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

2010- Workforce Strategy Draft• Mandatory safeguarding training and CRB checks for those with governanceresponsibility• Remodelling of the Local Safeguarding Children Board business planningprocesses• Serious case reviews executive summaries reported to the Strategic PartnershipDelivery Board• An annual review of safeguarding is undertaken by the Overview and ScrutinyManagement Committee• The Chair of the LSCB to meet with the Chief Executive of each partner agencyeach year• Membership of the LSCB to be strengthened• Clear protocol for how lead councillors are kept in touch with frontline issues• For Southampton City Primary Care Trust, the establishment of a SafeguardingChildren Board in both commissioning and provider organisations.xv.Southampton Joint Strategic Needs AssessmentThe Joint Strategic Needs Assessment (JSNA) was published in June 2008. The JSNAidentifies the ‘big picture’ in terms of the health, care and well-being needs of the localpopulation and the inequalities that exist. In also focuses on improvements in outcomeswhich could be made in the years to 2011.This JSNA summarises a vast amount of information, and is intended as a reference tool forservice managers and commissioners.Five themes of work emerged from the extensive consultation that developed the finaldocumentation. The themes include:• achieving better health and well-being for all and tackling health inequalities;• delivering world class health and care outcomes for people in the city;• providing children and young people with a healthy start for life;• providing the best health, care and support services for adult and older people;• addressing social, economic and environmental impacts on health and well-beingxvi.The Southampton 14-19 Learning, Skills and Employability Action planThe 14-19 Learning, Skills and Employability Action plan in Southampton defines the priorityfor a range of commissioned services to meet the objectives of the Children’s Trust, theSouthampton Partnership and wider City Council priorities and services are facilitatedthrough the Children and young people’s workforce, community justice, health and adultsocial care. Strategic objective 8 of the 14-19 Strategy supports the continuous professionaldevelopment of teachers, lecturers, trainers and support staff. We need to harness thisresource and provide colleagues with the right knowledge, skills and motivation to workeffectively. Preparing the workforce for the implementation of Diplomas, the significantincrease in Apprenticeships, the introduction of Functional Skills and Foundation Learningwill require a major programme of professional developmentThe successful delivery of the 14-19 Learner Entitlement will depend on the quality of theprofessional development offered to all those involved in the training and education of youngpeople, including leaders and managers, governors, curriculum designers, teachers andlecturers, advice and guidance staff, and support staff.There are a range of qualifications that align with the sector and include:1. Diploma in Society, Health and DevelopmentVersion 2.6 44