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Analysis of Local Integrated Workforce Strategies

Analysis of Local Integrated Workforce Strategies. Paul Gutherson Research Consultant CfBT Education Trust. Purpose. To identify Areas of strength Areas where more support may be needed To help CWDC Deliver targeted support to local areas

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Analysis of Local Integrated Workforce Strategies

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  1. Analysis of Local Integrated Workforce Strategies Paul Gutherson Research Consultant CfBT Education Trust

  2. Purpose To identify • Areas of strength • Areas where more support may be needed To help CWDC • Deliver targeted support to local areas • Develop new guidance to local areas on producing a Workforce Reform Action Plan/ Strategy

  3. Step One Identify Key Issues Step Two Develop Scoring Matrix Step Three • Analysis of individual LIWS • Content • Approach • Development Process Step Four • Analysis & Synthesis • Regional picture • National picture Process

  4. Scoring Matrix - themes 1. Partnership & Planning 2. Leadership & Management 3. Strategic Synergy 4. Resources 5. Recruitment & retention 6. Integrated training 7. Improved Outcomes.

  5. Scoring matrix – 3 strands • Content • Approach • Development Process

  6. Additional data collection tools • Partners evidence sheets • Plans and strategic documents evidence sheets • Priorities evidence sheets • Pilot activity evidence sheets • Risks evidence sheets • Vision evidence sheets • Integrated Training evidence sheets

  7. Data - overview Version type • 47 % were ‘final’, ‘revised final’ or ‘action plans’, • 10 % were ‘consultation drafts’. • 31 % were ‘draft versions’ or short synopsis. Document date • 45 % dated from 2007, • 19 % dated 2006 or earlier • 17 % not dated

  8. Common characteristics of high scoring LIWS • Strengths in • Strategic Synergy, • Partnership and Planning • Leadership and Management • Links between Managing Change and Monitoring and Evaluation • Clear implementation plans that were being monitored and updated regularly. • Focus on the LIWS as a tool to improve outcomes for CYP&F not solely a tool for service level reform.

  9. Areas of strength • Partnership and Planning • especially the identification of priorities and objectives. • Leadership and Management • especially the development of a Shared Vision and Managing Change • Integrated Training • especially Common Core of Skills and Knowledge, Induction and a commitment to integrated Leadership and Management training

  10. Action Planning Risk Management Monitoring and Evaluation, including evidencing Improved Outcomes Involving families Service user involvement Widening the range of partners involved including the Private Sector Strategic Synergy Resources and funding, especially sustainability and adding value Volunteer workforce progression Alignment of pay and reward schemes Diversity and equality National Occupational Standards Areas where support is needed

  11. Objectives Third sector CYP Partnership and Planning Priorities Specialist services Families Private Sector Statutory Bodies

  12. Leadership and Management Shared Vision Actions and Risks Monitoring and Evaluation Managing Change Piloting new ways of working

  13. Strategic Synergy Health Workforce Workforce data collection and analysis CYPP & Children’s Trust Plans 14-19 Strategy Local Area Agreement Central Govt Policy

  14. Resources Sustainability Value Added Funding

  15. Recruitment and Retention Pathways/ Progression Routes Volunteers Shared skills, knowledge and behaviour Diversity and Equality Pay and Rewards

  16. Integrated Training Induction Relationship to Common Core Leadership and management Cross sector involvement Cross workforce involvement

  17. Improved Outcomes CYP Services Families Practitioners

  18. What are the implications for: • Future research? • Local areas? • CWDC?

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