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   8 - Workforce And Management

  • - Did you know?
  • - Guidance
  • - Regional Benefits
  • - Commissioning principles in action -

1. The Children’s Trust arrangements should create short and long term plans to shape the workforce and children’s service markets

2. Map the local children’s services markets and decide:

  • if in-house services should be contracted out
  • how smaller providers are supported
  • the extent to which the markets need to be strengthened and new providers introduced
  • how services can be more personalised
  • how children and young people can have more choice about services they access
 3. Encourage and support markets in order to improve services and sustainability
  • involve market representatives in Children’s Trust governance and planning
  • create longer-term contracts to give providers greater security
  • to help share expertise and make the markets more responsive
  • avoid conflicts of interest in close and transparent partnership working
 4. Sustainability planning should include workforce planning; including:
  • human resource issues, pay comparisons, skills and training, geographical location, line management and professional management, accountability and staff morale.
  • workforce planning should cover statutory, voluntary, community and private staff.
  • building in incentives through longer-term contracts
  • using accreditation (eg Royal Colleges, universities) to reflect competency
 5. Assess and develop the skills, experience and capability of planners and commissioners; including:
  • Procurement, market analysis, service remodelling, financial management. incentives, legal awareness, negotiating, people skills, human resources awareness,
  • Participation, evaluation and data analysis, understanding of children, young people and maternity services, partnership working, integrated training placements, project management and leadership
  • Good practice in writing contracts, understanding the key principles to follow and the role of outcomes/inputs/outputs/processes.

Strategic approaches to workforce development planning

The Local Government Pay and Workforce Strategy (2004) provides a strategic context in which to review and plan workforce development. It provides priorities for consideration:

  • Developing the organisation
  • Developing leadership capacity
  • Developing workforce skills and capacity
  • Effective resourcing
  • Effective pay and rewards
 Further important elements of a strategic approach include:
  • The impact of partnership arrangements on staff
  • Effective consultation with staff groups and partner organisations

DH & DfES guidance:

“Develop the local markets for providing integrated and other services, and produce and implement a local workforce strategy covering service and role re-design, and the necessary ways of working to support delivery.”

  • Strong tradition of collaboration within the region in children’s services developments (Regional Learning Project) and workforce development (CPD Partnership)
  • Sharing learning on children’s workforce development strategies
  • Effective regional support for workforce development by organisations such as GO, RDA, SSC, CWDC
  • EM Centre of Excellence provide cross-regional Supplier Spend analysis to create greater transparency.
  • Developing the market capacity through cross-regional arrangements.

Commissioning principles in action

User's needs first Strategic leadship Early intervention Partnership work People with skills Long-term view Work with providers Continuous evaluation Spend wisely Open Process
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Did you know? 

Nottingham City Council is investing in voluntary and community organisations to ‘grow’ the Voluntary and Community sector (VCS) market and go beyond just mapping the market to build the capacity of providers who will develop the services that are needed.