 and practitioners with the knowledge, skills, and experience to deliver the outcomes set out in the National Framework. Leaders invest in practitioner training, development, and wellbeing. Leaders reflect on the diversity of their workforce so it reflects and can meet the needs of the local area. • Leaders prioritise a stable and permanent workforce and only employ agency social workers as a temporary measure when absolutely necessary, so that children, young people and families can maintain consistent relationships with practitioners. • Leaders identify and remove unnecessary bureaucracy, including with the help of technology and administrative support, and are mindful of practitioner workloads, including both the number of children and young people they are supporting, and the complexity of their family dynamics. • Leaders enable their practitioners to have the knowledge and skills they need to support the children and young people they work with, and oversee regular, consistent, reflective supervision for practitioners to support their practice, development, and wellbeing. • Leaders support early career social workers, as they start out in practice, to access the provision and training they need to develop their practice and to benefit from the expertise and support of more experienced colleagues. • Leaders provide the workforce with suitable opportunities to deepen their knowledge, develop new skills and put learning into practice. They identify appropriate training for those working with groups with specific individual needs or protected characteristics, including support for disabled children. 27 • Leaders support managers at every level of the organisation to have manageable spans of control and they are able to provide the support and supervision that allow pra