children and young people’s workforce strategy 2009 … · 3.2 the scope of the children’s...
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GLOUCESTERSHIRE CHILDREN AND YOUNG PEOPLE’S STRATEGIC PARTNERSHIP
CHILDREN AND YOUNG PEOPLE’S WORKFORCE STRATEGY
2009-2012
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Forward This strategy has been written by the Workforce Development Group, which reports to Gloucestershire’s Children’s Trust Board. The group consists of members from various organisations that form the Children’s Trust, including the Primary Care Trust, Youth Services, Police, Gloucestershire County Council and the voluntary, community sectors. Our aim is to create a workforce, which strives to achieve the best possible outcomes for all Gloucestershire children and young people and reduce inequalities for the most disadvantaged, in increasingly challenging economic circumstances. Our intention is to work together to ensure that our workforce is competent, confident and safe to work with children and young people, a workforce which parents, children and young people trust and respect. By working together as an integrated workforce, we can identify economies in the use of resources and approaches to meeting needs, which individual organisations could not achieve in isolation. Gloucestershire has a good foundation in integrated working. For example an integrated youth support service and the use of the common assessment framework, with work being shared at multi-agency group meetings. We aim to build on this good practise, by learning together, sharing planning solutions and recommending the use of common job descriptors for members and volunteers working with the children and young people. The Children’s Trust Board recognises that its workforce is our most important resource. Our ability to improve the lives of children and young people and keep them safe is dependent on a well-trained and competent workforce. We will ensure that our workforce development and planning are focused on the delivery of Children and Young People’s Plan 2009-2012 and support the vision and priorities of the Children’s Trust. This strategy includes information on the work that has already been carried out and lists our future priorities. The associated plan details how we plan to achieve these priorities and will be used as the basis for performance management reports back to the Children’s Trust Board.
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Contents:
Forward Executive summary
1. Purpose & Underlying Principles:
Gloucestershire’s Vision
2. ‘WHAT’ are we going to do to deliver against priorities- 2010-2011
3. Scope of the Children’s Workforce
3.1 The scope of the national children’s workforce 3.2 The scope of the children’s workforce in Gloucestershire
4. Strategic context
4.1 National context 4.2 Local context
5. Strategic priorities for the Children’s Trust 2009-12
6. Listening to what Children, Young People and Families say they want from the workforce
7. County children and young people demographic and economic data
8. Gloucestershire workforce profile by sector
9. Key roles and responsibilities
10. Strategy Review Mechanism
11. Annexes
11.1 Scope of the workforce 11.2 Resources 11.3 Workforce audit 11.4 Children and young peoples Needs analysis 2009 11.5 Participation strategy 11.6 Gloucestershire Children’s Trust – Children & Young Peoples Strategic
Partnership (CYPSP) 11.7 CYPSP Workforce Development TOR
References
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Executive Summary
The strategy provides the opportunity for Children’s Trust to deliver the best workforce development outcomes possible within the prevailing economic constraints by providing a mechanism for joint planning, working, review and use of resources. The Strategy has been developed to support the entire workforce within the context of Gloucestershire Services for children and young people, as represented in the membership of the Children’s Trust Management Board. It puts the unborn child; children and young people are at the heart of workforce development. Children and young people’s voices informed the development of this Workforce Strategy. It provides a strategic framework outlining the local workforce context; the values and principles that will underpin effective workforce development; commissioning of services; local priorities for action; the commitments of the Children’s Trust Management Board to the workforce agenda.
Five strategic local priorities through which Safeguarding is embedded:
Promoting and enabling Integrated Working structures
Recruiting, retaining and developing effective Leaders and Managers
Addressing recruitment and retention challenges to provide a diverse workforce
better able to deliver the children’s plan objectives
Integrated training and development to promote trust and respect between
professions to improve delivery for children and young people
Workforce planning to meet current and emerging skills shortages
This Strategy is built on the premise that the unborn child; children and young people in Gloucestershire are entitled to access universal services and that some will require additional and specialist services. The workforce of the universal services, which includes the wide range of diverse and quality provision offered within the private, voluntary and independent sector, has the crucial role in helping the unborn child; children and young people achieve the five outcomes defined in Every Child Matters. They also have a role in identifying those who may need additional support that requires access to other services for more complex issues.
Crucial to the delivery of outcomes for children are the ‘frontline’ practitioners. To fulfil their duties effectively ‘frontline’ practitioners need effective leadership and management, excellent support services and high quality professional development. Gloucestershire wishes to ensure it has a high quality workforce that is secure and sustainable, this Strategy provides the context and actions to achieve this aim in challenging economic circumstances
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This strategy and action plan aims to:
Provide a mechanism for joint planning, working, review and use of resources for Children’s Trust to deliver the best workforce development outcomes possible within the prevailing and future economic constraints.
Improve outcomes for all children, to thrive and reach their full potential and close
the gap in inequalities.
o By taking action to develop a more diverse and representative workforce
that better delivers the needs of the children, young people and families
Improve the skills and knowledge in the workforce, informed by analysis of needs.
o by prioritising training and development to meet current issues, e.g.
‘Domestic Abuse and violence awareness”
Establish a minimum recommendation of learning informed by analysis of needs.
o by offering common induction and training programme
Share planning, knowledge and good practise to address issues which impact
across the workforce.
o By prioritising the skills and roles essential to close the gap for children and
young people
Monitor, evaluate and review outcomes of the strategy to develop a reliable
evidence base on which to measure progress and impact, to commission and
decommission appropriately.
What will we be doing to address the five priorities?
1. Integrated Workforce development
Develop and embed common elements for CYP Job Descriptions across the whole
CYP workforce
Develop a web-based information, advice and guidance resource to cover the
scope of Gloucestershire’s children’s workforce through one point of access.
Improve shared management and leadership learning and development
opportunities, promoting Integrated Leadership Services
Develop senior leaders for joint workforce leadership
Set protocols for joint interview panel membership, including CYP
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2. Recruitment and Retention
Work with partners in developing a strategic approach to succession planning,
recruitment and retention.
Take action to develop a more diverse and representative workforce that better
delivers the needs of the children, young people and families.
Share development programmes which provide fast track routes for high calibre
recruits to be excellent practitioners, leaders and managers.
3 Leadership and Management
Support for those who have the potential to grow into leadership roles.
Share succession planning skills across the CYP workforce to ensure continuity.
Develop the concept and delivery of the Integrated CYP Leadership competences,
mindful of developments in Adult Services
Develop commissioning skills and knowledge
Make sure members of the paid and unpaid workforce are aware of and enabled to access effective professional development
4. Training and Developing the Workforce
o Develop career paths and succession plans exist to support the growth and development of staff.
o Enhance the respect for all professional groups who work within the children’s workforce by integrated training and working.
o Identifying training and development needs and securing training opportunities to meet those needs. Identification of duplication and gaps in local provision.
o Prioritise training and development to meet current issues, e.g. ‘Domestic Abuse and violence awareness”
o Stop delivering low priority training
o Strengthen the integrated workforce by offering common induction and training for all staff linked to the CYP common skills and knowledge standards to embed what it means to be part of the C and YP workforce in Gloucestershire.
o Work with local training providers to secure the supply and quality of qualifications and training
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5. Workforce planning
Refresh of the evidence base of workforce data to support strategic planning:
o Age
o Gender
o Ethnicity
o Occupational level.
Interrogation of the CYP needs analysis to inform workforce development for
example meeting the needs of identified ethnic minority children and young people
Prioritise the skills and roles essential to close the gap for children and young
people
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GLOUCESTERSHIRE CHILDREN AND YOUNG PEOPLES WORKFORCE
DEVELOPMENT STRATEGY
October 2009
Purpose and underlying principles
The purpose of this document is to provide a strategic framework that will enable the Gloucestershire Children’s Trust (CT) to plan for a well-qualified children’s workforce with the right skills, knowledge and expertise to deliver Gloucestershire’s programme of change, to improve outcomes for children and young people, within budget. The word ‘we’ in this document refers to the members of the Children’s Trust in Gloucestershire.
The following principles underpin our development of the workforce:
Working together on the basis of an inclusive, partnership approach to improve the wellbeing of the children and young people of Gloucestershire, unborn – 19yrs (25yrs CYPwLDD)
Deliver the best workforce development outcomes possible within the prevailing and future economic constraints
The whole workforce will fully understand that safeguarding of children is
everyone’s responsibility.
Equipping the workforce with the skills to identify and intervene as early as
possible, to improve the outcomes of vulnerable children and young people
Enabling children and young people and their families to participate meaningfully in
the workforce development programme and have their voices heard
Ensuring equality of access by all children and young people to the services and support they need
Promoting equality and diversity in the workforce
Developing common processes to support an effective integrated children’s
workforce
Recognising and developing common core skills and competencies across the
workforce
Recognising and developing specialist skills and knowledge in all sectors of the
workforce
Valuing and investing in workers by improving their competence, confidence and
self esteem
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‘WHAT’ are we going to do to deliver against priorities- 2010-2011?
.
Inputs
WHAT
Outputs
HOW
Outcome target
WHY
Outcome
measures
THEN
Budget Partners &
stakeholders
WHO
1.Identify funding and resources currently being used to deliver workforce development
CYPSP to
agree a plan
for resourcing
joint elements
of this
strategy. To
commit 10%
of existing
resources
To facilitate
delivery of the
agreed actions
Access to
resources and
budget
allocation
matched to
agreed actions
current CYPSP
2.Refresh data to identify the workforce composition and activity needed to deliver outcomes required to ‘close the gap’ for children and young people
Produce
matrix of
existing
composition
and prioritised
needs of
children and
young people
To identify
work force
development
activity to best
meet the
prioritised
needs
Action plans for
‘closing the gap’
to state
workforce
capability to
deliver or plans
for
development
CYP inform the
process, stating
how they would
want support eg
BME under-
achievers
current Glos NHS,
GCC, Youth
Service, CYP,
Police, Third
Sector
3.Identify specific sector workforce issues and opportunities to work as an integrated team to resolve the issues
Agree three
challenges for
cross sector
workforce
development
and
resolution.
Aspirant
leader
programmes,
To share
learning and
resolve
emerging
issues using
combined
resources
To deliver
opportunities
To have a
process and
model for joint
working to
address
development in
the integrated
workforce
To have
Current
Re-allocated
budget for
programmes
Workforce
development
steering
group and
wider
partners
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BME
applications,
Integrated
leadership
development
for cross
sector career
pathways
successfully
worked to
resolve three
challenges.
To have a’
what worked
well/ even
better if ‘ lesson
to share
4.Construct ‘common’ CYP workforce job descriptors
To agree
common JD/JS
for all CYP
workers to
adopt as good
practise.
To develop
trust, respect
and better
integrated
working.
Common JD/JS
adopted for use
by those working
in locality hubs.
Acknowledged as
good practise by
all CYPSP partners
and adopted in
practise by many.
current GNHS/ GCC
CYPSP
5.Establish effective commissioner / provider skills development
To offer a range of commissioning training modules to raise awareness; increase skills and knowledge; embed good practise for commissioners and for providers
To improve the delivery of appropriate services to better target ways of addressing needs of children, young people and families
Modules
developed and
being delivered.
Commissioners
and providers can
say they have
improved their
skills and
knowledge
CYP and families
are able to report
they have
influenced
commissioning of
services which
meet their needs,
eg BME and
CYPwLDD
New budget
for
programmes
CYPSP
Wider
partners
CYP&F
6. Launch web access point hosted initially by GCC to trial ‘single point of
Establish a
single web
based
‘training and
To enable all
CYP workforce
simple access
to
Site will be
available and
populated with
appropriate
Current
budget
Workforce
development
Steering
group
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access to development for Gloucestershire’s
CYP workforce.
information
access’ point
‘TIA’
development
opportunities
directly linked
to the needs
identified in
the Children
and Young
Peoples plan
eg equality
and diversity,
domestic
abuse and
domestic
violence
Promoting
‘Inclusion
training’
development
information
related to CYPP
priorities.
Training
providers will
record and be
able to report
on satisfaction
rates and sector
range of
learners, eg
sport, health,
education
members
and wider
partners
7. Develop and consolidate the essential training programme for Gloucestershire (GET smarter).
Produce a
minimum
expected level
of training for
Glos CYP
workforce
Make
information
accessible to
all via web
Investigate
the business
case for
adopting one
‘outfacing
training
management
system’ for
CYPD
A transferable
passport for
Glos CYP
workforce
To make one
point of IAG,
entry, tracking
and invoicing
accessible to
users.
To support in-
house and
commissioned
services to
access
essential
training
To make
economies of
scale
Minimum
training levels
will be included
on:
Job Specifications
Job advertisements
Partner web sites
Main CYP
training units
operating
through one
system
Savings made
Current
Re-allocated
budget for
management
system with
potential for
savings
CYPSP
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8.Develop a
flexible
programme to
support
leadership
development
and succession
planning, to
include tried
and tested
models
Produce a
shared
programme
with
transferable
models to
promote
effective
succession
planning,
across sectors
To provide
tried and
tested
methodologies
to fast track
potential
leaders and
leadership
approaches,
for all sectors
Programme
developed and
shared by a
multi sector
team.
Three
professions to
have tested the
methodology
and be
addressing
leadership
challenges eg
Integrated
leadership,
Health visitor
succession
Current and
new budget
Workforce
development
steering
group
partners
9. Trial web-based common induction materials. Pilot the materials across the sectors for one academic year. Review results. Roll out if appropriate
Trial of pilot
web –based
materials
Engage with
training
providers
The
programme
will give a
common base
of knowledge
to all CYP
workers. It will
be simple and
cost effective
for all sectors
to access.
It will develop
awareness of
workers which
will benefit the
service
children
receive.
A knowledge
set against
which
Programme
being accessed
by every sector
and in pre-
qualifying
programmes in
colleges/
schools/
university of
Gloucestershire.
Review
completed with
feedback from
users, CYP and
managers.
Current
budget
Workforce
development
steering
group
partners
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employers can
map their own
induction
programmes
10.Developing
skills to enable inclusion CYP with disabilities in mainstream activities
To increase the numbers of participants and broadened the range of settings represented on ‘ Inclusion needs you’ training programme
To develop
worker’s skills
and
confidence to
support
CYPwLDD to
access
mainstream
activities.
To enable
CYPwLDD to
thrive and
reach their full
potential
Children and Young People with disabilities state they have more choice of ‘mainstream activities’ in which to take part
Settings report more confidence in working with children and young people with disabilities
Grant to
2011
Steering
group
partners
Gloucestershire’s vision for the children and young people’s workforce
A children’s workforce that makes a positive difference for children, young people and
families will be:
Ambitious for every child and young person
Fully engaging all sectors as ‘one children’s workforce’
Excellent and confident in practice
Committed to partnership and integrated working
Sharing common language, core skills and competencies
Respected and valued
Equipped to manage change and deliver essential outcomes with reduced
resources
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2.0 Scope of the Children’s Workforce
2.1. The scope of the national children’s workforce
The 2020 Workforce Strategy defines the core children’s workforce and the wider children’s workforce, defining all roles into 8 sectors:
The core children’s workforce are people whose whole work or volunteer with children, young people or their families or who are responsible for their outcomes. As the whole of their job, e.g. play group staff, teachers, or youth workers
The wider children’s workforce are people who work or volunteer with children, young people or their families or are responsible for their outcomes, as part of their job e.g. dance teachers sports coaches or librarians
The Third Sector contributes to the work with children, young people and their families across all sectors
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2.2. The scope of the children’s workforce in Gloucestershire
The children’s workforce in Gloucestershire predominantly mirrors the national workforce. The most recent audit of the Gloucestershire children’s work force in 2006 shows;
There are an estimated 55,000 children’s workers
The workforce is predominantly female
The workforce has high levels of part time working
Gloucestershire differs from the national workforce in, for example:
The innovative delivery structure of the Integrated Youth services.
No ‘secure children’s unit’ or secure children’s training unit staffing
No in-county, in-patient beds for CAMHS
The table in annex .1 shows the roles that are part of the scope of the Gloucestershire children and young people’s workforce
The table in annex .3 links to the most recent ‘Gloucestershire Children’s workforce audit’ published February 2006.
3.0. Strategic context
3.1. National context
This strategy provides a framework to best meet the strategic drivers set out in the 2020 Children and Young People’s Workforce Strategy’. It provides a basis for integrated approaches to workforce development and planning for Gloucestershire..
The safeguarding of children and young people remains the priority for the whole workforce. The economic challenges which national and local government face will have an impact on the children and young people’s workforce. Working together as partners we will make best use of more limited resources to meet the needs of children and their families. Planning as partners to manage the constraints and demands on budgets and resources. The plan provides a flexible framework for teams to address change, keeping children and young people’s interests at the centre of planning.
The Government’s 2020 Children and Young People’s Workforce Strategy (published in December 2008) set out ambitions for the recruitment, retention, status, training and reward of the children and young people’s workforce. Whilst government policy may change the ambitions for a well qualified, effective, flexible workforce will under pin new developments
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3.2. Local context
Links to strategies and plans
Gloucestershire CYP workforce strategy working and reporting links
CPY workforce
steering group
IW strategy
Workforce
development
work streams Children’s
Trust Board
Health
provider
workforce strat
Early year’s
workforce
plan
Schools
workforce
plan
Youth
workforce
plan
Strategic
workforce
lead
Children and
Young People’s
plan
Governance,
leadership, planning
& monitoring
Locality
Workforce
Plan
Gloucestershire conference
Social Care
workforce
plan
All other
plans
Third
secto
r grou
ps
Wo
rk force
plan
s
Regional
workforce
development
s
Gloucestershire CYP Workforce strategy: links to
other strategies, plans, performance monitoring and
inspection regimes
One children’s
workforce tool
Children and
Young
People’s Plan
(CYPP)
Policies and
processes
Other
workforce
strategies and
plans
Gloucestershire
Workforce
Strategy
(LWS)
CYP data
CYP
needs
analysis
Inspection and
regulatory
regimes
Improvement
bodies
National policy
- Children’s plan
-2020 workforce
strategy
LAA priorities
–
Paid & unpaid
Workforce
data
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Supporting core business priorities
The core priorities for Gloucestershire are set out in the Children and Young Peoples Strategic Partnership (CYPSP) Children and Young People’s plan 2009-12. In line with the plan, the Workforce strategy will work ‘to ensure the Children and young peoples (CYP) workforce across the partnership has the knowledge, skills, culture and structures needed to deliver improved outcomes through integrated working.’’…………..’To embed good practise and develop leadership capacity.’
Integrated working development is a key area of focus as an enabler in the 2009/10 CYPplan
4.0. Strategic priorities for the Children’s Trust 2009-12
Children and Young Peoples Plan two key objectives:
o to support our ‘universal services’ to prevent problems from developing or getting
worse;
o to ensure that services are able to intervene early, in a sustained way, when extra
help is needed
To achieve these two objectives eight key priorities have been identified
o Healthy lifestyle choices o Personal safety
o Ready for employment and adult life
o Child Poverty
o Improved emotional health and well being
o Educational achievement for vulnerable children and young people is improved
o Increased Safeguarding of Children and young People
o Positive outcomes for children and young People with learning difficulties and
disabilities
5.0. Listening to what children, young people and families say they want from the workforce
The ‘Children and Young People’s Participation strategy’: shows the CYPSP commitment to hearing the voices of children and young people. Link to strategy and action plan: annex 4
Early Years in Gloucestershire 2010 Listening to Young Children Strategy: shows the CYPSP commitment to hearing the voices of young children. Link to strategy annex 4.
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The Children and Young Peoples (CYP) plan has a key area of focus on the development of an integrated children’s workforce, and has been informed by the voices of children and young people. Current participation and consultations include:
o 18,000 children and young people have participated in the ‘On-line pupil survey’
(OLPS). The results of the survey directly influence priorities for service
development at strategic level and inform the Children & Young People’s Plan.
o 1,500 CYP from primary school age to 16yrs were consulted to shape the 2008/09 CYPP Business Plan. The survey was designed by members of the Hear by Right Young People’s Group. In addition a market research event was held to hear directly from seldom heard voices such as children and young people.
The workforce action plan will identify how the views and opinions of children and young people can be used effectively to further inform workforce development. Identifying organisations in Gloucestershire will work together as a partnership to plan, deliver and improve the participation of children and young people in the services that matter to them.
6.0. County Children and young people demographic and economic data
Children and young people aged unborn – 19yrs (25yrs CYPwLDD)
In 2008 there are estimated to have been 141,065 children and young people aged
living in Gloucestershire.
Numbers have increased in four districts, with only Cotswold and Forest of Dean
seeing a slight decline in numbers
Young people represent between 21.6% and 25.4% of the total population in each
district. These percentages are falling in all districts as a result of the rising population
of older people across the county.
Children and young people living in poverty
The 2009 health profiles show that every district is significantly below the national percentage. Gloucester and Cheltenham are above the regional percentage of children living in poverty.
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Levels of deprivation across Gloucestershire are generally low compared to the rest of England. However, there are pockets of deprivation in Gloucester and Forest of Dean where life expectancy is lower than the rest of the county.
Link to CYP needs analysis 2009 can be found in annex 3.2
Headline needs with an impact on workforce development:
Live birth rates have risen and appear set to rise again
Overall pupil numbers continue to fall
Numbers of Looked after children have risen
The support of the ‘hidden harm’ response for those children living with substance
abusing parents
Children of offenders continue to require support of outreach workers and the ‘hidden
sentence’ response
An increase in 16/17yr olds presenting as ‘homeless’
Narrowing the educational attainment gap for the lowest achieving children and young
people
Boys in many very many respects perform less well than girls and are at a higher risk
of offending
Some ethnic minority groups have higher school exclusion and offending rates and
lower achievement than nationally and statistical neighbours,
An improving picture, yet aspects of school exclusions compare unfavourably with
national and statistical neighbours
BME CYP continue to be over represented in groups failing to reach their potential
Inclusion of CYPW LDD into mainstream activity and childcare provision
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7.0. Gloucestershire workforce profile by sector
At a local level the purpose of workforce data is to provide a benchmark in order to inform the children’s workforce strategy and support the decision making process.
The current workforce as a whole shows many common characteristics
High % of females
Low % BME to local population
Low pay
Low % with disclosed disability
Difficulties recruiting to leadership posts
High % with qualifications below level 3
Link to 2006 Gloucestershire workforce audit at annex 3
Further sector details at annex 3
The currently available data on which the workforce characteristics summary has been based, can be found in annex 3
Education sector
5160 FTE teachers in Gloucestershire schools and working in 245 primary schools, 41 secondary schools, 12 special schools and 3 pupil referral units. There are 863 centrally employed teachers - including part time and zero contract staff. Teaching is a graduate profession
Educational Psychologists; 20 EP’s, 2 senior and 1 principal EP
Education Welfare Officers; 24 incl Senior Education Welfare Officers,
Primary and Secondary Behaviour support team; 21 teachers; 4 TA’s; 12 HT and a SNR manager
Overall:
o Leadership roles are ‘hard to fill’
o No BME leaders
o Females out-weigh males in all education sectors
o Many schools and education sector teams have no males and no BME staff
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Leadership and Management
Leadership, management and supervisory posts are ‘hard to fill’ in all sectors
Leaders and managers are in the higher age ranges with significantly fewer young managers being recruited
Integrated leadership skills are under-developed
Aspiring leaders programme are undeveloped in most sectors
There are significantly low numbers of leaders and managers from ethnic minorities or registered with disabilities
Early Years and Childcare
Female dominated sector.
Low status
Characterised by low pay in PVI sector.
73% Early Years and childcare workforce qualified to level three
Economic downturn has reduced available work
Low percentage of the workforce from ethnic groups.
High quality professional management and leadership under-developed.
Children’s Centre Managers and Family Support Managers and Curriculum Leads are all female and one is BME.
Social care
Social Workers 138.5 of which 20 are NQSW
Adoption & Fostering Officers 22 of the 138.5 SW
Teams including F S, RA, LAC 237 staff:
Teams including CwLDD, Fostering, STEPS. AF 79 staff:
BME staff levels are below 10%; females far out-weigh men in the workforce.
Of those there are 34.5 SW vacancies (Inc the 30 newly created posts) 19.5 of those
are currently filled by agency staff.
There is a shortage of experienced and qualified directly employed social workers;
vacancy rates are falling .However the current vacancy rate is high at 22%, including
as it does the 30 new social worker posts.
62 Community Family Workers directly employed in children’s centres
Recruitment and training of Foster Carers and Short Break carers continues to be a
priority.
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Youth Support
Number of employment contracts: 438 (252 full time equivalents)
Females in the workforce far outweigh males
BME numbers are very low
Numbers qualified to higher than level three are limited
Health
2Together Trust
2together trust ; CAMHS SSU staff; CAMHS staff; Females employed outweigh males, BME employed sits at around 5%
Children, Young People & Maternity Locality
577 jobs (503 headcount) 13 BME, 10 male.
Child health services
o 294 total; 24 male; 26, BME
Awaiting public health data
Sports and Culture
Low pay
Significant number of volunteer staff
Significant numbers of part time staff
Low status
Disparate sector covering arts, sport, heritage, play, libraries, museums/archives
Many organisations have a predominantly adult focus with some aspects of children’s
work
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Third Sector- headlines
Made up of both paid members of staff and volunteers (including volunteers who take
on professional/practitioner roles)
An estimated minimum 600-700 organisations. One recent estimate suggested these
organisations might have 4000 members of staff and 15,000 volunteers
Range of disciplines Youth, Early Years, Drugs Misuse, Play, Family
Intervention/Support, Social Work, Residential Support, Sexual Health,
Homelessness, and working at all levels (universal – crisis intervention)
Organisations range from the larger national charities which have their own HR,
training and corporate structures organised at a national level, a layer of larger county
wide organisations with turnovers between £1 – 3.5 million, a layer of smaller
organisations working at a district level (with turnovers between, say 100k – 1m)
down to very small organisations where staff and volunteers, or just volunteers
provide services at a very local or neighbourhood level.
Paid workforce is often characterised by high turnover and low wages and a high level of part time working.
For smaller organisations operating at neighbourhood level there is a constant need for well structured capacity building support to embed good practice and basic governance skills
No comprehensive workforce development needs analysis exists, of the sector in Gloucestershire in terms of CYP organisations.
Play workforce is dissipated through the other sectors e.g. youth, early years, childcare
8.0. Key roles and responsibilities
Accountability for the delivery of this strategy and action plan rests with all members
of the Children and Young People’s Strategic Partnership (CYPSP) (Annex 5 )
The CYPSP Integrated Workforce Development Steering Group consists of
representatives of local workforce sector partners who have a mandate and authority
to effect change through their own agency. The group has agreed terms of reference
for partnership working (Annex 6) to address workforce development
o Work stream groups will develop and deliver work on behalf of the main
steering group on an ‘as required’ basis. For example the Training group and
the data group.
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o Sector reference groups will work, mostly in a virtual capacity, to provide
information, feedback and opinion from their sector perspective. This
information will inform the work, priorities and action planning,
9.0. Strategy review mechanism:
Review
The strategy will be reviewed by the Integrated Workforce Development Steering group on an annual basis, reporting to the CYPSP
The action plan will be reviewed on a bi-annual basis by the Workforce development steering group
Actions which form part of the Children and Young Peoples plan will be monitored on a quarterly basis
Risks
Economic pressures reducing capacity of sectors to engage in joint delivery
Economic pressures limit recruitment and succession planning methodologies
The workforce is not robust enough to deliver on CYPP priorities
Sector leaders not engaging with the principles and practise of joint workforce development
IT systems prove inadequate to support electronic methods of common development
Disparate sectors not able to engage effectively