CWDC Induction Training A briefing for line managers

1. CWDC Induction TrainingA briefing for line managers [insert name, role, organisation]

2. Content Children’s workforce development and The Children’s Workforce Development Council (CWDC) Background and overview of the training programme The structure, materials and approaches The role of line managers This session will give you a good overview of the purpose of the training, where it has come from, how it fits in to the current context, it’s content, the materials being used and the role of line managers. However, line managers are encouraged to familiarise themselves with the materials and local approaches to induction of newly appointed staff.This session will give you a good overview of the purpose of the training, where it has come from, how it fits in to the current context, it’s content, the materials being used and the role of line managers. However, line managers are encouraged to familiarise themselves with the materials and local approaches to induction of newly appointed staff.

3. Vision for the Children’s Workforce To build a world class children and young people’s workforce To improve the lives of children, young people and families Ensure people working with children have the best possible training, qualifications, support and advice Help children’s organisations and services work together so the child is at the centre of services www.cwdcouncil.org.uk This is the government’s vision for our workforce. The CWDC is charged with supporting the development of the workforce (in partnership with the Children’s Workforce Network) through providing tools, guidance and direct support to local areas, and through developing approaches and strategies which will operate at national level.This is the government’s vision for our workforce. The CWDC is charged with supporting the development of the workforce (in partnership with the Children’s Workforce Network) through providing tools, guidance and direct support to local areas, and through developing approaches and strategies which will operate at national level.

4. CWDC is part of the UK Sector Skills Council for Care and Development Sector Skills Council - CWDC is part of the sector skills council Skills for Care and Development – its role is to represent the views of employers to a wide range of stakeholders including government, training providers, awarding bodies. As such, CWDC is responsible for ensuring minimum standards of practice for many children’s workforce staff, and for working with partner organisations to ensure standards are met across the whole of the children’s workforce. Clearly a major area of activity involves ensuring that occupational standards and training are fit for purpose. CWDC has established good links with Skills for Care colleagues, its sister organisation in SfCD. It relates to sector skills bodies in the other UK nations through Skills for Care and Development. Sector Skills Council - CWDC is part of the sector skills council Skills for Care and Development – its role is to represent the views of employers to a wide range of stakeholders including government, training providers, awarding bodies. As such, CWDC is responsible for ensuring minimum standards of practice for many children’s workforce staff, and for working with partner organisations to ensure standards are met across the whole of the children’s workforce. Clearly a major area of activity involves ensuring that occupational standards and training are fit for purpose. CWDC has established good links with Skills for Care colleagues, its sister organisation in SfCD. It relates to sector skills bodies in the other UK nations through Skills for Care and Development.

5. CWDC co-ordinates the Children’s Workforce Network (England) CWDC works with members of the CWN particularly in progressing children’s workforce reform, the construction of “one children’s workforce” and the development of the children’s workforce Integrated Qualifications Framework (IQF) which will involve qualifications and occupational standards having shared units of competence based on the common core of skills and knowledge. This responds to requests from employers for a simplified system of assessing the core learning and qualifications necessary to provide excellent services to children and young people in an integrated way. IQF will be in place by 2010. Benefits to employers will include more responsive supply of learning and development opportunities for staff Benefits for employees – improved information and guidance – including suggested pathways through the maze of roles in children’s services – leading to more chance of career progression and job satisfaction CWDC works with members of the CWN particularly in progressing children’s workforce reform, the construction of “one children’s workforce” and the development of the children’s workforce Integrated Qualifications Framework (IQF) which will involve qualifications and occupational standards having shared units of competence based on the common core of skills and knowledge. This responds to requests from employers for a simplified system of assessing the core learning and qualifications necessary to provide excellent services to children and young people in an integrated way. IQF will be in place by 2010. Benefits to employers will include more responsive supply of learning and development opportunities for staff Benefits for employees – improved information and guidance – including suggested pathways through the maze of roles in children’s services – leading to more chance of career progression and job satisfaction

6. Background to the Training Programme Effective Induction – crucial Workforce competence Workforce confidence Quality of services provided Starting point for continuous professional development Supports line manager knowledge of staff competence Supports and provides evidence in relation to probationary periods The development of the Every Child Matters agenda, the need for integrated working and the development of a common core of skills and knowledge for the children’s workforce has meant that CWDC and the CWN have a very strong interest in approaches which give employees the best possible start in their jobs. Effective induction, which introduces the shared knowledge and skills of all children’s workforce staff whilst also catering for specialist needs and local and contextual needs is central to this. CWDC has been developing and providing approaches to support induction over the last few years, and this “package”, in the context of an overall training model (see slide X) has been really successful in helping local areas develop their programmes. Common, or generic units, appropriate to a range of workers, have been developed, alongside a range of role specific modules reflecting some of the specialisms out there. CWDC’s Common Induction Standards also provided a context for the training package, where they are being used. The programme relates well to the induction standards, providing a tool for employers to use in meeting the requirements of the standards.The development of the Every Child Matters agenda, the need for integrated working and the development of a common core of skills and knowledge for the children’s workforce has meant that CWDC and the CWN have a very strong interest in approaches which give employees the best possible start in their jobs. Effective induction, which introduces the shared knowledge and skills of all children’s workforce staff whilst also catering for specialist needs and local and contextual needs is central to this. CWDC has been developing and providing approaches to support induction over the last few years, and this “package”, in the context of an overall training model (see slide X) has been really successful in helping local areas develop their programmes. Common, or generic units, appropriate to a range of workers, have been developed, alongside a range of role specific modules reflecting some of the specialisms out there. CWDC’s Common Induction Standards also provided a context for the training package, where they are being used. The programme relates well to the induction standards, providing a tool for employers to use in meeting the requirements of the standards.

7. 2020 Children and Young People’s Workforce strategy, Dec 2008 3.44 Induction is an important mechanism for ensuring that people joining the C+YP’s workforce, or moving to work in a new area have the skills and knowledge they need to do their jobs. Joint induction programmes which bring people from different parts of the workforce together can also help to promote integrated working, build relationships and develop shared understanding and language 3.45 The CWN (www.childrensworkforce.org.uk) has also developed a vision and principles for induction…[which will] establish an expectation that everyone in the workforce should have an induction based on the…Common Core of Skills and Knowledge, tailored appropriately to their role and setting… The revised Children’s Workforce Strategy emphasises the importance of induction, drawing on our experience of the benefits of integrated training which also recognises the specialist and contextual needs of workers.The revised Children’s Workforce Strategy emphasises the importance of induction, drawing on our experience of the benefits of integrated training which also recognises the specialist and contextual needs of workers.

8. Other Influencing factors Every Child Matters Common Core of Skills and Knowledge CWDC Induction Standards National and local Children’s Workforce Development Plans Role specific needs of workers (ref National Occupational Standards) Integrated Qualifications Framework Development Common Approaches, e.g. Common Assessment Framework Lead Professional implementation ContactPoint and local information sharing activity All of these areas have had an influence on the content, format and delivery model for the training. CWDC is also committed to review the programmes on an annual basis as policy and staff needs develop. The programme is common core compliant, and reflects the common, or generic needs of a range of practitioners, whilst retaining provision for the areas of skill, knowledge and understanding that make each individual role special. That’s why we have generic and role specific modules. The joint delivery of the generic modules fosters inter-agency knowledge, understanding and appreciation, and also subsequent integrated practice. Current common processes are also covered, helping staff to understand the context and rationale behind these sharedf approaches, and facilitating better engagement with local approaches and training in relation to them. The programme also reflects the CWDC induction standards, soon to be rolled out more broadly. It is a tool to support employers in implementing the standards, as well as a programme to help practitioners get the best possible start in their roles. The Line Manager information booklet provides more detailed information about how the programme supports the induction standards. The programme reflects thinking and development in relation to IQF, recognising transferable and shared units as well as underlining role specific pathways. The learning log helps learners to record the learning, linking it to their workplace, but also providing evidence which can be used to support progression, assessment and APL in relation to accredited training programmes.All of these areas have had an influence on the content, format and delivery model for the training. CWDC is also committed to review the programmes on an annual basis as policy and staff needs develop. The programme is common core compliant, and reflects the common, or generic needs of a range of practitioners, whilst retaining provision for the areas of skill, knowledge and understanding that make each individual role special. That’s why we have generic and role specific modules. The joint delivery of the generic modules fosters inter-agency knowledge, understanding and appreciation, and also subsequent integrated practice. Current common processes are also covered, helping staff to understand the context and rationale behind these sharedf approaches, and facilitating better engagement with local approaches and training in relation to them. The programme also reflects the CWDC induction standards, soon to be rolled out more broadly. It is a tool to support employers in implementing the standards, as well as a programme to help practitioners get the best possible start in their roles. The Line Manager information booklet provides more detailed information about how the programme supports the induction standards. The programme reflects thinking and development in relation to IQF, recognising transferable and shared units as well as underlining role specific pathways. The learning log helps learners to record the learning, linking it to their workplace, but also providing evidence which can be used to support progression, assessment and APL in relation to accredited training programmes.

9. The purpose of the training Early support to ensure Safe and effective workers Clear about role and context Integrated within the family of support work Clear in their understanding of the needs of children, young people and families Appropriately developed in relation to the ECM Common Core of skills and knowledge Accessing support and training reflecting CWDC induction standards requirements However, our starting point is to ensure that workers get the best possible start, and that children, young people and their families receive the best possible support. We must remember that induction is simply the start of the process of development and support, and it must sit in a continuum of provision. We envisage the role specific units also being particularly appropriate to workers moving laterally between work areas.However, our starting point is to ensure that workers get the best possible start, and that children, young people and their families receive the best possible support. We must remember that induction is simply the start of the process of development and support, and it must sit in a continuum of provision. We envisage the role specific units also being particularly appropriate to workers moving laterally between work areas.

10. Training Model This is a suggestion of an overall training and support model. Induction procedures are detailed at the bottom, leading in to ongoing training and support at the top. Nice and simple, yet very applicable to us all. This induction training programme(s) covers the blue boxes as indicated. It therefore doesn’t do it all, but it provides a substantial chunk of what new workers need. Local approaches need to ensure that the whole of model is covered adequately for workers. This is a suggestion of an overall training and support model. Induction procedures are detailed at the bottom, leading in to ongoing training and support at the top. Nice and simple, yet very applicable to us all. This induction training programme(s) covers the blue boxes as indicated. It therefore doesn’t do it all, but it provides a substantial chunk of what new workers need. Local approaches need to ensure that the whole of model is covered adequately for workers.

11. Generic Modules This is an outline of the generic modules. These modules are applicable to a wide range of staff. They reflect the common core of skills and knowledge. It is envisaged that these modules are delivered in an integrated training setting, where workers from different disciplines can explore the issues raised together, thus learning more about the range of services currently in place, and taking advantage of the wide range of knowledge and experience in the room. The modules have been developed for staff working at levels 3/4, although some local areas have adjusted delivery and used them more widely. CWDC is currently field testing modules for staff operating at levels 1/2. These modules will be available during the 2009/10 financial year.This is an outline of the generic modules. These modules are applicable to a wide range of staff. They reflect the common core of skills and knowledge. It is envisaged that these modules are delivered in an integrated training setting, where workers from different disciplines can explore the issues raised together, thus learning more about the range of services currently in place, and taking advantage of the wide range of knowledge and experience in the room. The modules have been developed for staff working at levels 3/4, although some local areas have adjusted delivery and used them more widely. CWDC is currently field testing modules for staff operating at levels 1/2. These modules will be available during the 2009/10 financial year.

12. Role Specific Modules Role specific modules have been developed centrally to cover the following areas: Learning Mentors Parent Support Advisers (through the TDA PSA pilot) Connexions PAs (field trialled 08/09, available April 09) Education Welfare/Attendance (with input from B+A national strategy, field trialled 08/09, available from April 09) Local areas are encouraged to address other role specific needs locally Local areas are using their own role specific training for other roles where necessary, drawing from what is already in place. We are unsure as to whether further role specific modules will be developed centrally.Local areas are using their own role specific training for other roles where necessary, drawing from what is already in place. We are unsure as to whether further role specific modules will be developed centrally.

13. Role specific modules example This is an example of role specific modules. These are for Learning Mentors, and are derived from the relevant national occupational standards. Other role specific sets include those development for School Parent Support Advisers. CWDC expects to support the development of other role specific modules during 07/08.This is an example of role specific modules. These are for Learning Mentors, and are derived from the relevant national occupational standards. Other role specific sets include those development for School Parent Support Advisers. CWDC expects to support the development of other role specific modules during 07/08.

14. Programme materials Each Module has the following documents: Participant handbook Comprehensive Materials to support live delivery Research file Further references Editable Trainer notes, containing Introduction and overview Notes pages with small copies of each slide Exercise pages with notes Participant sheets (where appropriate) Editable Slides in PowerPoint allowing: PowerPoint projection or OHT print out Participant slide handouts to be created

15. Supporting materials Individual CWDC Induction Support Pack Introduction Induction plan Learning log CWDC induction standards links Line Manager Information Programme overview

16. How the materials work Handbooks and trainer notes work together – trainers need to also use and be clear about handbook content Slides are duplicated in trainer notes Exercises/activities support learning Handbooks have space for learner notes Handbooks encourage reflection on learning Work based activities (after each section) link learning to workplace and line manager Learning log promotes reflective learning and linkage to practice after the training is complete Line Manager Information – supports line manager’s with overall induction process and how the training programme can work as part of an overall induction process

17. Accessing all materials The materials are available from your local co-ordinator (adjust as appropriate for local arrangements) All materials are also available as downloads from the CWDC induction training web site pages From April 09 the materials are only available through website downloads. Local delivery, local standards for delivery, local issues. Stress again that the programme doesn’t do it all. Local context induction and how host organisation works is important, as is the need for a broader induction plan which meets the needs of each member of staff and links in to ongoing support and development.Local delivery, local standards for delivery, local issues. Stress again that the programme doesn’t do it all. Local context induction and how host organisation works is important, as is the need for a broader induction plan which meets the needs of each member of staff and links in to ongoing support and development.

18. Programme Delivery? Areas are encouraged to be flexible in delivering the programme Written as six day programme (4 days for generic, 2 days for role specific) – no need to stick to this Local materials and approaches may fit better (e.g. child protection) Delivering elements/all of role specific first can be beneficial, recognising links to generic It may be better to break the programme down in to smaller sections (e.g. twilights) or re-arrange and create opportunities (e.g. residentials, etc) It is important to reflect local needs and context Local delivery, local standards for delivery, local issues. Stress again that the programme doesn’t do it all. Local context induction and how host organisation works is important, as is the need for a broader induction plan which meets the needs of each member of staff and links in to ongoing support and development.Local delivery, local standards for delivery, local issues. Stress again that the programme doesn’t do it all. Local context induction and how host organisation works is important, as is the need for a broader induction plan which meets the needs of each member of staff and links in to ongoing support and development.

19. The role of line managers To appropriately support a new worker through their induction period Induction planning and support Opportunities for staff to gain knowledge and experience appropriate to role – the training programme does a lot, but other activities will need to be planned It is important to emphasise the responsibilities and value of line management.It is important to emphasise the responsibilities and value of line management.

20. The role of line managers To appropriately support a new worker through the induction training programme Understand the work based training and research requirements of the training programme Understand that work-based learning activities need to be undertaken and evidenced Enable the individual member of staff time and resources to complete the activities in the work place Offer appropriate personal support for the individual Be able to support the individual who may encounter barriers to completing the activities, within the time frame or to the required standard

21. Line Manager Support Addressed through the Line Manager Information booklet, which covers: Background The CWDC Induction Standards Training programme overview What does this mean for line managers? Assessing workers’ learning and creating an induction plan Programme completion and certification Continuing professional development and progression pathways Principles and Values How the programme contributes to the CWDC induction standards Sample Induction Plan Help is available through this publication, though local systems should also be covered here.Help is available through this publication, though local systems should also be covered here.

22. CWDC website: www.cwdcouncil.org.uk Web support for CWDC Induction Training: www.cwdcouncil.org.uk/ldss/induction/cwdc-induction-training