Growth and development.pdf

AberdeenStaff6. StaffingManagers & central staff 162 0.8 1 150 0.7 2Frontline staff 1,287 6.1 1 1,198 5.7 2Other 269 1.3 2 248 1.2 2Total 1,717 8.1 1 1,596 7.6 1VacanciesWTE1999actualWTE1999per 1,000Vacancies2000 % Vacancies2000Quartile1999% Vacancies2000ScotlandWTE2000actualWTE2000per 1,000Vacancies2001 % Vacancies2001Quartile2000% Vacancies2001ScotlandSWs with adults 0 0 7.8 8 8.3 10.9SWs with children 6 5.3 7.4 6 5.2 10.7SWs with offenders 3 7.3 7.5 6 16.9 7.2Generic workers 0 0 8.0 0 0.0 12.7Total 9 3.6 7.7 19 8.0 10.5Rates of managers and frontline staff are relatively high although both reduced between 1999and 2000. The overall vacancy level is below average but is high for criminal justice posts.Local recruitment and retention are affected by the level of mobility in a labour marketdominated by the oil industry. Staff turnover is very variable: for fieldwork staff it dropped from45% in 1999-2000 to 23% the following year. Staff vacancies in May 2002 showed a reduction,but there were relatively high levels of sickness in some units. There is now a noticeable dropin applicants, and problems are being encountered in recruiting to specialist posts (such asdrugs workers for children and families) which demand a combination of skills, experience andthe capacity to develop services.The Council has tackled the particular problems within children’s services by:• revising recruitment systems and publicity material;• raising the profile of children’s services at recruitment events;• encouraging more placements in childcare settings;• offering new staff a two year deal – an induction programme, weekly supervision for thefirst six months, mentoring for the first three months, attendance at a monthly supportgroup and a protected caseload in the first year; and• providing the opportunity of following the PQ Part 1 and locum relief for training.In addition demands placed on children’s services workers are being examined to identify whatsupport is needed for qualified staff.13