- Slides: 11
Learning from others: Surrey’s story Emily Boynton, HR Relationship Manager, Children’s services Lucy Mustoe, Children’s Recruitment Team Leader
Surrey context JAR “inadequate”: April 2008 DCSF Improvement notice October 2009: “reduce the social work vacancy rate to 14% by 31 March 2009 and 11% by 31 March 2010” December 2008 HR set up social work recruitment taskforce to tackle the problem
Key short term actions • • • Systems for validating posts and people Get data on position Speed recruitment process Dedicated team, personal approach Improve assessment day/process/ad campaign/branding Centralised locum recruitment and allocation
Clarity on our position In March 2009 we had 283 posts, of which 76 were vacant (26% permanent vacancy rate), with 74 locums (of which 48 were covering perm vacancies) In January 2010 we had 279 posts of which 55 were vacant (20% permanent vacancy rate), with 34 locums of which 28 covering permanent FTE and 10 awaiting start dates. By April 2010 we expect to have 224 posts of which 23 are vacant with (10% vacancy) 28 locums of which 14 locums covering permanent FTE and 10 awaiting start dates.
• • In the last year we have hired over 60 social workers and 14 Assistant Team Managers Turnover around 14 -15% - not all losses are regretted losses Locally trained workforce tends to stay with us Historic attempts at overseas recruitment unsuccessful
Medium term actions • • • Increase in pay: raise starting salary to 27. 5 k plus 1. 5 k for frontline teams Links to Universities, social work student placements and recruitment Engage with CWDC in return to social work scheme, fast track graduate scheme, NQSW support scheme etc.
Service restructure • • Bottom up process: 12 -15 cases per worker depending on team, 1 to 7 supervision ratio, FSWs where useful 4 area teams (2/3 districts each) with Duty and Assessment. • Child Protection and Proceedings. • Looked After Children. • Children in Need. •
Longer term actions • • Influence government/SW task force/MPs select ctte/ sector skills councils etc Significant workforce planning national failure for core statutory profession Too much freedom given to profession and Universities – local authority employer voice too weak Employer sponsored training review
• • • Key challenges Universities not producing competent workers: entry screening? New professional developments strain overstretched experienced workers Financial pressures and targets Endemic poor quality practice Will the new structure work?
Next steps • • Interested in NQSW academy approach Build managers’ people management skills Coaching approach to practice improvement Attract good final year students through Leaders bursary