Proposed structure for the Children and Young People's Workforce ...

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2010- Workforce Strategy Draft7. Local strategic context7.1 City profileSouthampton covers an area of approximately 50km and latest figures indicate that the totalpopulation is 231,200 of which approximately 46,240 are registered 0-19 years old which amountsto 20% of the total population.Southampton is the largest city on the south coast and has a population with a wide range ofcultural and ethnic backgrounds. There is a large Polish population with estimates of between10,000 and 14,000 living and working across the city. Southampton also has large Asian and Irishcommunities. At the 2001 Census, 92.4 per cent of the city's population were white - including oneper cent white Irish - 3.8 per cent were South Asian, 1.0 per cent black, 1.3 per cent Chinese orother ethnic groups, and 1.5 per cent were of mixed race.There are approximately 112,400 males within the city and 109,500 females. The 20–24 agerange is the most populous, with an estimated 28,100 people, followed by the 25–29 age rangewith 20,500 people and then the 30–34 age range with 17,000 people.There are approximately 120,305 jobs in Southampton with just over a quarter of these in thehealth and education sectors; Southampton University Hospitals NHS Trust is one of the city'slargest employers.The University of Southampton and Southampton Solent University together have a studentpopulation of over 41,500; the largest number per capita outside London. Each yearapproximately 6,000 graduates enter the labour market, with about 30% staying within theSouthampton area to seek career opportunities. This gives the local employers access to a largepool of graduate labour including nursing, midwifery, education, social work and psychology.The transient population in the city greatly increases during term time, night time and in thesummer months.7.2 Who we have consultedThe development of this strategy has been led by the Southampton Children and Young People’sTrust Workforce Strategy group. Membership of this group comprises senior officerrepresentatives of the five outcomes steering groups, the Local Safeguarding Children Board andthe Children and Young People’s Alliance.The Children’s Workforce Development Council (CWDC) One Children’s Workforce Tool 7 hasbeen used to engage a wide range of stakeholders in the development of this strategy. The toolhas formed the basis for discussions with a wide range of managers, practitioners, children andyoung people, across the Trust, through focus groups and online questionnaires.The CWDC One Children’s Workforce self-assessment covers eight areas:1. Shared Identity, purpose and vision.2. Common values and language.3. Behaviours focused on positive outcomes for children and young people.4. Integrated working practices.5. High quality, appropriately trained workforce.6. Complementary roles focused around children and young people.7 CWDC One Children’s Workforce Tool 2008: http://onechildrensworkforce.cwdcouncil.org.uk/Version 2.6 10
2010- Workforce Strategy Draft7. Capacity to deliver and keep children safe.8. Outcome focus.8. Workforce strategy: the story so farIn 2007 the forerunner to the Trust, the Southampton Children and Young People’s Partnership,adopted our Integrated Children and Young People’s Workforce Strategy for 2007 to 2010.The strategic objectives set out in this document were:• Recruitment and deployment: recruiting and deploying appropriately skilled people,including volunteers, into the workforce ensuring that the work is attractive and promotesflexible routes into jobs.• Workforce development: developing and retaining more people in our workforce andimproving their skills.• Integrated working: stimulating and strengthening integrated working.• Leadership and management: promoting stronger leadership, management andsupervision.Improved partnership working and the development of the Children and Young People’s Trust andits steering groups in 2008 has ensured significant progress under each of these aims in the lastthree years.8.1 Integrated working: from fragmented to integratedA wide range of staff and organisations have responsibility for supporting children and youngpeople both in strategic and frontline roles. Ultimately integration will be a single system forservice planning, commissioning and/or provision; everyone supporting children and youngpeople, either directly or indirectly, working together effectively with the child at the centre, to meettheir needs and improve their lives.In every case, success depends on everyone in the workforce sharing a clear vision, identity andpurpose, with leaders and managers having the experience, skills and support to lead integratedservices, including joint planning and commissioning processes.8.2 Integrated working in localitiesThe Trust adopted an integrated locality service delivery model in July 2009. The model will enableus to:‘….develop and adopt new ways of working, leading, managing and organising services to supportthe delivery of the plan, with the fullest possible participation of children, young people, parentsand carers.’Services delivered across the three localities will:• Increase engagement of local people and communities in improving the outcomesachieved by all children, young people and families.• Develop a better understanding of local needs to inform service commissioning across theChildren and Young People’s Trust.• Enable services to be tailored to the specific needs of a locality, whilst delivering thepriorities of the Children and Young People’s Plan 2009.Version 2.6 11
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