Agenda Document Pack - Social Work Resources Committee - 30/09/2026
South Lanarkshire Council · 30 September 2026
Back to Social Work Resources Committee — 30 September 2026 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 22 September 2026 Dear Councillor Social Work Resources Committee The Members listed below are requested to attend a meeting of the above Committee to be held as follows:- Date: Wednesday, 30 September 2026 Time: 10:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Margaret B Walker (Chair), Kirsty Williams (Depute Chair), Maureen Devlin (ex officio), Alex Allison, John Anderson, Walter Brogan, Archie Buchanan, Mathew Buchanan, Janine Calikes, Colin Dewar, Mary Donnelly, Allan Falconer, Elise Frame, Celine Handibode, Graeme Horne, Mark Horsham, Martin Hose, Gavin Keatt, Eileen Logan, Hugh Macdonald, Catherine McClymont, Fiona McDermott, Mark McGeever, Carol Nugent, John Ross, Graham Scott Substitutes John Bradley, Robert Brown, Maureen Chalmers, Margaret Cowie, Geri Gray, Susan Kerr, Richard Lockhart, Elaine McDougall, Davie McLachlan, Richard Nelson, Bert Thomson 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Social Work Resources Committee held on 1 July 2026 submitted for approval as a correct record. (Copy attached) 5 - 12 Monitoring Item(s) 3 Social Work Resources – Revenue Budget Monitoring 2026/2027 Joint report dated 24 August 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 13 - 22 4 Social Work Resources - Capital Budget Monitoring 2026/2027 Joint report dated 2 September 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 23 - 26 5 Social Work Resources - Workforce Monitoring - 1 May to 31 July 2026 Joint report dated 25 August 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 27 - 34 Item(s) for Decision 6 Care Close to Home - Strengthening Capacity for Responsive Family Support Joint report dated 7 September 2026 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources). (Copy attached) 35 - 40 7 Strengthening Assessment and Support Capacity Joint report dated 31 August 2026 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources). (Copy attached) 41 - 44 8 Strengthening Justice Social Work Services Joint report dated 4 September 2026 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources). (Copy attached) 45 - 48 Item(s) for Noting 9 Supporting People with Learning Disabilities and Complex Care Needs - Coming Home Report dated 31 August 2026 by the Director, Health and Social Care. (Copy attached) 49 - 52 10 Scottish Social Services Council Registration Requirements - Consultation Response Report dated 31 August 2026 by the Director, Health and Social Care. (Copy attached) 53 - 58 Urgent Business 11 Urgent Business Any other items of business which the Chair decides are urgent. 2
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For further information, please contact:- Clerk Name: Elizabeth-Anne McGonigle Clerk Telephone: 07385 403101 Clerk Email: elizabeth-anne.mcgonigle@southlanarkshire.gov.uk 3
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SOCIAL WORK RESOURCES COMMITTEE Minutes of meeting held via Confero and in the Council Chamber, Council Offices, Almada Street, Hamilton on 1 July 2026 Chair: Councillor Margaret B Walker Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Walter Brogan, Councillor Archie Buchanan, Councillor Mathew Buchanan, Councillor Colin Dewar, Councillor Allan Falconer, Councillor Elise Frame, Councillor Celine Handibode, Councillor Graeme Horne, Councillor Mark Horsham, Councillor Gavin Keatt, Councillor Eileen Logan, Councillor Catherine McClymont, Councillor Carol Nugent, Councillor John Ross, Councillor Graham Scott Councillors' Apologies: Councillor Janine Calikes, Councillor Maureen Devlin (ex officio), Councillor Mary Donnelly, Councillor Martin Hose, Councillor Hugh Macdonald, Councillor Mark McGeever, Councillor David Watson, Councillor Kirsty Williams (Depute) Attending: Finance and Corporate Resources G Booth, Finance Manager (Strategy); K Gowrie, Finance Manager (Resources); M Husband, Head of Information Technology; E-A McGonigle, Administration Adviser; E McPake, HR Business Manager; A Murray, Community Planning and Governance Adviser; N Tollan, Administration Assistant Health and Social Care/Social Work Resources C Borden, Interim Service Manager (Children and Justice Services); M Kane, Service Development Manager; C Kavanagh, Head of Transformation and Performance; M McConnachie, Adult and Older People Service Manager; A McCrea, Head of Children and Justice Services Chair’s Opening Remarks The Chair, on behalf of the Committee, extended congratulations to L Arthur who had recently been appointed to the post of Head of Social Care (Adult and Older People Services). 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Social Work Resources Committee held on 6 May 2026 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 2 5
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3 Social Work Resources – Revenue Budget Monitoring 2025/2026 A joint report dated 11 June 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care was submitted providing information on the actual expenditure against the revenue budget for the period 1 April 2025 to 31 March 2026. After approved transfers to reserves, the Resource showed a breakeven position, as detailed at Appendix A to the report. The total transfers to reserves included £4.345 million approved at the Executive Committee on 4 February 2026 and a further £1.047 million approved at the Executive Committee on 24 June 2026. Virements were proposed to realign budgets, which were detailed in appendices B to F to the report. The Committee decided: (1) that the breakeven position as at 31 March 2026, after approved transfers to reserves, as detailed in Appendix B of the report, be noted; and (2) that the proposed budget virements be approved. [Reference: Minutes of 6 May 2026 (Paragraph 3) and Minutes of the Executive Committee of 4 February 2026 (Paragraph 3) and 24 June 2026 (Paragraph 3)] 4 Social Work Resources – Revenue Budget Monitoring 2026/2027 A joint report dated 27 May 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care was submitted comparing actual expenditure for the period 1 April to 15 May 2026 against budgeted expenditure for 2026/2027 for Social Work Resources, along with a projection for the year to 31 March 2027. As at 15 May 2026, the Resource’s projected outturn position was a breakeven position, as detailed in Appendix A to the report. A Service analysis statement, which outlined key highlights by Service for the Resource, was also provided in Appendix A to the report. Virements were proposed to realign budgets, which were detailed in appendices B to F to the report. The Committee decided: (1) that the forecast to 31 March 2027 of a breakeven position, as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements be approved. [Reference: Minutes of South Lanarkshire Council of 25 February 2026 (Paragraph 3)] 5 Social Work Resources – Capital Budget Monitoring 2025/2026 A joint report dated 4 June 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care was submitted providing information on the Social Work Resources’ capital programme for the period 1 April 2025 to 31 March 2026. The capital programme for Social Work Resources for 2025/2026 was £0.337 million. Total expenditure to 31 March 2026 was £0.624 million, which was an overspend of £0.287 million. 6
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The position reflected the additional funded spend on the implementation of the new system, Liquid Logic. The spend was funded by planned transfer of revenue budget. The Committee decided: that the Social Work Resources’ capital programme of £0.337 million, and expenditure for the year of £0.624 million, be noted. [Reference: Minutes of 6 May 2026 (Paragraph 4)] 6 Social Work Resources – Capital Budget Monitoring 2026/2027 A joint report dated 4 June 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care was submitted advising of progress on the Social Work Resources’ capital programme for 2025/2026 and summarising the expenditure position for the period 1 April to 15 May 2026. The Social Work Resources’ capital programme for 2026/2027 amounted to £0.500 million and reflected the £0.500 million allocation for accommodation for care experienced young people, approved by the Council in February 2026 and the budget presented to the Executive Committee on 24 June 2026. The forecast for the financial year, as detailed in Appendix A to the report, was £0.500 million. The Committee decided: that the Social Work Resources’ capital programme of £0.500 million, and forecast expenditure for the year of £0.500 million, be noted. [Reference: Minutes of South Lanarkshire Council of 25 February 2026 (Paragraph 4) and Minutes of the Executive Committee of 24 June 2026 (Paragraph 6)] 7 Social Work Resources – Workforce Monitoring – 1 March to 30 April 2026 A joint report dated 27 May 2026 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care was submitted on the following employee information for Social Work Resources for the period 1 March to 30 April 2026:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews Staffing Watch as at 14 March 2026 The Committee decided: that the report be noted. [Reference: Minutes of 6 May 2026 (Paragraph 5)] 8 Social Work Resource Plan: Quarter 4 Progress Report 2025/2026 A report dated 29 May 2026 by the Director, Health and Social Care was submitted on the Social Work Resource Plan Quarter 4 Progress Report 2025/2026 for the period 1 April 2025 to 31 March 2026. 7
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The Social Work Resource Plan 2025/2026 set out the objectives and actions to be managed and delivered by the Resource in the financial year 2025/2026. The Resource Plan measures were rated using a traffic light system of red, amber or green as well as blue (BRAG) which indicated that an action had been completed. Details were provided on:- progress made against all Resource Plan measures, as detailed in Section 4 and attached as Appendix 2 to the report key achievements made by the Resource to date, as detailed in paragraph 4.5 of the report areas for improvement and associated management actions, as detailed in paragraph 4.6 of the report The Committee decided: (1) that the Quarter 4 Progress report for 2025/2026, as detailed in Section 4 and Appendix 2 to the report, be noted; (2) that the key achievements made by the Resource to date, as detailed in paragraph 4.5 of the report, be noted; and (3) that the areas for improvement and associated management actions, as detailed in paragraph 4.6 of the report, be noted. [Reference: Minutes of 19 November 2025 (Paragraph 6)] 9 Social Work Resource Plan 2026/2027 A report dated 29 May 2026 by the Director, Health and Social Care was submitted on the Social Work Resource Plan 2026/2027. Details were provided on the Resource Plan for 2026/2027, attached as Appendix 1 to the report, which outlined the:- key areas of focus for the year ahead resource outcomes measures and actions resourcing of the Plan The Resource Plans for 2026/2027 would be submitted, as a pack, to a future meeting of the Executive Committee. The Resource had established several outcomes to support the delivery of the Council Plan, Connect, in 2025/2026. To support those outcomes, the Resource had developed performance measures in an action plan detailed in Section 4 of the Resource Plan. Key or strategic measures would be included in the Council Plan progress reports 2026/2027, with the remaining measures being monitored and reported at Resource level. In line with the Council’s performance management arrangements, a mid-year progress report on measures identified in the 2026/2027 Social Work Resource Plan and an end of year report respectively, would be submitted to future meetings of the Committee. Once approved, the Resource Plan would be made available on the Council’s website. Members thanked officers for the informative report and commended the progress made in a number of key areas. 8
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The Committee decided: (1) that the Resource Plan 2026/2027, attached as Appendix 1 to the report, be approved; (2) that the Resource Plan 2026/2027 be uploaded onto the Council’s website; (3) that it be noted that the Resource Plan 2026/2027 would be submitted to the Executive Committee for noting; and (4) that it be noted that progress reports on the Resource Plan 2026/2027 would be submitted, at Quarter 2 and Quarter 4, to future meetings of this Committee. 10 Implementing the Multi-Agency Public Protection System (MAPPS) – A Pan- Lanarkshire Approach A joint report dated 15 April 2026 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources) was submitted:- providing an overview of the new Multi-Agency Public Protection System (MAPPS) and the national implementation programme outlining the implications of MAPPS and the associated MAPPS Charter for South Lanarkshire Council (SLC) as a responsible authority under multi-agency public protection arrangements (MAPPA) seeking approval for the creation of a pan-Lanarkshire MAPPA Development Officer to support implementation, consistency and resilience across Lanarkshire MAPPA provided the statutory framework through which partner agencies assessed and managed the risks posed by registered sex offenders and other individuals who presented a risk of harm. MAPPA services in Lanarkshire were delivered on a pan-Lanarkshire basis, hosted by South Lanarkshire Justice Services. Whilst most cases continued to be managed at MAPPA Level 1, the scale and complexity of public protection activity had increased significantly in recent years. Lanarkshire had the largest registered sex offender population in Scotland, with further growth driven by increased reporting of historical offences, cyber-enabled offending and legislative changes. The planned replacement of the Violent and Sex Offender Register (VISOR) with the new UK- wide MAPPS, was due to be implemented in 2028. The Council had signed the national MAPPS Charter in December 2025, confirming its commitment to implementing the new system and supporting the associated governance and readiness requirements. In recognition of the scale and change associated with MAPPS implementation, and the increased volume and activity of MAPPA activity, discussions with North Lanarkshire Council (NLC) had confirmed that a coordinated pan-Lanarkshire response would provide the most effective, resilient and proportionate approach. It was, therefore, proposed that a pan-Lanarkshire MAPPA Operational Development Officer post be created to provide dedicated operational development and delivery capacity to support MAPPS implementation and ongoing MAPPA governance. Details were as follows:- creation of 1 FTE post of MAPPA Development Officer on Grade 3, Level 8, SCP 79-80 (£52,393 to £53,178) deletion of an existing 0.4 FTE Operational Development Officer post on Grade 3, Level 8, SCP 79-80 (£52,393 to £53,178) 9
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The deletion of the existing 0.4 FTE Operational Development Officer post reflected the consolidation of operational development capacity into the proposed pan-Lanarkshire role, ensuring focused delivery whilst avoiding duplication. The cost of the MAPPA Operational Development Officer post would be shared equally between North and South Lanarkshire Justice Services, as detailed in Section 6 of the report. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the contents of the report be noted; and (2) that an additional post of 1 FTE MAPPA Development Officer, as detailed in Section 5 of the report, be added to the Social Work Resources’ establishment. Councillor Dewar joined the meeting during this item of business 11 Digital Developments in Social Work and Social Care A report dated 19 June 2026 by the Director, Health and Social Care was submitted providing an overview of digital development work across social work and social care within South Lanarkshire. Information was provided on the progress in the use of digital and assistive technologies to support people to remain independent, safe and connected within their communities, including telecare services, digital medication prompting and other technology-enabled supports. The wider national and local digital transformation activity, including developments to support improved information sharing across health and social care and the rollout of the Community Health Index (CHI) within local government, was also detailed. Information was provided on the implementation of the Liquidlogic social work case management system and the introduction of a new electronic care information system within residential care services, supporting improved information sharing, care planning, service delivery and operational oversight. The Committee decided: that the contents of the report be noted. [Reference: Minutes of 7 September 2022 (Paragraph 14) and 19 November 2025 (Paragraph 6)] 12 Marmot Place Programme – Operational Update A joint report dated 10 June 2026 by the Director, Health and Social Care and Executive Director (Education Resources) was submitted providing an update on progress on the Marmot Place Programme and the associated Early Years Transformation Pilot. Information was provided on:- the development of the South Lanarkshire Marmot Framework which would be applied to pilot projects the range of actions proposed by the Leadership Group following consideration of the results of the data phase the Early Years Transformation Pilot Model, based on the Sure Start approach 10
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the establishment of a multi-agency steering group which would consider the development of an early years family support approach, which would also:- recognise the current models of early intervention and family support currently operated through the successful South Lanarkshire Family Support Hub model work with the Collaboration for Health Equity in Scotland (CHES) the funding allocated by the Integration Joint Board (IJB), NHS Lanarkshire (NHSL) Board and South Lanarkshire Council (SLC) to support the Marmot Place Programme The evidence from the data phase had demonstrated that Burnbank, Hamilton and surrounding communities reported the highest level of children in low-income households who were experiencing deprivation driven low outcomes. The focus of the Early Years Transformation Pilot would be on Burnbank and surrounding area. Successful development and implementation of the approach within Burnbank and surrounding communities would inform the next phase of implementation in other communities in South Lanarkshire. Officers responded to a member’s questions on various aspects of the report. The Committee decided: that the contents of the report and work undertaken so far, including an Early Years Transformation Pilot with partners, through the Community Planning Partnership (CPP), be noted. [Reference: Minutes of the Executive Committee of 4 March 2026 (Paragraph 9)] 13 Health and Care (Staffing) (Scotland) Act 2019 Return 2025/2026 A report dated 18 June 2026 by the Director, Health and Social Care was submitted providing an update on the requirements of the Council in terms of the Health and Care (Staffing) (Scotland) Act 2019 in relation to an annual return. The Health and Care (Staffing) (Scotland) Act 2019, which came into effect on 1 April 2024, required every local authority and Integration Authority to have regard to a number of listed factors when planning or securing the provision of a care service from a third party, as detailed in Section 3 of the report. There was now a requirement under the terms of the Act for every local authority to publish an annual report to demonstrate how the regulations had been complied with. The South Lanarkshire response for 2025/2026 was attached as Appendix 1 to the report. The Committee decided: (1) that the contents of the report be noted; and (2) that the Health and Care (Staffing) (Scotland) Act 2019 Annual Report for 2025/2026, attached at Appendix 1 to the Director’s report, submitted to the Scottish Government as the Council’s response by 30 June 2026, be noted . [Reference: Minutes of the Executive Committee of 25 June 2025 (Paragraph 13)] 14 Notification of Contracts Awarded: 1 October 2025 to 31 March 2026 A report dated 5 May 2026 by the Director, Health and Social Care was submitted on contracts awarded by Social Work Resources in the period 1 October 2025 to 31 March 2026. 11
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In terms of Standing Order Nos 21.8 and 22.5 of the Standing Orders on Contracts, Resources were required to notify the relevant Committee of contracts awarded in excess of £50,000. Details of the contracts awarded by Social Work Resources were provided in the appendix to the report. The Committee decided: that the details of the contracts awarded be noted. [Reference: Minutes of 19 November 2025 (Paragraph 14)] 15 Urgent Business There were no items of urgent business. 12
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources – Revenue Budget Monitoring 2026/2027 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April to 7 August 2026 for Social Work Resources provide a forecast for the year to 31 March 2027 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [re (1) that the forecast to 31 March 2027 of a breakeven position as detailed in Appendix A of the report be noted; and (2) that the proposed budget virements be approved. [1recs] 3. Background 3.1. This is the second revenue budget monitoring report presented to the Social Work Resources Committee for the financial year 2026/2027. 3.2. The report details the financial position for Social Work Resources. Appendix A provides the service analysis statement, outlining key highlights by Service for the Resource and appendices B to F provides the detailed financial position with variance explanations by budget category. 3.3. This report reflects the actual spend to 7 August 2026 within the Resource budget and reflects the expected outturn forecast on expenditure and income at this date. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. As at 7 August 2026, the Resource’s projected outturn position for 2026/2027 is a breakeven position. This is outlined in Appendix A. 5.2. Children and Families: As previously reported, the forecast for Children and Families, Justice and Performance and Support Services show a breakeven position. 3 13
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5.3. Budget pressures within Children and Families are continuing into 2026/2027 in relation to statutory duties of continuing care and increased costs and requirements for residential placements and fostering. The forecast position assumes that Children and Families’ reserves funding will be utilised later in the financial year, to support a break-even position in 2026/2027. 5.4. Consideration is also being given to any financial implications of the Children (Care, Care Experience and Services Planning) (Scotland) Act 2026 and updates will be provided as more information becomes available. 5.5. Adults and Older People: As previously reported, the Adults and Older People forecast is currently showing a breakeven position for 2026/2027. The forecast outturn will continue to be refined, taking into account the ongoing recruitment across the Service and management decisions. This includes the Service’s response to continuing service pressures, where emerging underspends in year can be used for extra care packages. Any remaining projected underspends would prospectively be earmarked for the continuing cost of those care packages though 2027/2028. The Resource have started to process the additional care packages to manage additional pressures. 5.6. Transfers to reserves will be confirmed as part of the Probable Outturn exercise and it will be proposed that any transfers to reserves are retained by the Integration Joint Board (IJB) within their reserves, earmarked for these future costs. Assuming this committed transfer to reserves means the forecast shown is breakeven. 5.7. Virements are proposed to realign budgets. These movements have been detailed in the appendices to this report, as appropriate. 6 Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. 7 Risk and Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. There are inflationary and budget pressures including utilities costs and general inflation pressures which increase the risk of overspend, however these have mitigated through the IJB financial plan for 2026/2027. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and, therefore, no impact assessment is required. 8.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 14
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24 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Social Work Resources Committee – 1 July 2026 List of Background Papers Financial Ledger and budget monitoring results to 7 August 2026 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kathleen Gowrie, Finance Manager Ext: 2601 (Tel: 01698 452601) Email: Kathleen.Gowrie@southlanarkshire.gov.uk 15
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Appendix A Revenue Budget Monitoring Report Social Work Resources Committee: Period 5 Ended 7 August 2026 (No. 5) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) % YTD Actual (£000) Performance and Support Services 6,758 6,552 206 3.05% 2,221 Children and Families Services 49,929 50,692 (763) (1.53)% 15,496 Adult and Older People Services 212,633 212,633 0 0.00% 76,297 Justice Services 1,552 995 557 35.89% 783 Net Controllable Exp. 270,872 270,872 0 0.00% 94,797 Service Heading Explanation for significant projected outturn variances Performance and Support Services The projected year end variance is an underspend and is the result of vacancies that are being actively recruited. Children and Families Services The projected year end variance for the Service includes overspends in residential schools, fostering and adoption. These are funded on a non-recurring basis from the temporary budget virement from Adult and Older People Services (£1.080 million) for Pension Contributions no longer required, the planned reduction in costs that will be achieved from the Budget Recovery Action Plan, any underspends within employee costs, and with any residual overspend being drawn from reserves as per the Budget Recovery Plan. Adult and Older People Services The forecast is currently showing a breakeven position for 2026/27. To allow services to respond to continuing service pressures, emerging underspends in year are being used for extra care packages with any remaining projected underspends being prospectively earmarked for the continuing costs of those extra care packages through 2027/2028. Any transfers to reserves will be confirmed as part of the Probable Outturn exercise, where it will be proposed that any transfers to reserves are retained by the IJB within their reserves, earmarked for these continuing costs of the additional care packages. As a result, the forecast shown is break-even. Justice Services The projected year end variance is an underspend and is the result of vacancies that are being actively recruited across the Service. 16
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Appendix B Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 07 August 2026 (No.5) Social Work Resources Summary Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 135,272 133,411 1,861 under 1.38% 42,399 Property Costs 3,490 3,490 0 - 0.00% 967 Supplies & Services 5,754 5,639 115 under 2.00% 2,064 Transport & Plant 4,728 4,607 121 under 2.56% 3,059 Administration Costs 1,667 1,790 (123) over (7.38)% 412 Payments to Other Bodies 24,842 24,890 (48) over (0.19)% 7,479 Payments to Contractors 161,715 165,271 (2,679) over (1.66)% 49,853 Transfer Payments 4,853 4,853 0 0.00)% 1,948 Financing Charges 401 401 0 - 0.00% 12 Total Controllable Exp. 342,722 342,371 (753) over 0.22% 108,193 Total Controllable Inc. (71,850) (71,499) 753 over (1.05)% (13,396) Net Controllable Exp. 270,872 270,872 0 - 0.00% 94,797 Variance Explanations Variance explanations are shown in Appendices B-E as appropriate. Budget Virements Budget virements are shown in Appendices B-E as appropriate. 17
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Appendix C Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 07 August 2026 (No.5) Children and Families Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 22,997 22,157 840 under 3.65% 7,190 1,b,c,d Property Costs 603 603 0 - 0.00% 123 Supplies & Services 546 546 0 - 0.00% 193 Transport & Plant 620 620 0 - 0.00% 130 Administration Costs 371 371 0 - 0.00% 151 b Payments to Other Bodies 10,076 10,351 (275) Over (2.73)% 3,159 2,a,b,c Payments to Contractors 11,447 12,757 (1,340) Over (11.71)% 3,157 3 Transfer Payments 4,797 4,797 0 0.00% 1,926 a, c Financing Charges 27 27 0 - 0.00% 2 Total Controllable Exp. 51,484 52,259 (775) over (1.51)% 16,031 Total Controllable Inc. (1,555) (1,567) 12 over (0.77)% (535) b Net Controllable Exp. 49,929 50,692 (763) over (1.53)% 15,496 Variance Explanations 1. This underspend is a result of vacancies that are actively being recruited. 2. This overspend is due to continuing pressures in relation to increased demand for adoption allowances and fostering placements. 3. This overspend is a result of the continuing requirement for children’s residential external placements. Budget Virements a. Incorporation of Scottish Government funding to uplift the Scottish Recommended Rate for Kinship and Fostering allowances 2026/2027. Net effect: £0.372m. Payment to other bodies £0.079m, Transfer Payments £0.293m. b. Incorporation of Scottish Government funding for the introduction of the Care Leaver payment. Net effect: £nil. Employee Costs £0.050m, Administration £0.001, Payment to other bodies £0.146m, Income (£0.197m). c. Realignment of budgets to reflect Budget Recovery Plan achieved saving. Net effect £nil. Employee costs (£0.565m), Payment to other bodies £0.345m, Transfer Payments £0.220m. d. Incorporation of Scottish Government funding for implementation of Children’s Care and Justice Act. Net effect: £0.209m. Employee Costs £0.209m. 18
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Appendix D Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 07 August 2026 (No.5) Adults and Older People Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 97,238 94,006 232 under 0.24% 30,600 1 Property Costs 2,228 2,228 0 - 0.00% 569 Supplies & Services 4,970 4,828 142 over 2.86% 1,816 2 Transport & Plant 3,837 3,707 130 under 3.39% 2,767 3,a Administration Costs 511 634 (123) over (24.07)% 188 4 Payments to Other Bodies 14,173 13,946 227 under 1.60% 4,195 5 Payments to Contractors 150,268 151,607 (1,339) over (0.89)% 46,696 6,a Transfer Payments 30 30 0 - 0.00% 16 Financing Charges 46 46 0 - 0.00% 4 Total Controllable Exp. 273,301 272,928 (731) under 0.14% 86,851 Total Controllable Inc. (60,668) (61,399) (731) Over recovery (1.20)% (10,554) 7 Net Controllable Exp. 212,633 212,633 0 - 0.00% 76,297 Variance Explanations 1. This underspend is a result of vacancies that are being actively recruited. 2. This is an underspend and relates to equipment and adaptions, reflecting the timing and profiling of expenditure during the year. 3. This underspend has arisen due to the replacement of the Homecare fleet which is taking place later in the financial year than originally anticipated. 4. This overspend relates to the increase in cost and volume of legal and medical applications in relation to Adults with Incapacity and guardianship. 5. This underspend reflects the current demand for Direct Payments. 6. This overspend is within Homecare reflecting demand based on assessed need and the cost of extra care packages commissioned during the year, funded from emerging in year underspends. This is partially offset by underspends in Supported living and Care homes. 7. The over recovery of income reflects non-recurring income received from service users in respect of prior year care costs and recoveries from Self Directed Support (SDS) in relation to Direct payments. This is offset in part by an under recovery in residential care home income. Budget Virements a. Realignment of budget for the Home Care Fleet replacement programme. Net Effect £nil: Transport £0.370m, Payment to contractor (£0.370m. 19
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 07 August 2026 (No.5) Performance and Support Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 5,847 5,615 232 Under 3.97% 1,819 1 Property Costs 572 572 0 - 0.00% 238 Supplies & Services 143 170 (27) Over (18.88)% 40 Transport & Plant 166 175 (9) Over (5.42)% 129 Administration Costs 278 278 0 - 0.00% 44 Payments to Other Bodies 25 25 0 - 0.00% 9 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 319 319 0 - 0.00% 5 Total Controllable Exp. 7,350 7,154 196 Under 2.67% 2,284 Total Controllable Inc. (592) (602) 10 Over (1.69)% (63) Net Controllable Exp. 6,758 6,552 206 Under 3.05% 2,221 Variance Explanations 1. This underspend is a result of vacancies that are actively being recruited. 20
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Appendix F Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 07 August 2026 (No.5) Justice Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 9,190 8,633 557 Under 6.06% 2,790 1 Property Costs 87 87 0 - 0.00% 37 Supplies & Services 95 95 0 - 0.00% 15 Transport & Plant 105 105 0 - 0.00% 33 Administration Costs 507 507 0 - 0.00% 29 Payments to Other Bodies 568 568 0 - 0.00% 116 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 26 26 0 - 0.00% 6 Financing Charges 9 9 0 - 0.00% 1 Total Controllable Exp. 10,587 10,030 557 Under 5.26% 3,027 Total Controllable Inc. (9,035) (9,035) 0 - 0.00% (2,244) Net Controllable Exp. 1,552 995 557 Under 35.89% 783 Variance Explanations 1. This underspend is the result of vacancies that are being actively recruited. In addition, the S27 grant allocation for 2026/2027 has increased and approval will be sought to establish new posts funded through this additional resource. 21
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources - Capital Budget Monitoring 2026/2027 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the progress of the capital programme for Social Work Resources for the period 1 April to 7 August 2026 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Social Work Resources’ capital programme of £0.500 million, and forecast expenditure of £0.500 million, be noted. 3. Background 3.1. This is the second capital monitoring report presented to the Social Work Resources Committee for the financial year 2026/2027. Further reports will follow throughout the year. 3.2. The budget of £0.500 million for Social Work Resources reflects the budget presented to the Executive Committee in June 2026. There has been no change to this budget since the last report to this Committee. 3.3. The report details the financial position for Social Work Resources in Appendix A. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. 2026/2027 Budget As detailed in paragraph 3.2, the 2026/2027 capital programme for Social Work Resources is £0.500 million. This budget is the £0.500 million investments allocation for Accommodation for Care Experienced Young People, approved by Council as part of the Budget Amendment (February 2026). 5.2. 2026/2027 Forecast Appendix A shows a forecast for the financial year of £0.500 million. For information, actual expenditure to 7 August is £0.008 million. 4 23
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6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Risk and Other Implications 7.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment Management Meetings. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 2 September 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 24 June 2026 List of Background Papers Financial ledger to 7 August 2026 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Graham Booth, Finance Manager (Strategy) Ext: 2699 (Tel: 01698 452699) E-mail: graham.booth@southlanarkshire.gov.uk 24
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Appendix A South Lanarkshire Council Capital Expenditure 2026/2027 Social Work Resources Programme For Period 1 April 2026 – 7 August 2026 Social Work Resources Base Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Forecast Spend £000 Forecast Variance £000 Actual Expenditure £000 2026/2027 Investments - Accommodation for Care Experienced Young People 500 - - 500 500 - 8 TOTAL 500 - - 500 500 - 8 25
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources Director, Health and Social Care Subject: Social Work Resources – Workforce Monitoring – 1 May to 31 July 2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 May to 31 July 2026 relating to Social Work Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for 1 May to 31 July 2026 relating to Social Work Resources be noted:- attendance statistics. occupational health. accident/incident statistics. discipline, grievance and Dignity at Work cases. analysis of leavers and exit interviews. Staffing Watch as at 13 June 2026. [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to the Committee. This report for Social Work Resources provides information on the position for 1 May to 31 July 2026. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of July 2026 for Social Work Resources. The Resource absence figure for July 2026 was 8.0%, this figure has increased by 0.3% when compared to the previous month and is 3.6% higher than the Council- wide figure. Compared to July 2025, the Resource absence figure has increased by 0.5%. The Resource average figure for the financial year for 2026/2027 is 7.5% compared to a Council-wide annual average figure of 5.3%. 5 27
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Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health overall, 419 referrals were made this period. This represents an increase of 8 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 63 accidents/incidents recorded and investigated within the Resource this period. This represents an increase of 12 when compared with the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 11 disciplinary hearings were held within the Resource, this represents a decrease of 4 when compared to the same period last year. One appeal was raised, which is an increase of 1 when compared to the same period last year. Two grievances were raised and are currently being investigated, which is an increase of 1 when compared to the same period last year. One Dignity at Work complaint was also raised and is being investigated, this figure has increased by 1 when compared to last year. 4.5. Analysis of Leavers (Appendix 2a) There was a total of 34 leavers this period who were eligible for an exit questionnaire. This figure has decreased by 6, when compared with the same period last year. Eleven exit questionnaires were completed, which is an increase of 2 when compared to the same period last year. 5. Staffing Watch (Appendix 3) 5.1. There has been a decrease of 1 employee in post from 14 March to 13 June 2026. 6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 7. Financial Implications 7.1. All financial implications are accommodated within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 9. Risk and Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 28
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10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 25 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Social Work Resources Committee– 1 July 2026 List of Background Papers Monitoring information provided by Finance and Corporate Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Eileen McPake, HR Business Manager Ext: (Tel: 01698 454647) E-mail: Eileen.McPake@southlanarkshire.gov.uk 29
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2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 % % % % % % % % % % % % April 6.5 7.0 6.1 April 8.8 9.4 9.4 April 7.3 7.8 7.1 April 5.2 5.7 5.6 May 5.8 6.6 5.7 May 9.5 8.6 10.2 May 7.0 7.2 7.2 May 5.3 5.6 5.9 June 6.0 6.6 6.1 June 9.2 8.7 11.1 June 7.0 7.3 7.7 June 5.2 5.4 5.4 July 6.5 6.8 6.4 July 11.2 9.0 11.2 July 8.0 7.5 8.0 July 4.1 4.3 4.4 August 6.9 7.1 August 11.4 8.7 August 8.4 7.7 August 4.7 4.7 September 7.2 7.7 September 12.0 10.0 September 8.8 8.5 September 6.1 6.1 October 7.5 7.0 October 11.0 10.1 October 8.6 8.0 October 6.0 6.2 November 8.1 6.6 November 10.0 10.1 November 8.7 7.8 November 6.9 7.0 December 7.0 7.6 December 11.6 11.2 December 8.5 8.8 December 7.0 7.5 January 6.7 7.0 January 11.3 11.4 January 8.2 8.4 January 6.7 6.5 February 7.0 6.6 February 11.6 11.9 February 8.5 8.3 February 7.0 6.8 March 7.5 6.9 March 10.7 11.1 March 8.6 8.3 March 6.8 6.7 Annual Average 6.9 7.0 6.7 Annual Average 10.7 10.0 10.5 Annual Average 8.1 8.0 8.0 Annual Average 5.9 6.0 6.1 Average Apr - Jul 6.2 6.8 6.1 Average Apr - Jul 9.7 8.9 10.5 Average Apr - Jul 7.3 7.5 7.5 Average Apr - Jul 5.0 5.3 5.3 1833 1007 2840 15987No of Employees at 31 July 2026 No of Employees at 31 July 2026 No of Employees at 31 July 2026 No of Employees at 31 July 2026 Appendix 1 Absence Trends - 2024/2025, 2025/2026 & 2026/ 2027 Social Work Resources APT&C Council WideResource TotalManual Workers 30
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May to Jul May to Jul 2025 2026 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 114 116 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 2 1 TOTAL 411 419 May to Jul May to Jul 2025 2026 Specified Injuries* 4 0 Over 7 day absences 2 0 Over 3 day absences** 0 0 Minor 17 23 Near Miss*** 8 13 Violent Incident: Physical**** 12 16 Violent Incident: Verbal***** 8 11 Total Accidents/Incidents 51 63 May to Jul May to Jul 2025 2026 Total Number of Hearings 15 11 Total Number of Appeals 0 1 Appeals Pending 0 1 Time Taken to Convene Hearing - 01 May to 31 July 2026 0-3 Weeks 4-6 Weeks Over 6 Weeks 1 3 7 May to Jul May to Jul 2025 2026 Number of Grievances 1 2 Number Resolved at Stage 3 1 0 Still in Progress 0 2 May to Jul May to Jul 2025 2026 Number of Incidents 0 1 Still in Process 0 1 *A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE. **Over 3 day / over 7day absence is an injury sustained outwith specified injury category that results in a period of absence of absence as defined by the HSE. ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7- day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures. 16 16 131 137 CAUSE OF ACCIDENTS/INCIDENTS Appendix 2 SOCIAL WORK RESOURCES 148 149 ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS RECORD OF DIGNITY AT WORK ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different 31
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May to Jul May to Jul 2025 2026 Career Advancement 8 7 Child Caring / Caring Responsibilities 1 5 Disatisfaction with terms and conditions 0 1 Further Education 2 0 Moving outwith area 2 4 Personal Reasons 8 6 Poor relationship with managers / colleagues 1 0 Travelling difficulties 0 0 Other 6 11 Total Number of Leavers Eligible for Exit Interview 28 34 Number of Exit Interviews conducted 9 11 Percentage of interviews conducted 32% 32% ANALYSIS OF REASONS FOR LEAVING Appendix 2a SOCIAL WORK RESOURCES 32
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As at 13 June 2026 Total Number of Employees F/T P/T F/T P/T 182 237 951 1401 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 320.16 1447.35 471.38 95.33 31.60 0.00 2.00 0.00 2370.82 As at 14 March 2026 Total Number of Employees F/T P/T F/T P/T 184 235 953 1400 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 316.00 1447.12 477.52 96.33 32.60 0.00 1.00 0.00 2373.57 Salary Bands MALE FEMALE TOTAL 2772 *Full - Time Equivalent No of Employees Appendix 3 JOINT STAFFING WATCH RETURN SOCIAL WORK RESOURCES *Full - Time Equivalent No of Employees Salary Bands 2771 MALE FEMALE TOTAL 33
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 30 September 2026 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Care Close to Home - Strengthening Capacity for Responsive Family Support 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek approval to strengthen responsive family support within South Lanarkshire’s Care Close to Home approach, providing timely and focused support for children, young people and families where circumstances are escalating 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the development of a dedicated Families First Team, as part of the wider Care Close to Home model for Children’s Social Work, and the permanent establishment of 10 new FTE Support Worker posts be approved, as detailed in Sections 4 and 5 of the report; (2) that the funding arrangements, as set out in Section 6 of the report, be approved; and (3) that officers bring a further report to Committee on the longer-term service model and any more substantive staffing arrangements required. 3. Background 3.1. The Council is responsible for ensuring that children and young people receive the right care, protection and support when their needs cannot be met through universal or targeted services alone. The decisions available in each case are shaped by assessed need and risk, and by the range of local supports and care options available when they are required. Strengthening local capacity is, therefore, central to ensuring professional decisions are supported by a responsive and proportionate range of options for children, young people and families. 3.2. South Lanarkshire’s Care Close to Home approach is based on supporting children and young people within their families, communities and local networks wherever this is safe and appropriate. This is consistent with The Promise, the Scottish Government’s Keeping the Promise Implementation Plan and national policy on Whole Family Wellbeing, which emphasise timely, holistic support for children, young people and families. 3.3. Where children and young people cannot remain safely at home, the Council may provide care through foster care, internal residential provision or, where needs cannot 6 35
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be met locally, external residential placements. As of July 2026, South Lanarkshire was supporting 62 children and young people in external residential placements, alongside 42 young people in internal residential provision and 181 fostering placements. Of those in external residential placements, 25 children and young people first entered care between the ages of 14 and 15, with a further 31 entering between the ages of 10 and 13. This age profile supports a particular focus on strengthening responsive support during late childhood and adolescence, before circumstances require more intensive statutory responses. 3.4. External residential placements remain a significant financial pressure, with current annual costs of £19.2 million. Given continuing inflationary and demand pressures in the external residential care market, it is reasonable to expect these costs to rise further. Strengthening local family support capacity promptly is, therefore, important, while recognising that individual placement decisions will continue to be based on assessed need. 3.5. Elected Members have already supported a wider programme of investment to develop the Care Close to Home model. This includes the partnership agreement with Barnardo’s Gap Homes Project to develop five homes in Blantyre, and the programme to install five independent modular homes within the grounds of four Council children’s homes at Langlea, Hillhouse, Station Road and Hunters Crescent. 3.6. These developments strengthen local options for young people who require care, are leaving care or are moving towards independence. Strengthening responsive family support is the next step in developing that local pathway, ensuring families can receive timely and focused help within their own homes and communities when circumstances are escalating. 4. Proposal 4.1. It is proposed to develop responsive family support as a core part of the wider Care Close to Home model through a dedicated Families First Team. The proposed approach reflects independent evidence which supports intensive social work support for families in crisis and identifies home-based delivery, dedicated worker time, rapid response and practical family skills work as key features of effective edge-of-care support. 4.2. The Families First Team would provide a time-limited, flexible and relationship-based response when family circumstances are most pressured. It would focus on children and young people in late childhood and adolescence, with particular reference to the 10-13 and 14-15 age groups identified through placement analysis. 4.3. The team’s role would be to help stabilise circumstances, strengthen relationships and family networks, provide practical support in the home and community, and connect children, young people and families with the right ongoing supports. 4.4. The initial Families First Team will comprise 14 staff, bringing together the 10 new posts with capacity from relevant existing in-house and out-of-hours services. The team will operate flexibly, including out-of-hours support where required, and work alongside existing Family Support Hubs, Connected Communities and local fieldwork teams, adding a focused response where additional intensity, flexibility and engagement are required. 36
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4.5. The expected benefits are stronger support for children, young people and families; clearer pathways between family support and statutory care intervention; and better use of community, social work and local residential capacity. 4.6. The proposal complements existing investment in Gap Homes, modular homes and internal residential capacity by strengthening responsive family support within the wider Care Close to Home model. By adding earlier support within the pathway, the model is intended to support more children and young people safely within family and community networks where this is appropriate, help ensure that external placements are used where they are necessary to meet assessed need, and sustain a more balanced local care and support offer over time. 4.7. The initial arrangements proposed here will allow the Families First Team to be established promptly and the service to develop from an early stage. Officers will progress the longer-term service and workforce model in parallel and bring a further report to Committee setting out proposals for a more substantive staffing arrangement. Demand, responsiveness, outcomes for children and families, workforce capacity, placement activity and financial impact will continue to be monitored as the service develops. 5. Employee Implications 5.1. The proposed permanent establishment of 10 new FTE Support Worker posts is set out in the table below:- Post Proposed no of posts Grade SCP range Hourly Rate Annual Salary Gross costs incl on costs of 29.7% Total costs Support Worker 10 G2 L4 plus 4 63-65 £23.14 - £23.65 £42,228- £43,159 £54,770- £55,977 £547,700- £559,770 Total £547,700- £559,770 5.2. The 10 new posts will provide dedicated capacity to deliver timely, flexible and practical support to children, young people and families within their own homes and communities. In parallel, links with relevant existing in-house and out-of-hours services will support establishment of the initial 14-person team. The longer-term service and staffing model will be developed and brought back to Committee, as set out in Section 4. 6. Financial Implications 6.1. The cost of creating 10 FTE posts is £0.560 million. The implementation of the Children (Care and Justice) (Scotland) Act 2024 has meant an allocation of part-year funding of £0.209 million for 2026/2027, with full-year funding of £0.418 million available from 2027/2028. This £0.418 million can be used to support the new staffing required. The remaining £0.142 million of costs will be funded by the anticipated savings generated from the reduction in overall placement numbers, following the establishment of this dedicated Families First Team. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications associated with this report. 37
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8. Risk and Other Implications 8.1. The Improvement Service’s Local Government Benchmarking Framework National Benchmarking Overview Report 2024/2025 highlights sustained financial, workforce and demand pressures across Scottish local government, with councils increasingly required to use data, local service redesign and targeted capacity to protect essential services and support improved outcomes. Within that wider context, this proposal should be understood as part of the Council’s ongoing work to maintain effective, proportionate and sustainable support for children, young people and families within available resources. 8.2. The CELCIS report Children’s Services Reform Research: Learning and Implications for Scotland: Concluding Report identifies the importance of creating the conditions for effective and sustainable change so that children, young people and families can access help when they need it. The proposed development is consistent with that wider direction by strengthening capacity around families earlier in the pathway, aligning specialist social work support with local community and care options, and supporting a more coherent Care Close to Home model. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function, or strategy and, therefore, an Integrated Impact Assessment is not required. 9.2 There is also no requirement to undertake any consultation in terms of the information contained in this report. Professor Soumen Sengupta Director, Health and Social Care Jackie Taylor Executive Director (Finance and Corporate Resources) 7 September 2026 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Previous References Executive Committee – 30 April 2025 Social Work Resources Committee – 6 May 2026. List of Background Papers The Promise — Independent Care Review, 2020. https://www.carereview.scot/wp- content/uploads/2020/02/The-Promise.pdf Keeping the Promise implementation plan — Scottish Government, 2022. https://www.gov.scot/publications/keeping-promise-implementation-plan/ Whole Family Wellbeing Funding (WFWF) Programme - year 2: process and impact evaluation - full report — Scottish Government, 2025. 38
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https://www.gov.scot/publications/whole-family-wellbeing-funding-wfwf-programme- year-2-process-impact-evaluation-full-report/ How can we support families to reduce the likelihood of children going into care? https://arc-nenc.nihr.ac.uk/evidence/how-can-we-support-families-to-reduce-the- likelihood-of-children-going-into-care/ Mechanisms That Promote and Support Family Preservation for Children at the Edge of Care: A Realist Synthesis — https://journals.sagepub.com/doi/pdf/10.1177/21582440241260998 Local Government Benchmarking Framework National Benchmarking Overview Report 2024-25 — Improvement Service, 2026. https://www.improvementservice.org.uk/__data/assets/pdf_file/0024/73248/Benchmarki ng-Overview-Report-2024-25.pdf Children’s Services Reform Research: Learning and Implications for Scotland: Concluding Report — CELCIS, 2023. https://www.celcis.org/application/files/6117/0245/9620/CSRR_Concluding_Report_- _CELCIS_-_13_December_2023.pdf Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Aine McCrea, Head of Children & Justice Services and Chief Social Work Officer Telephone: 01698 454887 Email: aine.mccrea@southlanarkshire.gov.uk 39
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 30 September 2026 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Strengthening Assessment and Support Capacity 1. Purpose of Report 1.1. The purpose of the report is to:- seek approval to strengthen Social Work Resources’ assessment capacity and support earlier, proportionate access to assessment, advice and support for people with assessed needs 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) approve the Social Work Resources’ establishment changes required to strengthen assessment capacity, funded from within existing resources, as detailed in Sections 5 and 6 of the report. 3 Background 3.1. Social Work Resources has a key role in assessing and supporting people whose needs arise from disability, frailty, sensory impairment, complexity or changing personal circumstances. Early and proportionate assessment can support people to maintain independence, remain safe at home where appropriate and reduce the risk of needs escalating unnecessarily. 3.2. Within that wider assessment and early intervention role, Occupational Therapy provides specialist assessment and advice to support people’s independence, safety and daily living. This includes advice, guidance, rehabilitation, equipment, adaptations and sensory support, with the aim of ensuring that support is appropriate to assessed need and proportionate to individual circumstances. 3.3. The focus is on ensuring that assessment and support are fair, consistent and proportionate, and that people receive advice, guidance or practical assistance appropriate to assessed need, risk and individual circumstances. Since August 2023, this has been supported through the application of South Lanarkshire Council’s Eligibility Criteria. In line with national guidance on equipment and adaptations, the most appropriate response may include self-management advice, signposting, rehabilitation, equipment or adaptations. 3.4. Audit Scotland has highlighted that Scotland’s social care services face increasing demand and an ageing population. This national pattern is also reflected locally, with 7 41
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referral levels increasing across South Lanarkshire. This reinforces the importance of early, proportionate assessment and support across the Service. 3.5. Locally, the current pattern of demand indicates an opportunity to better align recurring staffing capacity with assessed need, while continuing to operate within existing eligibility and support arrangements. 4. Strengthening Occupational Therapy and Sensory Support Capacity 4.1. In response to the pattern of demand described above, it is proposed that targeted establishment changes are made across Occupational Therapy and Sensory Support. This would increase the overall establishment from 21 to 26 posts, through five additional Community Occupational Therapist posts, one additional Rehabilitation Officer (Visual Impairment) post and the reduction of one Rehabilitation Assistant post, with the resulting net increase funded from within existing resources. The proposal is intended to better align recurring staffing capacity with assessed need, while maintaining the current eligibility framework and service model. 4.2. Alongside the establishment changes, the service will continue to strengthen allocation arrangements, consistency of practice and the proportionate use of professional assessment time across South Lanarkshire. 4.3. The proposed changes are intended to support earlier advice, assessment and proportionate intervention, while maintaining a clear focus on risk, assessed need and individual circumstances. 4.4. For people and families, the intended benefit is clearer and more timely access to assessment, advice, guidance and appropriate support to meet assessed needs, within the existing eligibility framework and resources available. 4.5. Recruitment progress, demand, waiting times, expenditure on equipment and adaptations, and the impact of the additional capacity will continue to be monitored. A further report will be brought back to Committee to provide assurance on implementation and whether the anticipated service and financial benefits are being realised. 5. Employee Implications 5.1. The following changes to the establishment are proposed:- Post Existing Proposed no of posts Change Grade SCP range Hourly Rate Annual Salary Gross cost Incl. on costs 29.7% Total costs Community Occupational Therapist 16 21 +5 G3 L4 72-74 £26.09 - £26.65 £47,612 - £48,634 £61,752 - £63,078 £308,760 - £315,390 Rehabilitation Officer (ROVI) 2 3 +1 G3 L2 63-65 £23.14 - £23.65 £42,228 - £43,159 £54,770 - £55,977 £54,770 - £55,977 Rehabilitation Assistant 3 2 -1 G2 L4 55-57 £20.66 - £21.25 £37,702 - £38,779 (£48,900) - (£50,297) (£48,900) - (£50,297) Total 21 26 5 £314,630 - £321,070 42
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5.2. The Senior Practitioner roles introduced through the redesign of Adults and Older People Social Care have provide enhanced professional support and career development opportunities. This, together with current labour market information, supports a more positive outlook for recruiting to the additional Occupational Therapist posts. 6. Financial Implications 6.1 The annual cost of the proposed establishment changes is up to £0.321 million. It is proposed that these costs are met by reallocating £0.321 million (14%) from the combined Equipment and Adaptations budget of £2.336 million to the staffing budget. The reallocation will fund the additional Occupational Therapists and Sensory Support post, reducing the recurring underspend by transferring funding to staffing while increased assessment capacity is expected to lead to greater use of equipment and adaptations in response to assessed need. Analysis indicates that sufficient funding will remain available to meet projected demand for equipment and adaptations. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. 8. Risk and Other Implications 8.1. The proposal is consistent with the national emphasis in the Local Government Benchmarking Framework, National Benchmarking Overview Report 2023/2024 on the need for councils to use resources effectively and sustainably in response to increasing adult social care demand. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy, or recommend a change to an existing policy, function or strategy. There is no requirement to carry out an impact assessment in terms of the proposal contained withing this report. 9.2. Trade Unions have been updated on the proposals within this report and will continue to be updated on progress through the Joint Consultative Committee. Professor Soumen Sengupta Director, Health and Social Care Jackie Taylor Executive Director (Finance and Corporate Resources) 31 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Focused on people and their needs Working with and respecting others 43
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Previous References None List of Background Papers Scottish Government, Guidance on the Provision of Equipment and Adaptations, January 2023 https://www.gov.scot/publications/guidance-provision-equipment-adaptations-2/ Audit Scotland, Transforming health and social care in Scotland https://audit.scot/topics/transforming-health-and-social-care-in-scotland Local Government Benchmarking Framework, National Benchmarking Overview Report 2023/2024 https://www.improvementservice.org.uk/__data/assets/pdf_file/0031/58189/Benchmarki ng-Overview-Report-2025.pdf Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Laura Arthur – Head of Social Care (Adults and Older People) Ext: 01698 453701 (3701) E-mail: laura.arthur@southlanarkshire.gov.uk 44
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 30 September 2026 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Strengthening Justice Social Work Services 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek approval for proposals to strengthen senior professional decision-making, professional practice leadership, public protection oversight and service resilience within Justice Social Work Services [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted; (2) that the proposed changes to the professional and operational structure of Justice Social Work Services, as outlined within this report, be approved; and (3) that the proposed amendments to the Justice Social Work Resources’ staffing establishment, as detailed in Section 5 of the report, be approved. [1recs] 3. Background and Rationale for Updated Proposals 3.1. In 2024, the Committee considered proposals for the redesign of Adult and Older People Social Work and Children and Families Social Work as part of the wider Social Work Modernisation Programme. Those proposals introduced revised structures to strengthen management capacity, professional practice leadership and service resilience across those areas. 3.2. Since then, significant legislative and policy developments, including the Children (Care and Justice) (Scotland) Act 2024, Bail and Release from Custody (Scotland) Act 2023, and Victims, Witnesses and Justice Reform (Scotland) Act 2025, have increased the emphasis on community-based justice, custody release planning, throughcare, alternatives to custody and public protection. These developments place greater importance on risk-informed decision-making, clear professional accountability and resilient local delivery arrangements within Justice Social Work Services. 3.3. Locally, demand and complexity within Justice Social Work Services continue to increase. During 2025/2026, South Lanarkshire completed 517 Bail Supervision Assessments, supervised 57 individuals subject to Bail Supervision Orders, provided throughcare support to 181 individuals released from custody, supported 351 individuals within prison settings, completed 216 diversion assessments and managed 107 people diverted from prosecution. These figures demonstrate the breadth of 8 45
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statutory and operational activity now being managed across custody, court, community and diversion pathways. 3.4. Individuals involved in the justice system increasingly present with multiple and complex needs, including mental health difficulties, substance use, homelessness, trauma and higher levels of risk. Growing public protection responsibilities also continue to increase demand within Multi-Agency Public Protection Arrangements (MAPPA), with MAPPA Level 1 cases increasing by 57% since 2014. This growth, alongside implementation of the Multi-Agency Public Protection System (MAPPS) as the national replacement for the Violent and Sex Offender Register (ViSOR), requires robust oversight, timely decision-making and consistent public protection governance. 3.5. The local demand, complexity and public protection pressures outlined above reflect the same issues highlighted in national policy and independent scrutiny. Audit Scotland's report on sustainable alternatives to custody emphasises the need for effective and sustainable community justice capacity, while Care Inspectorate scrutiny of prison-based social work highlights the importance of clear professional leadership, effective risk assessment and strong links between custody and community services. These findings support the proposed changes to the professional and operational structure of Justice Social Work Services. 3.6. Further engagement with Justice Social Work staff and trade union representatives has informed the updated model now being brought forward. The model applies relevant learning from changes already implemented across other areas of Social Work, while reflecting the specific statutory and public protection responsibilities of Justice Social Work. It provides a clearer basis for managing complexity, future demand, legislative requirements and national justice priorities. 4. Strengthening Capacity, Leadership and Resilience Across Justice Social Work 4.1. The proposed workforce redesign will strengthen decision-making, practice oversight, operational leadership and targeted frontline capacity, supporting a more sustainable Justice Social Work Service. Senior professional decision-making and leadership capacity 4.2. The creation of one full-time equivalent (FTE) additional Fieldwork Manager post and the increase in Operations Manager capacity from three FTE to 11.5 FTE will strengthen senior professional oversight, statutory assurance, quality assurance and risk management across Justice Social Work Services. This will support timely and accountable decision-making in complex areas including MAPPA, Adult Support and Protection, Child Protection, Court work, Bail Supervision, Diversion from Prosecution and Throughcare. Operations Managers will also manage Senior Practitioners, Social Workers and para-professional staff and lead key areas of justice practice. 4.3. Team Leader posts will reduce from 14.1 FTE to 2.1 FTE, with the remaining posts retained to support the seven-day Unpaid Work Service. The conversion of posts will increase Operations Manager by 8.5 FTE and Senior Practitioner capacity by 1.5 FTE, creating a clearer balance between operational management, professional oversight and practice leadership. Professional practice leadership 4.4. Three existing MAPPA Social Worker posts will be redesignated as Senior Practitioner posts, increasing overall Senior Practitioner capacity by 4.5 FTE. This will strengthen professional oversight of complex and high-risk casework, support increasing MAPPA 46
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demand, enhance quality assurance and create additional career progression opportunities. Frontline service capacity 4.5. Additional frontline capacity will be introduced across Diversion from Prosecution, Prison Throughcare and Court Services through the creation of 2 FTE Social Worker posts and one FTE Social Work Assistant post. This will support anticipated increases in demand, strengthen community-based interventions and improve support for individuals transitioning from custody to the community. 5. Employee Implications 5.1. The following changes should be made to the employee establishment on a permanent basis. The table shows the net change in posts, with the -1 Social Worker figure reflecting three posts being redesignated and two new posts being created. Post No of posts Grade SCP range Hourly rate Annual salary Gross cost Total cost Fieldwork Manager +1 G5 L1 96 - 97 £36.95 - £37.52 £67,430 - £68,470 £87,457 - £88,806 £87,457 - £88,806 Operations Manager +8.5 G4 L2 -5 82 - 88 £30.02 - £32.83 £54,783 - £59,911 £71,053 - £77,705 £603,955 - £660,494 Team Leaders -12 G3 L8 79 - 80 £28.71 - £29.14 £52,393 - £53,178 (£67,954 - £68,971) (£815,443 - £827,656) Senior Practitioners +4.5 G3 L8 79 - 80 £28.71 - £29.14 £52,393 - £53,178 £67,954 - £68,971 £305,791 - £310,371 Social Workers -1 G3 L4 72 - 74 £26.09 - £26.65 £47,612 - £48,634 (£61,752 - £63,078) (£61,752 - £63,078) Social Work Assistant +1 G2 L2 -4 39 - 57 £17.12 - £21.25 £31,242 - £38,779 £40,520 - £50,297 £40,520 - £50,297 Total +2 £160,528 - £219,234 6. Financial Implications 6.1. The maximum recurring cost of the staffing proposals is estimated at £0.219 million per annum. This will be funded from the additional Section 27 Justice Grant of £0.472 million received for 2026/2027 to support increased workload and strengthen Justice Social Work Services. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications associated with this report. 8. Risk and Other Implications 8.1. The proposals support the Council's statutory and core justice social work duties by strengthening professional accountability, public protection assurance, risk management and service resilience. They are intended to provide clearer leadership and governance across key justice pathways, including court, custody, community supervision, diversion, throughcare and MAPPA. 47
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9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function, or strategy, or recommend a change to existing policy, function, or strategy and, therefore, no impact assessment is required. 9.2. A number of consultation sessions have taken place with trade union representatives, Justice team leaders and wider justice teams. The redesign model outlined above follows a consultation and feedback session with managers and trade union representatives held on 20th April 2026. Professor Soumen Sengupta Director, Health and Social Care Jackie Taylor Executive Director (Finance and Corporate Resources) 4 September 2026 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Previous References None List of Background Papers Committee Report May 2024 Justice Social Work – Modernisation Programme Update Scottish Sentencing and Penal Policy Commission: Justice That Works — https://www.gov.scot/publications/justice-works-report-scottish-sentencing-penal-policy- commission/ Care Inspectorate: Prison-based social work review: Phase 2 report — https://www.careinspectorate.scot/strategic-scrutiny/library/strategic-reports/prison- based-social-work-review-phase-2-report Audit Scotland: Community justice: Sustainable alternatives to custody — https://audit.scot/uploads/docs/report/2021/briefing_210715_community_justice.pdf Children’s (Care and Justice) (Scotland) Act 2024 - Children (Care and Justice) (Scotland) Act 2024 Bail and Release from Custody (Scotland) Act 2023 - Bail and Release from Custody (Scotland) Act 2023 Victims, Witnesses, and Justice Reform (Scotland Act 2025 - Victims, Witnesses, and Justice Reform (Scotland) Act 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Claire Borden, Interim Service Manager (Children and Justice Services) Phone: 01698 454887 Email: Claire.Borden@southlanarkshire.gov.uk 48
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 30 September 2026 Report by: Director, Health and Social Care Subject: Supporting People with Learning Disabilities and Complex Care Needs - Coming Home 1. Purpose of Report 1.1. The purpose of the report is to:- provide assurance on South Lanarkshire’s delivery of the Coming Home Agenda, including the local position, evidence of progress and the conditions required to sustain delivery 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the contents of the report be noted. 3. Background 3.1. Adults with learning disabilities and complex care needs may require specialist assessment, treatment and support across health and social care services. National policy recognises the importance of enabling people to live as close as possible to their families, communities and support networks, while avoiding unnecessary hospital stays and out-of-area placements wherever this can be achieved safely. Delivering these outcomes requires effective partnership working across health, social care, housing and commissioned support services. 3.2. Coming Home provides the national framework for improvement. Its aims include reducing unnecessary hospital admissions and delayed discharge, minimising inappropriate out-of-area placements, strengthening community-based support and improving oversight of people with complex needs through the Dynamic Support Register (DSR). 3.3. The Mental Welfare Commission has highlighted the challenges experienced across Scotland in delivering the ambitions of Coming Home. The Scottish Government and COSLA Coming Home Action Plan recognises that progress depends on the availability of suitable housing, sustainable social care provision, specialist support, workforce capacity and effective planning across health, social care and community services. Developing viable local alternatives therefore remains an important priority for partner organisations. COSLA has also highlighted the need for investment across the whole system to support delivery. 9 49
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4. Current Position, Outcomes and Sustaining Delivery 4.1. South Lanarkshire continues to demonstrate delivery of the principles of the Coming Home Agenda through active case management, strengthened planning arrangements, low levels of delayed discharge and limited reliance on inappropriate out-of-area placements. 4.2. South Lanarkshire's DSR relates to a relatively small number of people with highly complex needs requiring ongoing multi-agency oversight and coordinated planning. To protect individual confidentiality and avoid the potential identification of people from very small datasets, detailed category totals are not included within this report. Oversight arrangements are in place for people requiring hospital discharge planning, support to maintain existing community arrangements, or planning to return from out- of-area placements. 4.3. Since implementation of the DSR, South Lanarkshire University Health and Social Care Partnership has supported successful discharge from hospital and repatriation from out-of-area placements where appropriate alternatives could be developed. The DSR also supports earlier identification of emerging risks and proactive planning to help sustain existing support arrangements and reduce the likelihood of avoidable hospital admission. South Lanarkshire currently has no individuals recorded within the DSR who are in an inappropriate out-of-area placement; and no individuals who have remained in hospital for 10 years or more (both being groups that continue to feature within national reporting). 4.4. The following anonymised case study illustrates how this approach has been applied in practice. Mr A is an adult with a learning disability and highly complex support needs who returned to South Lanarkshire in 2025 following approximately three years in hospital. Almost one year later, he remains settled in his community, has increased participation in local activities, greater independence in daily living and improved overall wellbeing. Achieving this outcome required sustained planning and coordination over a number of years. Throughout Mr A's hospital admission, South Lanarkshire remained actively involved in assessment, review and discharge planning arrangements, supported by ongoing oversight through the DSR. Independent advocacy was involved throughout to ensure Mr A's views and rights remained central to decision-making. Partnership working took place across health, social work, advocacy services and commissioned providers to identify and develop an appropriate long-term support arrangement. This included securing specialist clinical input, developing a suitable community-based resource and putting enhanced support arrangements in place to support a safe transition from hospital. Following his return, support arrangements have been reviewed and adapted as Mr A's confidence, stability and independence have increased. Support arrangements have continued to evolve over time as his confidence, stability and independence have increased, while continuing to meet assessed needs safely and effectively. Mr A's experience demonstrates how sustained planning, specialist support and partnership working can achieve positive outcomes for people with highly complex needs, enabling them to live successfully in a community setting with support tailored to their individual needs. 50
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5. Employee Implications 5.1. There are no additional employee implications arising directly from this report. 6. Financial Implications 6.1. People with highly complex needs may require intensive and highly specialised support arrangements over long periods, and in some cases throughout adulthood. Needs are rarely static and can change significantly over time in response to changes in health, behaviour, living circumstances and informal support networks. As a result, support arrangements often require ongoing review and adaptation and can create significant recurring costs, requiring sustained investment in specialist support, accommodation and commissioning arrangements. 6.2. At the outset of the Coming Home Agenda, South Lanarkshire received national funding provided by the Scottish Government to support implementation of the programme and associated service redesign activity. This was non-recurring funding provided over a three-year period from 2021 to 2024, with South Lanarkshire receiving £1,161,818 in total. 6.3. The Scottish Government has committed £20 million to support implementation of the Coming Home Action Plan, with funding being administered through Independent Living Fund Scotland. The fund will focus on those people on the DSR with the highest priority needs, including those in hospital, in inappropriate out-of-area placements, or at risk of community support breakdown. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Risk and Other Implications 8.1. This report focuses on a small number of individuals whose circumstances meet the national criteria for Dynamic Support Register oversight. While these individuals often require particular planning and multi-agency coordination, they represent only a small proportion of the wider population of people with learning disabilities and complex care needs who are supported successfully in community settings across South Lanarkshire. 8.2. Sustaining positive outcomes for this wider population, as well as for those subject to DSR oversight, will continue to depend on wider system capacity, including access to suitable housing, provider and workforce capability, and the availability of specialist support arrangements. 8.3. The Local Government Benchmarking Framework National Benchmarking Overview Report 2024/25, published by the Improvement Service on behalf of SOLACE Scotland and COSLA, highlights increasing demand, workforce pressures and growing complexity across social care services. Within this context, while supporting people to live close to family and community remains an important objective, the overriding consideration must be whether support arrangements are safe, sustainable and capable of meeting individual needs and achieving positive outcomes. 51
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9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Professor Soumen Sengupta Director, Health and Social Care 31 August 2026 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs. Accountable, effective, efficient, and transparent Previous References None List of Background Papers Scottish Government. Coming Home Implementation: Report from the Working Group on Complex Care and Delayed Discharge (2022) https://www.gov.scot/publications/coming-home-implementation-report-working-group- complex-care-delayed-discharge/pages/5/ Scottish Government and COSLA. Coming Home Action Plan 2026 https://www.gov.scot/publications/coming-home-action-plan-2026/ Mental Welfare Commission for Scotland. Hospital is not Home https://www.mwcscot.org.uk/publications/hospital-is-not-home Audit Scotland. Delayed discharges: A symptom of the challenges facing health and social care (2025) https://audit.scot/publications/delayed-discharges-a-symptom-of-the-challenges-facing- health-and-social-care Improvement Service (on behalf of COSLA and SOLACE Scotland). Local Government Benchmarking Framework National Benchmarking Overview Report 2024/25 https://www.improvementservice.org.uk/__data/assets/pdf_file/0024/73248/Benchmarkin g-Overview-Report-2024-25.pdf Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Elaine O’Neill - Service Manager (Adult and Older People’s Services) Ext: 01698 453700 (3700) E-mail: Elaine.ONeill@southlanarkshire.gov.uk 52
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 30 September 2026 Report by: Director, Health and Social Care Subject: Scottish Social Services Council Registration Requirements - Consultation Response 1. Purpose of Report 1.1. The purpose of the report is to:- advise the Committee of the Scottish Government Consultation on the proposed changes to Scottish Social Services Council (SSSC) registration requirements note the appended consultation response, submitted on behalf of South Lanarkshire Council as agreed with the Chair and Depute Chair of the Social Work Resources Committee. 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted. 3. Background 3.1. The SSSC is the statutory regulator for the social service workforce in Scotland. 3.2. Registration with the SSSC is a key mechanism through which professional standards are maintained across Scotland's social services workforce. Registration supports public confidence in services by requiring adherence to professional standards, ongoing learning and development requirements, and regulatory oversight where concerns arise regarding conduct or practice. 3.3. On 24 June 2026, the Scottish Government published the consultation SSSC Registration Requirements: Consultation on Proposed Changes. The consultation seeks views on a series of legislative and regulatory changes intended to strengthen the SSSC's role in protecting the public and regulating the social services workforce. 4. Consultation 4.1. The consultation focuses on three principal areas of change:- Extending mandatory SSSC registration requirements to additional social service workforce groups. Requiring all social workers employed in Scotland to be registered with the SSSC, regardless of any registration held with another UK regulator. Updating the list of professional regulators whose registration exempts individuals from requiring SSSC registration. 10 53
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4.2. The appended response was prepared by officers. Following consideration by the Corporate Management Team and with the agreement of the Chair and Depute Chair of the Social Work Resources Committee, was submitted prior to the deadline of 24 September 2026 (as was in advance of this meeting of the Committee). 5. Employee Implications 5.1. There are no direct employee implications associated with this report at this time. 6. Financial Implications 6.1. There are no direct financial implications associated with this report at this time. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications associated with this report. 8. Risk and Other Implications 8.1. There are no issues in terms of risk associated with this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function, or strategy, or recommend a change to existing policy, function, or strategy and, therefore, no integrated impact assessment is required. 9.2 No local consultation was required as this report relates to the Council's response to a national consultation conducted by the Scottish Social Services Council (SSSC). Professor Soumen Sengupta Director, Health and Social Care 31 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Previous References None List of Background Papers https://www.gov.scot/publications/proposed-changes-sssc-registration- requirements/documents/ Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Sharon Grant - Service Manager, Children and Justice Services Ext: 3986 Email: sharon.grant@southlanarkshire.gov.uk 54
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Appendix 1: Scottish Social Services Council - registration requirements: consultation response Question 1 Do you agree that support workers, practitioners and supervisors employed within an adult day care service in Scotland should be subject to registration with the SSSC? Please note that if registered, it is the responsibility of the SSSC to determine definitions in respect of the new group, any qualification and continuous professional learning standards, and registration fees of each category of worker. Response: Agree The Council considers that registration can help strengthen public confidence and recognition of the professionalism of those delivering adult day care services. Please see the Council's wider comments at Question 6. Question 2 Do you agree that practitioners, supervisors and managers employed within an offender accommodation service in Scotland should be subject to registration with the SSSC? Please note that if registered, it is the responsibility of the SSSC to determine definitions in respect of the new group, any qualification and continuous professional learning standards, and registration fees of each category of worker. Response: Agree The Council considers that consistent professional standards and accountability are particularly important where services support individuals with complex needs and vulnerabilities. Please see the Council's wider comments at Question 6. Question 3 Do you agree that social work assistants working in Scotland should be subject to registration with the SSSC? Please note that if registered, it is the responsibility of the SSSC to determine definitions in respect of the new group, any qualification and continuous professional learning standards, and registration fees of social work assistants. Response: Agree The Council recognises the important contribution Social Work Assistants make to delivering safe and effective services and supports arrangements that reinforce professional standards and accountability. Please see the Council's wider comments at Question 6. Question 4 Currently, social workers can be employed in Scotland without being registered with the SSSC, if they are registered with another relevant UK regulator. Do you agree that all social workers who are employed in Scotland should be required to register with the SSSC? Response: Agree The Council supports a consistent regulatory framework for social workers practising in Scotland and considers that public confidence is strengthened where all social workers are subject to the same professional standards, codes of practice and fitness-to-practise arrangements. Question 5 Do you agree that references made within the Regulation of Care (Social Service Workers) (Scotland) Order 2024 to the ‘General Teaching Council for England’ and the ‘General 55
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Teaching Council for Wales are removed and updated respectively, to reflect current position? Response: Agree The Council considers that professional regulatory frameworks should remain accurate, current and reflective of existing regulatory arrangements. Question 6 Please provide any further comments on the proposals set out in this consultation in the box below. People who use services, carers, families and communities should be able to trust that social work and social care services are delivered safely, professionally and to recognised standards. Registration supports that trust by providing assurance that workers are accountable to recognised standards of conduct, practice and learning, supporting professional accountability and fitness-to-practise arrangements, and promoting consistency of standards across Scotland. Registration also plays a valuable role in recognising the skill, responsibility and professionalism of the social work and social care workforce. These are roles that support people at some of the most significant and challenging points in their lives. Extending registration to additional groups can help reinforce the value of the workforce, support professional identity and development, and promote a culture of learning and continuous improvement. Importantly, expanded registration should support, rather than constrain, workforce growth and development. In the context of continuing workforce pressures across social work and social care, national arrangements should ensure that registration requirements remain proportionate, achievable and sustainable. Registration requirements must be supported by accessible learning and qualification pathways that promote recruitment, retention and career progression across the workforce. Professional regulation, workforce development, qualifications, learning, scrutiny and improvement are delivered through a wide range of national organisations. As national arrangements continue to evolve, most recently with the establishment of the National Social Work Agency, the Scottish Government and relevant national agencies should continue to improve the clarity, alignment and navigability of the overall system for workers, employers and care providers. This is consistent with wider public service reform ambitions to improve alignment, clarify accountability and reduce unnecessary complexity. It also reflects the importance of ensuring that national arrangements remain coherent, effective and straightforward to navigate. Given that, the following matters are particularly important: • Clear, aligned and streamlined national arrangements, with defined roles and accountabilities across organisations supporting workforce regulation, development, learning, improvement and scrutiny. • Accessible and sustainable learning, qualification and development pathways that support recruitment, retention and career progression across the workforce. • Sufficient capacity and flexibility to deliver these opportunities, including recognition of prior learning and experience. 56
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• Proportionate and achievable registration requirements, supported by clear guidance for workers, employers and care providers. • Appropriate national investment and organisational capacity to support workforce development, registration requirements and long-term workforce sustainability. Beyond the decision to extend registration requirements, the key opportunity is to ensure that expanded registration delivers lasting benefits for people who use services, the workforce and employers. This will be supported by clear and streamlined national arrangements, accessible learning and qualification pathways, sufficient development capacity, and national leadership that promotes both professional standards and workforce sustainability. Together, these measures can help realise the benefits of expanded registration, strengthen public confidence and support a skilled, supported and accountable workforce. 57
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