Growth and development.pdf
Growth and development.pdf Growth and development.pdf
North AyrshireStaff6. StaffingVacanciesWTE1999actualWTE1999per 1,000Managers & central staff 96 0.7 2 94 0.7 2Frontline staff 614 4.4 3 714 5.1 2Other 196 1.4 2 165 1.2 2Total 906 6.5 2 973 7.0 2Vacancies2000 % Vacancies2000Quartile1999% Vacancies2000ScotlandWTE2000actualWTE2000per 1,000Vacancies2001 % Vacancies2001Quartile2000% Vacancies2001ScotlandSWs with adults 0 0 7.8 1 7.4 10.9SWs with children 1 2.2 7.4 6 15.8 10.7SWs with offenders 1 4.5 7.5 1 5.6 7.2Generic workers 1 7.1 8.0 1 7.7 12.7Total 3 2.9 7.7 9 11.6 10.5There is a relatively high rate of staff, whose total number has increased between 1999 and2000 – mainly in frontline staff. The rate of managers and central staff is relatively low. Staffvacancies are lower than average in all areas, except children’s services, where they are high.Major problems have emerged in the recruitment and retention of childcare staff in fieldworkteams. A high sickness level has placed further pressure on workers.To address these problems the Council has used social work assistants to take on tasks that donot require qualified workers. It supports assistants whose aim is to qualify as social workers.It may sponsor students through the local college with guaranteed employment on qualification.Further staff problems are foreseen as community care expands in response to the findings ofthe strategic review of older peoples' services.To help retain staff, the department is creating senior practitioner posts, with appointment tothe grade made on the basis of experience and qualification, as an outcome of the personaldevelopment review process. A bid has been made to the Society Of Directors Of Personnel InScotland for consultant resources to find solutions to staff retention problems and to establisha work/life balance.7. Modernising servicesThere is a small ethnic minority population, in which the largest groups are Asian and Chinese.Race equality is considered within an equal opportunities policy framework adopted by theCouncil in 1997. A racial incident monitoring group has been established for North Ayrshire.The Council has formed a working group to develop a race equality plan.New technology is being used to improve the information flow between the Council and itscitizens. Early successes, including the development of reception services, a telephone callcentre and the Council’s website, are to be followed by a second phase introducing citizenaccounts and online processes. Social work has been closely involved in a detailed analysis ofbusiness processes able to be deployed on the Council’s information systems.183
Social work staff have access to a mature intranet, and there is a developing culture of using ITfor day-to-day work based on the gradual introduction – accompanied by extensive training – ofCareFirst, which commenced in summer 2001. Funds have been sought to develop linksbetween CareFirst and health information systems. Links between CareFirst and the educationinformation system, SEEMIS, are also planned.8. The FutureCurrent shortcomings in community based provision for older people and the projected growthin the older population, which will increase demands on community care services, underline theneed for the Council and its health partners to plan their strategic improvement and to identifythe resource priorities for implementing improvements within measurable time. The Councilshould therefore pursue the current review of services for older people to a conclusion, so thatit and its partners can take early decisions on an action plan to implement future changes.The progress made by the Council and its health partners in improving services for people witha learning disability would be consolidated and enhanced by:• establishing an integrated team of social and health care staff;• completing a financial framework to underpin the PiP agreement;• involving the education department closely in developments, particularly as they affectchildren and young people; and• developing and expanding local area co-ordination for children and adults with learningdisabilities.The future strategy for mental health services should be completed by identification of resourcepriorities for implementation of the directions which the service is seen as taking in the futureto meet local needs effectively. It is suggested that included in future planning should be:• integrated mental health teams under single management; and• close involvement of GPs and local health care co-operatives in the delivery of servicesPlans for future services for people with sensory impairment should specifically include a reviewof future needs assessments for children with a sensory impairment and provision for transitionfrom children’s to adult services.To capitalise on the progress made in implementing the recommendations of Learning withCare, the Council should complete their implementation and – with health partners – formulatea joint programme of development and training opportunities for staff who work with lookedafter children.To enable the Council to play a full part in and derive benefits from the criminal justicepartnership, it should regard as a priority the provision of IT support for storing, analysing andretrieving data on the performance of criminal justice services.184
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Social work staff have access to a mature intranet, <strong>and</strong> there is a developing culture of using ITfor day-to-day work based on the gradual introduction – accompanied by extensive training – ofCareFirst, which commenced in summer 2001. Funds have been sought to develop linksbetween CareFirst <strong>and</strong> health information systems. Links between CareFirst <strong>and</strong> the educationinformation system, SEEMIS, are also planned.8. The FutureCurrent shortcomings in community based provision for older people <strong>and</strong> the projected growthin the older population, which will increase dem<strong>and</strong>s on community care services, underline theneed for the Council <strong>and</strong> its health partners to plan their strategic improvement <strong>and</strong> to identifythe resource priorities for implementing improvements within measurable time. The Councilshould therefore pursue the current review of services for older people to a conclusion, so thatit <strong>and</strong> its partners can take early decisions on an action plan to implement future changes.The progress made by the Council <strong>and</strong> its health partners in improving services for people witha learning disability would be consolidated <strong>and</strong> enhanced by:• establishing an integrated team of social <strong>and</strong> health care staff;• completing a financial framework to underpin the PiP agreement;• involving the education department closely in <strong>development</strong>s, particularly as they affectchildren <strong>and</strong> young people; <strong>and</strong>• developing <strong>and</strong> exp<strong>and</strong>ing local area co-ordination for children <strong>and</strong> adults with learningdisabilities.The future strategy for mental health services should be completed by identification of resourcepriorities for implementation of the directions which the service is seen as taking in the futureto meet local needs effectively. It is suggested that included in future planning should be:• integrated mental health teams under single management; <strong>and</strong>• close involvement of GPs <strong>and</strong> local health care co-operatives in the delivery of servicesPlans for future services for people with sensory impairment should specifically include a reviewof future needs assessments for children with a sensory impairment <strong>and</strong> provision for transitionfrom children’s to adult services.To capitalise on the progress made in implementing the recommendations of Learning withCare, the Council should complete their implementation <strong>and</strong> – with health partners – formulatea joint programme of <strong>development</strong> <strong>and</strong> training opportunities for staff who work with lookedafter children.To enable the Council to play a full part in <strong>and</strong> derive benefits from the criminal justicepartnership, it should regard as a priority the provision of IT support for storing, analysing <strong>and</strong>retrieving data on the performance of criminal justice services.184