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Old Susannah No.59 – No Country For Old Men

Aberdeen City, Articles, Community, Creative Writing, Information, Opinion, Satire and Humour No Responses »

Nov 252011

Voice’s Old Susannah takes a look at the week that was in Aberdeen and beyond and concludes that this is no country for old men (nor for old women, people with special abilities, school children and infants or animals either).

Old Susannah has been busy this past week. There was an excellent two-day conference at Fyvie Castle. The speakers seemed to believe our heritage, buildings, archaeology and environment are being affected by something they called ‘climate change’. Hard to believe, but some of these speakers think that our weather and climate are changing.

I’ve no idea why they would come to such a conclusion. There was some person from the Met Office (whatever that is), who seems to think a case can be made for climate change because he has statistics that show it’s happening now.

Stranger still, he thinks this climate change might be somehow linked to people burning lots of ‘fossil fuel’. If anyone hears any news about this unlikely story, please let me know.

The general thrust of the conference was that our ancient buildings are under moisture and temperature stresses they’ve not faced before, and many are at risk of actually crumbling. Something called ‘Skara Brae’ in the Orkneys might get washed out to sea before long.

This would not be a huge loss. As far as I can see, it just a bunch of old stones. The site is crying out for a nice high rise building, holiday homes, shops and parking – if not a monolith and a giant glass worm. As to our wildlife, seasons are getting wetter and warmer, affecting growth and breeding cycles. This is no time to be a bird of prey (or any other type of wild creature either. Just don’t mention deer).

Despite the fact these animals are protected, we still have people who poison, shoot, and loot eggs. Mixed with the changing seasons and related change in availability of food, things look rather bad for these creatures.

This two-day course was run at Fyvie Castle by the Scottish Traditional Building Skills Centre, an organisation which trains people (of all abilities) in the skills needed to maintain our historic built heritage. The Traditional Skills people seem to think preserving Scotland’s historic buildings and monuments is a worthwhile thing to do. (If certain local developers have their way, this centre won’t be needed much longer).

Further information is available on their website:
http://www.traditionalskills.com/

We must have skilled craftspeople in future who can ensure the glass worm/teletubbieland, concrete ramps, etc. will remain beautiful, as I’m sure they will be when they are built.

I couldn’t help going away from the conference thinking what I’d do if I had £50 million burning a hole in my pocket. It might involve a little bit of BrewDog, but it would not involve getting rid of listed trees to build a carpark with decorative worm.

It would have been very hard for staff to figure out that this frail woman had a wound so deep you could see her bone

I was glad of the two-day course and its speakers, if for no other reason than there’s not much else going on in the wider world for me to write about this week. I think I heard something about an American policeman offering some protesters a peppery snack treat, and there may be one or two minor problems in Europe and the Middle East.

I also get the feeling that there might be some financial issues concerning our European economic paradise. Other than that, I’ve not much to say just now.

Close to home, news these past few weeks has been short on happy endings. For one thing, the Monolith was not shortlisted as a Union Terrace Garden design. But looking through recent news items, I conclude this is no country for old men. Or old women, women, people with special abilities, school children and infants. And this is definitely no country for animals.

For example take the case of 87 year-old Jamesina Mackenzie who died from a bedsore which became so exposed you could see the bone. This didn’t happen in the ‘dark’ or middle ages; it’s just happened.

So let’s move on to a definition or two.

Bedsore: (compound noun, English) A type of pressure sore caused by the sufferer lying prone in one position without movement over time. A wholly avoidable type of ailment.

The owner of the Highland ‘care home’ where Ms Mackenzie suffered with the sore that killed her told an inquiry into the death that his staff ‘did the best they could’. According to this manager, the problem was that ‘…there had been some errors in staff’s record keeping’. What would have been the result if they were negligent or slacked off, Old Susannah wonders.

I was glad to hear the staff did the best they could. After all, paperwork can be pretty heavy going. It would have been very hard for staff to figure out that this frail woman, who must have been in excruciating pain, had a wound so deep you could see her bone. You would have to have some kind of medical background to work that out.

Older people are always happy to sell up their own homes

My granny had been head nurse of a hospital in Massachusetts. The old-fashioned, primitive way to prevent bedsores was to encourage movement and if necessary, actually help people to move.

This hospital was very inefficient in that it had more nurses and doctors than managers. Far too much money was spent on patients’ food, and far too much time was spent on actually caring for people. I’ll bet the place didn’t even have a good profit margin.

Care Home: (compound noun, English) a residential institution dedicated to long-term care offering rest and re-cooperation of infirm people, usually elderly.

‘Care home’ – the word even sounds warm, safe and snug. The problem is running these homes costs money which could be put to other use. Older people are always happy to sell up their own homes so they will be able to afford a care home of the type which looked after Ms Mackenzie so well.

Saving money and keeping a home in order to have something to leave to your children is so passe. Sure you might get one or two dozen stories a month about older, frail people being abused in care homes, but who are you going to believe – them and their relatives, or the highly-paid (sorry – highly-trained) caring staff who run these places for profit.

Since most regional authorities and councils decided to ‘outsource’ their care responsibilities, there may have been a few minor hiccups or injuries and deaths. But outsourcing is here to stay.

Still our City council knows best, and despite the collapse of a major private care home operator, Aberdeen is still looking into privatising more of its homes. Which leads me to a definition I might have already done, but seems to need updating.

Outsourcing: (noun; modern English) To take a service or operation away from its parent/owner and have it run by a third party.

We are desperate to save money in Aberdeen (those portraits and jeans for the Lord Provost don’t pay for themselves, you know) and in order to do so, we are giving our money to consultants. The totally impartial consultants come in and look at your business. They decide which services should be outsourced, and then the money saving starts instantly.

clearly they just want to give the best care possible to your grandparents or children.

Coincidentally, they often want to outsource the same services that they are able to provide. Old Susannah has yet to hear of a consultancy saying ‘let’s hire more people so we can run things better and have nicer schools and care homes’.

This just proves that the consultancies are impartial businesses which have to make tough choices. It must be very hard for them indeed.

After the consultants have been paid a modest sum for their expertise, the city fires/lets go/lays off its existing staff who initially performed the services. That’s a saving right there in salary expense. In the case of childcare or nursing homes, this may upset the clients initially (the word ‘client’ as used by the City is an old, infirm or young human being to the rest of us).

The ‘clients’ may lose any relationship they’ve built up with their previous carers, but never mind. If you play your cards right, you might even fire enough people to pay part of the consultant’s bill.

The economics of outsourcing get greater for the city involved. Now that they are no longer providing a non-profit service with taxpayer money, they turn the taxpayer money over to people who exist to make a profit. It might seem as if these private operators would cut a corner or two to make money, but clearly they just want to give the best care possible to your grandparents or children.

In the old days you might have thought the purpose of paying tax was so that the government could provide you the services you needed, but which were not designed to be money-making businesses. If we read the odd case of an older person abused (or given a salt shaker instead of an asthma inhaler as happened recently), then that’s the breaks. The other breaks often involve bones.

Thankfully in these modern, enlightened times, we realise that making money is more important than anything else. Including poor Mrs Mackenzie and the other stories that don’t make the paper.

Stop Press! Aberdeen City Council has approved its budget! Read all about it here in this unbiased City Council report:
http://www.aberdeencity.gov.uk/CouncilNews/ci_cns/pr_budgetrevcap_100211.asp

It’s all central government’s fault for not giving us lots more dosh. This might be in part because we waste so much of the stuff on monolith research, portraits and so on, but hey. You will I’m sure be happy to know that only a few hundred posts will either go unfilled (keeps the existing staff busy covering lots of jobs – they enjoy it) or will go altogether.

Re-roofing an unfit building makes as much sense as anything else going on here

We’re holding on to teaching assistants, which is interesting because we’ll be cutting expensive, boring music and art lessons for children. If you don’t have time to visit the city’s website, then just rest assured of one thing: the 50 metre swimming pool is still very much in the cards. Result!

We may pay for it from the Common Good Fund (remember the good old days when this was c. £35 million? Things have changed). To help balance the books, it looks as if Tullos Swimming Pool will stay shut.

Old Susannah is told that it recently had brand new lights installed, and its roof is brand new. Which is odd, because the city now say the building is unstable. Re-roofing an unfit building makes as much sense as anything else going on here.

Consultants have also produced a brilliant 10 page report (took about a year to do, as you can imagine), showing that Aberdeen has many more swimming pools per population than other parts of Scotland. Of course these consultants counted in all the pools we’ve got: Ardoe, Palm Court, etc. etc. I guess the families of Torry will just have to hop into their BMWs and pay to swim for a day at a hotel pool once Tullos is gone.

Still, we’ll have saved money, and we may eventually produce a swimmer who may win a shiny medal. If Aberdeen wins an Olympic medal in a few decades, we’ll all agree it’s been worth it.

When The Clyde Ran Red – Book Review

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Nov 242011

Deliberately resisting the attraction of the undoubtedly arcane and twisted plots of this year’s Broons annual, David Innes evaluates Maggie Craig’s take on exciting revolutionary times on Clydeside a century ago.

When Lenin appointed John MacLean, perhaps Red Clydeside’s most-revered socialist son, Soviet Consul for Scotland in 1918, the reputation of Glasgow and its industrial satellite towns as the most likely crucible of any UK workers’ revolution was sealed.

In the aftermath of Bloody Friday in January 1919, the militia, backed up by tanks was in George Square, the Riot Act had been read to an assembly of tens of thousands of working people and Scotland’s own socialist revolution seemed inevitable.

When The Clyde Ran Red faithfully documents these tumultuous events which took place in what must have been life-enhancing times, but Maggie Craig achieves much more than re-documenting tales and phenomena well-known to historians and socialists.

In what might be regarded as a primer for the more in-depth and heavy duty histories and biographies listed in her book’s bibliography, she chronicles forty years of the people’s history through the experiences of those closely involved and those affected by events which showed that change was possible if the determination of the people was present and stout, resolute leadership given.

Not only are the iconic heroes of the struggle – Maxton, Muirhead, Kirkwood, Shinwell, Johnston and others – celebrated for their unstinting efforts as leaders in the battle for liberty, equality and fraternity, the lesser-known local heroes of rent strikes and trade disputes are also lauded. The little victories against oppression and exploitation, the author illustrates, are just as vital in changing lives as headline-grabbing larger scale changes.

There is obvious pride in her own Clydeside roots as Craig relates the day-to-day realities of struggles, defeats and wins for working people, describing the Singer dispute, the building, moth-balling and eventual launch of Cunard’s Queen Mary and the Nazis’ terrifying and murderous Clydebank Blitz in 1941.

Whilst these histories are well-known, the author brings new life to their re-telling from the perspective of residents, citizens and workers directly involved and affected.

Craig’s previous form as a novelist, with seven previous publications in this genre, is obvious and welcome as When The Clyde Ran Red is an immensely-readable social history of headily-exciting times and fiery, determined human spirit.

When The Clyde Ran Red
Maggie Craig
Mainstream Publishing
http://www.rbooks.co.uk/product.aspx?id=1845967356

Lets Be Thankful For Civil And Public Sector Employees

Aberdeen City, Aberdeenshire, Articles, Community, Featured, Information, Opinion No Responses »

Nov 242011

Brian J Carroll, a long serving Aberdeen Civil Servant takes a look at the crucial role the Civil and Public Services play in our day to day lives and argues that this should be gratefully acknowledged.

Lets be thankful for Civil and Public Sector employees !

I have worked in the public sector for over 30 years and have reason to be grateful to the public sector for employing me but also have reason to be grateful for the services other civil and public sector workers provide to me, showing that they have a dedication, commitment and loyalty second to none, in the service I and others within and in other services deliver to the public on a daily basis.
Once these services are gone they will never ever come back again!

Lets hear it for all the hard working, dedicated, committed and loyal civil and public servants who have provided me and no doubt a lot of you with the services we need to see us through life from cradle to grave:-

My school teachers who taught me my letters and numbers, to read and write, english, arithmetic and maths, foreign languages, history and science
The nurses who came round and inoculated us against TB, mumps and measles
The Doctors and nurses in GP practices and hospitals who looked after me when I needed them
The air traffic controllers who saw to it that my holiday and work flights took off and landed safely
The benefit officers who helped me out when I was unemployed, skint and looking for a job
The registrar for doing their job in respect of births, marriages and deaths
The midwives who helped in the safe delivery of my nieces and nephews
The court officials, administrators and Procurator Fiscals who ensure that justice works on a daily basis
The radiographers who X-rayed me
Those at the blood transfusion service who helped me to help others
The firemen who put out a fire in a flat next to mine a number of years ago and the policeman who assisted in clearing the flats next to the one on fire
The gardeners who keep our parks looking nice
The refuse collectors, without whom we would be in a terrible state
The social workers who help and assist people daily with their problems and issues
The paramedics who answer our calls for help, day and night
The court officials who assisted me in dealing with my fathers estate
The physiotherapist who helped me after breaking my foot at rugby
The police officers who answer our calls for help day and night
The HMRC staff who assist with Tax Returns
The DWP staff who assist us in getting benefits and finding jobs
The librarians who provide a reading facility and library second to none
The museum officials who continue our learning of this country and the world
The grave diggers and others who give us a place to rest and a dignified send off

All these people are to have their nationally agreed pension rights cruelly slashed. The government says:

“They have to take the pain just like everyone else.”

Just because private sector employers who make billions of pounds of profit offer their employees such lousy pensions or no pension at all, does not justify underpaying public service pensions when they are affordable, fair and actually costing the country and the taxpayer less as time goes on.

The average public sector pension is £5600. The average private sector pension is £5800, The average company directors pension is £175,000 – they still have final salary pensions; that is the real scandal and rip off of pensions in Britain today.

Nobody joins the civil and public sector to get rich. They do it to serve the public. They have a public service ethos. We should value that and thank them for it – not vilify them at every turn on the back of government rhetoric and lies.

Aberdeen Students Protest Rest-Of-UK Fees

Aberdeen City, Articles, Community, Information, News, Opinion No Responses »

Sep 212011

Students at Aberdeen University on Friday night draped banners around their campus and left messages of protest over the University’s recent decision to increase fees for so-called rest-of-UK (RUK) students to £9,000, making a degree from Aberdeen for RUK students more expensive than from a degree from Oxford or Cambridge. NineEight Aberdeen reports.

The night before thousands of new students were due to arrive for Freshers week, a banner comparing the £9,000 yearly RUK fees with the Principal’s salary of £260k was dropped from the University’s iconic arches and messages chalked around the campus proclaiming support for recently announced strike actions and objecting to what many see as the creeping privatisation of Higher Education in the UK.

This summer has seen Universities across Scotland hike up tuition fees for English, Welsh and Northern Irish students, ostensibly in response to the last winter’s decision by the Coalition Government to increase the cap on tuition fees to £9,000 a year.

The action at AberdeenUniversity also follows students from across Scotland occupying a lecture theatre at Edinburgh University in response to the increase of RUK fees there.

A spokesperson for the group, NineEight Aberdeen said:

“These changes to Higher Education funding systems, as with the changes to public sector pensions, are absolutely not necessary and are driven by a government of millionaires, who incidentally all received free University education, intent on widening the already disgraceful chasm of social inequality.”

“This is a protest against the reckless decision of the SNP Government to increase the cap for RUK fees to £9,000, but also against the wider austerity agenda the Westminster Coalition Government is pursuing. The spiraling youth unemployment statistics speak clearly for the failure of these policies and Universities should be fighting tooth and nail against them. Instead, we have University managements all too eager to administer cuts, fee increases and privatisations under the guise of having their hands forced.”

Reversing The Destruction Of Disabilty Services Part 6

Aberdeen City, Articles, Community, Featured, Information, Opinion No Responses »

Sep 152011

The curtain falls on the sixth and final act of Jonathan Russell’s assessment of the tragi-comedy that is services for the disabled in Aberdeen – but what will be the last word? Is there a way forward for services for people with Disabilities in Aberdeen?

We are now faced as a city with considerable challenges due to both the wider financial and economic situation in the UK and the bleak financial situation that Aberdeen City Council has got itself into.
The situation with the SNP refusing to let councils increase the community tax has to be challenged and this is particularly relevant to oil rich Aberdeen where the majority of people could afford an increase.

Other possibilities would be to re introduce the SNP’S idea of taxing large retailers but it would have to be clear were the money collected was going. The Oil related companies have given very little back to Aberdeen or the wider Scottish/UK despite their huge profits.

ACVO (Aberdeen Council of Voluntary Organisations) have been working hard to get the private sector more involved in supporting the struggling voluntary sector and this should be encouraged. We have to make decisions on how best in difficult circumstances money is to be spent. We also have to make sure that the money spent is at best value for the needs of its citizens and end the prevailing culture of waste.

As a city we have to make bleak choices as to what is important to us as citizens.

Do we want to support the more vulnerable in our city including the disabled, the elderly, vulnerable children and the homeless or are our priorities more about grand projects like the replacement of Union Terrace Gardens, the Bridge over the Don crossing, the Aberdeen Western Peripheral Route, money once more to bail out the Aberdeen Exhibition Centre or a new Olympic Swimming Pool?

All these projects have to be paid for and as with most capital projects, costs are likely to escalate and eat into other budgets. At present it is the vulnerable people in our communities who are taking the biggest hit.

Is this what the citizens of Aberdeen really want?

As well as making these decisions we have to make sure that we are spending our money to its best effect. This means putting a priority on cutting management costs and the inappropriate cost of consultants and not on the cutting of front line services. Over the last year £29,500 was spent on an outside grouping ‘Moveable Feast’ finding out what services people with learning disabilities want. This is a scandal when the resources to actually run services are so low.

My experiences of management in Aberdeen City Council left me with major concerns about the organisation. At present there is a rift between frontline staff and management. The roles of both managers/strategists and councilors need to be urgently reviewed.

encouragement and support of front line staff has to take priority if we are not to have an increasingly failing organisation

In particular councilors and managers have to become much more visible and supportive to front line staff. Strategists have to engage with the front line and get away from their ivory towers and be expected to carry out work themselves rather than relying on consultants. The ethos has to be one of Public Service and not one of career moves and covering ones back which is sadly the prevailing culture.

The encouragement and support of front line staff has to take priority if we are not to have an increasingly failing organisation with an increasingly demoralised staff group. Finance and how to provide the optimum amount of service to the public needs to be at the centre of any service delivery.

The ideas in the disability area presently being mooted is the idea of providing individual budgets. The idea of individual clients having their own budgets to purchase services has been on and off the agenda for several years. Individual budgets have the potential to empower individuals to get the types of services that they themselves want.

However, from the experience of Direct Payments, a similar scheme that has operated for at least eight years, it is only families who are more able who have been interested in being involved.

For many the whole process just brings more stress onto already overburdened families. One of he main problems with the idea is that at present there is little choice as to what to purchase and to complement this people will only get services if they are seen as fitting the Eligibility Criteria as agreed by management.

This has led unsurprisingly to the unit costs of services going up. So that the cuts in services are greater than the money that is being saved.

Care Management is the process which operates across the UK in the management, finance and support of care packages. The original idea of Care Management was two-fold, firstly to co-ordinate individual packages, but secondly to develop needs led services at less cost.

What has happened in reality, in Aberdeen at least, to my knowledge is that no needs led services have ever been set up but what we have in its place is a highly bureaucratic system with much of the same information going onto different forms that is only about the seeking of funding for individual clients to go to already existing services.

One of the crazy things that happened was Single Status

As stated earlier this stops them thinking of services such as those at Aberdeen College that do not cost the council money being used. We have moved into a highly bureaucratic and risk adverse culture where the emphasis is on covering back rather than service delivery.

The danger is that the new system of individual payments ends up going down the same route as care management and direct payments with individuals spending their money on individual support workers rather than sharing resources with others which would be more cost effective. This will prove expensive and restrict support to fewer individuals also with further cuts coming down the line resources are going to become increasingly short.

The days of Thatcherite individualism are surely over, even David Cameron has moved on to ideas about the Big Society.

The other process that is happening is in the name of saving costs and getting better outcomes services are being re-provisioned away from the statutory sector to the voluntary and private sectors.

One of the crazy things that happened was Single Status (which was meant to be about equal opportunities and more equality). Salaries did go up for most levels and some went down. Many of those that went down re – did their job descriptions and their salaries went back up.

The low paid staff in many services had their salaries increased. The services they worked for like Home Care, Home Support and the Community Placement Team were then closed down and/or some form of re-provision took place. Of course the managers and strategists at the top have not been re-provisioned. They still have their increased high salaries.

public services that could be flexible to individual need and crises have been replaced by rigid contracts in the private sector for individual users

It is only staff on the front line and the services that have been primarily affected. Further in the 2009 round of Aberdeen City Council Social Work and Wellbeing cuts it was agreed to cut management and Strategic posts to be seen as being more balanced. Yet many of these posts were in reality never cut as this would affect the amount of work being undertaken by ‘low paid’!? management.

Whether putting services out to the voluntary and private sector leads to better outcomes is debatable and needs to be monitored. No doubt at times it does and at others it does not. What we do not know is whether costs have really been saved, as the costs of commissioning, pensions and redundancy payments are part of the costs of this process.

Also, many experienced and committed staff are no longer involved in the process of providing services.

What we also know is that public services that could be flexible to individual need and crises have been replaced by rigid contracts in the private sector for individual users. This means that in situations when clients need less or more of a service; they still get the same service. This stops the empowerment of clients when they could be doing more on their own, and also restricts services from providing more support when it is needed rather than having to go through the whole process of re-assessment.

We need to provide services that are good value both in terms of cost and in terms of providing the optimum service provision within the limited resources that we have. The Community Placement Team was a good example of this, actually bringing in resources and working effectively — it was closed.

Create, Inspire ‘s Local area co-ordination and Hub, Reach Out, Access to Training and Employment and Cornerstone employment service have the potential to start building up of services but my concern is that Aberdeen City Council will continue to waste money rather than putting emphasis on the delivery of services.

The main end point of the Community Placement Team was to get people with Disabilities into some form of work. As well as giving to individuals concerned the opportunity of having what most other people experience in being able to work this form of support is cost effective as most of the support is provided by employers.

Cornerstone Community Care have continued to continue to provide an employment service and this should be supported and encouraged.

We need to be doing the following to make the most of the resources we have.

Get back to partnership working and making use of resources which are of minimal cost to Aberdeen Council.
This would mean more joined up working between and with Schools,AberdeenCollegeand resources like the Workers Educational Associations ‘Reach Out’ Project
Work more effectively with carers, clients and their friends
Start working more again with employers to provide work opportunities
Get back to thinking in relation to groups rather than individuals and integrate these groups as much as possible into the wider community. What most people with learning disabilities want is social contact
Concentrate resources on service provision such as that provided by Create, Inspire, Cornerstone, Reach Out and Access to Training and Employment with an emphasis on Best Value
Focus management on supporting front line services
Have clearer roles and expectations of both management and frontline staff and concentrate on improving morale of all staff in Aberdeen City Council
Cut back on Strategists (many who were appointed in a spending frenzy around 2007) and spending on outside bodies such as Movable feast and other Consultants.
Start thinking about how to bring money in by working more closely with the private sector and investigate and go for any potential funding streams. This should be the responsibility of management/ strategy. An excellent example of where this has been done is Aberdeen Foyer.

As a city we also have to decide how we spend what will be increasingly limited resources following the impact of national cutbacks. I would suggest that people with disabilities should be a priority and to do otherwise would be a sign of a city that has forgotten to care.

Reversing The Destruction of Disability Services Part Five

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Sep 082011

Aberdeen Voice presents the fifth installment of a six-part tragedy by Jonathan Russell describing the shocking process of service closure for disabled people in Aberdeen – and asks what we can do to reverse the destruction.

A Comedy of Errors Meets MacBeth: Act III

Choices users and supporters at the 2008 demo.

The next stage of the Community Placement Team fiasco was in November 2009 when we learnt firstly that as a team we were going to be stopped supporting staff at Glencraft ( just when Glencraft was in crises and potentially closing down ) and then the news came, not from our management but by someone leaving the information in a photocopier, that the whole team was to be closed.

This led to an outburst of public concern. Parents e-mailed councillors and officials, a highly successful public meeting took place which, despite high snow falls, was so well attended that not everyone could get in to the venue at the Belmont cinema. Council officials refused to attend.

The Director of Social Work put out an e-mail to Councillors telling them not to attend the meeting. This was a total affront to democracy and is an example of how the administration councilors have often lost control of our council.

At the public meeting which was highly supportive of the need to keep the Team operating there was an apology for attendance from the SNP Convener of the Social Work Committee who was on holiday but only Labour Councillors actually attended the meeting. Concerns were raised in the media and STV news ran several news items, one being shown on the national news.

Despite this public protest the council administration backed the recommendation to council by the officials.

The Councillors had been told again that employment services would be re-provisioned but no services to date have been established though some clients have been supported by the Cornerstone Employment Team. This means that many people with disabilities have been left in employment with no back up support to employers or for themselves and the opportunity to run a modern cost effective service lost.

In 2009 there was a temporary consultant employed to be the lead officer in Social Work Services.

Once more scarce public money was being wasted

One of his colleagues also a consultant ran some excellent workshops, which were organized to run, following concerns from parents about the proposed closure of Learning Disability Day Centres.

Sadly parents of clients already receiving services in the community were not asked to be involved. A number of actions and targets were set. However following the workshops none of the actions were acted upon. The Head of Service at the time refused to meet with me concerning an action we were expected to work on together in relation to employing more people with disabilities in the council. Once more scarce public money was being wasted.

What did happen however was that one of the Team Managers, who did have considerable interest and commitment in the disability field, was given the responsibility and unrealistic targets of putting together a number of proposals for future day services.

Along with a number of agencies I had been working on a proposal called Aberdeen Inclusive Horticulture our aim had been to bring in lottery funding to support the horticultural projects we had been running and extend this to an allotment in Garthdee.

My team at that point thought the world had gone mad and, of course, it had

This proposal was then taken over by management in the council and rather than looking into getting extra funding, the emphasis went onto paying a consultant to carry out a feasibility study. Of course nothing materialised out of this exercise and yet more public money was wasted.

With other agencies, I was also looking into funding opportunities to finance a pilot with the hospitality industry. Again this was taken over and lots of agencies were invited to meetings with the aim of them taking on the employment work that had been carried out by the Community Placement Team.

Again, nothing came out of these meetings other than more time and money wasted.

Even more bizarrely, in 2008 due to new criteria that were introduced, we had to cut all our leisure services. Yet suddenly in 2010 there was a Principal Planner getting involved in organizing taster leisure events. This was crazy on two levels, firstly that while cutting low paid staff who had been running leisure groups, we now had a Principal Planner on a high salary organising such activities surely not part of their job remit, and doing work that should not have been happening if the eligibility criteria was being followed.

There was also failure to understand that it took time and at least a period of support for people with people with learning disabilities until they were able to attend events independently and those with a more profound disability need continued support. My team at that point thought the world had gone mad and, of course, it had.

There was also a proposal to develop the Skyline Café which was to be above the Bon Accord Centre. This was often heralded as the solution that would handle all the needs of people with learning disabilities. With a café and lots of activities it was also meant to have taken over Inclusion for All – coordinating classes in community centres.

In the end, The Skyline failed to materialise.

More recently Inspire funded by the council and put together by their excellent Development Manager and other staff has opened up what is called a Hub in Aberdeen market which is a very similar project. This project needs to be supported and hopefully it can lead to more opportunities for people with disabilities in the city.

In reality however they filled the Seniors post which of course cost more money

Access to Training and Employment did carry on with ‘Inclusion for All’ until December 2010 but did this on a voluntary basis as a half promised payment was never received from Aberdeen City Council.

Inclusion for All has never been picked up and, with the present proposals to cut Community Learning and cuts at Aberdeen College, will have less opportunity to do so in the future.

One very positive development is that three staff who had been employed in the day centres one of which Burnside has been closed have formed themselves into a voluntary organisation Create and have been providing good creative services this has included taking on the Va-va-voom theatre group. Individuals attending pay for their attendance and money has been raised from trusts etc.

The question has to be raised however as to whether such developments will be sustainable in the long term given that individuals have to make their own payment to attend and their savings could eventually run dry.

As part of the cuts there was going to be savings made by the Senior of the Learning Disability Team taking early retirement. In reality however they filled the Seniors post which of course cost more money and was not a saving as said to the Social Work and Wellbeing Committee, but an extra cost to the Council.

In fieldwork, we had moved from two seniors with twenty one staff to two seniors and eleven staff.

Also as part of the cuts that were passed by Aberdeen City Council in 2009, four strategy posts were to go. To my knowledge all these posts are still in place.

The whole process has been strategically and managerially floored and has led to a significant loss of services that were being provided at best value, and instead money was wasted on consultants, extra management and strategist’s time.

In the final installment, Jonathan Russell concludes this six part tragedy and examines whether there is a way forward for services for people with Disabilities in Aberdeen? Read his conclusions in Aberdeen Voice next week.

Libya Ablaze

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Sep 012011

By Jonathan Hamilton Russell.

In June of this year I wrote an article on the situation in Libya called ‘Libya another Brutal Conflict’.
In it I suggested a way forward would have been via negotiations, which would include the expectation for fair elections run by the United Nations, the withdrawal of NATO and the use of UN peacekeepers.

Qaddafi would have been forced to face his opposition but in a non-bloody way. Only if such negotiations failed would military action be considered.

The mantra regarding the war on Iraq was ‘weapons of mass destruction’; this proved to be a lie. The mantra in relation t oLibya has been ‘the defence of innocent civilians’. This, as the conflict has escalated, has proved clearly not to be the real objective. Investigations by Human Rights Watch, Amnesty International and a UN commission headed by the legal scholar Cheri Bassioni found there was no evidence of the atrocity stories which were given as the reasons for NATO action.

Yet this was not listened to by our politicians and was not widely reported by the media. What has clearly happened is a mission of regime change which went far beyond the UN mandate. Such developments were opposed by the US Congress and never properly debated in our own Parliament.

Rather than protecting civilians, NATO weapons have inevitably killed them.

Their targets increasingly widened from attacking tanks that were moving towards Benghazi, to attacking all Libyan Military installations, to attacking any building that was seen as supporting the Gaddafi administration.

Inevitably there were civilian casualties. On the day of the rebel attack on Tripoli, more bombs were dropped than on any other day in NATO’s history. The rebels were also being supported and trained by troops from NATO countries, and as evidenced by the Sunday Times, some were Libyan exiles living in the UK. This has led to an even more bitter war between the ‘rebels and Kaddafi loyalists with disastrous human consequences.

The hospitals are not coping and Human Rights Watch and Amnesty International are reporting human rights violations on all sides. Human Rights Watch consider that the evidence suggests that the old governments Khamis Brigade killed 45 detainees. The horrors of what happened to Kaddafi troops and the disappearance of all the medical staff at Abu- Salim hospital is just unfolding as are other atrocities, but these are only the most heavily reported incidents.

We never seem to learn the lesson of the horrors that war can bring.

Richard Seymour in the Guardian reported on Peter Bouckaert from Human Rights Watch findings that he had not identified one mercenary among scores of men being arrested and falsely labelled as such by journalists. Many Libyans are black but have been labelled as black mercenaries from Africa and led to racist incidents.

Qaddafi’s regime became increasingly oppressive over time

On top of this, much of the country’s infra-structure has been destroyed. The Libyan Transitional Council estimate it will take ten years to repair the damage done to the country’s infrastructure.

So what is the future for Libya? It is almost certain that Qaddafi will be eventually defeated, but how long that takes and at what continuing human cost is still to be seen. Worryingly, anyone supporting Qaddafi will not be seen as a civilian but as a supporter of a mad and dangerous dictator. The rebels are not a united force. The National Transitional Council has been recognised by over 40 foreign states; however, has it been recognised by the militias on the ground?

Abul Fatah Younes, the leader of the Rebel army, was murdered by one of the Islamic militias and this in turn led to the sacking of the whole cabinet by Musta Abdul Jalil, the chairman of the National Transitional Government.

Will this Government be able to rule or will fighting continue between the various factions, in particular those aligned to a more Islamic agenda and those not? These groupings are now highly armed and as our policies did in Afghanistan, they could easily come back to bite western interests. Atiyha Abdl al Rahman, the deputy leader of Al-Qaida who was killed by US drones in Pakistan, was Libyan.

Qaddafi’s regime became increasingly oppressive over time. In his early years as a revolutionary leader, he was involved in pulling down prisons. Being active himself over the years led to the atrocities that more recently took place of Islamists in Libyan prisons. Hopefully human rights will improve, but that has yet to be seen, and Libya was far from being the only country which has tortured and killed the more extreme Islamists.

Any new government will still have to find ways of dealing with Islamic groups and could end up being equally oppressive.

The Qaddafi regime was oppressive to its enemies, they did however have the highest social indicators in the Third World with better housing, health care and standards of living than in other Middle East and third world countries. As with Iraq these social strengths and the resulting effects on the countries well-being are sure to decline particularly if conflict continues.

Libya was not a country in debt, but it is now, and like us it will have to become beholden to the banks for money borrowed to rebuild the country. Who will own the huge reserves held in foreign banks which were there in part to deal with Libya’s future when the oil stocks have gone?

This has caused considerable indignation on the African continent.

Libya has historically produced 1.5 to 2 million barrels of oil a day. Qaddafi was hated by the west for nationalising Libyan oil and though he has more recently been co-operating with Western firms he has still been directing considerable investment into the economy and saving for its future.

Any new government will, unless clearly Islamic, be beholden to the West, and as such oil is almost certain to be obtained by the West more cheaply; the cost of oil on the markets has already gone down. Libya will also likely have military NATO bases for any future developments in the Middle East.

The poorer Libyans will, I suspect, be those who will be the most badly affected but others will gain and disparities in wealth will increase to the overall detriment of the country. Hopefully human rights will improve, but that has yet to be seen. Qaddafi was supportive of women’s involvement in society and was one of the reasons that he opposed so strongly the more extreme tenants of Islam and its supporters in Libya.

The future for women could go either way, but is certain to cause tension in the new Libya.

Qaddafi was instrumental in setting up the African Union and financially supported African infrastructure projects. The West, unless replaced by Chinese interests, will now have greater control over the African continent. However despite for instance South Africa supporting Resolution 1973 which led to intervention in Libya, their and other African countries attempts through the African Union to set up peace talks were knocked back. This has caused considerable indignation on the African continent.

overall spending on wars leads to fewer resources to be spent on other areas

Due to the way that NATO overstepped the UN resolution, there is now reluctance by many countries to do anything in Syria or the other Middle East countries. Damage has been done to International relations and the workings of the United Nations due to NATO’s actions.

Why have we, and why are we continuing to arm dictatorships in countries like Saudi Arabia, Egypt, Bahrain, Syria, etc. which are oppressive to their people? In fact, why are we arming any country? All armaments have the potential for use both between warring countries and on countries own citizens. Yet selling more arms is a key target of the present UK Government.

The selling of arms does lead to profit and work for those involved and money for Government. However overall spending on wars leads to fewer resources to be spent on other areas and in the United Kingdom, France and the United States it will lead to increased cuts in public services which will affect us all, but in particular the more vulnerable people in our society.

The United Nations was set up to try and stop wars between countries. Libya had not invaded another country.

The intervention was, however, based around the doctrine of ‘the responsibility to protect’ following The Rwandan genocide. The way NATO has acted by clearly taking sides in Libya has brought this doctrine into disrespect. The press in the UK have in the main been heralding the success of the Libyan intervention, but if you dig deeper this can only be questioned.

The United Nations needs itself to have increased power to stop the manipulation that has clearly taken place around the Libyan conflict.

So what can we do?

We can protest. Stop the War and CND are holding an anti-war rally on October 8th to mark 10 years of military intervention in Afghanistan, Iraq and now Libya. The demonstrations against the Iraq war may not have stopped the war but they did shake the establishment and led in part to the downfall of Tony Blair
We can support the United Nations associations to help make this a stronger organisation that gets back to its original basis for existing
We can protest against our pension funds being invested in the arms trade as is in the case of Aberdeen City Councils pension fund.
Campaign Against the Arms Trade ( CAAT ) will be holding their yearly demonstration on September 13th in London. ‘ Cut the Arms Trade not public services’. Please see: Stop the War or CAAT website.

Reversing The Destruction of Disability Services – Part 4

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Sep 012011

Aberdeen Voice presents the fourth of a six-part tragedy by Jonathan Russell describing the shocking process of service closure for disabled people in Aberdeen – and asks what we can do to reverse the destruction.

A Comedy of Errors Meets MacBeth: Act II

At the end of 2009 the axe fell on the Community Placement Team in two ways.

Firstly, a report had gone to Council, which agreed to the cutting of five staff from our team. (If you remember from the first article – the Social Work Inspection Report – the team actually had much better outcomes than the norm in Scotland in relation to employment). Yet the report said they would re-provision services for better outcomes.

Our concerns were not only about the actual cuts, but also about how management implemented the cuts. There were no attempts to help us through this process and (as touched upon in the Social Work Inspection report) the perceived culture was ‘macho’, ‘punitive’, ‘autocratic’ and ‘hectoring’. This culture created low morale and a feeling of hopelessness.

What followed was a series of meetings with the voluntary sector with the aim of setting up this ‘high outcome service’. However nothing came out of this process except wasted time and money, with the net result of no new services being developed or delivered as agreed by Council.

Once more public money was being wasted, and no new services – as were promised to the Council and by officials – were actually created. So rather than better outcomes, no outcomes were achieved at all. Time and money was wasted and this further demoralized staff on the front line. We also lost good committed staff through this process.

What should be of concern to the public is that the Council failed to hold the officials to account for their failures, which evidences an administration which can often be out of touch with what actually goes on at service level.

This resource was providing services at very little cost to the council

Secondly, the decision was made to move the Community Placement Team away from the Choices building. The Choices building had been especially built for disabled people and was a venue that people with disabilities saw as their own.

The other service that had been based in the Choices building was the Choices Respite Service; and clients became involved in a high profile campaign to re-instate the centre.

Management was not happy with being questioned in this way and wanted the whole disability service based in the building closed down.

Along with partners in the voluntary sector, we had put a proposal together which would have more than covered the costs of keeping Choices open. Higher management refused to discuss this, and the proposal was turned down.

These services could also have been used by the Physical Disability clients who had already lost services due to the closure of Choices Day Service: also for the Learning Disability clients who were going to lose their service through the closure of Burnside Day Centre.

As has often been the case, no logical thinking by officials within Aberdeen City Council was in evidence. The administration appeared out of contact and led by the officials.

The team was moved into an anonymous open plan office in the centre of town. This had major ramifications for the services we had developed with Access to Training and Employment, because we lost our especially adapted garden, which included especially designed and created raised beds and poly-tunnels.

The cost of the parking permits itself would have covered the cost of keeping Choices open.

Much of the work done in creating this horticultural complex was on a voluntary basis. Over £100,000 worth of resources from oil firms and trusts was gathered at no cost to Social Work Services within Aberdeen City Council in the building of this gardening complex.

We had also planned to base Crafty Things at Choices, following the loss of premises due to the re-development of Beechwood School. This resource was providing services at very little cost to the council. But rather than saving money, the council was intent in purchasing more expensive services by spot purchasing service from the voluntary and private sectors.

As stated previously the Community Placement Team was moved into Kirkgate House – a large anonymous open plan office, which had restricted access for clients. Precious time and money was wasted, with staff having to go back and forward to car parks. The cost of the parking permits itself would have covered the cost of keeping Choices open.

To deal with concerns raised in the Social Work inspectorate report a new Transitions team was set up.

This entailed taking on an extra Senior Social Worker. As well as the Senior, the team consisted of four social workers – only two of whom actually carried out work with transitions. The other two staff were involved in carrying out service reviews. In reality half the transitions work was still being carried out by the Community Placement Team.

To try and compensate for this we set up joint meetings between transitions staff in both teams. There was no interest in this from management; probably because they knew what was going to happen next.

Read what happened next in the fifth part of this 6 part tragedy, subtitled ‘A Comedy Of Errors Meets MacBeth: ActIII’ in Aberdeen Voice next week.

Reversing The Destruction Of Disability Services – Part 3

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Aug 242011

Aberdeen Voice presents the third of a six-part tragedy by Jonathan Russell concerning the decimation of services for disabled people in Aberdeen – and asks what we can do to reverse the destruction.

A Comedy of Errors Meets MacBeth: Act I.

In last week’s article the work of the Community Placement Team was described and the challenges it faced outlined.

The Community Placement Team’s good practice had been highlighted in the Social Work Inspectorate Report as one of the few areas of good practice in Social Work Services within Aberdeen City Council.

What follows is the story of how managers, criticised in the Social Work Inspectorate Report (for amongst other things their lack of engagement with the front line) then went on to close the team down.

Two weeks after the publication of the Social Work Inspection Report the then management of Learning Disability Services informed me as Team Leader that the team was to have a budget of £200,000. Management had no idea what the actual budget allocated was: but this would have meant a halving of the team’s budget.

Staff had just received a re-grading as part of the Single Status agreement, so in terms of service delivery, the cuts were even potentially more than fifty percent.

Following the Council meeting to agree cuts to budgets, we met with the Head of Service. He informed us that a cut had been made in the Supported Employment budget, which he said included our team. I questioned whether they had actually cut the right budget, as this was not the Community Placement Team Budget. The Head of Service said he would investigate and reply to us.

As usual in such situations we received no reply. However what we ourselves discovered was they had cut (with council approval) a grant from the Department of Work and Pensions. This was not in their jurisdiction to cut, and could not possibly make any savings to the council.

The budget they cut was Workstep, which supported people with disabilities find and retain jobs in the open market. The Community Placement Team operated this service, but had no control of the budget. We had challenged management on a number of occasions that the budget received from the Department of Work and Pensions was not being fully utilized or used appropriately. The Workstep scheme supported clients in full time work – including those employed by Glencraft, the well-known social business in the city for people with visual and other disabilities.

In reality this budget cut made no savings, and the Community Placement Team at this stage was still intact.

We did however lose two excellent staff members who left for other work due to the obvious insecurity of the situation. The Head of Service also ended the partnership we had had with Cornerstone, telling us that Cornerstone were ‘rubbish’ (at a later stage he told us that Cornerstone were ‘much better’ than us). We lost from this process another excellent team member who moved – like many other staff in the council – to Aberdeenshire Council.

On top of this there had been a whole series of meetings of top officials within the council about disability services. These meetings did not involve front-line staff.

Clients with a physical disability were particularly affected by these cuts

What happened as a result was the closure of Aye Can – a social business aimed at those with more complex needs – and as the name suggests, re-cycling. Aye Can received much of its operating costs through the landfill levy at no cost to the council, but this was not taken into account when making the cut.

Inspire – with support from the Scottish Government and Sir Ian Wood – heralded that they would take over and improve on Aye Can.

The type of clients they were looking for were the more able ones. These would often have been clients who would have been able enough to be in more inclusive work settings in the community. Of course in the end, money having been spent on new premises and it being heralded as the way forward (with clients being paid proper wages) it never re-opened, and was lost as a service. More recently Garden Crafts, a similar social business, has been closed.

The next development was the introduction of Eligibility Criteria: which was a way for the council to say no to providing services to the community, and restricting what as a council it would provide.

Management said that this would mean that we could no longer provide any of our leisure activities, as they did not fit the criteria, and all leisure groups were closed down. Clients with a physical disability were particularly affected by these cuts, but so were those with a learning disability.

Supports to many in employment ended. Of course management would later deny having cut leisure services.

In the coming weeks, further articles will be published, written by the ex-Team Leader of the then Community Placement Team, documenting what happened, and making suggestions for the future of services for people with disabilities in Aberdeen City. Read the fourth part of this six part tragedy, subtitled ‘A Comedy of Errors Meets MacBeth: Act II’ in Aberdeen Voice next week.

Reversing The Destruction of Disability Services – Part 2

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Aug 182011

Last week we brought you the first installment of a six part tragedy by Jonathan Russell concerning the decimation of services for disabled people in Aberdeen and what we can do to reverse the destruction. This week we look at the excellent things that existed – and have been snuffed out. By Jonathan Russell.

The Growth Of Community – ‘Aberdeen Social Work Team Praised For Good Practice’

The Community Placement Team was set up to provide alternatives to day centre provision for people with learning and/or physical disabilities. The workings of the team were progressed through the development and operation of a business plan well ahead of such developments in other services.
The evolution of this plan involved staff, clients, council sections, and all relevant outside agencies.

It set forward a vision with targets on a whole variety of areas including work opportunities, training, leisure, finance, fundraising, client involvement, promotion through the media and training of staff. There were also service developments requested by clients including a craft business, a cafe and horticultural opportunities.

A voluntary organization ‘Access to Training and Employment’ was set up by our clients to help progress these client-led resources. The response from management at the time in Social Work was that the objectives in the plan were unrealistic and would not happen.

In reality over a ten year period we achieved all our objectives and went on to improve and expand further opportunities for people with disabilities. Staff and clients were empowered to take on responsibility within clearly structured areas of responsibility. Each member of staff was given responsibility for particular areas of work. At the height of our work we were providing services for 480 clients.

Achievements included:-

Receiving the highest possible quality assurance marks for our Department of Work and Pensions scheme, supporting people with disabilities into real, fully-paid jobs.
Rapid increase in permitted work and voluntary placements. Work involved seeking out work placements and then supporting and reviewing the placements. People in the main were however supported by employers and their staff at no cost to the council. To resource this expansion as well as the hard and creative work of staff and supporting employers, we received funding for three European funded projects and one from the Scottish Executive, particularly aimed at young people. A joint project was set up with Cornerstone Community Care which allowed this agency to get further European funding as well as funding from the private sector, which could not be applied for by a local authority. The Cornerstone Employment team was managed by a worker from the Community Placement Team which had an outstanding track record of finding work placements
We had an excellent partnership with Aberdeen College who provided pre-employment training courses. The College was receptive to providing new courses dependent on need. The courses had no cost to Aberdeen City Council except referral and review work. The College also provided lecturers for Community Outreach classes in community settings

Services set up and developed included:-

Crafty Things – making wooden, textile and art goods this grew and grew and was awarded the first Scot Rail award for Social Enterprise
Choices Therapeutic Gardening – a special garden was set up for the physically disabled; allotments were run, and we helped with the
setting up of the Manor Park Garden. Choices Therapeutic Gardening was awarded the Grampian Television Overall Adult Learners Award
‘Inclusion for All, – a project aimed at including people with disabilities in Community Centres. As well as integrating individuals into the wider activities of Centres, we also became involved in coordinating 12 Aberdeen College Community Outreach classes from computing to job clubs
Café Cairncry– a café run by young people with disabilities for a group of Senior Citizens in the local community
ADAPT – a project aimed at providing training in disability awareness for employers
Va –va -vroom – a highly successful drama group run with the Lemon Tree and putting on a whole
host of successful stage productions

Access to Training and Employment, along with the Community Placement Team, were also involved in organizing two major conferences. Out of the first conference a business breakfast was organized with the Aberdeen Chamber of Commerce and Scottish Enterprise.

All of these exercises aimed at promoting employment for people with disabilities in Aberdeen. They were well supported by politicians and local representatives of business. As was so often the case, Social Work Management at the time showed no interest and would not get involved.

Leisure and Social activity groups were set up for people with physical and learning disabilities including:

Two leisure groups where people progressed from one group to another depending on ability, and were given the opportunity to try out a number of activities. Those involved were actively involved in putting together new programmes. Wherever these groups went they were welcomed by the organizations who owned the facilities.
An Independent leisure group run by clients but with back-up support from the team
An evening social group
Two bowling groups
A swimming group

All of these groups were well attended and operated on a philosophy of fostering independence and progression. Groups were developed based on the demand of clients. The team made good use of volunteers and worked with other agencies where appropriate in operating these services making the services of good value.

The Community Placement Team also worked closely with Adult learning which (until re-organized into three Neighbourhoods and then was dramatically cut), ran group learning and provided individual tuition. We also worked closely with the Workers Educational Association Reach Out project which ran more informal educational groups ideal for those who found it a challenge to fit into more conventional educational situations and Inspires Local Area Co-ordination which worked primarily in Northfield and the Bridge of Don.

The team identified a gap in services for those with disabilities moving from children’s to adult services. This concern was ignored by social work management until the report by the Social Work Inspectorate in 2008 which raised major concerns. The Council’s Education Department did employ a consultant, but after a number of (costly) meetings as sadly so often the case, nothing ever materialised — wasting even more valuable, scarce resources and time.

We worked closely with Schools, Skills Development Scotland and Aberdeen College to try and progress the situation for young people in transition. We managed to get some funding via Scottish Enterprise, European funding and from trusts, and developed a structure with Skills

Development Scotland so that duplication of responsibilities for individuals between the agencies involved did not take place. Hazlewood School organised a conference ‘Moving On’ with which a whole variety of agencies were involved: yet again management at the time in Social Work and Wellbeing showed no interest.

Crucially there was no financial analysis in the Aberdeen Strategy of what money was available

On top of this the team also provided a considerable Social Work and Care management role. This included supporting clients and their career, helping with housing and welfare rights, finding, supporting and reviewing paid for placements with Social Businesses; and attending a whole array of multi-disciplinary meetings.

Like all working situations the Community Placement Team faced its challenges. It did however have high morale and staff were supported by weekly team meetings, regular supervision and yearly appraisals. Appraisals and informal supervision were also given to part-time staff employed through Access to Training and Employment and Aberdeen College.

All client services were reviewed and this included active involvement of clients with this process. We also worked closely with carer’s and parents and tried to create an ethos that was one of where all concerned parties were working together as part of a team.

The Scottish Executive had an excellent strategy called the ‘Same as You,’ which is presently being reviewed throughout Scotland whose aim was to include people with disabilities in the wider community. The Community Placement Team were involved in developing this agenda, there was, however, a distinct lack of support from management at the time.

As the Social Work Inspection pointed out management failed even to mention the ‘Same as You’ strategy in Aberdeen Councils own Learning Disability strategy.

Crucially there was no financial analysis in the Aberdeen Strategy of what money was available, nor how they could best provide services within financial restrictions. Management was out of touch with the developments that were taking place in other council areas across Scotland and were in effect burying their heads in the sand.

The Community Placement Team was well supported by outside agencies, the major challenge that the team faced however was the lack of support and involvement from middle and higher management within Aberdeen City Council.

Considerable effort was put into trying to improve our relationship with management but to little avail.

So what happened next? Read all about this over the forthcoming three weeks of Aberdeen Voice in a tragedy in three acts called A COMEDY OF ERRORS MEETS MACBETH

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