Early Help Impact & cost saving Expectations & demand Innovation & opportunities Invest in workforce...

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Early Help Impact & cost saving Expectations & demand Innovation & opportunities Invest in workforce Strategy & management Ensure first line managers are skilled Help strategic fit the operational Understanding demand – where it is coming from Pressures of Ofsted and maintaining ‘Good’ enough Lack of ‘thinking time’ – forced into being reactive What is driving the behaviour Early help as enabling Retention of staff What’s on Top?

Transcript of Early Help Impact & cost saving Expectations & demand Innovation & opportunities Invest in workforce...

Page 1: Early Help Impact & cost saving Expectations & demand Innovation & opportunities Invest in workforce Strategy & management Ensure first line managers are.

Early Help• Impact & cost saving• Expectations & demand• Innovation & opportunities• Invest in workforce• Strategy & management• Ensure first line managers are skilled• Help strategic fit the operational• Understanding demand – where it is coming from• Pressures of Ofsted and maintaining ‘Good’ enough• Lack of ‘thinking time’ – forced into being reactive• What is driving the behaviour• Early help as enabling • Retention of staff

What’s on Top?

Page 2: Early Help Impact & cost saving Expectations & demand Innovation & opportunities Invest in workforce Strategy & management Ensure first line managers are.

Day 1 Plenary discussion - Implications and future actions

Page 3: Early Help Impact & cost saving Expectations & demand Innovation & opportunities Invest in workforce Strategy & management Ensure first line managers are.

Plenary Discussion:

John’s Questions:• Is our leadership capacity good enough? If not what

are we doing about it?• What are you doing about poor practice in your LA?• Are we doing enough collectively to challenge

‘recidivist’ poor practice in other Las?• Why are we so precious about Local

Sovereignty/Local Determination?

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Plenary Discussion:

• Keeping accountabilities clear• Isle of Wight – Doing nothing until fully understood the situation• All opinions are important• Fragile financial authorities• Thinking about permanency rather than time-limited strategy• Capacity of scale e.g. Adoption Services• Cross regional working• Managing upwards• Having the right people in consortium to make a difference• Things can’t remain the way they are – let’s just do it!• Channelling and championing entrepreneurial skills/innovation

Page 5: Early Help Impact & cost saving Expectations & demand Innovation & opportunities Invest in workforce Strategy & management Ensure first line managers are.

Day 2 Plenary discussion - Implications and future actions

Page 6: Early Help Impact & cost saving Expectations & demand Innovation & opportunities Invest in workforce Strategy & management Ensure first line managers are.

Plenary Discussion:• Sefton

• (Cara) C.S.E Examples, Systems approach, Inc. Taxi Drivers, etc. Procedures embedded across communities

• Wigan• Wigan Deal – starting to change dialogue with citizens• Critical to have staff involved in any service transformation

• N.E. Lincs• Participation of children with Child Protection Plan in groups during school holidays • Be ‘Better at Consulting’

• Cambridgeshire • Own version of Hackney model/importance of conditions of service for staff. Work for county not

specialism • Hampshire

• Pillars of Parenting (Cath) • Being cared about not just cared for

• Worcestershire• Statutory Social Workers in Primary Schools (highest need/demand) in catchment areas. • Importance of breakfast club?• Social Workers autonomy. Need the right school and right combination of SW. Not needed in every

school