PPLWD Introduction

Introduction

The wider Protecting People strategic agenda in Dundee City is led by a number of key public protection partnerships - these include the Adult Support and Protection Committee, the Child Care and Protection Committee, the Violence Against Women Partnership and the MAPPA Strategic Oversight Group, all reporting to the Chief Officers Group (COG). The members of the Chief Officers Group agreed to the setting up of joint protecting people task groups in relation to self-evaluation and learning and workforce development activities.

The development of this Protecting People Learning and Workforce Development Framework aspires to lead to greater cooperation and a more streamlined, strategic approach to equipping the workforce with the competence, knowledge and skills, applicable to their role, for the protection of people. The Framework has been adapted from the National Child Protection Learning and Development Framework to incorporate Adult Support and Protection, Violence Against Women and MAPPA competencies, knowledge and skills requirements.

Any learning and development opportunity can be reviewed and designed to ensure it meets at least one of the competencies, knowledge and/or skills required. All Agencies should do this with any in house learning and development opportunities they offer to staff.

Staff members and their managers/supervisors , or carers, once they have identified any gaps in their Protecting People competencies, knowledge or skills, can select Learning and Development activities that will specifically address these gaps.

It is intended that this tool will encourage and support staff, managers, supervisors and carers to think beyond formal training courses to meet their Protecting People Learning and Development requirements. For example, structured reading, shadowing, reflective discussions and e-learning.

This Framework should be seen as cumulative in two senses:

  1.  A member of staff in the Specific Contact Workforce will be expected to be able to demonstrate that they have the competencies, knowledge and skills required of the General Contact Workforce. Similarly, workers in the Intensive Contact Workforce need to also have the competencies, knowledge and skills expected of the other workforce groups.
  2. Many workforce members will fall within different workforce groups in relation to different parts of their role. For example, a workforce member in an adult focused service might be part of the General Contact Group for child protection, violence against women and MAPPA but be part of the Intensive Contact Group for adults. Such a workforce member can use the Framework to identify LWD opportunities that meet the General Contact competencies, knowledge and skills by selecting opportunities that focus on general skills (such as identify concerns and know how to respond). They will then go on to select LWD opportunities from the Specific and Intensive Contact group in relation to Adult Support and Protection which focus on more specific skills (such as risk assessment and risk management) or that are issue specific to adult support and protection.