People strategy consultation

Strategic Priority 1: Be Happy, Safe and Well

• Aim to ensure that every child has the best start in life.
• Identity and support children, young people and vulnerable adults to keep them safe from harm and abuse.
• Promote a whole school approach to mental health and wellbeing across all education settings.
• Help residents to be physically and mentally well for as long as possible and manage their conditions.
• Make sure unpaid carers get support for their own mental health, wellbeing, and needs.
• Provide support to people to prevent, reduce or delay the need for ongoing support and maximise their independence.
• Promote keeping fit and well to reduce the demand for health and social care services.
• Ensure information and advice is easily available and enables people to make informed choices about their care and support.
• Explore opportunities for people to connect and build relationships to reduce social isolation.
• Reduce health inequalities.

Strategic Priority 2: Achieve Your Full Potential

• Aim to give children and young people the support they need to achieve success.
• Recognise and develop support received by children looked after so they can achieve their full potential.
• Improve the outcomes for care leavers by implementing the Care Leavers Covenant
• Improve educational attainment by closing the achievement for children and young people from all backgrounds, support families to give children the best start in life and create a Child Friendly Borough
• Explore opportunities to work with education providers, businesses, and voluntary and community sector to support care leavers to gain work experience and employment.
• Help young people have the qualifications, skills, confidence, self-esteem and opportunities to contribute to society when entering adulthood.
• Increase education and skill levels for disabled residents.

Strategic Priority 3: Treat Everyone Fairly and Equally

• Identify those that are over and underrepresented in services.
• Determine some of the factors that form the lived experiences of those that are disproportionately under/overrepresented to understand how diversity, social inequality and poverty impact the lived experiences of children, young people, and vulnerable adult to achieve positive benefits.
• Make better use of management information and data to inform discussions and action planning as to how barriers to accessing services can be removed.
• Discover the reasons why some groups are over-represented within services we provide and, what actions are needed to support communities disadvantaged through poorer outcomes.
• Develop targeted interventions to establish effective practices to engage with under or overrepresented groups.
• Work with partners to understand the experiences, causes and how to reduce disproportionality amongst black and dual heritage boys in the youth justice service.
• Work with schools to explore reasons for over representation of Black pupils and pupils with SEND in exclusions and to explore how they can be addressed.
• Co-design and co-create services with underrepresented groups to empower them to achieve their best lives and achieve their full potential.

Strategic Priority 4: Develop the Workforce

• Improve recruitment and retention of staff though the implementation of the People Directorate Recruitment and Retention Strategy.
• Maintain our commitment to the London Pledge and continue to drive for permanency in our staffing arrangements.
• Implement the findings from the Independent Children's Social Care Review.
• Embed the training and learning around Trauma Informed Practice.
• Support providers of social care services to develop and support their staff through a wellbeing offer and development opportunities.
• Work collaboratively with local providers and partners to explore solutions to care staff shortages locally particularly by Influencing social work teaching/training across local universities.

Strategic Priority 5: Build Relationships and Work in Partnership

• Listen to the voice of users of our services to ensure that they have a say in shaping services that they use.
• Where possible, empower users of services, their family, and carers to get involved in designing and commissioning person-centred services.
• Deliver a more joined up services to maximise efficiency and achieve improved outcome.
• Create collaborative and innovative approaches to local challenges with our partners.
• Work more effectively with partners to reduce the complexity for residents.
• Aim to ensure residents get the right help and support, at the right time, from the right services through the one front door project and integrated technology.
• Put relationships at the forefront of our approach to improving services, including work to improve practice, systems, and commissioning.