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Planning to solve social workers staff shortages at
With employee numbers running beyond 40,000 and a budget of more
than a billion pounds, Essex County Council was keen to ensure it had
up-to-date workforce planning in place, which it achieved through a
dedicated oracle system held in departmental databases. It became
clear in the early 2000s that the perennial problem of shortages of qualified
social workers was deteriorating with vacancies at 25%, more than
twice the national average. Without a clear action plan, this problem
could not be resolved.
Without a substantial increase in salaries and benefits (impossible in
most cash-starved local authorities) it was unlikely to be able to make
up the shortfall by recruiting from other authorities, so a more drastic
solution was investigated to focus on the capacity of existing staff. The
council carried out a survey of the time spent on ‘skilled’ social work
activity, and how much on ancillary work, particularly administration,
to identify how possible it was to switch the administrative tasks to
support staff, where recruitment was possible.
The survey also gave an opportunity for social work staff to buy into
the proposal by suggesting how the service and their role could
improve through changes in the way they carried out their work. A
workshop took place before the survey was issued to explain the exact
purpose of the survey and to dispel any fears about ‘snooping’.
Another workshop took place when the returns and analysis was completed
to discuss the way forward. Many good ideas emerged and a
number were implemented to release time for social workers to better
use their skills and professional expertise, both in handling cases
and in transferring skills to other staff, especially those in residential
homes.
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