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Growth and development.pdf

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GlasgowStaff6. StaffingManagers & central staff 491 0.8 1 458 0.8 2Frontline staff 2,164 3.5 4 2,639 4.3 3Other 1,353 2.2 1 1,178 1.9 1Total 4,008 6.6 2 4,275 7.0 2VacanciesWTE1999actualWTE1999per 1,000Vacancies2000 % Vacancies2000Quartile1999% Vacancies2000Scotl<strong>and</strong>WTE2000actualWTE2000per 1,000Vacancies2001 % Vacancies2001Quartile2000% Vacancies2001Scotl<strong>and</strong>SWs with adults 24 14.6 7.8 57 18.7 10.9SWs with children 6 6.5 7.4 40 13.0 10.7SWs with offenders 12 8.6 7.5 10 8.6 7.2Generic workers 24 5.5 8.0 13 16.5 12.7Total 65 8.0 7.7 120 14.9 10.5The Council has a relatively high rate of managers <strong>and</strong> central staff <strong>and</strong> a high rate of otherstaff. The rate of frontline staff increased from 1999 to 2000 but remains lower than in mostother authorities.Vacancy levels are high <strong>and</strong> have increased between 2000 <strong>and</strong> 2001. At end 2001, the Councilhad 15% vacancies among qualified social work staff in children <strong>and</strong> family services, comparedto a vacancy rate of 6% in community care <strong>and</strong> no vacancies in criminal justice. This situation,which should be seen within the context of a national shortage, is attributed to:• the particular <strong>and</strong> increasing dem<strong>and</strong>s on social workers working with vulnerable children;• the drift of experienced practitioners into short-term targeted initiatives where pay is higher;<strong>and</strong>• competition with other authorities.In response, the social work department is to develop the progression of unqualified staff tobecome qualified social workers - a target of ten each year. The strategy assumes that theexp<strong>and</strong>ing social care workforce can be populated <strong>and</strong> trained from the wider workforce inGlasgow, with its above average unemployment.Absence rates are persistently high, particularly among social care staff in residential homes.The department provides staff with a range of tailored support to return to work following sickleave, including reduced working hours, a phased return <strong>and</strong> lighter duties. New managementarrangements <strong>and</strong> an investment in the homes are having a positive impact on sickness levels.141

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