, Integrated Children s Services, Health, Public Health, and Police Links to Children s Trust Strategic Plan This Workforce strategy cannot stand alone and needs to be seen as an enabling strategy, which will ensure that the Children s Trust Workforce will be able to effectively deliver key action plans and strategies across the Trust. The Children s Trust has set its priorities for the next two years delivering the Stockport Family approach: Focus on prevention, early identification and intervention Focus on positive outcomes for children and young people Common values and language Integrated working, practices, systems, structures and processes Shared identity, purpose, vision and leadership High quality appropriately trained workforce with a particular focus on the following priority cohort Supporting Children and young people through transition Deprived Children and Young People Children and Young People who are disengaged and at risk of becoming marginalised Children with Special Educational Needs or Disabilities (SEND) Parents and Carers of our priority children and young people Children in Care and Care Leavers 5 Young Carers

6 Voice of the child and families The Stockport Family Workforce Leads will ensure that workforce development strategic objectives are aligned with the Children s Trust s priorities around participation and engagement so that participation and effective engagement is at the core of working with children, young people and families and in workforce development. We will also encourage and reinforce the message that a restorative approach is about enabling families and they should be fully involved in all planning and decision-making processes and this should be reflected in all training delivered Diversity & Equality Stockport Children s Trust believes in fairness, equity and above all values diversity and is committed to eliminating discrimination and aims to provide accessible services, delivered in a way that respects the needs of each individual and does not exclude anyone. By demonstrating these beliefs Stockport Children s Trust aims to ensure that it develops a workforce that is diverse, by promoting a culture of respect and integrity, and ensuring that the workforce has relevant skills and knowledge to be able to understand the diverse needs of all children and families that live in Stockport. Stockport Children s Trust aims to embed its equality and diversity values into every day practice, training, policies and procedures so that equality and diversity becomes the norm for all. Who is in the children s workforce? Core Children s Workforce: People who work or volunteer with children, young people and their families, or who are responsible for their outcomes all the time. Wider Children s Workforce: People who work or volunteer with children, young people, and/or their families part of the time, or who are responsible for their outcomes as part of their jobs. 6

7 Integrated Priorities Stockport Family Stockport Family integrates social workers with the wider children s workforce in local communities, working closely with schools and other Children's Trust partners on shared outcomes. Stockport Family will empower families in their communities to build on their strengths and move forward, with the expert assistance of a motivated workforce supported by whole system training. The Stockport Family approach will be delivered through all mainstream services and therefore the priority is to: Support the innovation programme through co-production to meet the workforce development and culture change requirements to deliver the Stockport Family Model. The Stockport Family approach requires system-wide cultural and behavioural change for both service providers and service users which allow them to influence, persuade and negotiate changes to front-line practice and family s lives. This will require clear communication and access to resources to support staff, managers and organisations to understand the changing landscape and what is expected from their area of work as well as that of others. Restorative approaches will support a system that reduces the professional focus on referrals and transfers of responsibility. We will identify between those families that are struggling and those that are harmful and provide appropriate responses to both. Senior managers will model a restorative approach to the development of the new system and demonstrate a commitment to co-production. We will develop our workforce based on the following core principles: Keeping children in their own communities where this is the right course of action. The journey of the child and their family and their needs will be at the heart of all that we do and underpin all our decisions and interventions. Achieving timely permanence Parents as the primary educators of their children Intervention in the early years of a child s life is critical Educational settings play an important role in identifying the needs of the child Community solutions/co-production Evidence based skilled and knowledgeable multi-disciplinary workforce. Distribution of resource - understanding the costs and the benefits of investment in early intervention lie at the heart of our approach. 7

8 Restorative Approaches A Restorative Approach is one that deals with conflict and challenges in a way that supports raised awareness, re-establishing lost connections, repairing harm that has been and developing a shared sense of social responsibility. The focus is working With the family not doing For or doing To. Integrated Workforce Development Strategy The workforce leads group are reviewing existing leadership and practitioner training programmes and jointly commissioning new programmes based on restorative approaches for the whole workforce. The Stockport Safeguarding Board Multi-Agency Training Programme will be regularly reviewed and updated to ensure that children are effectively safeguarded and the Stockport Family workforce understand and can respond to existing and emerging safeguarding issues. The SSCB Training sub will also continue to monitor single agency safeguarding programmes and scrutinise the CAF/TAC training offer. Restorative approaches will underpin the Stockport Family approach and every agency providing a service to children and families will be supported to attend briefings or a training programme with on-going learning sets to embed a restorative approach to their work with Stockport children and families. Consultants and restorative approach experts will lead on workforce development programmes including coaching and mentoring This intensive programme will include single and multi-agency:- 1/2 day Briefings 1 day training sessions 3 Day training sessions Supervision training Professional development learning sets Mentoring Specialist training as identified We have formed a Teaching Partnership with our local universities and will commission inter-professional training groups to complement qualifying and post qualifying social work, teaching and health programmes to develop the workforce of the future. All professionals will be supported to fully realise their unique contribution, potential and ambitions for the benefit of service users and colleagues. A review of roles will ensure that workers continue to develop and utilise their skills in direct work with families and to make a genuine contribution to the development of others in a learning organisation. 8

9 Frontline managers and supervisors will adhere to the Stockport supervision policy and ensure that reflective supervision, based on restorative approaches, is embedded across the workforce. Information from evaluation will be scrutinised by workforce leads to monitor and review the integrated training programme. Single Agency Workforce Development Priorities The purpose of single discipline priorities is to ensure the specialist skills and knowledge within that service are developed and maintained and then utilised in a complementary way to deliver shared outcomes Social Work Ensure that there is the appropriate number of staff across the workforce and that they have the appropriate qualification and continual professional development opportunities for their role linked to their career pathway. Ensure that the social work workforce meets the requirements of the HCPC CPD requirements and has the appropriate knowledge, skills and values as identified in the Professional Capabilities Framework and the Knowledge and Skills Statement. Support mechanisms to ensure the Employer Standards and Supervision Framework are reviewed and delivered to enable the social work workforce to deliver local priorities and quality service delivery. Through co-production with local HEI s, explore and develop new programmes across the range of the social work workforce to meet the needs of the local authority. I.e. teaching partnerships, CPD modules, qualifications. Integrated Children s Service Generic ICS Ensure that the whole workforce have six common core skills: Effective communication, knowledge of child and young person development, safeguarding and promoting the welfare of the child, supporting transitions, multiagency working and sharing information. Ensure that there is the appropriate number of staff across the workforce and that they have the appropriate qualification and continual professional development opportunities for their role linked to their career pathway. Through co-production with local FE and HEI organisations explore and develop 9

10 new programmes across the range of the ICS workforce to meet the needs of the local authority. EG. Teaching and learning partnerships, CPD modules, qualifications. Deliver qualification programmes and continual professional development opportunities to ensure that the ICS workforce has the appropriate knowledge, skills and values to deliver local priorities to ensure quality service delivery. Ensure development opportunities for leaders and managers to promote stronger leadership, management and supervision. Social Care Deliver qualification programmes and continual professional development opportunities to ensure that the social care workforce has the appropriate knowledge, skills and values to meet National Occupational Standards and deliver local priorities to ensure quality service delivery. Support the Social Care workforce through Edge of Care and Locality transformation programme Implement a social work bursary and sponsorship scheme as part of the Teaching Partnership to deliver the workforce of the future Health The children s workforce that s employed by health, reach across a wide number of services in the hospital and community. The hospital services provided by Stockport NHS Foundation Trust consist of a wide variety of acute and ongoing support for children and families. They also provide midwifery services. These services link in with and sit as part of ICS to varying degrees. The Health Visiting, School Nursing, Parenting, Infant Parent and Family Nurse Partnership Services are fully part of ICS. Over the past 18 months as ICS has developed the workforce development strand of these services has been reviewed in the context of the new service. Provide specific professional development to meet the needs of the qualified nurses which will stand alone and be bespoke to meet the NMC expectations for professional revalidation which has been introduced from September Develop integrated professional development of the workforce in a coordinated plan with the ICS and now going forward Stockport Family. Early intervention which is evidenced based will remain the focus with all HVs being trained in Neonatal Brazelton Observation assessments and more recently the use of Promotional Interviews for antenatal and postnatal assessments with parents. 10

11 School Nurses will continue working closely with colleagues in school aged children s workforce to enhance their skill in delivering tier 1 adolescent mental health support and developing skills in the identification of and support with young people at risk or actual CSE. Continue to use a system wide approach which has been used to ensure that all staff have understanding of responsive, strengths based parenting approaches by accessing e.g. Sollihull and Infant Feeding training for all grades and roles across the children s workforce. Ensure the health workforce undertake restorative training and awareness raising sessions with their colleagues in the whole Stockport Family workforce team Explore ways to increase capacity and increase resources to deliver early parenting interventions as the need outstrips the resource available. SfYP To ensure the SfYP workforce have the right skills, knowledge and qualifications around attendance work, careers guidance, SEND, child employment, positive activities and safeguarding. Through partnership working support schools to increase attendance and reduce persistent absence of children and young people in compulsory education, with particular regard to unauthorised absence. Through partnership working and engagement increase participation in learning post-16, with particular regard to reducing the number of young people aged not in education employment or training (NEET). To develop strategies to increase the provision of a range of sustainable positive activities to meet the needs of young people, with particular regard to those at risk of disengaging from learning. Educational Settings Early Years Education and Childcare Support the Innovation programme through co-production to meet the workforce development and culture change requirements of early year s education and childcare to deliver the Stockport Family Model. Ensure that the whole workforce have six common core skills: Effective communication; knowledge of child and young person development; 11

12 safeguarding and promoting the welfare of the child; supporting transitions; multiagency working and sharing information. Ensure that the local Early Years workforce has the appropriate qualifications and continual professional development opportunities in order to provide the highest quality of early education and childcare in Stockport. Ensure development opportunities for leaders and managers and aspiring leaders in order to promote strong leadership, management and supervision. Through co-production with the Greater Manchester Combined Authority; local organisations/settings and schools, continue to explore and develop programmes across the range of the Early Years and Childcare workforce to increase the number of children who are ready for school; support quality outcomes of good or better Ofsted grades and better outcomes for children. For example. Teaching and learning partnerships, CPD modules and best practice case studies Schools Provide training, guidance and on-going communication about: Revised Ofsted Inspection framework relating to quality of provision; eg 0-25 SEND transformation Narrowing the Gap; assessment and measuring progress and Stockport Family Enhance Learning Partnerships and ensure the development and effective use of enhanced Learning Leads website,using interactive leadership tools, e-networks and resource bank in order to share best practice Strengthen leadership and management across the school workforce; increase the involvement of senior, middle leaders and practitioners in developing partnerships and learning opportunities; develop skills and increase capacity to enable effective practice transfer To provide a comprehensive training programme for governors which supports them in developing the appropriate skills necessary for the strategic leadership of their schools Improve all relational interchanges by embedding Restorative Approaches throughout Stockport s schools and educational settings and their partners to foster better subjective wellbeing for all and to optimise educational prospects and life chances for all pupils Services Ensuring there is education and training in the borough that is high quality, inclusive and responsive to learner and employer need through effective partnerships. 12

13 Promotion and increase in Apprenticeship opportunities to people, schools, businesses and parents. Striving to provide a high quality, value for money universal service and to remove barriers to educational attainment, skills and employment for disadvantaged young people, Manage demand for and improvement of the service Further Education & Colleges Improve the skills of the workforce to deliver nationally recognised qualifications, such as, apprenticeships Maximise value for money opportunities through partnership working with colleges, training providers and other relevant stakeholders. Public Health & Well Being To raise the profile of public health amongst the children/young people workforce and increase their knowledge base of the workforce in relation to public health priorities To develop the skills of the children/young people workforce in relation to discussing health issues with members of the public To review the current Health Chat training model and consider how this could be adapted to increase its relevance to the children and young people workforce (including schools) To develop the skills of the children/young people workforce in working with people in emotional distress and in promoting emotional wellbeing and resilience To assess and respond to requests from agencies for bespoke training courses in relation to public health Justice and Crime Prevention To continue to ensure that legislative changes, particularly in relation to the LASPO 2012 are embedded. Deliver a full series of intensive training in preparedness for the national implementation of AssetPlus. To continue to enhance knowledge and skills around safeguarding, risk and 13

14 vulnerability and ensure that all staff are equipped and informed to undertake their role. To continue to support staff through the YJB / Open University Professional Certificate in Effective Practice and SW training opportunities. To develop a revised programme of recruitment and training for volunteers to deliver the Referral Order Panels and other duties. Develop management and leadership through completion of the corporate management training programme and specialist Youth Justice Managers NVQ level 5. Sport & Culture To continue to provide strategic leadership and facilitate a co-ordinated action plan for the development of a well-trained and high quality school and community workforce to ensure that children & young people achieve high quality learner outcomes in physical education, sport & physical activity across all provider settings. To provide a physical education induction programme for Newly Qualified Teachers and leadership and volunteering opportunities for students within schools and colleges To support the development of practitioners, early years staff, the community voluntary sector in working with all age groups to develop their physical activity knowledge and expertise To further develop a high quality workforce to support gifted & talented young people in achieving their potential To deliver Health Chat training Private Voluntary and Independent Sector (PVI) To support the needs of the PVI sector s and faith groups children s workforce through partnership working To work in partnership with the PVI sector and faith groups to enable access to a range of Continuous Professional Development opportunities, through a range of learning methods i.e. direct learning, e-learning, blended learning, sharing information and signposting etc. 14

15 Police Ensure that there is the appropriate number of staff across the workforce to contribute effectively to the Innovation programme and delivery of the Stockport Family Model Further support the programmes by ensuring relevant staff development for their core skills and encouraging continual professional development opportunities are taken commensurate for their roles Ensure development opportunities for leaders and managers in order to promote strong leadership, management and supervision in a collaborative and connected environment to support the delivery of the priorities To assess and where able respond to requests from partners for improving and raising awareness of available specialist police service support and training to support wider agency knowledge in relation to protection of children and young people 15

16 Stockport Family Values and Behaviours of the Workforce Respectful Practice Treat all participants fairly and without discrimination. Creating a safe inclusive culture Enable all participants to engage in restorative approaches Behaviours We build respectful relationships with children and families We value all professional roles We discuss children and families in a way that is non-judgmental We give everyone the opportunity to contribute and be part of the process We challenge other people s language and assumptions if they are not respectful We talk in language that is clear We are clear in what we need from each other to feel safe We differentiate between struggling and harmful families We consider the environment that we are working with children and families We build a workplace culture based on restorative practice We support and challenge colleagues Leaders create a listening culture Values Effective communication Communicate and listen to all partners Reflective Practice Commitment to an integrated reflective culture ensuring the family is at the centre Building & maintaining relationships Developing a trusting restorative relationships with children, families and other agencies We treat families as partners We use restorative language We provide opportunities for families to freely express emotion within a safe environment We give time and don t rush We use circle processes to give everyone a voice and influence We include the children and family s voices and views in our recording and include them in the decision making process We regularly reflect on experience and use evidence to inform practice Our reflections include things that have gone well and those that have not gone so well We use affective statements with confidence We are curious about existing practices to check if they are still relevant We are especially curious and reflective if children and families are struggling to engage with the support or interventions identified. We are curious with each other We continually reflect on whether we are having an impact on children and families. We help identify long standing problems in a way that is solution focused We actively listen We are always be honest with clarity and purpose We treat people respectfully We value everyone We always follow through on agreed actions We work together We build relationships based on high support and high challenge (Working With) 16

17 Children s Trust Plan Enabling Stockport s children and young people to be healthy, happy and do well 17