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Learning from others: Surrey’s story

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:

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Learning from others: Surrey’s story

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  1. Learning from others: Surrey’s story Emily Boynton, HR Relationship Manager, Children’s services Lucy Mustoe, Children’s Recruitment Team Leader

  2. 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

  3. 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

  4. 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.

  5. 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

  6. Medium term actions • Increase in pay: raise starting salary to 27.5k plus 1.5k 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.

  7. 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.

  8. 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

  9. 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?

  10. 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

  11. Any questions?

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