1. Be healthy Stay safe Enjoy and achieve Make a positive contribution Achieve economic well-being

2. Child’s perspectiveTeamServiceChildren’s Trust I am certain that everybody I deal with will understand enough about me to see what’s best for me. People identify themselves as part of one children’s workforce and share a common vision of success and purpose People identify themselves as part of a wider children’s workforce and share a common vision of success Shared strategy for workforce reform and delivery in response to local need I understand what people are talking about and how people are working for me People demonstrate shared values and use common language Actions are based on a set of values that are aligned between organisations, expressed in a common language Shared communication procedures and protocols are adhered to. I know that I and my family/carers will get the best help to make my life better. There is an identified team around the child which is co-ordinated by a lead professional and which recognises individual expertise Positive outcomes drive collaborative behaviours of organisations and these are clearly described as part of everyone’s role. Agreed priorities and shared accountability for all outcomes for all children and young people I know that someone will bring together all the people I need to support me and my family / carers. They make sure that we are getting this support Professional expertise is valued and the appropriate team with the right combination of people and skills is well led in meeting the needs of the child. Redesign and remodelling informed by the opinions of children, young people and their families. Good understanding of how organisations complement one another All children’s trusts to have effective arrangements for early identification and work with all services contributing appropriate skills and resources I am confident that the workers I meet have the right skills to help me solve my problems Whilst some professional development will be separate, training in key areas is team- based, all staff learn new processes and skills together Workforce skilled, experienced and knowledgeable, developed to deliver positive outcomes. Sufficient numbers and mix of staff at each level appropriately deployed to meet children’s needs. Skills gaps identified and commissioned across all partners. I only tell my story once and may choose to add to it.. When I meet a new worker they know about me and know what I am trying to sort out Common assessments, clear protocols on sharing information, briefing and handing over clients are adhered to by all. Jobs done by the person with the most appropriate skills. Understanding of other people’s roles and skills leads to positive, appropriate engagement. Workforce deployed in response to local need. Protocols are in place I see the same person every time, and they have time to listen to me. I know they take my safety seriously Team is well resourced with appropriate skills available to support workload. Enough people to provide services, supported in their work and who are excited by the opportunities a career in the children’s workforce offers. Staff movement is well managed; succession planning is in place. Diverse workforce reflecting the children they serve. Common procedures and protocols agreed and adhered to I know what the plan is, because I helped write it - it’s my plan Children and young people involved as part of the team in service planning, design and delivery Services based on and responsive to the needs and voices of children, young people and families We evaluate the impact of workforce deployment and activities against outcomes for children, and against our agreed plans What would success look like?

3. The reformed and integrated workforce spectrum Characteristics of fragmented workforcesCharacteristics of an reformed and integrated workforce Workforce identity often based on occupational groups. Presence of these separate identities and lack of a coherent vision impedes change Shared identity and a shared vision of better services for children. Organisational changed are led and managed within a strong sense of purpose. Working in partnership is part of the day job Driven by different organisational values where language, jargon and acronyms risks the creation of barriers to cross-organisation working Shared values and leadership across all services for children consistently using plain English Workforce feels limited in what it can achieve. People deal only with their areas of expertise and do not address other issues that impact of children’s success. There is a lack of ambition both for staff themselves, their services and the children and young people they serve. All staff feel part of the “team around the child”. Lead professional roles are well developed;, along with common induction, joint accountability. Everyone in the team is ambitious for all five of the Every Child Matters outcomes. Services driven by the needs and perspectives of individual agencies and professions, though agencies may work together New ways of working and new roles encouraging integrated working practises. Professional expertise valued and drawn in appropriately Inconsistent and inappropriate levels of skills to meet children’s evolving needs; training only ever delivered separately through individual agencies Positive leadership and clear direction. Professionalised, high quality appropriately trained workforce. Team training a common feature. All members of work teams recognise the unique contribution of each profession and team member. Staff feel properly prepared for their roles Risk that the lack of established relationships can lead to mistrust; lack of understanding of other professionals’ contributions and status rivalries Appreciation of complementary roles focussed around children. All team members recognise the collaborative advantage of working together to improve outcomes for children Lack of sufficient staff in key areas, unable to recruit and retain staff. Staff turnover is a problem. Low morale People with the right skills knowledge and experience working together in flexible ways. Seen as a good place to work. Workforce that makes assumptions about the needs of children, young people & families Outcomes for Children, Young People & Families at the heart of service design and workforce reform CWDC Workforce Reform Task & Finish Group

4. The team around the Children’s Trust –nationally and regionally Parents…. One national strategy shared by all organisations, with flexibility to adapt to local needs. A clear identity shared by all who work to support Children’s Trusts Common Values. Consistent national language from all government departments and agencies. Any new initiatives take account of whole workforce wherever possible. National priorities are agreed and owned by all but aligned for delivery against appropriate agency/sector skills council National professional organisations are focused on new ways of working and lead way, all organisations play their part whilst valuing professionalism of other colleagues High quality, well trained staff. IQF effectively introduced. Local areas well served by providers providers to offer good access to broad range of qualifications. Newly Qualified practitioners from all disciplines access common induction as appropriate National support and funding supports full range of professionals and values all workers so that children, young people and families can access support at right level from right discipline. Lead professional role working well in vibrant “team around the child” settings National support for appropriate recruitment and retention initiatives. National lead/ clear national data set to best utilise data to inform workforce planning. national planning is informed and led by active participation of children, young people and families.