REASON FOR SELECT COMMITTEE CONSIDERATION

This Select Committee has demonstrated a commitment over the past two years to recognising and responding to the need to address workforce issues with regard to the recruitment and retention of childcare social workers.

This paper has been requested, as part of a the scrutiny work plan to provide an overview and update of the work of the Recruitment and Retention Task Group

ACTION REQUIRED BY THE COMMITTEE

To debate and make recommendations

BACKGROUND

This matter was first scrutinised and debated in October 2001 in response to the severe staffing shortfall in the service. Following a report to the Social Services and Housing Select Committee in December of that year, a Task Group was established and commenced work in February 2002.

The membership of the Task Group has comprised of: Members (including the Portfolio Holder, the Chair and Vice Chair of this Select Committee), Officers, managers and operational staff, together with input from Human Resources, the Learning Centre and latterly Social Services business support staff responsible for workforce development and communication.

The work of this Task Group has focussed on both the issues originally identified together with ideas generated by the Group to improve our position with regard to recruitment and retention. It continues to work to the key principles identified at the outset contained in Appendix A.

PROGRESS TO DATE

The following table sets out the progress area, initiatives, activity and comment regarding the impact on recruitment and retention:

PROGRESS AREA	INITIATIVES/ACTIVITY			COMMENT
Recruitment of qualified social workers	March 2003 Vacancy rate = 24% October 2003 = 14% January 2004 = 1.5% March 2004 = 4.5%			It is our target to maintain vacancy rates at below 5%. There is some pressure with regard to maternity and sickness leave of 2 members of staff.
Branding	The development of distinctive Island branding for recruitment.			The task Group has received positive feedback regarding our distinctive branding from the recruitment section of the professional journal Community Care.
Community Care Live Event at the Design Centre in London.	An exhibition stand is reserved for the Island at this event in May this year. A sub group of the Task Group has been preparing our stand and associated literature.			Hard, and creative work is going into our presentation at this event, though principally focused on children’s services there will be literature available in respect of the Directorate.
CD Rom	The Task Group has commissioned a recruitment CD Rom from Utility Films Ltd. Work on this has now been completed and 1,000 copies have been order. This CD Rom will be available for use shortly and will be a feature in the Community Care Live event. It includes information on Estate Agents, Schools, together with a template of the Council’s application form.			The CD Rom has been based on the experiences of existing childcare social workers and managers on the Island. These staff have contributed together with the Director and Members.
Market Supplement Growth Bid		Payment of £1,2000 market supplement is made to all existing and newly recruited qualified social workers through the Council’s continuing 02/03 growth bid.	It is evidenced that our recruitment drives, and market supplements have contributed to the reduction in our vacancy rate.
Post Qualifying Increment		All staff that complete the national training requirements with regard post qualifying awards receive an increment. This is found from base budget.	This is consistent with the development of a continuous learning culture in the Directorate, and performance management through Personal Development Reviews.
Use of Agency Workers		Was successful in covering, through short-term contracts, past vacancies.	Some of those staff have continued with us on a sessional basis.

PROGRESS AREA	INITIATIVES/ACTIVITY	COMMENT
Diversity	We have successfully recruited qualified workers from Romania and Belgium. Successful recruitment of the Deputy Team Manager for Children Disability team of a qualified worker with a hearing impairment.	These workers, together with an unqualified staff member from Brazil make a significant contribution to our diversity agenda. Our worker from New Zealand stayed with us for 2 years before deciding to return to her country of origin. We have a number of staff with specific needs in the Children’s division, which requires us to attend to communication and disability compliance needs.
Bursary Scheme	We have committed £3K to this bursary scheme and have successfully interviewed and appointed 2 prospective employees onto this scheme.	These staff will take up appointment in the summer of this year, ratified in September by the receipt of their social work qualification. This requires a 2 year commitment from the student in return for the bursary.
Sponsorship – “growing our own”	Four members of staff, as previously reported, are currently sponsored 2 from children and 2 from adult services on the new social work degree courses.	Sponsorship brings financial support for course fees, travel expenses and books and provides locum cover for 2.5 days @ week at their existing workplaces. This also requires a 2-year commitment from the sponsored student in return for the sponsorship.
Workforce capacity strategy	The draft strategy for the Island is being reviewed in the light of the planned exercise undertaken by the Employers Organisation, followed by a successful local seminar facilitated by the Organisation.	Further meeting are arranged as part of this review, augmented by the appointment of a post within Social Services dedicated to workforce planning and development.
Relocation Allowances	Though in principle Children’s Services adhere to the £5,000 baseline guidance, in the light of rising property prices / costs on the South coast there is the options of an enhanced allowance up to £8,000 subject to individual circumstances.	When required, this needs to be met from base staffing budget allocations.

OVERALL PROGRESS TO DATE

This Task Group has worked hard and made considerable progress to date, of note is the reduction from a peak of 24% to a low of 1.5% and an current average of 4.5% in the vacancy rate. There are a number of initiatives in progress that should assist in the recruitment and retention task, and be of import in the overall Children’s Services workforce strategy.

OUTSTANDING WORK

The identification of temporary accommodation to assist staff moving to the Island, or as a base for agency staff remains an outstanding matter for consideration by the Task Group.

FINANCIAL, LEGAL CRIME AND DISORDER IMPLICATIONS

As previously stated recruitment and retention costs are being met from within the current revenue budget. Significant costs such as the market supplement are only possible as a result of the recurring monies agreed by the Council.

There are no legal implications to date

Crime and Disorder implications will only impact if we are subject to a reduced workforce which will effect our ability to respond to section 17 of the Crime and Disorder Act.

RISK ANALYSIS

If we were to return to a significantly depleted qualified childcare workforce, the Council would endanger the effective discharge of its statutory duties

BACKGROUND PAPERS USED IN THE PREPARATION OF THIS REPORT

October 2001 Social Services & Housing Select Committee

December 2001 Social Services & Housing Select Committee

October 2002 Social Services & Housing Select Committee

March 2003 Social Services & Housing Select Committee

October 2003 Social Services & Housing Select Committee

Contact Name

Prue Grimshaw

Acting Head of Children’s Services

Social Services Headquarters

Telephone 820600

E-Mail [email protected]

GORDON KENDALL

Portfolio Holder for Social Services and Housing

APPENDIX A

KEY PRINCIPLES

· Valuing staff as a significant resource within the Authority

· Having a clear and flexible approach to recruitment

· Developing a diverse and representative workforce

· Promoting and improving the image of the Authority

· Reviewing and monitoring the recruitment / retention package

· Supporting training and “growing our own” social work staff

· A strong focus on retention