Agenda Document Pack - Social Work Resources Committee - 21/08/2024
South Lanarkshire Council · 21 August 2024
Back to Social Work Resources Committee — 21 August 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 13 August 2024 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, 21 August 2024 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), Joe Fagan (ex officio), Alex Allison, John Anderson, John Bradley, Walter Brogan, Robert Brown, Archie Buchanan, Mathew Buchanan, Janine Calikes, Maureen Devlin, Mary Donnelly, Allan Falconer, Elise Frame, Celine Handibode, Graeme Horne, Martin Hose, Eileen Logan, Hugh Macdonald, Catherine McClymont, Richard Nelson, Carol Nugent, John Ross, Graham Scott, David Watson Substitutes Maureen Chalmers, Margaret Cooper, Poppy Corbett, Margaret Cowie, Colin Dewar, Geri Gray, Susan Kerr, Ross Lambie, Richard Lockhart, Elaine McDougall, Mark McGeever, Davie McLachlan, 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 22 May 2024 submitted for approval as a correct record. (Copy attached) 5 - 12 Monitoring Item(s) 3 Social Work Resources - Revenue Budget Monitoring 2023/2024 Joint report dated 23 July 2024 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 13 - 20 4 Social Work Resources - Revenue Budget Monitoring 2024/2025 Joint report dated 23 July 2024 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 21 - 30 5 Social Work Resources - Capital Budget Monitoring 2023/2024 Joint report dated 31 July 2024 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 31 - 34 6 Social Work Resources - Capital Budget Monitoring 2024/2025 Joint report dated 31 July 2024 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 35 - 38 7 Social Work Resources – Workforce Monitoring – April to June 2024 Joint report dated 29 July 2024 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 39 - 46 8 Social Work Resources Risk Register - Update Report dated 10 July 2024 by the Director, Health and Social Care. (Copy attached) 47 - 58 9 Social Work Resource Plan Quarter 4 Progress Report 2023/2024 Report dated 16 July 2024 by the Director, Health and Social Care. (Copy attached) 59 - 90 Item(s) for Decision 10 Sustaining Social Work Children and Families Services: Budget Recovery Update Joint report dated 9 July 2024 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care. (Copy attached) 91 - 100 11 Children and Families: Locality Based Social Work Services Modernisation Programme and Quality Assurance and Governance Team Update Joint report dated 30 July 2024 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care. (Copy attached) 101 - 106 Item(s) for Noting 2
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12 Children and Young People's Community Mental Health and Wellbeing Support Joint report dated 25 July 2024 by the Executive Director (Education Resources) and the Director, Health and Social Care. (Copy attached) 107 - 114 13 Carers Strategy 2023 to 2026 Report dated 19 July 2024 by the Director, Health and Social Care. (Copy attached) 115 - 148 14 Blantyre LiFE Campus Report dated 11 July 2024 by the Director, Health and Social Care. (Copy attached) 149 - 158 15 Care Inspectorate Updates for Registered Social Work Services from 1 January to 30 June 2024 Report dated 11 July 2024 by the Director, Health and Social Care. (Copy attached) 159 - 166 Urgent Business 16 Urgent Business Any other items of business which the Chair decides are urgent. 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 Committee Room 1, Council Offices, Almada Street, Hamilton on 22 May 2024 Chair: Councillor Margaret B Walker Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Walter Brogan, Councillor Robert Brown, Councillor Mathew Buchanan, Councillor Janine Calikes, Councillor Maureen Devlin, Councillor Allan Falconer, Councillor Elise Frame, Councillor Celine Handibode, Councillor Martin Hose, Councillor Eileen Logan, Councillor Hugh Macdonald, Councillor Catherine McClymont, Councillor Richard Nelson, Councillor Carol Nugent, Councillor John Ross, Councillor Graham Scott, Councillor David Watson, Councillor Kirsty Williams (Depute) Councillors' Apologies: Councillor John Bradley, Councillor Archie Buchanan, Councillor Mary Donnelly, Councillor Joe Fagan (ex officio), Councillor Graeme Horne Attending: Finance and Corporate Resources G Booth, Finance Manager (Resources); T Ferguson, Learning, Organisational Development and Diversity Manager; E McPake, HR Business Manager; A Norris, Administration Assistant; L O’Hagan, Finance Manager (Strategy); T Slater, Administration Adviser; M M Wilson, Legal Services Manager Health and Social Care/Social Work Resources S Sengupta, Director; I Beattie, Head of Health and Social Care (Hamilton and Clydesdale); G Booth, Justice Service Manager; C Cunningham, Head of Commissioning and Performance; L Purdie, Head of Children and Justice 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 March 2024 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Social Work Resources – Revenue Budget Monitoring 2023/2024 A joint report dated 18 April 2024 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care was submitted comparing actual expenditure for the period 1 April 2023 to 23 February 2024 against budgeted expenditure for 2023/2024 for Social Work Resources and providing a forecast for the year to 31 March 2024. As at 23 February 2024, there was a breakeven position against the phased budget after proposed transfers to reserves, as outlined in Appendix A to the report. Following the Council’s probable outturn exercise, the Resource also reported a breakeven position. 2 5
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Information was provided on the ongoing actions to manage budget pressures. Detailed variance explanations and proposed budget virements were detailed in appendices B to E to the report. The Committee decided: (1) that the forecast to 31 March 2024 of a breakeven position, after proposed transfers to reserves, as detailed in Appendix A of the report, be noted; (2) that a breakeven position as at 23 February 2024, as detailed in Appendix A of the report, after a proposed transfer to reserves, be noted; and (3) that the proposed budget virements be approved. [Reference: Minutes of 6 March 2024 (Paragraph 3) and Minutes of the Executive Committee of 24 January 2024 (Paragraph 3)] 4 Social Work Resources – Capital Budget Monitoring 2023/2024 A joint report dated 29 April 2024 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 2023/2024 and summarising the expenditure position at 23 February 2024. The capital programme for Social Work Resources for 2023/2024 was £2.030 million. Anticipated spend to date was £1.850 million and spend to 23 February 2024 amounted to £1.895 million. This represented a position of £0.045 million ahead of profile and was a result of a timing issue with the spend on the Community Alarms project occurring earlier than originally anticipated. Work had been ongoing to monitor the predicted spend position for this financial year and current estimates for the Resource suggested an outturn of £2.6 million, which was an overspend of £0.570 million. The majority of this variance was due to the timing of spend on both the Community Alarms – Analogue to Digital and SWiSplus replacement projects. The Committee decided: (1) that the Social Work Resources’ capital programme of £2.030 million, and expenditure to date of £1.895 million, be noted; and (2) that the projected outturn of £2.6 million be noted. [Reference: Minutes of 6 March 2024 (Paragraph 4)] 5 Social Work Resources – Workforce Monitoring – January to March 2024 A joint report dated 11 April 2024 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care was submitted on the following employee information for Social Work Resources for the period January to March 2024:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases 6
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analysis of leavers and exit interviews Staffing Watch as at 9 March 2024 An officer responded to members’ questions in relation to absence figures. The Committee decided: that the report be noted. [Reference: Minutes of 6 March 2024 (Paragraph 5)] 6 Social Work Resource’ Risk Register - Update A report dated 10 April 2024 by the Director, Health and Social Care was submitted on risk management arrangements and the Risk Register for Social Work Resources. The Resource had followed Council guidance in developing, monitoring and updating its Risk Register on an ongoing basis. The scoring matrix and definitions for likelihood and impact were outlined in Appendix 1 to the report. Risks were scored on their inherent risk (risk if nothing was done) and their residual risk (risk after applying controls). Information was also provided on the Council’s risk tolerance levels. The top risks presented to Committee at its meeting on 6 March 2024 had been reviewed and updated, together with the risk descriptors and controls, as detailed in Appendix 2 to the report. Officers responded to members’ questions in relation to various aspects of the report. The Committee decided: (1) that the report be noted; and (2) that the set of top risks for Social Work Resources be approved. [Reference: Minutes of 6 March 2024 (Paragraph 7)] 7 Social Work Resource Plan 2024/2025 A report dated 17 April 2024 by the Director, Health and Social Care was submitted on the Social Work Resource Plan 2024/2025. Details were provided on the Resource Plan for 2024/2025, 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 Following approval at each individual Resource Committee, the Resource Plans for 2024/2025 would be submitted, as a pack, to the meeting of the Executive Committee to be held on 26 June 2024 for noting. The Resource had established a number of outcomes to support the delivery of the Council Plan, Connect, in 2024/2025. 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 2024/2025, with the remaining measures being monitored and reported at Resource level. 7
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In line with the Council’s performance management arrangements, a mid-year progress report on measures identified in the 2024/2025 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. Officers responded to members’ questions on various aspects of the report. Councillor Nelson referred to the work of the Positive Futures initiative and About Turn course that provided support to veterans who had entered the justice system and proposed that reference to the work being done in this area be included in the Resource Plan. This was agreed. The Committee decided: (1) that the Resource Plan 2024/2025, attached as Appendix 1 to the report, be approved, subject to the amendment proposed by Councillor Nelson; (2) that the Resource Plan 2024/2025 be uploaded onto the Council’s website; (3) that it be noted that, following Committee approval, all Resource Plans would be submitted to the Executive Committee on 26 June 2024 for noting; and (4) that it be noted that Progress Reports on the Resource Plan 2024/2025 would be submitted, at Quarter 2 and Quarter 4, to future meetings of this Committee. Councillor Scott joined the meeting during this item 8 Justice Social Work – Modernisation Programme Update A joint report dated 22 April 2024 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources) was submitted providing an update on the Social Work services’ modernisation programme. At its meeting on 28 June 2023, the Committee approved a Social Work services’ modernisation programme to update the model of service delivery across localities in response to recruitment and retention challenges faced by the Resource. In progressing the implementation of the modernisation programme in Social Work Justice Services, the next stage developments had been identified for the following areas:- the establishment of a dedicated Justice Multi-Agency Public Protection Arrangements (MAPPA) service Violent and Sex Offender Register system (ViSOR) replacement arrangements Offending Behaviour Groupwork within locality teams Peer Mentor Services Diversion from Prosecution To support this work, it was proposed that the following posts be added to the Social Work Resources’ staffing establishment on a permanent basis:- 1 Full-time Equivalent (FTE) post of Operations Manager on Grade 4, Level 5, SCP 86-88 (£67,887 to £70,004) 1 FTE post of Placement Co-ordinator (Groupwork) on Grade 2, Level 4, SCP 55-57 (£44,038 to £45,298) 1 FTE post of Social Worker (Diversion from Prosecution) on Grade 3, Level 4, SCP 72-74 (£55,642 to £56,830) 8
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2 FTE posts of Peer Support Worker (Localities) on Grade 1, Level 4, SCP 30-31 (£32,315 to £32,719) It was further proposed that the following fixed-term post be added to the Social Work Resources’ establishment for a further 23-month period:- 1 FTE post of Clerical Assistant (MAPPA) on Grade 1, Level 4, SCP 30-31 (£32,315 to £32,719) The posts would be funded from the recurring additional Section 27 ring-fenced grant funding of £0.6 million provided in 2024/2025 to support the expansion of Justice Social Work Services. Officers responded to members’ questions in relation to various aspects of the report. The Committee decided: (1) that the update on the Social Work services’ modernisation programme in respect of Justice Services be noted; and (2) that the changes to the Social Work Resources’ staffing establishment, as detailed in the report, be approved. [Reference: Minutes of 28 June 2023 (Paragraph 9)] 9 Sustaining Social Work Children and Families Services - Budget Recovery Actions Update A joint report dated 3 May 2024 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources) was submitted providing an update on actions to address the projected cost pressures for Children and Families Services for 2024/2025 and beyond. At its meeting on 6 March 2024, the Committee noted the projected annual budget shortfall for Children and Families Services of £10.6 million, together with the work being undertaken to manage this pressure. An update was provided on the areas of action to address the projected shortfall, which included:- the securing of Big Lottery funding of £0.132 million through Barnardo’s for 2024/25 and 2025/26 for a collaborative process for the provision of housing support for those young people with the most complex needs, who were currently in continuing care placements the commissioning of a new Intensive Family Support Service a review and update of policies and procedures service reviews a review and update of contracts a review of community transport for voluntary groups The outcome of the reviews would be reported to a future meeting of the Committee. The Committee decided: (1) that the report be noted; (2) that the securing of Big Lottery funding, through Barnardo’s, for a collaborative process for the provision of housing support for those young people with the most complex needs, who were currently in continuing care placements, be noted; (3) that the update on the commissioning of an Intensive Family Support Service be noted; 9
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(4) that the timeline for the review of the policies, procedures, services and contracts be noted; and (5) that the review of community transport provided for voluntary groups be noted. [Reference: Minutes of 6 March 2024 (Paragraph 8)] Councillor Nelson left the meeting during this item 10 The Lanarkshire Winter Plan 2023/2024 - Debrief A report dated 22 April 2024 by the Director, Health and Social Care was submitted on the key learning from the Lanarkshire Winter Plan 2023/2024 debrief. Information was provided on the challenges faced during winter 2022/2023 and the learning that had been taken form this which had led to a ‘Whole Lanarkshire’ approach being implemented for system improvement. Winter 2023/2024 had, subsequently, been significantly better with robust planning and escalation approaches developed and embedded. A summary of the key issues and actions identified for 2024/2025 were provided in relation to:- national feedback the multi-agency approach to planning Operation FLOW maximising the use of staff joint working with the Scottish Ambulance Service and community pharmacies support from GPs over public holidays and weekends in January the vaccination programme infection prevention and control the use of data communications An officer responded to members’ questions in relation to various aspects of the report. The Committee decided: (1) that the Lanarkshire Winter Plan 2023/2024 debrief be noted; (2) that the actions for inclusion in the Winter Plan 2024/2025 be noted; and (3) to note that the Winter Plan 2024/2025 would be submitted to Committee in December 2024. [Reference: Minutes of 6 December 2023 (Paragraph 10)] 11 Response Process Regarding Mobility Aids in South Lanarkshire and Conflict Zones A report dated 29 April 2024 by the Director, Health and Social Care was submitted providing information in response to a motion considered by Council calling for an immediate ceasefire and long-term peace in Gaza. 10
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An amendment to the motion, which had been agreed, requested that officers investigate and report back on the following:- existing mechanisms to return, re-use and respond to calls for donations of mobility aids in South Lanarkshire and in conflict zones how the Council could work with existing organisations and groups to support those in conflict zones with its stock where the medical need was greater due to conflict, whilst still complying with its legal duties how the Council could further encourage residents to return old or used mobility aids to a relevant health partner, reducing waste and ensuring that people who needed items could get them Information was provided on:- the procedures for the allocation of equipment, aids and adaptations within South Lanarkshire by NHS Lanarkshire and the Health and Social Care Partnership the use of the Equipu Joint Store and information on how users could return equipment the work undertaken with organisations to encourage the return of equipment and the recycling process which was already included within budget assumptions the legal restrictions on the Council in respect of charitable work outside of the UK the Global Citizenship Programme which had produced a 10-step guide on the process of making safe and effective donations of medical equipment the Scottish Government Ready Scotland website which provided advice on how individuals could help humanitarian crises around the world The Committee decided: that the report be noted. [Reference: Minutes of South Lanarkshire Council of 27 March 2024 (Paragraph 7)] 12 Notification of Contracts Awarded – 1 October 2023 to 31 March 2024 A report dated 25 April 2024 by the Director, Health and Social Care was submitted on contracts awarded by Social Work Resources in the period 1 October 2023 to 31 March 2024. 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. An officer responded to a member’s questions in relation to the report and undertook to provide some additional information to the member. The Committee decided: that the report be noted. 13 Urgent Business There were no items of urgent business. 11
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 21 August 2024 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources - Revenue Budget Monitoring 2023/2024 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 2023 to 31 March 2024 for Social Work Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [re (1) that the Social Work Resources final outturn position as at 31 March 2024 of a breakeven, after proposed transfers to reserves, as detailed in Appendix A of the report, be noted; and (2) that the budget virements be approved. [1recs] 3. Background 3.1. This is the final budget monitoring report presented to the Social Work Resources Committee for the financial year 2023/2024. 3.2. The report details the financial position for Social Work Resources on Appendix A, and then details the individual services, along with variance explanations, in appendices B to E. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. As at 31 March 2024, report shows a breakeven position before transfers to reserves. The Resource position is outlined in Appendix A. 5.2. Children and Families: As reported previously, one-off funding totalling £9.2 million was available in 2023/2024 to contribute towards the residual pressures of residential placements and fostering and kinship care, some of which is a legacy from the pandemic. During 2023/2024, £6.9 million was utilised with the balance available for use in 2024/2025. 5.3. The Resource is working towards managing the overall budget pressure in Children and Families into 2024/2025. This is covered further in the Sustaining Social Work 3 13
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Children and Families Services: Budget Recovery Actions Update report to this Committee. 5.4. Adults and Older People: The Adults and Older People position at Appendix C shows a breakeven position. The position includes a £1.446 million commitment in relation to the element of the budget delegated to the Integrated Joint Board (IJB). This is an increase of £0.174 million on the £1.272 million predicted at Probable Outturn. As this is an underspend on the Council’s contribution to the IJB, this can be retained by the Council. The Executive Committee, on 26 June 2024, agreed to the IJB retaining £1.446 million of this non-recurring unplanned underspend within their reserves, earmarked for future care costs. 5.5. Virements to realign budgets 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. 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 (as well as general inflation pressures) this year which increase the risk of overspend however these have mitigated through the IJB financial plan for 2023/2024. The risk is managed through 4 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. Equality Impact Assessment and Consultation Arrangements 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 23 July 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 08 May 2024 14
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List of Background Papers Financial Ledger and budget monitoring results to 31 March 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Graham Booth, Finance Manager Ext: 2699 (Tel: 01698 452699) Email: Graham.Booth@southlanarkshire.gov.uk 15
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 31 March 2024 (No.15) Social Work Resources Summary Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 31/03/24 Actual 31/03/24 Variance 31/03/24 % Variance 31/03/24 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 120,881 119,875 1,006 1,006 120,881 119,095 1,786 Under 1.5% Property Costs 4,538 4,278 260 260 4,538 4,302 236 Under 5.2% Supplies & Services 5,757 6,256 (499) (499) 5,757 5,637 120 Under 2.1% Transport & Plant 4,692 4,955 (263) (263) 4,692 5,024 (332) Over -7.1% Administration Costs 1,727 1,786 (59) (59) 1,727 1,423 304 Under 17.6% Payments to Other Bodies 25,927 26,078 (151) (151) 25,927 25,542 385 Under 1.5% Payments to Contractors 137,299 138,074 (775) (775) 137,299 139,870 (2,571) Over -1.9% Transfer Payments 4,576 4,712 (136) (136) 4,576 4,831 (255) Over -5.6% Financing Charges 401 431 (30) (30) 401 462 (61) Over -15.2% Total Controllable Exp. 305,798 306,445 (647) (647) 305,798 306,186 (388) Over -0.1% Total Controllable Inc. (68,588) (69,235) 647 647 (68,588) (68,976) 388 Under recovered -0.6% Net Controllable Exp. 237,210 237,210 0 0 237,210 237,210 0 - 0.0% Transfer to reserves as at (31/03/24) 0 0 0 0 0 0 0 n/a Position after Transfer to Reserves (31/03/24) 237,210 237,210 0 0 237,210 237,210 0 - 0.0% Variance Explanations Variance explanations are shown in Appendices B-E as appropriate. Budget Virements Budget virements are shown in Appendices B-E as appropriate. 16
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 31 March 2024 (No.15) Children and Families Services Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 31/03/24 Actual 31/03/24 Variance 31/03/24 % Variance 31/03/24 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 20,109 19,287 822 822 20,109 19,088 1,021 Under 5.1% 1 Property Costs 535 538 (3) (3) 535 504 31 Under 5.8% Supplies & Services 577 705 (128) (128) 577 585 (8) Over -1.4% Transport & Plant 628 752 (124) (124) 628 784 (156) Over -24.8% 2 Administration Costs 338 414 (76) (76) 338 364 (26) Over -7.7% Payments to Other Bodies 11,011 10,958 53 53 11,011 10,755 256 Under 2.3% 3 Payments to Contractors 10,427 11,494 (1,067) (1,067) 10,427 12,117 (1,690) Over -16.2% 4 a Transfer Payments 4,563 4,680 (117) (117) 4,563 4,789 (226) Over -5.0% 5 Financing Charges 19 42 (23) (23) 19 38 (19) Over -100.0% Total Controllable Exp. 48,207 48,870 (663) (663) 48,207 49,024 (817) Over -1.7% Total Controllable Inc. (1,515) (1,888) 373 373 (1,515) (1,864) 349 Over recovered -23.0% 6 Net Controllable Exp. 46,692 46,982 (290) (290) 46,692 47,160 (468) Over -1.0% Transfer to reserves as at (31/03/24) 0 0 0 0 0 0 0 n/a Position after Transfer to Reserves (31/03/24) 46,691 46,982 (290) (290) 46,692 47,160 (468) Over -1.0% Variance Explanations 1. Employee costs This is an underspend due to vacancies, mainly with Social Workers, which are being actively recruited. 2. Transport & Plant This overspend has arisen from the requirement for transport for both children in the community and looked after children. 3. Payment to Other Bodies This non-recurring underspend reflects the part year costs required in relation to Whole Family Wellbeing, Mental Health and funding to develop both supported accommodation and a short break service. This is offset in part by an overspend as a result of the increased requirement for support with adoption allowances and fostering placements. 4. Payment to Contractors This overspend is a result of the continuing increased requirement for children’s residential school and external placements. 5. Transfer Payments This overspend is a result of increasing demand for Kinship Care. 6. Income The over recovery of income mainly relates to funding received from the Home Office due to an increase in the number of unaccompanied asylum- seeking young people being supported. Budget Virements a. Reversal of Reserves Funding not required in full in 2023/24, Net effect (£2.305m): Payments to Contractor (£2.305m). 17
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 31 March 2024 (No.15) Adults and Older People Services Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 31/03/24 Actual 31/03/24 Variance 31/03/24 % Variance 31/03/24 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 88,158 88,431 (273) (273) 88,158 87,960 198 Under 0.2% 1 Property Costs 3,321 3,015 306 306 3,321 3,109 212 Under 6.4% 2 Supplies & Services 4,966 5,298 (332) (332) 4,966 4,777 189 Under 3.8% 3 a Transport & Plant 3,705 3,897 (192) (192) 3,705 3,935 (230) Over -6.2% 4 Administration Costs 541 522 19 19 541 310 231 Under 42.7% 5 a Payments to Other Bodies 14,220 14,369 (149) (149) 14,220 14,088 132 Under 0.9% 6 Payments to Contractors 126,833 126,541 292 292 126,833 127.714 (881) Over -0.7% 7 Transfer Payments 7 20 (13) (13) 7 27 (20) Over -285.7% Financing Charges 55 57 (2) (2) 55 76 (21) Over -38.2% Total Controllable Exp. 241,806 242,150 (344) (344) 241,806 241,996 (190) Over -0.1% Total Controllable Inc. (59,149) (59,493) 344 344 (59,149) (59,339) 190 Over recovered -0.3% 8 Net Controllable Exp. 182,657 182,657 0 0 182,657 182,657 0 - 0.0% Transfer to Reserves as at (31/03/24) 0 0 0 0 0 0 0 n/a Position after Transfer to Reserves (31/03/24) 182,657 182,657 0 0 182,657 182,657 0 - 0.0% Variance Explanations 1. Employee costs This underspend relates to vacancies that are currently being recruited, offset in part by overtime to cover vacancies. 2. Property Costs This underspend reflects a reduction in cleaning costs and a reduction in gas consumption. 3. Supplies & Services This is a non-recurring underspend arising across, IT, PPE equipment, catering and equipment. 4. Transport & Plant The overspend relates to an increase in taxi provision for day services and additional vehicles temporarily required within Home Care services. 5. Administration This underspend mainly relates to the new contract for mobile phone which has resulted in lower costs. 6. Payments to Other Bodies This non-recurring underspend relates to funding only required part year. 7. Payments to Contractors This overspend is across externally purchased services for Home Care, Supported Living and respite to meet demand. 8. Income The over recovery of income relates to non-recurring income received from service users in respect of prior year care costs being higher than budgeted. Budget Virements a Budget realignment between Supplies and Services and Administration £0.220m. Supplies and Services £0.220m, Administration (£0.220m). 18
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Appendix D SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 31 March 2024 (No.15) Performance and Support Services Annual Budget Forecast for Year BEFORE Transfer Annual Forecast Variance BEFORE Transfer Annual Forecast Variance AFTER Transfer Budget Proportion 31/03/24 Actual 31/03/24 Variance 31/03/24 % Variance 31/03/24 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 5,393 5,193 200 200 5,393 5,095 298 Under 5.5% 1 Property Costs 595 607 (12) (12) 595 565 30 Under 5.0% Supplies & Services 139 154 (15) (15) 139 178 (39) Over -28.1% Transport & Plant 251 184 67 67 251 188 63 Under 25.1% 2 Administration Costs 278 280 (2) (2) 278 244 34 Under 12.2% Payments to Other Bodies 56 80 (24) (24) 56 27 29 Under 51.8% Payments to Contractors 0 0 0 0 0 0 0 - n/a Transfer Payments 0 0 0 0 0 0 0 - n/a Financing Charges 318 318 0 0 318 329 (11) Over -3.5% Total Controllable Exp. 7,030 ,6,816 214 214 7,030 6,626 404 Under 5.7% Total Controllable Inc. (635) (606) (29) (29) (635) (564) (71) Under recovered 11.2% 3 Net Controllable Exp. 6,395 6,210 185 185 6,395 6,062 333 Under 5.2% Transfer to Reserves as at (31/03/24) 0 0 0 0 0 0 0 Position after Transfer to Reserves as at (31/03/24) 6,395 6,210 185 185 6,395 6,062 333 Under 5.2% Variance Explanations 1. Employee costs This is an underspend due to vacancies which are being actively recruited. 2. Transport and Plant This underspend relates to Fleet Service Charges for Drivers being lower than budgeted due to services for voluntary groups. 3. Income This under recovery of income relates to external funding and is offset by an underspend in employee costs. Budget Virements None 19
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 31 March 2024 (No.15) Justice Services Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 31/03/24 Actual 31/03/24 Variance 31/03/24 % Variance 31/03/24 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 7,221 6,964 257 257 7,221 6,952 269 Under 3.7% 1 Property Costs 87 118 (31) (31) 87 124 (37) Over -42.5% Supplies & Services 75 99 (24) (24) 75 97 (22) Over -29.3% Transport & Plant 108 122 (14) (14) 108 117 (9) Over -8.3% Administration Costs 570 570 0 0 570 505 65 Under 11.4% Payments to Other Bodies 640 671 (31) (31) 640 672 (32) Over -5.0% Payments to Contractors 39 39 0 0 39 39 0 - 0.0% Transfer Payments 6 12 (6) (6) 6 15 (9) Over -150.0% Financing Charges 9 14 (5) (5) 9 19 (10) Over -111.1% Total Controllable Exp. 8,755 8,609 146 146 8,755 8,540 215 Under 2.5% Total Controllable Inc. (7,289) (7,248) (41) (41) (7,289) (7,209) (80) Under recovered 1.1% 2 Net Controllable Exp. 1,466 1,361 105 105 1,466 1,331 135 Under 9.2% Transfer to Reserves as at (31/03/24) 0 0 0 0 0 0 0 n/a Position after Transfer to Reserves (31/03/24) 1,466 1,361 105 105 1,466 1,331 135 Under 9.2% Variance Explanations 1. Employee Costs This is an underspend due to vacancies which are being actively recruited. 2. Administration Costs The underspend has mainly arisen as a result of only part year costs being incurred for a Big Lottery funded project. 3. Income The recovery of income is based on actual costs incurred. Reduced employee costs have resulted in an under-recovery of income. Budget Virements None. 20
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 21 August 2024 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources - Revenue Budget Monitoring 2024/2025 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 14 June 2024 for Social Work Resources provide a forecast for the year to 31 March 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [re (1) that the forecast to 31 March 2025 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 first revenue budget monitoring report presented to the Social Work Resources Committee for the financial year 2024/2025. 3.2. The report details the financial position for Social Work Resources. Appendix A provides the new 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 14 June 2024 within the Resource budget and as part of the new reporting regime within FUSION, reflects the expected outturn forecast on expenditure and income at this date. This is a new approach and allows the early monitoring of outturn for both employee and non-employee budgets. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. As at 14 June 2024, the Resource’s projected outturn position for 2024/2025 is a breakeven position. This is outlined in the new Service analysis statement in Appendix A, outlining key highlights by Service for the Resource 5.2. Children and Families: Included within the Children and Families budget at period 4 is a temporary budget realignment of £7.7 million from Adult and Older People 4 21
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Services arising from the reduction in pension contributions, approved by Council on 21 February 2024, to contribute towards Children and Families social care cost pressures. 5.3. The Resource is working towards managing the remaining budget pressure in Children and Families in 2024/2025 and overall into 2025/2026. This is covered further in the Sustaining Social Work Children and Families Services: Budget Recovery Actions Update report to this Committee. 5.4. 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. 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 2024/2025. The risk is managed through 4 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. Equality Impact Assessment and Consultation Arrangements 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 23 July 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Financial Ledger and budget monitoring results to 12 June 2024 22
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Graham Booth, Finance Manager Ext: 2699 (Tel: 01698 452699) Email: Graham.Booth@southlanarkshire.gov.uk 23
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Appendix A Revenue Budget Monitoring Report Social Work Resources Committee: Period 3 Ended 14 June 2024 (No. 3) 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 6,046 6,046 0 0.00% 930 Children and Families Services 46,663 46,663 0 0.00% 8,489 Adult and Older People Services 180,513 180,513 0 0.00% 37,010 Justice Services 737 737 0 0.00% 35 Net Controllable Exp. 233,959 233,959 0 0.00% 46,464 Service Heading Explanation for significant projected outturn variances Performance and Support Services No projected year end variances to report. Children and Families Services Although there is no projected year end variance, included within the forecast are projected overspends in residential schools, fostering adoption and kinship care. These are funded non recurringly from the temporary budget virement from Adult and Older People Services, the planned reduction in costs that will be achieved from the Budget Recovery Action Plan and underspends within employee costs. Adult and Older People Services There are no projected year end variances to report to date, however underspends are expected with employee costs due to vacancies, offset by pressures arising from increasing demands for services. Justice Services No projected year end variances to report. 24
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Appendix B Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 14 June 2024 (No.3) Social Work Resources Summary Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 111,602 111,602 0 - 0.00% 19,227 Property Costs 4,286 4,286 0 - 0.00% 872 Supplies & Services 6,408 6,408 0 - 0.00% 1,200 Transport & Plant 4,230 4,230 0 - 0.00% 309 Administration Costs 1,912 1,912 0 - 0.00% 78 Payments to Other Bodies 25,683 25,683 0 - 0.00% 4,608 Payments to Contractors 146,478 146,478 0 - 0.00% 23,244 Transfer Payments 3,636 3,636 0 - 0.00% 1,074 Financing Charges 396 396 0 - 0.00% 11 Total Controllable Exp. 304,631 304,631 0 - 0.00% 50,623 Total Controllable Inc. (70,672) (70,672) 0 - 0.00% (4,159) Net Controllable Exp. 233,959 233,959 0 - 0.00% 46,464 Variance Explanations Variance explanations are shown in Appendices B-E as appropriate. Budget Virements Budget virements are shown in Appendices B-E as appropriate. 25
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Appendix C Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 14 June 2024 (No.3) Children and Families Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 17,933 17,933 0 - 0.00% 3,310 a, c, d Property Costs 536 536 0 - 0.00% 77 Supplies & Services 593 593 0 - 0.00% 92 Transport & Plant 627 627 0 - 0.00% 92 Administration Costs 334 334 0 - 0.00% 31 Payments to Other Bodies 10,619 10,619 0 - 0.00% 1,961 d Payments to Contractors 13,939 13,939 0 - 0.00% 2,477 b Transfer Payments 3,623 3,623 0 - 0.00% 1,063 Financing Charges 19 19 0 - 0.00% 2 Total Controllable Exp. 48,223 48,223 0 - 0.00% 9,105 Total Controllable Inc. (1,560) (1,560) 0 - 0.00% (616) d Net Controllable Exp. 46,663 46,663 0 - 0.00% 8,489 Variance Explanations None. Budget Virements a. Transfer to corporate items in relation to Employer's Pension contribution changes. Net Effect (£1.752m): Employee Costs (£1.752m). b. Reduction in superannuation costs from Adult & Older People. Net effect £7.685m: Payment to Contractors £7.685m. c. Children’s change investment funding from Reserves. Net effect £0.338m: Employee Costs £0.338m. d. The Promise Corra Funding. Net Effect £nil: Income (£0.100m), Employee Costs £0.020m, Payment to Other Bodies £0.080m. 26
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Appendix D Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 14 June 2024 (No.3) Adults and Older People Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 81,623 81,623 0 - 0.00% 13.904 a, b, d Property Costs 3,072 3,072 0 - 0.00% 662 a, Supplies & Services 5,278 5,278 0 - 0.00% 1,076 a, d Transport & Plant 3,239 3,239 0 - 0.00% 176 a, d Administration Costs 752 752 0 - 0.00% 31 a, d Payments to Other Bodies 14,587 14,587 0 - 0.00% 2,602 a, c, d Payments to Contractors 132,539 132,539 0 - 0.00% 20,767 a, d Transfer Payments 7 7 0 - 0.00% 8 Financing Charges 49 49 0 - 0.00% 4 a Total Controllable Exp. 241,146 241,146 0 - 0.00% 39,230 Total Controllable Inc. (60,633) (60,633) 0 - 0.00% (2,220) a Net Controllable Exp. 180,513 180,513 0 - 0.00% 37,010 Variance Explanations None. Budget Virements a. IJB financial plan 2024/2025. Net Effect £nil: Employee Costs £4.756m, Property Costs (£0.189m), Supplies & Services £0.533m, Transport (£0.676m), Administration (£0.007m), Payment to Other Bodies (£0.177m), Payment to Contractors (£9.122m), Financing Charges (£0.006m), Income £4.888m. b. Reduction in superannuation contributions transferred to Children & Families. Net effect (£7.685m): Employee costs (£0.7685m). c. Living Wage allocation of funding to Housing & Technical Resources. Net Effect (£0.212m): Payment to Other Bodies (£0.212m). d. Realignment of budget to reflect current service delivery. Net Effect £nil: Employee Costs (£0.958m), Supplies & Services £0.328m, Transport £0.115m, Administration (£0.328m), Payment to Other Bodies £0.193m, Payment to Contractor £0.650m. 27
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 14 June 2024 (No.3) Performance and Support Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 4,724 4,724 0 - 0.00% 827 a Property Costs 591 591 0 - 0.00% 100 Supplies & Services 457 457 0 - 0.00% 14 b Transport & Plant 257 257 0 - 0.00% 0 Administration Costs 278 278 0 - 0.00% 12 Payments to Other Bodies 37 37 0 - 0.00% 0 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 319 319 0 - 0.00% 4 Total Controllable Exp. 6,663 6,663 0 - 0.00% 957 Total Controllable Inc. (617) (617) 0 - 0.00% (27) Net Controllable Exp. 6,046 6,046 0 - 0.00% 930 Variance Explanations None. Budget Virements a. Transfer to Corporate Items the reduction in Employer's Pension contributions. Net Effect (£0.436m): Employee Costs (£0.436m). b. Centralisation of IT budgets. Net Effect (£0.313m): Supplies & Services (£0.313m). 28
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Appendix F Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 14 June 2024 (No.3) Justice Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 7,322 7,322 0 - 0.00% 1,186 a, b Property Costs 87 87 0 - 0.00% 33 Supplies & Services 80 80 0 - 0.00% 18 Transport & Plant 107 107 0 - 0.00% 41 Administration Costs 548 548 0 - 0.00% 4 Payments to Other Bodies 440 440 0 - 0.00% 45 b Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 6 6 0 - 0.00% 3 Financing Charges 9 9 0 - 0.00% 1 Total Controllable Exp. 8,599 8,599 0 - 0.00% 1,331 Total Controllable Inc. (7,862) (7,862) 0 - 0.00% (1,296) c Net Controllable Exp. 737 737 0 - 0.00% 35 Variance Explanations None. Budget Virements a. Transfer to Corporate Items the reduction in Employer's Pension contribution. Net Effect (£0.646m): Employee Costs (£0.646m). b. Realignment of budget to fund posts approved at Committee. Net Effect £nil: Employee Costs £0.220m, Payments to Other Bodies (£0.220m). c. Additional S27 Grant funding 24/25. Net Effect £nil: Employee Costs £0.708m, Income (£0.708m). 29
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 21 August 2024 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources - Capital Budget Monitoring 2023/2024 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 2023 to 31 March 2024 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendations:- (1) that the Social Work Resources’ capital programme of £2.030 million, and expenditure for the year of £2.348 million, be noted. 3. Background 3.1. This is the final capital monitoring report presented to the Social Work Resources Committee for the financial year 2023/2024. 3.2. As noted in the last report to this Committee (22 May 2024), the budget for Social Work Resources for financial year 2023/2024 was £2.030 million. There has been no change to this budget since the last update to the Committee on 22 May 2024. 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. 2023/2024 Capital Programme – Final Position As detailed in Section 3.2, the total capital programme for Social Work Resources for 2023/2024 was £2.030 million. Total expenditure to the 31 March 2024 was £2.348 million, being additional spend of £0.318 million in comparison to the programme of £2.030 million. 5.2. The additional spend of £0.318 million is mainly due to the timing of project spend on the Community Alarms project, with funding for the overall spend on this project already identified into next financial year. 5.3. The overspend on the project will be offset by the funding available. An update on the 2024/2025 programme is detailed in a separate report to this Committee. 5 31
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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. 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. Equality Impact Assessment and Consultation Arrangements 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 31 July 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Social Work Resources Committee, 22 May 2024 Executive Committee, 26 June 2024 List of Background Papers Financial ledger to 31 March 2024 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 32
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Appendix A South Lanarkshire Council Capital Expenditure 2023-2024 Social Work Resources Programme For Period 1 April 2023 – 31 March 2024 Social Work Resources Base Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Actual Expenditure £000 Community Alarms - Analogue to Digital 1,232 - - 1,232 1,605 Swis Plus Replacement 798 - - 798 743 TOTAL 2,030 - - 2,030 2,348 33
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 21 August 2024 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources - Capital Budget Monitoring 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to: provide information on the progress of the capital programme for Social Work Resources for the period 1 April to 14 June 2024 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): (1) that the Social Work Resources’ capital programme of £1.027 million, and forecast expenditure of £1.027 million, be noted. 3. Background 3.1. This is the first capital monitoring report presented to the Social Work Resources Committee for the financial year 2024/2025. Further reports will follow throughout the year. 3.2. The budget of £1.027 million for Social Work Resources is based on the overall Capital Programme for 2024/2025, as approved by the Executive Committee on 7 August 2024. 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. 2024/2025 Budget As detailed in Section 3.2, the revised capital programme for Social Work Resources for 2024/2025 is £1.027 million. This budget is based on the original programme of projects approved by the Council in February 2024, updated to include budget carried forward from financial year 2023/2024. The budget of £1.027 million also reflects the estimated level of spend which can be achieved in 2024/2025, based on current information. 5.2. 2024/2025 Forecast In line with our move to the new Fusion IT system, the focus of capital monitoring will now be the forecast spend position for the financial year. This will routinely be compared to the annual budget and will mean that the Resource will have early 6 35
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warning of any in-year project overspends or slippage, and will allow corrective action to be taken when possible, either to bring spend back in on line, or to accelerate another approved project so that maximum spend can be incurred in year. 5.3. Appendix A shows a forecast for the financial year of £1.027 million. For information, actual expenditure to 14 June 2024 is £0.027 million. 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. 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. Equality Impact Assessment and Consultation Arrangements 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 31 July 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References South Lanarkshire Council, 21 February 2024 Executive Committee, 7 August 2024 List of Background Papers ▪ Financial ledger to 14 June 2024 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 36
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Appendix A South Lanarkshire Council Capital Expenditure 2024-2025 Social Work Resources Programme For Period 1 April 2024 – 14 June 2024 Social Work Resources Base Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Forecast Spend £000 Forecast Variance £000 Actual Expenditure £000 Community Alarms - Analogue to Digital 294 - - 294 294 - - Swis Plus Replacement 733 - - 733 733 - 27 TOTAL 1,027 - - 1,027 1,027 - 27 37
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 21 August 2024 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources – Workforce Monitoring – April to June 2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for April to June 2024 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 April to June 2024 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 of 11 June 2024 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to Committee. This report for Social Work Resources provides information on the position for April to June 2024. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of June 2024 for Social Work Resources. The Resource absence figure for June 2024 was 7%, this figure remains unchanged when compared to last month and is 1.8% higher than the Council-wide figure. Compared to June 2023, the Resource absence figure has increased by 0.5%. Based on the absence figures at June 2024 and annual trends, the annual average absence for the Resource for 2024/2025 is 7.3%, compared to a Council-wide average figure of 5.5%. 7 39
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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, which include medical examinations and physiotherapy, overall, 365 referrals were made this period. This represents an increase of 55 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 40 accidents/incidents recorded within the Resource this period, an increase of 30 when compared to the same period last year. During the period there was an exercise to complete accident/incident reports and there was a number of open reports not closed off at the time of reporting. These have now been closed off and are included in the figure for the period. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 4 disciplinary hearings were held within the Resource, this figure has decreased by 2 when compared to the same period last year. No appeals were heard by the Appeals Panels. No appeals panels were pending. No grievance hearing was raised within the Resource, this figure remains unchanged when compared to the same period last year. No Dignity at Work complaints were raised within the Resource, this figure remains unchanged when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There was a total of 30 leavers in the Resource this period eligible for an exit interview. This figure has decreased by 9 when compared with the same period last year. Seven exit interviews were conducted in this period, a decrease of 6 when compared to the same period last year. 4.6. When processing an employee termination, managers were asked to identify whether they intended to replace the employee who had left the Council. If they indicated that they did not intend to replace the employee, they were asked to select from the following options: plan to hold for savings fill on a fixed term basis pending savings transfer budget to another post end of fixed term post 4.7. Appendix 2b provides a breakdown of vacant posts and whether these are being replaced or held for savings. In the period April to June 2024, 70 employees (40.79 FTE) in total left employment. Managers indicated that 47 posts (34.98 FTE) were being replaced, 1 post (1.0 FTE) was being filled on a temporary basis, 1 post (0.95 FTE) was planned to transfer budget to another post, 15 posts (0.00 FTE) were due to the end of fixed term contracts, 2 posts (1.41 FTE) are being held pending service reviews and 3 posts (2.45 FTE) are planned on being removed for savings. 5. Staffing Watch 5.1. Appendix 3 provides the Staffing Watch and shows there has been a decrease of 7 in the number of employees in post from 9 March 2024 to 11 June 2024. 40
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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. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 10. Equality Impact Assessment and Consultation Arrangements 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. 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) Soumen Sengupta Executive Director (Social Work Resources) 29 July 2024 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– 22 May 2024 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 41
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2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 6.2 6.5 6.5 April 12.6 9.4 8.8 April 8.3 7.4 7.3 April 5.6 5.1 5.2 May 5.7 5.8 5.8 May 10.1 8.4 9.5 May 7.1 6.6 7.0 May 5.4 5.1 5.3 June 5.9 5.5 6.0 June 11.3 8.6 9.2 June 7.6 6.5 7.0 June 5.3 4.7 5.2 July 6.0 5.4 July 11.8 8.8 July 7.9 6.5 July 4.6 3.8 August 6.0 4.8 August 10.8 8.6 August 7.5 6.0 August 4.4 4.1 September 5.9 5.6 September 9.6 9.3 September 7.1 6.8 September 5.4 5.3 October 5.8 6.5 October 10.4 8.5 October 7.3 7.1 October 5.8 5.1 November 6.0 7.3 November 10.4 9.0 November 7.4 7.8 November 6.5 6.2 December 6.4 7.4 December 10.6 9.5 December 7.7 8.1 December 7.0 6.6 January 5.2 7.0 January 12.0 10.3 January 7.4 8.1 January 5.8 6.1 February 5.8 7.0 February 11.0 9.9 February 7.5 7.9 February 5.9 6.4 March 7.0 7.1 March 10.9 9.4 March 8.2 7.9 March 6.4 6.3 Annual Average 6.0 6.3 6.4 Annual Average 11.0 9.1 9.2 Annual Average 7.6 7.2 7.3 Annual Average 5.7 5.4 5.5 Average Apr-Jun 6.0 6.2 6.1 Average Apr-Jun 11.4 8.9 9.2 Average Apr-Jun 7.7 7.0 7.1 Average Apr-Jun 5.5 5.1 5.2 1845 1032 2877 16123 Manual Workers No of Employees at 30 Jun 2024 No of Employees at 30 Jun 2024 No of Employees at 30 Jun 2024 No of Employees at 30 Jun 2024 Appendix 1 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Social Work Resources APT&C Council WideResource Total 42
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Apr - Jun Apr - Jun 2023 2024 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 96 107 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 1 0 TOTAL 310 365 Apr - Jun Apr - Jun 2023 2024 Specified Injuries* 0 1 Over 7 day absences** 3 0 Over 3 day absences** 1 1 Minor 5 38 Near Miss*** 0 0 Violent Incident: Physical**** 0 9 Violent Incident: Verbal***** 1 16 Total Accidents/Incidents 10 40 Apr - Jun Apr - Jun 2023 2024 Total Number of Hearings 6 4 Total Number of Appeals 0 0 Appeals Pending 0 0 Time Taken to Convene Hearing April - June 2024 0-3 Weeks 4-6 Weeks Over 6 Weeks 1 2 1 Apr - Jun Apr - Jun 2023 2024 Number of Grievances 0 0 Number Resolved at Stage 1 0 0 Number Resolved at Stage 2 0 0 Number Resolved at Stage 3 0 0 Still in Progress 0 0 Apr - Jun Apr - Jun 2023 2024 Number of Incidents 0 0 Number Resolved at Informal Stage 0 0 Number Resolved at Formal Stage 0 0 Number of Appeals 0 0 Appeals in Process 0 0 Still in Process 0 0 ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the "Total Specified" figures. ****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. ****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 101 125 CAUSE OF ACCIDENTS/INCIDENTS *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. ***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 circumstance. Appendix 2 85 133 27 0 SOCIAL WORK RESOURCES 43
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Apr - Jun Apr - Jun 2023 2024 Career Advancement 6 7 Child Caring / Caring Responsibilities 1 0 Disatisfaction with terms and conditions 0 0 Further Education 1 0 Moving outwith area 0 0 Personal Reasons 1 0 Poor relationship with managers / colleagues 1 0 Travelling difficulties 3 0 Other 1 0 Number of Exit Interviews conducted 13 7 Total Number of Leavers Eligible for Exit Interview 39 30 Percentage of interviews conducted 33% 23% ANALYSIS OF REASONS FOR LEAVING Appendix 2a SOCIAL WORK RESOURCES 44
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Analysis of Vacant Post Proposals FTE H/C FTE H/C Terminations/Leavers 40.79 70 40.79 70 Being replaced 34.98 47 34.98 47 Filling on a temporary basis 1.00 1 1.00 1 Plan to transfer this budget to another post 0.95 1 0.95 1 End of fixed term contract 0.00 15 0.00 15 Held pending service Review 1.41 3 1.41 3 Plan to remove for savings 2.45 3 2.45 3 Appendix 2b Reason Apr - Jun 2024 Financial Year 45
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As at 11 June 2024 Total Number of Employees F/T P/T F/T P/T 195 207 988 1299 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 393.00 1682.00 518.00 60.00 33.00 0.00 0.00 0.00 2689.00 As at 9 March 2024 Total Number of Employees F/T P/T F/T P/T 202 203 994 1297 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 327.92 1441.30 496.46 56.30 34.35 0.00 0.00 0.00 2359.33 Salary Bands MALE FEMALE TOTAL 2696 *Full - Time Equivalent No of Employees Appendix 3 JOINT STAFFING WATCH RETURN SOCIAL WORK RESOURCES *Full - Time Equivalent No of Employees Salary Bands 2689 MALE FEMALE TOTAL 46
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 21 August 2024 Report by: Director, Health and Social Care Subject: Social Work Resources Risk Register - Update 1. Purpose of Report 1.1. The purpose of the report is to:- pose] provide an update on risk management arrangements and the risk register for Social Work Resources [1purpose] 2. Recommendation(s) 2.1. The Social Work Resources Committee is asked to approve the following recommendation(s):- [ (1) that the contents of the report be noted; and (2) that the set of top risks for Social Work Resources be approved. 3. Background 3.1. The Council’s Risk Management Strategy promotes consideration of risk in service delivery, planning and decision-making processes. The Strategy requires resources to record and review risks and control actions regularly. Social Work Resources follow the guidance in developing, monitoring and updating the risk register, scoring risks in accordance with the Council’s corporately agreed scoring mechanism - Appendix 1. 3.2. From a risk appetite and tolerance perspective, the Council aims to be risk embracing, in that it will accept a tolerable level of risk in seeking service efficiencies and in agreeing control measures. The level of risk facing the Council is measured both before (inherent risk) and after (residual risk) consideration of controls. The Council should both avoid a very high residual risk exposure (as this would be indicative of instability) and a low residual risk exposure (as this could indicate lack of innovation). 3.3. The Council’s universal risk tolerance levels are outlined within the Council’s Risk Management Strategy 2020. The current ideal risk profile is defined as:- no more than 10 per cent of residual risks at a very high level no more than 15 per cent of risks at a high level around 50 to 60 per cent of residual risks at a medium level no more than 30 per cent of residual risks at a low level 3.4. Each Resource has a Resource Risk Management Group which has responsibility for the promotion and management of risk. The Social Work Resources Risk Management Group provides operational oversight of all risks impacting on the delivery of social care services reporting to the Resource’s senior management team. 8 47
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4. Update 4.1. In line with best practice, the Council’s top risks are reviewed annually. To ensure that all major risks affecting the Council are included, Heads of Service, elected members and Trade Unions provide feedback on any strategic risk areas to be added to or changed within the top risk register. The Risk and Audit Scrutiny Committee will be provided with an update on the council’s top risk register following the review and consultation process. 4.2. Social Work risks are reviewed routinely and there are no changes to the Social Work top risks within the Risk Register since presentation to Social Work Resources Committee on 22 May 2024, as detailed in Table 1. Table 1 – Social Work Resources Top Risks Top Risk Risk Level 1. Funding and Budgetary Pressures Very high 2. Workforce Availability and Capacity Very high 3. Market and Provider Capacity Very high 4. Deliver Strategic Commissioning Plan Outcomes required by South Lanarkshire Integration Joint Board (IJB) Very high 5. Cost of Living Crisis Very high 4.3. Further details on the risk descriptors and control measures for the top 5 risks can be found in Appendix 2. 4.4. Whilst these top risks are the primary focus of the Resource, there are a wider suite of areas that are also subject to proportionate monitoring, mitigation and review (Appendix 3). A number of these are wider organisational risks that require consideration and responses across the Council. 4.5. There is one change in score of an existing risk:- Winter Demand Pressures – The residual score will increase from 3 (low) to 9 (high) as winter planning arrangements and protocols begin in preparation for autumn/winter, with greater potential for increased demand of services and service disruption across health and social care. 4.6. The Resource’s risk profile is detailed in Table 2, in respect of the risks described in Appendices 2 and 3. The profile currently exceeds the ideal universal risk exposure levels defined above (3.3). This is reflective of the uncertain and highly demanding environment which the Resource currently operates within and mirrors the highest level risks currently facing the Council. Table 2 – Social Work Resources Top Risks Profile Risk category Risk rating Number of risks % of risks 1 Very high (15-25) 5 29% 2 High (8-12) 12 71% 3 Medium (4-6) 0 0% 4 Low (1-3) 0 0% 4.7. Within Social Work Resources, 13 partnerships have been identified. Notable risks for these partnerships include significant financial challenges and workforce supply availability. 48
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4.8. The IJB has an approved risk management strategy and a risk register which is subject to regular review, updating and reporting. That risk register focuses on those very high and high strategic risks directly impacting on the responsibilities of the IJB. The current risks within the IJB risk register are as follows (scores below reflecting risk scoring after mitigation):- Financial sustainability – very high. Workforce availability and capacity – very high. Performance delivery – very high. Failure to meet public protection and legislative requirements – high. Performance Reporting does not capture performance across the whole health and social care system – medium. Winter pressures – medium. 5. Employee Implications 5.1. There are no direct employee implications associated with the Resource’s risk management process. 5.2. Workforce Availability and Capacity is identified as a very high risk on the register. 6. Financial Implications 6.1. There are no direct financial implications associated with the Resource’s risk management process. 6.2. Funding and Budgetary Pressure is identified as a very high risk on the register. 7. Climate Change, Sustainability and Environmental Implications 7.1. Sustainable development issues are included within the Council’s top risk register linked directly to the Council Plan objective ‘make communities safer, stronger and sustainable. 8. Other Implications 8.1. Failure to demonstrate that risk is actively considered and managed can undermine statutory delivery, service performance, financial sustainability, workforce certainty and stakeholder (including public) confidence in the Resource and in the Council. 8.2. Reports presented to the Committee show the correlation and read across with the top risks to demonstrate, were possible and reasonable within available resources, appropriate contributions towards the mitigation of risks. 9. Equality Impact Assessment and Consultation Arrangements 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. The content of the risk register reflects ongoing dialogue and regular interaction with key stakeholders. Professor Soumen Sengupta Director, Health and Social Care 10 July 2024 49
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Link(s) to Council Values/Priorities/Outcomes Accountable, effective and efficient Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Liam Purdie, Head of Children and Justice Services and Chief Social Work Officer Ext: 4887 (Phone: 01698 454887) Email:liam.purdie@southlanarkshire.gov.uk 50
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Appendix 1 – Risk scoring matrix, likelihood and impact definitions Likelihood Score 1 2 3 4 5 Description Rare Unlikely Possible Likely Almost certain Likelihood of occurrence 1 in 10 years 1 in 3 years 1 in 2 years Annually Monthly Probability of occurrence The event may occur in certain circumstances The event could occur The event may occur The event will probably occur The event is expected to occur or occurs regularly Impact Reputation Financial Service delivery/ Time to recover Compliance Safety 1 Negligible Public concern restricted to local complaints <£50,000 per annum No impact to service quality; limited disruption to operations. No external interest Minor injury – no lost time 2 Minor Minor adverse local/public/me dia attention and complaints £50,000- £250,000 per annum Minor impact to service quality; minor service standards are not met; short term Very minor attention from legislative /regulatory body Minor injury – resulting in lost time 3 Moderate Adverse national media Public attention £250,000 to £500,000 per annum Significant fall in service quality; major partnership relationships strained; serious disruption in service standards Short-term attention from legislative/ regulatory body Major injury or ill health resulting in lost time 4 Major Serious negative national or regional criticism £500,000 to £1million per annum Major impact to service delivery; multiple service standards are not met; long term disruption to operations; multiple partnerships affected Medium-term attention from legislative/ regulatory body Fatality; Or injuries to several people 5 Catastrophic Prolonged international, regional and national condemnation >£1million per annum Catastrophic fail in service quality and key service standards are not met; long term catastrophic interruption to operations; several major partnerships are affected National impact with rapid intervention of legislative/ regulatory body Multiple fatalities; Or injuries to large number of people The assessments for impact and likelihood combine to provide an overall inherent risk score on the scale of between 1 and 25, using the Council’s recognised risk matrix. 51
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Risk matrix Likelihood 5 Almost Certain 5 10 15 20 25 4 Likely 4 8 12 16 20 3 Possible 3 6 9 12 15 2 Unlikely 2 4 6 8 10 1 Rare 1 2 3 4 5 1 Negligible 2 Minor 3 Moderate 4 Major 5 Catastrophic Impact The risk score is calculated as follows: Likelihood score x Impact score = Risk Score Risks scored 15 to 25 are considered to be very high risks and risks scored 8 to 12 are considered to be high risks. Very high and high risks are monitored closely. 52
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Appendix 2 - Social Work Resources Risk Register: Top Risks Risk Category Key Risk Residual Risk Score Sample of Controls Inherent Risk Score 1 1 Very High (15-25) Funding and budgetary pressures Description • There is a risk that expenditure exceeds available budget given cost and demand pressures alongside the requirement to address budget deficits given the volatile financial landscape. This could undermine sustainable performance delivery; create uncertainty for service users/patients and staff; and compromise the delivery of statutory functions (notably public protection). • There is a particular risk for Children’s Social Work due to significant cost pressures in relation to residential placements, fostering and kinship care. Very High 20 • Sustainability and Value Programme approach implemented for both children and adult services to protect statutory provision • South Lanarkshire Council Budget Strategy and Financial Procedures • Revenue and capital budget monitoring reports to Social Work Resources Committee • Regular monitoring and reporting of financial performance to Resource’s senior management team and Council’s corporate management team. • Prioritisation of expenditure across Children’s Services to manage current overspend with development of budget recovery actions and proposals to review policies, procedures, services, contracts, and use of estate to ensure they meet statutory requirements and achieve best value. Very High 25 53
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2 Very High (15-25) Workforce Availability and Capacity Description There is a risk that availability of required workforce not sufficient to meet current service models, given workforce supply challenges locally and nationally. This could undermine sustainable performance delivery; create uncertainty for service users/patients and staff; and compromise the delivery of statutory functions (notably public protection), registration requirements and obligations (notably the provisions of the Health and Care [Staffing] [Scotland] Act 2019). Very High 16 • Social Work Resources Workforce Plan 2022 – 2025 • Child and Family service transformation to mitigate future risks • Modernising and redesign of assessment and care management and locality based Social Work services to reinforce capacity to meet statutory requirements, increased demand and changes in service user complexity; also, to support future recruitment and retention by enhancing career pathways and succession planning for existing staff. • Workforce monitoring reports to Social Work Resources Committee • Regular monitoring and reporting to Resource’s senior management team and Council’s corporate management team • Personnel targeted recruitment campaigns • Lanarkshire Care Academy Very High 25 54
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3 1 Very High (15-25) Market and Provider Capacity Description There is a risk of market instability due to demands upon and fragility amongst independent sector providers of care homes, supported living and care at home, within the context of an increasingly challenging financial environment faced by both the sector and local authorities. This could undermine sustainable performance delivery; create uncertainty for service users/patients; and potentially contribute to assurance concerns in respect of registration requirements and obligations (notably the provisions of the Health and Care (Staffing) (Scotland) Act 2019). Very High 16 • Care Inspectorate regulation of all care services • Oversight of all South Lanarkshire based registered care services maintained by the Resource senior management team • Public Protection Chief Officers Group • Procurement Network Oversight meetings in place • Care Home Assurance Team providing clinical and professional support • Mapping tool developed in support of Care at Home service • Social Work Scotland Care Market intelligence shared. • Support to and engagement with COSLA and Scotland Excel. Very High 25 4 1 Very High (15-25) The council does not fully deliver the strategic outcomes required of the IJB as outlined in their Strategic Commissioning Plan Description There is a risk that service delivery in relation to legislative requirements, priorities and targeted outcomes outlined in the Strategic Commissioning Plan deteriorates given the continuing financial challenges due to increased costs and expenditure exceeding allocated budgets. Very High 16 • Sustainability and Value Programme approach • Service transformation and reform, including redesign of assessment and care management services • Social Work Resources Workforce Plan 2022 – 2025 • Public Protection Chief Officers Group • Monitoring of service delivery and service performance by local and senior managers • Regular reporting to, Social Work Resources Committee, IJB and Performance and Audit Sub Committee (PASC) Very High 20 55
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5 1 Very High (15-25) Cost of living crisis Description There is a risk that Social Work Resources is unable to meet increased demand to support those most vulnerable within our communities, impacted by the cost-of-living crisis, resulting in increasing levels of poverty, debt, and damage to health. Very High 16 • Sustainability and Value Programme approach • Service transformation and reform, including redesign of assessment and care management services • Participation on South Lanarkshire Community Planning Partnership to deliver the Child Poverty Action Plan • Child Protection Committee and Adult Protection Committees • Prioritisation of those with critical and substantial needs through the Social Work assessment and support planning process • Referrals to a range of support services including Money Matters Advice Service, South Lanarkshire Debt Helpline, Scottish Welfare Fund and Community Grants provided by VASLAN to Third Sector • Support from Unpaid Work Service to help people access registered foodbanks • Support for unpaid carers through Lanarkshire Carers • South Lanarkshire Employee Assistance Programme Very High 25 56
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Appendix 3 - Social Work Resources Additional Risks No. Risk Social Work Residual Risk Score SLC Residual Risk Score 1 Achieve standards and scrutiny levels identified by regulatory bodies 12 20 2 Public Protection and Legislative Duties 12 16 3 Business continuity, response and recovery 12 12 4 IT developments and functionality 12 9 5 Fraud, theft organised crime and cyber attacks 12 12 6 National Care Service (NCS) 12 12 7 Sustainable development and climate change objectives 12 15 8 Historic Child Abuse 12 12 9 Disruption to council services due to industrial action 12 16 10 Refugee resettlement and asylum seeker dispersal programme 9 16 11 Winter Demand Pressures 9 - 12 Implications of the SFRS Unwanted Fire Alarm Signals Policy 8 16 57
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 21 August 2024 Report by: Director, Health and Social Care Subject: Social Work Resource Plan: Quarter 4 Progress Report 2023/2024 1. Purpose of Report 1.1. The purpose of the report is to:- provide Social Work Resource Plan Quarter 4 Progress Report 2023/2024, for the period 1 April 2023 to 31 March 2024 2. Recommendations 2.1. The Committee is asked to note the following recommendations:- (1) that the Social Work Resource Plan Quarter 4 Progress Report 2023/2024 as summarised in paragraph 5.2 be noted; (2) that the key achievements made by the Resource to date, as detailed in paragraph 5.3. of this report, be noted; (3) that the areas for improvement and associated management actions as detailed in paragraph 5.4. of this report, be noted; and (4) that as an update to the briefing report of 4 June 2024 for the Emergency Early Release of prisoners in July 2024, confirmation that the exercise has concluded, as detailed in section 6 of the report, be noted. 3. Background 3.1. The Social Work Resource Plan 2023/2024 was approved by Committee on 3 May 2023 and sets out the outcomes, measures and actions to be managed and delivered by the Resource for the financial year 2023/2024. 3.2. The Resource Plan follows the agreed corporate structure and style. The Plan is a key element of the Council’s performance management arrangements and provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the Outcomes set out in the Council Plan Connect 2022 to 2027. 4. Resource Outcomes 2023/2024 4.1. The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2023/2024. These are detailed at Appendix 1. 5. Quarter 4 Progress Report 2023/2024 5.1. Progress against all Resource Plan measures is contained in the Quarter 4 Progress Report 2023/2024, attached as Appendix 2. This report has been produced from the 9 59
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Council’s performance management reporting system IMPROVe, and uses a traffic light format with the following definitions to give a status report on each measure: Status Definition Blue Project complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available Contextual Included for ‘information only’, to set performance information in context 5.2. Measures which are classified as ‘red’ are considered in detail at section 5.4. of this report. To ensure adequate scrutiny of performance across all Resources, the Council’s Performance and Review Scrutiny Forum may consider ‘red’ and/or ‘amber’ measures at a future meeting. The overall summary of progress to date is set out in the table below. There remains a legacy impact of COVID-19 and the response to it in some areas, and performance should be considered in that context. Status Measures Statistical Project Total % Blue 0 4 4 14% Green 8 9 17 61% Amber 2 0 2 7% Red 3 0 3 11% Report later/Contextual 1 1 2 7% Totals 14 14 28 100% (Data correct as at 2 July 2024) 5.3. Key achievements for 2023/2024, to date, are noted below:- 5.3.1. Connect Outcome: Communities and Environment Resource Outcome Achievements Strengthen engagement with service users and carers South Lanarkshire University Health and Social Care Partnership (South Lanarkshire University HSCP) has implemented Care Opinion across all Adult and Older People services and work is progressing to embed in Children and Justice Social Work services. To date, 73 stories have been received from patients, service users and their families, providing valuable feedback to services. 60
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Connect Outcome: Health and Wellbeing Resource Outcome Achievements Care and protect children, young people and adults from risk of harm As at 31 March 2024, there were a total of 694 Looked After Children, 624 (90%) of whom were looked after in within the community. The service continues to promote parental attendance at Child Protection meetings and throughout 2023/2024, 89% of parents invited to initial case conferences attended. Continue to support carers good health and wellbeing alongside their caring role The carers’ commissioned services from Lanarkshire Carers (Adult Carers) and Action for Children (Young Carers) continue to support increased numbers of carers/young carers in the community. In 2022/2023, 1,113 new carers were identified and supported by Lanarkshire Carers, this increased by 26% in 2023/2024 with 1,398 new carers identified. Lanarkshire Carers also supported 1,161 adult carers with access to Carers Self-Directed Support packages during 2023/2024, with a 37% increase reported from 269 in quarter 3 to 370 in Quarter 4. In 2022/2023, Action for Children were working with 182 Young Carers, this has increased by 11% to 202 Young Carers at the end of 2023/2024. Disadvantaged people/groups are provided with access to timely support and interventions Justice Social Work Services commenced the Alcohol and Drug Problem Solving Court on 4 December 2023 within Hamilton Sheriff Court. At the end of March 8 service users have been included within the structured deferred sentence court and are engaging with Justice Social Work and recovery community support. Connect Outcome: Children and Young People Resource Outcome Achievements Improve the health and wellbeing of children, young people and families The Family Support Hub annual report has been published and details the impact of the first year of operation. Families have shared their positive experiences of support delivered from the family support hubs. 5.3.2. In addition to working towards these Outcomes, it is recognised that the Council will continually aim to improve and ensure effective and efficient use of resources, and that business will be conducted with integrity and transparency and will operate to the highest standards. In order to monitor and report progress against these values, 61
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Resource outcomes have also been identified under the heading Delivering the Plan and achieving Best Value. Delivering the Plan and achieving Best Value Resource Outcome Achievement Digital and ICT service meet the needs of the Council and its customers The implementation programme to replace the existing Social Work IT system has made significant progress and is now entering the final stages. A number of key areas are now complete including the configuration of the new system, alongside testing of the functionality of the specification. A training plan will be rolled out, with service specific training taking place throughout April and May. Go Live preparation is ongoing with all services and regular communications are being distributed. The project is now working to a revised deadline of quarter 3, 2024/25, this is to allow the system provider to complete data migration and testing, as well as finalise the integration of the new systems with existing systems such as Objective, Totalmobile and eCare. The revised timeline also supports the ability of resources to manage the transitional change associated with the introduction of two major new systems, i.e. Liquid Lodic and also Oracle Fusion. Moreover, this also supports maximum attendance of staff at training sessions due to the introduction phase not coinciding with school holidays. 5.4. Areas for improvement Measures that have been classified as ‘amber’ (minor slippage against timescale or minor shortfall against target) or ‘red’ (major slippage against timescale or major shortfall against target) are noted below, together with the reason why, and the management action now being taken, where applicable. Further detail is also available at Appendix 3 to the report. Communities and Environment Resource Outcome: Social Work Resources embeds sustainable development across services Measure Comments/Progress Action by Manager (where applicable) Make an annual saving from using recycled items as opposed to new through the joint store The 2023/2024 figures show there has been a saving for the Council of £155,580 (78%) of the annual target of £200,000. The cumulative total for recycled equipment is: No of items - 1330 Cost of items - £127,238 Value of items - £282,819 Eligibility criteria was introduced in 2023/2024, for the provision of all equipment and adaptations solutions that are assessed as being needed. This has resulted in a downturn of approximately one third in the overall number of items purchased when compared to the same period in the last financial year, which has had an 62
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impact on the Resources ability to meet the original savings target. Following the introduction of the eligibility criteria in 2023/2024 for assessed equipment and adaptation solutions, there has been a downturn of approximately one third in the overall number of items purchased. This has impacted on the number of recycled items that could be utilised resulting in an inability to reach the original savings target. This measure has been reviewed for 2024/2025 and will now evidence the use of recycled stock as a percentage of all Equipu, reflecting a target of 10%. Assessment staff continue to select recycled items when available for all authorised requests. Equipu and assessment staff continue to actively encourage people to return all previously issued equipment for recycling. Health and Wellbeing Resource Outcome: Care and protect children, young people and adults from risk of harm Percentage of children seen by a supervising officer within 15 days To date, 53% of children made subject to a new compulsory supervision order (CSO) have been seen within the 15 days’ timescale following a hearing. As of 31 March 2024, 378 children in South Lanarkshire are subject to a CSO. Whilst performance against target remains lower than planned, the service continues to monitor risk and maximise available resources to ensure the protection of children and to prioritise supervision order visits where this is possible. Service demand is also increasing, for example, the number of child protection investigations carried out in Q3 was 166 compared to 187 in Q4. Higher than normal vacancies have been prevalent across the service throughout the year and associated recruitment challenges. This related directly to the stated ‘very high risk’ 63
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associated with workforce as described in the Social Work Risk Register. A recruitment campaign has brought some success and newly appointed staff will be aligned with a focus on addressing this area of work. It is anticipated that this progress will result in improved performance moving into 2024/2025. Percentage of reports submitted to the Children’s Reporter within agreed timescales In quarter 4, 30 out of 73 (41%) of reports submitted to SCRA were submitted within timescales. To date, 58% (160 out of 278). The target has not been met and performance has dropped from 63% at Quarter 2 and 3. Whilst performance against target remains lower than planned, the service continues to monitor risk and maximise available resources to ensure the protection of children and to prioritise supervision order visits where this is possible. Again, service demand is increasing, for example, the number of child protection investigations carried out in Q3 was 166 compared to 187 in Q4. To mitigate the impact of some of the above challenges, the service is currently working in conjunction with partner agencies to develop and implement a Single Assessment Framework to streamline processes. Successful recruitment aligned with the new assessment frameworks are expected to support improved performance moving into 2024-25. Health and Wellbeing Resource Outcome: For those who have committed offences safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all Percentage of people on CPO unpaid work requirement seen within five working days by their case manager In 2023/2024, 95% of Community Payback Orders were inducted, with 70% of placements (500 out of 705) inducted within 5 working days, against a 75% target. In 2022/2023, 95% of orders were seen by their case manager, of these 69% were The unpaid work service has continued to be impacted by a legacy of non-attendance by service users. The majority fail to show for appointment or were late, whilst other reasons include illness, paid employment, or a return to custody. In addition, 42% of Unpaid Work 64
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within timescale. This evidences that the service has maintained performance in regard to the overall percentage of orders being inducted, and improved performance in regard to those seen within timescale by 1%. In quarter 4, 69% (116 out of 169) were inducted within 5 working days, a slight decrease from 72% in quarter 3. A total of 95% of orders have been seen by their case manager, albeit 27% have been out with timescale. requirements were level 1 orders where there is no justice social work report requested by the court prior to the order commencing and therefore the service is unable to engage with the service user before court appearance or monitor their outcomes in court. Justice Social Work implemented a text reminder service for all unpaid work service users as of 18th October 2023 to encourage attendance at unpaid work. This will be supported by 4 weekly reviews for all non-attenders as standard, regardless of circumstances, to ensure robust management of the order(s). Percentage of people starting their placement within seven days of a CPO unpaid work In 2023/2024, 95% of Community Payback Order placements commenced, with 69% (488 out of 705) commencing within 7 working days, against a 75% target. In 2022/2023, 95% started their unpaid work placement, of these 66% started within timescale. This evidences that the Service has maintained performance in regard to the overall percentage of unpaid work placements starting, and improved performance in regard to meeting timescale by 3%. In quarter 4, 65% (110 out of 169) commenced placement within 7 working days, a decrease from 72% in quarter 3. A total of 95% of orders have been seen by their case manager, albeit 30% have been out with timescale. The unpaid work service has continued to be impacted by a legacy of non-attendance by service users. The majority fail to show for appointment or were late, whilst other reasons include illness, paid employment, or a return to custody. In addition, for Q4, 42% of Unpaid Work requirements were level 1 orders where there is no justice social work report requested by the court prior to the order commencing and therefore the service is unable to engage with the service user before court appearance or monitor their outcomes in court. Justice Social Work implemented a text reminder service for all unpaid work service users as of 18 October 2023 to encourage attendance at unpaid work. This will be supported by 4 weekly reviews for all non-attenders as standard, regardless of circumstances, to ensure robust management of the order(s). 65
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6. Emergency Early Release of Prisoners 6.1. On 16 May 2024 the Cabinet Secretary for Justice and Home Affairs delivered a statement to the Scottish Parliament that Scottish Prison Service prisoner population number levels were no longer manageable:- https://www.gov.scot/publications/scotlands-prison-population-justice-secretary- statement/ 6.2. The Cabinet Secretary presented a proposal paper to the Scottish Parliament two weeks after Section 11 of the Act was implemented on 26 May 2024. Upon approval by Parliament release arrangements were proposed to take place on 26 June 2024. 6.3. Social Work Scotland (SWS) requested that all Local Authorities consider how they could assist in supporting reducing the numbers of remand and short-term sentence cases. Plans were put in place that Prison-Based and Community-Based Social Work will screen all eligible persons Scottish Prison Service (SPS) assess under the criteria to determine if there are any immediate public protection risks that would preclude early release. South Lanarkshire Justice Social Work worked with local and national community justice partners to confirm the appropriate and viable arrangements to support custody numbers cognisant of the timeline and capacity available. 6.4. Local arrangements were put in place, an Emergency Release from Custody CJS partnership group was set up to work through the issues and risks. The work is now concluded noting that:- 1. SLC housing provided both Temporary Accommodation and permanent tenancies 2. No individual took up the offer of voluntary throughcare at our One Stop Shop 6.5. A national lessons learnt session is planned to take place on 21 August 2024 with Social Work Scotland, Scottish Prison Service, Housing and Third Sector organisations, in the event of further emergency release requirements in the future, consideration of what worked well in this experience and what requires to work differently. 6.6. South Lanarkshire Justice Social Work Services are working with Social Work Scotland to identify potential ways in which they can provide the Pan Lanarkshire Court Services additional opportunities to reduce the need to place people on remand and short term sentences. To date arrangements have been put in place to provide Sheriff’s with verbal standdown reports in respect of bail supervision and Electronic Monitoring. This will maximise the number of cases where bail supervision could be considered within the daily court schedule. 7. Employee Implications 7.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable, and in turn the Performance Appraisal process for individual employees. 66
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8. Financial Implications 8.1. The outcomes within the Resource Plan are reflected in the respective annual Resource Revenue and Capital budgets and, longer term, within the framework of the council’s approved Financial Strategy. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no climate change or environmental implications as a result of this report. 9.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2023/2024. 10. Other Implications 10.1. A significant element of the delivery of the outcomes in the Community Plan 2022 to 2032 will come through the achievement of the actions contained within Connect. 10.2. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 11. Equality Impact Assessment and Consultation Arrangements 11.1. Many of the actions detailed within the Resource Plan reflect ongoing strategies and policies which will be or have been the subject of consultation and equality impact assessment. Professor Soumen Sengupta Director, Health and Social Care 16 July 2024 Link(s) to Council Values/Priorities/Outcomes The Resource Plan has been structured upon the Values, Priorities and Outcomes in the Council Plan Connect 2022 to 2027 List of Background Papers Council Plan Connect 2022 to 2027 – approved by the full Council on 15 June 2022 Social Work Resources Plan 2023/2024 – approved by Social Work Committee on 3 May 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ciana Stewart, Planning and Performance Manager E-mail: Ciana.stewart@southlanarkshire.gov.uk 67
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Appendix 1 Social Work Resource Objectives 2023/2024 Connect Outcomes Resource Outcomes Communities and Environment • Social Work Resources embeds sustainable development across services • Strengthen engagement with service users and carers Education and Learning No Resource Outcomes for this Connect Outcome Health and Wellbeing • Promote early intervention and prevention to achieve healthy, active lives and reduce inequalities • Care and protect children, young people and adults from risk of harm • Work with our communities to deliver person-centred care and support • Continue to support carers good health and wellbeing alongside their caring role • Promote self-care and self-management • Community Justice Outcome Improvement Plan is progressed • Disadvantaged people/groups are provided with access to timely support and interventions • For those who have committed offences safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all • Help people to continue to live within their homes and communities through integrated community health and social care services Children and Young People • Improve the health and wellbeing of children, young people and families Housing and Land No Resource Outcomes for this Connect Outcome Our Economy No Resource Outcomes for this Connect Outcome 68
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Appendix 3 Social Work Resource Plan: Quarter 2 to Quarter 4 2023/2024 - scrutiny of change in measure status Measure Q2 Status Q4 Status Q4 Comments Performance has declined from Q2 to Q4 Percentage of children seen by a supervising officer within 15 days Green Red As of 31 March 2024, 378 children in South Lanarkshire are subject to a CSO. 53% of children made subject to a new compulsory supervision order have been seen within the 15 days’ timescale following a hearing. As addressed in section 5.4, staffing issues across the board remain challenging however, the service has had a successful recruitment campaign and appointed staff will be aligned to addressing this area of work. It is anticipated that performance will improve moving into 2024/2025. Measures still awaiting results… Make an annual saving from using recycled items as opposed to new through the joint store Amber Red The 2023/2024 figures show there has been a saving for the Council of £155,580 (78%) of the annual target of £200,000. The cumulative total for recycled equipment is: No of items - 1330 Cost of items - £127,238 Value of items - £282,819 Eligibility criteria was introduced in 2023/24, for the provision of all equipment and adaptations solutions that are assessed as being needed. This has resulted in a downturn of approximately one third in the overall number of items purchased when compared to the same period in the last financial year, which has had an impact on the Resources ability to meet the original savings target. Following the introduction of the eligibility criteria in 2023/2024 for assessed equipment and adaptation solutions, there has been a downturn of approximately one third in the overall number of items purchased. This has impacted on the number of recycled items that could be utilised 9 89
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Measure Q2 Status Q4 Status Q4 Comments resulting in an inability to reach the original savings target. This measure has been reviewed for 2024/2025 and will now evidence the use of recycled stock as a percentage of all Equipu, reflecting a target of 10%. Assessment staff continue to select recycled items when available as a first choice for all authorised requests. Equipu and assessment staff continue to actively encourage people to return all previously issued equipment for recycling. 90
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 21 August 2024 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Sustaining Social Work Children and Families Services: Budget Recovery Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Committee with an update of actions to address a projected £10.6 million cost pressure for Social Work Children and Families Services for 2024/2025 and beyond update on the commissioning of a new Intensive Family Support Service to reduce numbers of children currently in high-cost residential placements and reduce the reliance on future residential placements update in relation to the Transition to Independent Living Programme with the Big Lottery update in relation to the review of Social Work Counselling Service and the out of hours Emergency Social Work Service update in relation to the reviews of contracts. 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 update on commissioning of an Intensive Family Support Service be noted; (3) that the Transition to Independent Living Programme be noted; (4) that the review of the Social Work Counselling Service be noted and the recommendation to delete the posts identified at Table 1, paragraph 8.12, of the report be approved; and (5) that the out of contract services as identified at paragraph 10.1. of the report be noted. 3. Background 3.1. This report should be read in conjunction with the previous Social Work Committee report titled: Sustaining Social Work Children and Families Services: Budget Recovery Actions dated 6 March 2024. 3.2. The Committee has been regularly updated on the impact of that increasing demand and cost pressures has had on the Children and Families revenue budget and noted the consequent overspend that has had to be managed non-recurrently for a number of years since 2018/2019. In budget year 2023/2024, an additional £9.2 million was allocated to the actual budget of £39.7 million because of a funding gap to meet 10 91
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demand. This one-off non-recurring funding solution was noted by the Committee on 28 June 2023. 3.3. As an interim solution the Committee is reminded that the Revenue Budget for 2024/2025 includes an approved temporary budget realignment of £7.7 million from Adult and Older People Services, arising from the reduction in pension costs, to be used to contribute towards continued pressures in Children and Families. 3.4. The temporary funding as detailed at paragraph 3.3, combined with employee turnover and the budget recovery plan should result in a breakeven position for financial year 2024/2025, however, it is critical that the budget recovery plan is fully implemented by the end of 2024/2025 to ensure that financial balance is achieved in future financial years when there are no identified temporary funding solutions. 3.5. Appendix 1 provides a breakdown of the Children and Families budget for 2024/2025 and the projected pressures of £10.6 million that have continued into 2024/2025. 3.6. This report is then an update in relation to the actions taken to address the recurring budget gap going forward. This report and future updates will identify, describe and propose areas for development and options for reducing expenditure over a three- year timeframe to address the projected annual £10.6 million budget shortfall so that the Resource can operate within its allocated budget. 4. Ensuring Resources are focused on Statutory Duties 4.1. As previously reported the service is using the Sustainability and Value Option Appraisal Screening Scale designed to ensure that options to address the budget gap for adult and older people’s services as well as children and family services. The development and use of this Option Appraisal Screening Scale has been noted by Audit Scotland and is now adopted to support the identification of actions to enable Social Work Children and Families Services to be sustained within the allocated budget (Appendix 2). 4.2. The Sustainability and Value Option Appraisal approach adopted is summarised as follows:- Ref Screening Scale Index 1 Benchmarking and Efficiencies 2 Service Redesign or Reduction with no/limited impact on outcomes 3 Service Redesign or Reduction with impact on outcomes 4 Legislative and Registration Requirements 5 Public Protection 4.3. The aim of the Sustainability and Values Options Appraisal approach is to protect those activities that belong within the “red” zones by firstly securing the optimum value of budget and expenditure reductions within the benchmarking and efficiencies “green” zone and also the service redesign or reduction with no/limited impact on outcomes “yellow” zone; and then considering budget and expenditure reductions within the service redesign or reduction with impact on outcomes “amber” zone. 5. Budget Recovery – Updates 5.1. Social Work Resources and Finance and Corporate Resources have been working closely to identify next step options to further support bringing spend in line with the allocated budget:- 92
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Commissioning of a new Intensive Family Support Service (IFSS) to address high-cost residential placements and reduce reliance on future placements. Transition to Independent living Programme. Service Reviews of the Social Work Counselling Service and the out of hours Emergency Social Work Service. Review and Update on contracts. 6. Intensive Family Support Service Tender: 6.1. A tender has been developed for £1.2 million over a 3-year period for a provider to work with identified children in high-cost residential care. This would be funded from the anticipated annual savings from a reduction in placements. The aim is to return them to their family home or alternative low-cost options in the community. This could be in-house residential, or independent living in their own tenancy. This would require care experienced children being a priority for housing allocations. 6.2. Analysis indicates that by reducing placements by fifteen over the first two years, then annual savings of £3.6 million could be realised thereafter. This is based on a return and reduction of 15 children from high-cost residential places over the 2 years (which is considered viable). The initiative can then be reviewed as to whether this Service needs to be continued or a new approach developed. A reduction of a further 5 placements in year 3 could realise a further £1.4 million per annum on top of the £3.6 million outlined above. 6.3. The timescale identified for the procurement and awarding of a contract following a tender process is August 2024, with a 3-month run-in time for a successful provider to commence this work in December 2024. The timescale is on track and tenders are now received from interested providers and will be reviewed and scored. 7. Transition to independent living 7.1. South Lanarkshire Children and Families and Housing in partnership with Barnardo’s have been awarded a grant of £133,272 over 2 years by The Big Lottery. As part of the award South Lanarkshire Council are also providing in-kind contribution to the project through the provision of a dedicated Throughcare Housing Officer, employability support, leisure support and provision of reception properties to aid development of life skills. 7.2. This project will initially support four young people who are currently in continuing care placements ready to transition to live in a semi-independent flat with wrap around support. This could result in savings to the Council of around £0.8 million per annum from a reduction in high-cost residential, continuing care placements. The first 4 young people have been identified with timescales now being agreed for moves and transitions. A partnership steering group is established to oversee the programme and outcomes. 8. Social Work Counselling Service 8.1. As identified at the Social Work Committee in March, a review of the Social Work Counselling Service would be undertaken as part of the budget recovery options. The Social Work Counselling Service was initially known as the Children and Young Persons Counselling Service. It was started in 1999 in response to increasing demand for therapeutic intervention for children and their families. Initially, it was made up of two Therapists. However, over the years it has grown into a stand-alone team consisting of a Team Leader and 4 Therapists. They have a range of professional qualifications and are a mix of Play Therapists, Person Centred Counsellors, Psychodynamic Counsellors, and there is also one Art Therapist. 93
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8.2. The number of open cases to the team is shown in the chart below. This highlights figures over a four-year period between 2020 to 2023. During that period, the highest number of cases open to the team during a 12-month period was 105 and the lowest being 52. Referrals are received primarily from Social Work staff; however, they can also come from partner agencies such as health and education. 8.3. The profile of therapeutic and counselling support for young people over the years has evolved and developed through learning and alternative funding opportunities and investment. Between July 2023 and March 2024, the Counselling Through Schools Service commissioned through education services provided therapeutic support to 1411 pupils who attended South Lanarkshire Schools. Of this number, 82 were care experienced which would suggest that they are or have been involved with Social Work services either in South Lanarkshire or elsewhere. 8.4. There are also various alternative sources of therapeutic support which can be accessed across universal services. There is a focus on early intervention approaches as highlighted in the Keeping the Promise Implementation Plan. This is through a variety of platforms. KOOTH commissioned by South Lanarkshire Council is an online resource where young people can communicate anonymously with both peer and professional advice available. This is a popular service given the changes to how young people interact and communicate in society. Some of the other alternatives include LIAM (Lets Introduce Anxiety Management), Give Us a Break, Custad and The Miracle Foundation. 8.5. Some services are tailored to specific needs such as the Moira Anderson Foundation, CRUISE, PETAL and WASLER (Woman’s Aid South Lanarkshire and East Renfrewshire). Whilst there are some restrictions and issues with waiting lists, there is also the health resource, CAMHS (Child and Adolescent Mental Health Services) which also incorporates specialist services such as CAMHS Accommodated Young People Service (CAYP), Infant Mental Health Team, Reach Out Service and a Neurodevelopmental Team. These are tiered approaches but can also signpost people to other community resources where appropriate. 8.6. Intervention offered by the Social Work Counselling Service is not a statutory function that needs to be delivered by Social Work. Currently, South Lanarkshire Council is the only area in Scotland which offers an inhouse Social Work Counselling Service as an intervention offered by Social Work. Other areas rely entirely on third sector partners universal services with commissioned resources with new monies through the Counselling Through Schools programme or specialist Health services to provide interventions. 8.7. When the service was started the notion of Trauma Informed Practice would not have been something which would have been at the forefront of practice delivery. There is now a clear focus on all practitioners adopting a trauma informed approach 94
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in all interactions with service users. This is underpinned by a commitment by NES (NHS Education for Scotland) and the Scottish Government to focus on training and support on trauma informed practice for all staff. It is now recognised that staff are much more skilled in recognising and supporting children following traumatic events. 8.8. As part of the review feedback was sought from service users, Social Workers and other stakeholders. Feedback from users of the service is generally very positive. In a recent survey gauging the experiences of people directly involved with the service, nineteen questionnaires were sent to people who were receiving intervention. Overall, they were very complimentary about their experience and the value of the therapeutic support which has been received. The length of time which people had been receiving support ranged from 18 months being the shortest to one person highlighting that intervention had been ongoing with their child for 16 years. 8.9. Similarly, the experience of staff who were managing cases which had received input from the service was also positive. A snap survey was sent to all staff within Social Work resources children’s services. Approximately 15% of staff completed the questionnaire. Generally, they were very positive about the service which had been received. The survey was also sent to partners in Health and Education. Although their response was limited, the people who did engage were very complimentary about their experience. 8.10. However, as outlined above, supports of similar quality are available from other partners and South Lanarkshire is the only council to offer an in-house Social Work counselling service. It is, therefore, recommended that committee approve the recommendation to end the provision offered by the Social Work Counselling Service on the basis that it is not a statutory requirement for Social Work to deliver this type of intervention as an inhouse service. It is proposed to withdraw the in-house service over a three-month period. This would allow for where appropriate onward referral of the thirty-two cases which are currently open to the service. 8.11. If Committee approved this recommendation, all cases that are allocated to the team will be reviewed. There will be a reassessment to decide if further therapeutic intervention is required. If this is appropriate alternative sources of support will be identified. The Social Work staff will continue to help the child to access any appropriate supports. All cases will be managed under the auspices of GIRFEC utilising the multi-agency Team Around the Child approach. Children will be encouraged to utilise advocacy services throughout this process to ensure that their views have been sought and reflected in decision making. 8.12. Employees displaced will be matched to suitable posts as part of the Council’s Switch2 arrangements. Table 1 below identifies the current staffing resource and costs:- Table 1 Post No of posts Grade SCP range Hourly rate Annual salary Gross cost Total cost Senior Childcare Officer 1 G3L8 79-80 £25.74- £26.13 £46,973 - £47,685 £60,360 - £61,275 £60,360 - £61,275 Counsellor 4 G3L4 72-74 £23.40- £23.90 £42,703 - £43,615 £54,873 - £56,045 £219,493 - £224,181 95
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8.13. The current budget for the Social Work Counselling Service is £0.270 million per year. One of the posts is funded by the Mental Health and Wellbeing Fund. If the service is disbanded, approximately £0.050 million would need to be returned to the fund for future use. Therefore, the total saving per annum would be £0.220 million. 9. Emergency SW Services 9.1. A multi-agency steering group has been established and is looking to report to the resource Senior Management Team and Social Work Committee in early 2025. This is a complex review and changes to the current model will impact all current front-line staff across the service re on call arrangements. A benchmarking with other areas and engagement with other out of hours stakeholders is underway notably the Police and NHS Lanarkshire. This resource covers all social work services from children through to adults, older people mental health and addictions. The outcome of the review will report to a future Social Work Committee with options and recommendations. 10. Non-statutory and Third Sector Commissioned Services 10.1. The service along with colleagues from contracts and commissioning and support from legal services have undertaken a review of all contracted services. Two services have been identified as out of contract with no Service Level Agreement and no recurring funding solution. COVEY Befriending (£153,000) per annum and Family mediation (£50,000) per annum. 10.2. Legal and procurement colleagues are assisting with the legal requirements and due process for notification and the providers have been served 3 months notice in relation to the ending of funding and notice has been served on both providers. The service and where relevant providers have engaged in appropriate exit strategies if families are impacted on these changes. 11. Financial Implications 11.1. The budget gap for 2024/2025 and thereafter is projected at £10.6 million. The full year impact of the budget recovery will be reported through the future Children and Families Revenue Budget reports reported regularly to the Committee. 11.2. The benefits of the IFSS tender (section 6) and the Transition to Independent Living Programme (section 7) will be realised in 2025/2026 with a return of children from high-cost placements back to South Lanarkshire. There will be a part year saving in 2024/2025 from the Transition to Independent Living Programme. This will be quantified following the specific transitions from current internal and external continuing care placements and any subsequent moves from high-cost external residential placements. 11.3. The part year savings for the closure of the Social Work Counselling Service (section 8) and the end of out of contract services will realise around £0.212 million for 2024/2025 budget with full year costs for 2025/2026 of £0.423 million. 11.4. As outlined at 3.3 above, an interim solution of £7.7 million has been realigned between Adult and Older People Services and Children and Families and is being used as a temporary funding solution in 2024/2025. 11.5. The combination of the interim funding of £7.7 million, employee turnover, underspends in Justice and Performance and Support, and the actions from the budget recovery plan, should result in a break-even position for Children and Families at 31 March 2025. 96
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12. Employee Implications 12.1. The staff displaced as a result of the counselling service review will be redeployed through the Council’s Switch 2 arrangements. 12.2. In terms of Emergency Social Work, the employee implications will not be known until the revised model has been agreed. 13. Climate Change, Sustainability and Environmental Implications 13.1. There are no climate change, sustainability, and environmental implications with this report. 14. Other Implications 14.1. To protect statutory services and address the budget pressures there is a requirement for Social Work Children and Families Social Work to actively review on an ongoing basis what and how services will be delivered in line with the current financial challenges. The Sustainability and Options Appraisal Screening Tool will inform future decision making re any changes to services. 14.2. The actions described within this report will mitigate the following risks within the Social Work Resources Risk Register:- Funding and budgetary pressures – very high Workforce Availability and Capacity – very high Meeting Public Protection and Legislative Duties – high 14.3. The current budget pressures on the allocated budget are not sustainable and all options for savings and efficiencies need to be considered. All options carry consequences which need to be balanced against the risks to financial sustainability and the Council’s ability to deliver its statutory duties with regards to Social Work Children and Families Services. To protect statutory services and address the budget pressures there is a requirement for Social Work Children and Families to review how services will be delivered, and the Council needs to determine its risk appetite for significant change in line with the current financial challenges. 15. Equality Impact Assessment and Consultation Arrangements 15.1. The appropriate impact assessments have been completed in respect of the contents of this report. 15.2. Engagement and consultation have been undertaken in relation to the review of the Social Work Counselling service as identified at section 8 in the report. This included service users, social workers wider stakeholders as well as the staff within the service and appropriate exit strategies have been identified. 15.3. The proposals set out in this report have been the subject of discussion with staff, managers, Trade Unions and key stakeholders. Professor Soumen Sengupta Director, Health, and Social Care Jackie Taylor Executive Director (Finance and Corporate Resources) 97
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9 July 2024 Link(s) to Council Values/Priorities/Outcomes Caring, connected, sustainable communities Our children and young people thrive People live the healthiest lives possible. Previous References Sustaining Social Work Children and Families Services: Budget Recovery Actions dated 6 March 2024. List of Background Papers none Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Liam Purdie, Head of Children and Justice Services Email: liam.purdie@southlanarkshire.gov.uk 98
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Appendix 1 Services Annual Budget 2024/2025 Forecast Overspend 2024/2025 £m £m Inhouse Residential Care 5.087 (0.417) External Residential Care 4.910 (8.393) Throughcare including UASC 0.000 0.396 Supported Living External 0.116 0.116 Assessment and Care Management 14.969 0.113 Community Based Services 1.526 (0.169) Fostering and Adoption 6.879 (1.444) Kinship Care 3.545 (0.954) Other Services 1.279 0.068 Young Person Service 1.144 0.036 Children & Families Shortfall 2024/25 39.530 (10.648) 99
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 21 August 2024 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Children and Families: Locality Based Social Work Services Modernisation Programme and Quality Assurance and Governance Team Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] • update the Committee on the progress and development in the redesign of Children and Family resources within Social Work • update the Committee in the progress made in relation to recruitment and retention across localities with Senior Practitioners and Qualified Social Worker (QSW) posts • update on the next stage of redesign across Children and Families as part of the Three Horizons approach to redesign • update on the Quality Assurance and Governance Team of the Health and Social Care Partnership 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) note the contents of the report; (2) note the progress and changes to the operational structure across Children and Families as part of Horizon Two of the service redesign; and (3) approve the changes to the establishment in the posts identified in section 8, Tables 1 and 2, of the report for Children and Families and the Quality Assurance and Governance Team. 3. Background 3.1. This report should be read in conjunction with the Social Work Committee Report titled Locality Based Social Work Services Modernisation Programme presented and approved at Social Work Committee on the 28 June 2023. The 2023 report gave a background to the challenges facing social work across adult services, children services and Justice services. This report is an update to the Committee in relation to the progress made to date in relation to children’s services. 3.2. The report previously gave a background to the operating model of social work and the previous staffing structures and grades. In summary Social Work teams operating within the four localities are core to the delivery of the Social Work service. They undertake the council’s statutory duties relating to Assessment and Care Management, Mental Health and Public Protection. The primary workforce comprises 11 101
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Social Workers and Mental Health Officers who are regulated by the Scottish Social Services council (SSSC). This workforce is managed by Fieldwork Managers and Team Leaders who are also registered Social Workers who provide the professional support and leadership that is vital to delivering services and protecting the most vulnerable of South Lanarkshire’s citizens. 3.3. The June 2023 report highlighted that recruitment and staff retention was our biggest challenge particularly within localities. In the Social Work Risk Register, Service Demand Pressures and Workforce Availability have been reported as Very High Risk since the pandemic and the recruitment and retention pressures for Qualified Social Workers (QSW) has not abated. In May 2023, there was a 25% vacancy rate in QSW’s, this is primarily within locality offices. In some offices, the vacancy rate in QSW was at 50%. 3.4. Within Localities, some of the key front-line services that are provided are to undertake the public protection duties such as child protection adult protection and managing high risk offenders. In addition, there has been an increase in referrals in relation to public protection. In June 2023 we reported that there is a significant risk that public protection duties will be compromised due to recruitment and retention issues. In addition, the knock-on effect is that other statutory duties such as assessment and care management for all other duties are being reprioritised to ensure statutory public protection responsibilities are being met. 3.5. The 2023 report identified service model improvements that are required in relation to:- staff and management ratios the gap in a Grade 4 management post in areas of the structure the matrix management of the Social Worker Senior Practitioner role the impact of the current structure on service demand and delivery staff and caseload ratios 3.6. The report also highlighted the Setting the Bar report commissioned by Social Work Scotland, 2022, that found that:- “The size of the social work workforce in Scotland has remained relatively unchanged in recent years, and now faces retention and recruitment challenges.” It notes factors such as poor management of caseloads, shortcomings in support for front line workers, loss of administrative support and consequent task acquisition as being material factors in workforce attraction and retention in a profession where, “within six years, 75% remain registered, meaning 1 in 4 staff will leave the profession. 3.7. The subsequent modernisation programme presented in June 2023 proposed measures to mitigate South Lanarkshire’s position as an employer of this workforce by strengthening the career pathway and management and support capacity. 3.8. It is evident that the Council faces ongoing challenges in recruiting and retaining Social Workers in a very competitive labour force market. Their qualifications and skills are highly sought after and there are extensive opportunities for those working at this level to secure employment in neighbouring authorities in similar or more specific roles. In 102
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addition, a few neighbouring authorities offer a higher salary level and may secure applications from the most experienced workforce in adjacent authorities. 4. Three Horizons Redesign Proposal 4.1. The June 2023 report identified that the service requires to modernise its approach to service delivery and create a service model to mitigate the risks that have been ongoing in recruitment and retention particularly in local offices. 4.2. The report identified a Three Horizons approach to address this. Horizon One was to secure and establish capacity and resilience within the locality structures. From a Children and Families perspective this was undertaken by developing and launching the Senior Practitioner roles in localities. This resulted in a number of posts being advertised for Senior Practitioners and a recruitment campaign for Social Workers. As a resource we also targeted students previously on placement in South Lanarkshire and currently in placement as part of the recruitment drive for localities. 4.3. As a result of the above we have recruited 20 Senior Practitioner posts which were created following the committee in June 2023. They have predominantly been recruited from within the organisation that reflects a commitment of the current workforce to remain and work in South Lanarkshire. This has supported the retention of locality based Social Workers. We have also recruited additional social workers newly qualified staff as a result of targeting students on placement and offering early interview opportunities and transition opportunities from unqualified posts to qualified posts on completion of their qualification. This reflects a better blend of retaining experienced staff and newly qualified staff and promotes a more supportive learning culture within the organisation. 4.4. The roll out of the Senior Practitioner posts have to date proved successful in retention of staff in localities which were seen as the biggest risk in relation to service delivery. As part of Horizon One we are now undertaking a recruitment of Operation Manager posts that were agreed to be established in the localities. The new structure for Localities should be in place and fully operational for the end of the year. 5. Horizon Two 5.1. The previous report highlighted that from a Children and Families perspective redesign had already commenced through the creation of The Family Support Hubs (FSH). There are four established FSH’s now across South Lanarkshire. The FSH’s assume all the statutory functions undertaken by Social Workers to respond quickly and appropriately to crisis in children and families lives and to promote a non-stigmatising open door and one stop shop for support. 5.2. The service has also reviewed the Young Persons Service and the Throughcare After Care Hub. These were established resources however the remit and responsibilities have been reviewed. These resources work with care experienced young people as part of the council’s commitment to the Promise and in keeping with the statutory requirement of the Children and Young Peoples Act (2014). 5.3. As part of Horizon Two it is now required to reflect the additionality of the above teams and a management structure that complements the arrangements that are now in place for the localities. These developments reflect public protection and child protection case management responsibilities and roles that are now part of the day to work of these resources. The Children and Young Peoples Act the new Care and 103
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Justice Bill and the commitment to the Promise have increased demand in these areas and redesign and development are necessary to future proof safe service delivery. 5.4. The next stage is to now create Operation Manager roles that will assume the same responsibilities in relation to public and child protection as the localities. The creation of these posts will be on the same basis as the locality redesign in that it will be cost neutral within the current financial envelope. Table 1, section 8, highlights the additional changes in establishment. 6. Horizon Three Future Developments: 6.1. The above are active developments in relation to the recruitment and retention associated with Horizon One and Two. It is recognised that the next stage for Children and Family Services is a review and redesign of how we deliver Self Directed Support for children affected by disability. This will also cover transitions of young people affected by disability that need additional support. This will be our next service development and change managers have already been identified to lead on this development. We will bring the outcome of this redesign to a future committee. 6.2. The Three Horizons Approach has been a staged model of redesign, and it should be acknowledged that our front-line staff and managers within the service have continued to deliver services to a high standard through a period of significant change. 7. Quality Assurance and Governance Team: Health and Social Care Partnership 7.1. The Quality Assurance and Governance Team was established in April 2022 as part of the HSCP. It has been funded initially for 3 years by the Scottish Government Coming Home Agenda. The initial workplan for the team was to review out of date contracts and establish if these were still required and if they reflected the priorities of the Strategic Commissioning Plan (SCP). They have also focussed on priorities around the Coming Home Agenda. Since implementation, the team have made significant efficiencies which has resulted in funding being available to continue with the team beyond 2024 on a permanent basis. 7.2. Currently a Team Leader within Quality Assurance manages the workload and supervises staff; they are also engaging with localities to carry out complex reviews and ensure best value for the partnership. It is now required to reflect the additionality of the role of this team and implement a management structure comparable with localities. This will ensure the retention of a higher skilled and experienced manager to take the developments of this team forward. Table 2, section 8, highlights the changes to establishment for approval. 8. Employee Implications 8.1. The proposed changes on a permanent basis to the staffing establishment for Horizon Two of the Family Support Hubs, the Young Persons Service and Throughcare After Care are set out in Table 1 below. 8.2. The changes to the delivery model come out as cost neutral in relation to establishing the new Operation Managers posts, the deletion of the Team Leader roles in the identified teams and the creation of Senior Practitioners with a reduction in Social Worker posts in the Young Persons Service. This will result in a reduction of thirteen Team Leader posts from The Family Support Hubs, the current Throughcare After Care Team and a Team Leader Operational Development post. The deletion of four Social Worker posts to create three Senior Practitioner posts is also cost neutral for the purposes of the redesign within the TCAC and Young Persons Service. This 104
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should, however, support a higher skilled and experienced workforce and address retention issues to support full recruitment and retention. Table 1 Children and Families Post Current No of posts Proposed No of posts Diff Grade SCP Hourly Rate Annual Salary Total cost Operations Manager 0 12 +12 G4 L2- L5 82 - 88 £26.91 - £29.44 £49,108 - £53,725 £767,854 - £840,045 Team Leader 13 0 -13 G3 L8 79 - 80 £25.74 - £26.13 £46,973 - £47,685 (£795,674 - £807,730) Senior Practitioners 0 2 +2 G3 L8 79 - 80 £25.74 - £26.13 £46,973 - £47,685 £120,720 - £122,549 Social Workers 11 7 -4 G3 L4 72 - 74 £23.40 - £23.90 £42,703 - £43,615 (£219,492 - £224,182) Total 24 21 -3 (£126,592 – £69,318) Table 2 Quality Assurance and Governance Post Current No of posts Proposed No of posts Grade SCP Hourly Rate Annual Salary Total cost Operations Manager 0 1 G4 L2- L5 82 - 88 £26.91 - £29.44 £49,108 - £53,725 £63,988 - £70,004 Team Leader 1 0 G3 L8 79 - 80 £25.74 - £26.13 £46,973 - £47,685 (£61,206 - £62,133) Total 1 1 £2,782 - £7,871 9. Financial Implications 9.1. The staff restructuring outlined in table 1 is funded by existing resources and no additional costs will be incurred. 9.2. The conversion of the staffing in the Quality Assurance and Governance Team at Table 2 will cost £0.008 million and will be funded from savings achieved as part of the quality assurance and governance in relation to budget recovery. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no implications in relation to climate change, sustainability and environmental implications contained within this report. 11. Other Implications 11.1. To protect statutory services and address the budget pressures there is a requirement for Social Work Children and Families Social Work to actively review on an ongoing basis what and how services will be delivered in line with the current financial challenges. 11.2. The actions described within this report will mitigate the following risks within the Social Work Resources Risk Register: Funding and budgetary pressures – very high 105
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Workforce Availability and Capacity – very high Meeting Public Protection and Legislative Duties – high 11.3. These proposals mitigate the risk that there is insufficient capacity in the registered workforce to meet statutory duties. Horizon One with the locality redesign has demonstrated that retention of our most experienced staff for Senior Practitioner roles and recruitment of Operation Managers has been successful. The recruitment to the Operation Manager role as part of Horizon Two will commence as soon as committee approve the recommendations. By not addressing the current recruitment and retention challenges there is a risk that the council will not meet its statutory requirements for delivering public protection arrangements and wider social work services. 12. Equality Impact Assessment and Consultation Arrangements 12.1. Engagement has taken place across the service in relation to the strategies and redesign of services to address recruitment and retention. This is not a change in policy, so no Equality Impact Assessment is required. 12.2. The proposals set out in this report have been the subject of discussion with the trade unions. Professor Soumen Sengupta Director, Health, and Social Care Jackie Taylor Executive Director (Finance and Corporate Resources) 30 July 2024 Link(s) to Council Values/Priorities/Outcomes Caring, connected, sustainable communities Our children and young people thrive. People live the healthiest lives possible. Previous References Social Work Resources Committee - Locality Based Social Work Services Modernisation 28 June 2023 List of Background Papers Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Liam Purdie Head of Children and Justice Services & CSWO Ext: 454887 Email: liam.purdie@southlanarkshire.gov.uk 106
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 21 August 2024 Report by: Executive Director (Education Resources) Director, Health and Social Care Subject: Children and Young People’s Community Mental Health and Wellbeing Support 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on Community Mental Health and Wellbeing funding provided by the Scottish Government to South Lanarkshire Children’s Services highlight areas of success within this workstream [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the additional approaches available in schools and communities that are benefitting from the supports and services in relation to community mental health and wellbeing be noted. [1recs] 3. Background 3.1. The Scottish Government provides funding on a rolling, yearly basis to local authorities across Scotland to support access to Community Mental Health and Wellbeing supports. This was in response to the Children and Young People’s Mental Health Taskforce, carried out in 2018. The outcome of this was that Community Mental Health and Wellbeing Support should be provided and that this should help promote, manage and improve mental health and wellbeing and support children and young people to develop coping strategies and resilience. South Lanarkshire council receive a Grant of £849,000 per annum to deliver new and enhanced community-based mental health and wellbeing supports and services for children, young people and their families. The grant is overseen by South Lanarkshire Children’s Services partnership and a subgroup of the partnership titled Children’s Health and Wellbeing have been instrumental in developing the strategy and priorities which are aligned to South Lanarkshire’s Children’s Service Plan. There is also a requirement to report on an annual basis to the Scottish Government re the grant allocation and spend and the outcomes for children, young people and families. 3.2. A central principle of the funding is that it is used to meet local need and there should be local engagement with children, young people and families within South Lanarkshire to support this. This engagement started with a large-scale survey that went to all secondary pupils in 2022. This was followed up with several targeted focus groups for those who might require enhanced supports and services. This engagement has been heavily supported by the Scottish Youth Parliament and South Lanarkshire Youth Council and has developed over time. A group of young people 12 107
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from across South Lanarkshire Council secondary schools, who have named themselves the “Wellbeing Warriors”, now meet a number of times in the year to discuss mental health and wellbeing supports, share their views, and help plan events. In addition, a Development Officer from VASLan supports the work with the third sector and engagement with families. 4. Rollout of funding 4.1. The funding is used to fund a number of supports and services, including:- SAMH - Let’s Connect Service Kooth Action for Children - Blues Programme Continuation of engagement – Wellbeing Warriors Senior Educational Psychologist and research support VASLan Development Officer Wellbeing SouthLan Mental Health and Wellbeing Website 5. Further information on the supports and services provided 5.1. SAMH Let’s Connect Service The SAMH Let’s Connect Service consists of 4 members of staff, which are allocated one per locality. The staff run a range of workshops for children, young people, families and staff on a range of mental health and wellbeing topics. To date these workshops have reached over 5000 children, young people, families and staff. Engagement with young people has highlighted a desire to be better prepared to support peers with mental health and wellbeing. Therefore, in addition to the workshops, a peer supporter programme is being rolled out, with one secondary school being targeted in each locality per term. This programme is aimed at senior pupils and SAMH provides a training programme and implementation support. To date, this has been rolled out in 9 secondary schools across the authority. Peer supporters who completed the training indicated that the sessions helped to prepare them for their role (98%), and almost all said they now know where to find help and support, should they or others need it. 5.2. Kooth Kooth, a digital mental health and wellbeing service, has continued to be available to children and young people as a result of the continued funding. Within South Lanarkshire, this is available to children and young people aged 10 to 18. Those who are care experienced can access Kooth up to the age of 26, in line with the Promise. Again, this was implemented following engagement with young people who stated that they felt online supports were helpful as part of a package of support as these can be accessed privately, anonymously and at times out with normal office hours. This also fits within the key components outlined from the Scottish Government, that supports should operate out with office hours and should be available as close to 365 days a year as possible, with self-referral to some supports being an essential element. Between April 2023 - March 2024, 848 young people accessed Kooth, with over 90% of children and young people who responded telling us that they would recommend the service to others. 5.3. Action for Children Blues Programme In South Lanarkshire, The Blues Programme, run by Action for Children, is aimed at providing early intervention around depression and low mood in secondary school pupils. This evidence based, groupwork programme targets pupils at greater risk of depression with the view of preventing the need for more intensive interventions later. Action for Children runs a rolling programme across the authority, with all mainstream schools now having had access to this at least once. The feedback from the 108
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programme is very positive with 85% rating this 4+ stars out of 5 and 96% of pupils who participated saying they would recommend this to a friend. 5.4. Wellbeing Warriors engagement and Mental Health and Wellbeing Conference A young person’s engagement group (“Wellbeing Warriors”) has been established with representation from senior pupils from across the authority. This is in line with the Community Mental Health and Wellbeing Supports and Services Framework, and the UNCRC to ensure that the voices of young people are heard and represented. The Wellbeing Warriors have engaged in discussion and shared views on a range of topics and identified future areas of focus. They have also successfully organised a conference, aimed at young people to share good practice and learning about mental health and wellbeing topics. This year this had representatives from nearly all secondary schools and a range of partners and the poster advertising the conference is attached at Appendix 1. 5.5. Senior Educational Psychologist A Senior Educational Psychologist supports the implementation of Community Mental Health and Wellbeing supports and services within South Lanarkshire’ Children’s Services. The educational psychologist provides additional support in capacity building/training for staff on a range of mental health and wellbeing related topics. This is in line with the aims of the Community Mental Health and Wellbeing Supports and Services Framework. This has included supporting Psychological Services with the rollout of multi-agency training on Lifelines Lanarkshire (guidance for those who work with children and young people at risk of self-harm and suicide). To date, 620 staff have accessed this skilled level training on Lifelines Lanarkshire. The senior educational psychologist also contributes to the delivery of Applied Suicide Intervention Skills Training (ASIST). Between April 2023 and April 2024, 247 Children’s Services staff attended ASIST training, resulting in an increase in suicide safer communities. In addition, staff wellbeing has also been identified as a priority in the framework. The senior educational psychologist is involved in supporting and reviewing staff wellbeing initiatives to identify key needs and good practice within this area. The senior educational psychologist also co-facilitates the Wellbeing Warriors engagement with young people, ensuring that their views are reflected in the review and development of supports and services. 5.6. VASLan Development Officer The VASLan Development Officer supports the vital link between communities and the third sector, and statutory partners. They have become standing members of the three Children’s Services thematic groups, ensuring the third sector has representation at these and that the voice of the community is represented at these meetings. 5.7. Wellbeing SouthLan Mental Health and Wellbeing Website for children and young people Early in the engagement process, young people expressed the view that there should be online platform aimed at young people, to provide information about mental health and wellbeing topics and resources. A Mental Health and Wellbeing website has been launched. Staff working within Children’s Services co-created this with young people, who identified key topics, designed the layout of the website and named it “Wellbeing SouthLan”. The website www.wellbeingsouthlan.co.uk has now been launched. 109
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5.8. Governance and Reporting The governance and reporting of the grant is through the Children’s Services Partnership and a dedicated subgroup titled Children’s Health and Wellbeing oversee the strategy and actions. The Senior Educational Psychologist is the identified partnership lead and produces the appropriate financial reports for Scottish Government as well as update and highlight reports for the Children’s Services Partnership which reports to the Community Planning Partnership. The strategy and activity are also captured within our Children’s Services Plan and there is a close interface between other partnership subgroups such as the Whole Family Wellbeing Group as well as the Promise Group. This supports a whole family approach as well as to ensure care experienced children are informed as well as involved in the development of services. Updates and progress are provided for the Promise Board as well as the Champions Board. 6. Employee Implications 6.1. There are no direct employee implications associated with this report. 7. Financial Implications 7.1. The above activities are reliant on the Community Mental Health and Wellbeing Supports and Services Grant from the Scottish Government. The grant is around £849,000 per annum. The grant is guaranteed until 2025/2026. Sustainability of such activities, without the continuation of the grant, would be challenging. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change, sustainability or environmental implications associated with this report. 9. Other Implications 9.1. There are no other implications associated with this report. 10. Equality Impact Assessment and Consultation Arrangements 10.1. Data on the above supports and services is gathered regularly and presented to stakeholders and the Scottish Government. Importantly, this is also shared with children and young people, through engagement with Wellbeing Warriors group and other key groups such as the Scottish Youth Parliament. Carol McKenzie Executive Director (Education Resources) Professor Soumen Sengupta Director, Health and Social Care 25 July 2024 Link(s) to Council Values/Priorities/Outcomes Inspiring learners, transforming learning, strengthening partnerships Previous References None 110
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List of Background Papers Community Mental Health and Wellbeing Supports and Services Framework. Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Anne Donaldson, Head of Education (Inclusion) Ext: 4452 (Tel: 01698 454452) E-mail: anne.donaldson@southlanarkshire.gov.uk Liam Purdie Head of Children and Justice and CSWO Ext: 4887 (Tel: 01698 454887) E-mail: liam.purdie@southlanarkshire.gov.uk 111
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One word to describe the day? Amazing Enjoyable Engaging Impactful Interesting Educational Entertaining Informative Empowering Exciting Fantastic Inspiring Fun Helpful Hopeful mOTIVATIONAL POSITIVE Lovely Joyful Powerful What could be improved? More interaction betweentables/schoolsLouder microphone Video subtitlesMore audience involvementMore stories from youngpeopleWider selection of food atlunch Something you liked? “Meeting new people and exploring new ways to tackle mental health” - Young Person, Larkhall Academy “Engaging with others at my table” - Young Person, Biggar HS “Seeing our peer supports so excited about supporting MH at their school” - SAMH rep “Sharing ideas and learning about mental health support for pupils” - Staff, St Andrew’s & St Bride’s HS “Going round all the different tables and seeing what schools are doing” - Young person, Calderglen HS Reprensentatives attended from: VASLanSAMHKoothActive SchoolsYoung People’s Sports PanelPromise Development StaffSLC representativesRegenFX - GoTo ProjectStigma Free LanarkshireLanarkshire Links 90% of people said they something new What did you learn? 92% of people would attend this event again “Only 37% of young people would askfor help with mental health” “54321 technique” “More about the Kooth service, this wouldbe very valuable for our school” “Self care is important foryour mental health” “The various ways we canhelp ourselves to help others” “The amazing work happening in schools” “All the different charities you can go to for help” Topics we could focus on in the future? Anxiety Body confidence Academic pressure More on young male’s mental health How to support peers Opportunities for focused workshops on specific topics BAME and LGBTQ+ mental health Staff and pupils from14 secondary schoolsattended, and manyprepared displaysshowing how theirschool promotes goodmental health andwellbeing Presentations Kooth spoke their websiteand provided someinformation about youngmale’s mental health SAMH spoke about the5 Ways to Wellbeing Stigma Free Lanarkshirespoke about challengingmental health stigma anddiscrimination 12 113
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 21 August 2024 Report by: Director, Health and Social Care Subject: Carers Strategy 2023 to 2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present the South Lanarkshire Carers Strategy 2023 to 2026. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted. [1recs] 3. Background 3.1. The Carers (Scotland) Act 2016 (the Act) aims to support carers’ health and wellbeing and help make caring more sustainable. The requirements of this Act came into effect on 1 April 2018, one of which places a statutory requirement on local authorities and health boards to develop local carer strategies. 3.2. This report summarises the most recent Carers Strategy for South Lanarkshire – Appendix 1. 4. South Lanarkshire Carers Strategy 2023-2026 4.1. South Lanarkshire has an established track-record in co-producing local carers strategies, and that has been at the heart of preparing the Carers Strategy for 2023- 2026. 4.2. Co-production of the Strategy with the local Carers Partnership Board commenced in early 2023, with wide engagement through a programme of virtual and in-person events. 4.3. Recognising the strong foundations in place and the range of supports already available, a range of key themes emerged from these events - notably:- Improved identification of carers, particularly early identification for preventative support. Improved carer awareness for staff within the Health and Social Care Partnership. Improved joint working between Social Work and other involved partners such as Child and Adolescent Mental Health Services (CAMHS) and Education. More consistency in information provided to carers. Improved access to statutory services. 13 115
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More accessible information and better signposting with regards to Self – Directed Support (SDS) processes and procedures. Improved outcome-based conversations at the beginning of the SDS process. Increased opportunities for peer support, social and friendship community-based activities. Improved access to locally based peer support groups. Carers to be fully involved in the discharge planning process. Increase in services specific to people from ethnic minority backgrounds with more written information available in various languages. Health and Social Care Partnership to engage more with carers for their voices to be heard in relation to the people they care for. Health and Social Care Partnership to improve timeframes when interacting with carers. Improved engagement with staff within Health and Social Care Partnership, and improved understanding of the rights of carers. 4.4. As the process of developing the Strategy evolved each iteration was then sense checked through the Carers Partnership Board, with inputs also invited from other key forums. 4.5. The co-production process reaffirmed that the four priorities of the previous Carers Strategy remain the most important to carers and therefore, the new Strategy should be viewed as an evolution of the existing approach to supporting carers. These priorities are that:- Carers are identified, involved, and valued. Carers have choice and control, allowing them to balance their own life with that of their caring role. Carers can access the right supports and services at the right time. Carers have a positive experience of being a carer. 4.6. Progress on delivering the Strategy will be monitored by the Carers Partnership Board. 5. Employee Implications 5.1. There are no employee implications associated with this report. 6. Financial Implications 6.1. The national Carers Act funding allocated for South Lanarkshire is utilised in full to support the delivery of the strategy. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability and environmental implications in terms of the information contained in this report. 8. Other Implications 8.1. This strategy will contribute to the delivery of a number of strategic priorities within the Social Work Resource Plan 2022 to 2025, most notably:- Continue to support carers good health and wellbeing alongside their caring role. 8.2. There are no other issues associated with this report. 116
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9. Equality Impact Assessment and Consultation Arrangements 9.1. An Equality Impact Assessment was completed as part of the development of the Carers Strategy 2023 to 2026. 9.2. As per the co-production process undertaken with the Carers Partnership Board, local carers were engaged and have shaped the development of the Strategy. Professor Soumen Sengupta Director, Health and Social Care 19 July 2024 Link(s) to Council Values/Priorities/Outcomes Caring, connected, sustainable communities. People live the healthiest lives possible Previous References Integration Joint Board – 25 June 2024 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Bernie J Perrie - Planning and Performance Manager Email: bernie/perrie@southlanarkshire.gov.uk Martin Kane - Service Manager, Performance and Support Services Email: martin.kane@southlanarkshire.gov.uk 117
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Contents 1. Foreword 2. Introduction 3. Structure chart 4. Legislative framework 5. Priorities and achievement (2019-2022) 6. Carer profile 7. Demand for support from relevant carers 8. Services and support available (including our Young Carers) 9. Emergency planning/pandemic and beyond 10. What carers tell us improved their health and wellbeing (Consultation) 11. Delivery Plan/Improvement Plan for 2023-2026 (national care service/ public sector funding/ cost of living crisis/pandemic and beyond, carer inquiry findings 12. Useful contacts/resources 120
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1. Foreword South Lanarkshire Health and Social Care Partnership (SLHSCP) recognises the role of unpaid carers and their pivotal position as Equal Partners in Care. Carers have a unique role in the life of the person they care for. When we are planning and delivering care for that person, it is important that we involve their carer. They have valuable knowledge to contribute, and any decision will have an impact on their caring role. Young Carers may be looking after a parent or care for a brother/sister, they may have to do extra jobs around the home, spending a lot of time caring for someone can get in the way of doing well at school and doing the same kind of things as other young people. Carers have rights and these are outlined in the Carers Charter and they need support to continue to care in good health and wellbeing. We need to consider the impact caring has based on aspects of the carer’s life: health and wellbeing, relationships, living environment, employment and training, finances, life balance, in order to maintain their own quality of life and have a life alongside caring. People who provide unpaid care are supported to look after their own health and wellbeing, including to reduce any negative impact of their caring role on their own health and wellbeing. (National Health and Wellbeing Outcome 6). Carers, the person they care for, workers from health and social care services and voluntary sector partners all work together as partners in care to achieve better outcomes for all involved. Carers have the right to play an equal and active role in care planning and decisions. This does not mean that all carers are the same or that the caring is shared equally. Every carer has a different and unique role, but the same right to have the support and information they need and to be as involved as they choose to be. Equality is about having rights and choices. The Carers (Scotland) Act 2016 (The Act) enhanced and enshrined those rights for carers and placed several roles and responsibilities on the local authority, the Health Board and the Health and Social Care Partnership to drive forward the specific requirements of The Act. Carers should be involved, consulted, listened to and heard by key agencies across South Lanarkshire. This Strategy sets out how we intend to do this. The South Lanarkshire Carers Partnership Group has wide representation from all those who work to deliver support and services to and with unpaid carers. The carer representative on the Integrated Joint Board also plays an important role in the Carers Partnership. This role includes representing and championing carers involvement as equal partners and also contributing to good governance ensuring integration authorities implement their statutory obligations. This Strategy builds on our 2019/2022 plan and the framework for delivering improved supports and services to people who provide unpaid care in South Lanarkshire. We want to ensure we provide support to all carers and will continue to engage in a range of consultative activity in relation to all the duties we have responsibility for as part of The Carers (Scotland) Act 2016. The production of a Carers Strategy is just one of those responsibilities. This is not a new responsibility for South Lanarkshire and builds on iterations since 2009. The Carers (Scotland) Act 2016, and subsequent guidance provides a structured framework from which our Carers Strategy has evolved. We acknowledge the impact COVID-19 has had on unpaid carers, and the impact it also placed on services some carers rely on to get that break from caring and to have a life alongside their caring role. We will continue to work together to strengthen our planning and investment and use our resources efficiently to provide support and services to carers. Soumen Sengupta Director of Health and Social Care Partnership Lesley McDonald Chair of Integrated Joint Board Linda Craig Integrated Joint Board Carer Representative 121
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2. Introduction The legislative base to support carers, The Carers (Scotland) Act 2016 contributes to a wider effort to build a fairer Scotland and a strong sustainable economy, tackle inequalities and deliver public services with communities. It is closely related to and is underpinned by the same principles as other public service reforms, notably, the integration of health and social care, self-directed support and the Independent Review of Adult Social Care/National Care Service. Scottish Government published the National Carers Strategy in December 2022. The key themes of this strategy intend to put the individual carer at the centre and focus on five different aspects of unpaid carer support: • Living with COVID-19 • Recognising, valuing and involving carers • Health and social care support • Social and financial inclusion • Young carers South Lanarkshire Carers Strategy sets out our approach to support unpaid carers whilst noting our achievements from the past three years and setting out our stall for the next three years. The Strategy will align to the Strategic Commissioning Plan 2023-2026 and its Strategic Priority 5:- Supporting Carers as well as the National Health and Wellbeing outcome 6:- People who provide unpaid care are supported to look after their own health and wellbeing, including to reduce any negative impact of their caring role on their own health and wellbeing. In terms of young carers this Strategy will align to the Children’s Services Plan 2023-2026 and link to the National Wellbeing indicators for Children and Young people (SHANARRI) Safe, Healthy, Achieving, Nurtured, Active, Respected, Responsible, Included. South Lanarkshire’s Connect Council Plan 2022-27 vision is to: “Improve the lives and prospects of everyone in South Lanarkshire”. The Plans priorities are: People – we will work to put people first and reduce inequality. Progress – we will work to recover, progress, and improve. Planet – we will work towards a sustainable future in sustainable places. The Connect outcomes are: Communities and environment – Caring, connected, sustainable communities. Education and learning – Inspiring learners, transforming learning, strengthening partnerships. Health and wellbeing – People live the healthiest lives possible. Children and young people – Our children and young people thrive. Housing and land – Good quality, suitable and sustainable places to live. Our economy – Thriving business, fair jobs, and vibrant town centres. All unpaid carers, young carers, and adult carers can benefit from any of the Connect outcomes. 122
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Local authorities are also required to consider how adult/young carers personal outcomes and needs for support impact having one or more protected characteristics (within the meaning of section 149(7) of the Equality Act 2010. The Local Authority also has wider equality duties to: • eliminate discrimination, harassment and victimisation in all its forms • advance equality of opportunity for all • foster good relations across our community You can read the Mainstreaming Equality Report 2021-2025 The National Health and Social Care Standards: “My support, my life” , produced by the Scottish Government in 2017 are important to carers and the cared-for person. They aim to ensure that people across Scotland receive the same high standard of care and support, delivered in a way which reflects their own personal needs and circumstances. The Standards sit beneath five overarching principles (dignity and respect; compassion; included; responsive care and support; and wellbeing). They set out what people should experience every time they use health and/or social care services. There are also a range of other focussed planning/strategic activities which connect with the lives of unpaid carers such as: dementia, frailty, palliative care, mental health, learning disability, autism, sensory impairment, augmentative and alternative communication and substance misuse. We have engaged with carers in a range of situations, for example care planning/hospital discharge, and their experience of caring. We have received compliments and feedback from carers on a range of issues. We have also engaged with carer organisations and a range of delivery partners to make sure that those who have responsibilities to support carers have a say in the shape of this strategy. We understand each carers journey is unique to that individual and influenced by the same factors that impact on the cared-for person, but from the carer’s perspective. These factors are: Symptoms – supporting the cared for person to live with those symptoms such as frailty, confusion, addiction, mental health, disability. Treatment – balancing work, family life to support the cared-for person to attend appointments, collecting prescriptions, administering, and monitoring medication, use or provision of physiotherapy. Impact of the condition – how much support the person needs, personal care, moving with assistance, emotional, physical, social impact, welfare and financial guardianship, day, or night or both. Personal Circumstance – carers age, sole carer or family/history, balancing work, family life and caring, carers own health and wellbeing needs and financial situation. Having a life alongside caring, being a young person alongside caring. Despite this, we recognise the impact a caring role can have on unpaid carers. To address this, the strategy will drive long-term, sustainable systemic change to how carers are supported and valued. It is also important to build a wider understanding and recognition of caring across South Lanarkshire. Unpaid carers are a diverse range of people covering all parts of society, but they can often be marginalised. We must ensure that unpaid care is visible, understood and valued, and not regarded as peripheral or something that affects only particular people. 123
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3. Structure chart A structure chart has been developed to illustrate all the connecting parts that flow from the Integrated Joint Board (IJB)and contribute to support for unpaid carers. A Carer Representative is at the core of all these connections, being a member of the IJB, Carers partnership, and being active as a Board member within the voluntary sector. The structure chart has the IJB carer rep, voice of carers, carers connected, carers partnership/young carers partnership at its centre. There are two supporting pillars either side of centre, the first is all the voluntary sector commissioned services who directly support carers or contribute to supporting carers. The second pillar is that of statutory services: Health and Social Care Partnership, Education youth services, Social Work assessment and care management and all the registered care services who in partnership ensure that carers/young carers are supported in good health and wellbeing to continue to care if they choose. 4. Legislative framework and guidance The Carers (Scotland) Act 2016 (the Act) aims to support carers’ health and wellbeing and help make caring more sustainable. It puts in place measures to help people continue to care, for as long as they choose, in better health and to have a life alongside caring. The Act came into effect on 1 April 2018 and has introduced the following statutory requirements /duties on local authorities and health boards: Offer Adult Carer Support Plans and Young Carer Statements Produce a local Carer Strategy Provide support to carers Publish local eligibility criteria Provide information and advice for carers Involve carers (including Hospital Discharge) The Act defines a carer as “an individual who provides or intends to provide care to another individual”. A young carer is a carer who is under 18 years old or is over 18 but have remained in school. Where the Act refers to carers its means both adult and young carers of the cared-for person. These duties give carers: ► the right to an Adult Carer Support Plan or Young Carer Statement ► the right to support to meet “eligible needs” ► the right to be involved in services ► the right to be involved in the discharge process of the person cared-for The Social Care (Self-directed Support) (Scotland) Act 2013 places a duty on local authorities to offer people who are eligible for social care a range of choices over how they receive their support. There are four main legal reference points for the guidance: • The legal basis for choice over care and support: The Social Care (Self-directed Support) (Scotland) Act 2013 • The duty to assess an adult‘s need for care and support: Section 12A of the Social Work (Scotland) Act 1968 124
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• The legal basis for support to children: Sections 22 and 23 of the Children (Scotland) Act 1995 • The legal basis for identifying carers’ needs and providing support: Parts 2 and 3 of the Carers (Scotland) Act 2016 Self-directed Support (SDS) is ‘the way that care and support is delivered, making the principles of choice and control central to care and support, and giving individuals full opportunity to take control of their support and their lives.’ The Scottish Government produced Social Care (Self-directed Support (Scotland) Act 2013: Statutory Guidance. Not all carers will require support, however thresholds of eligibility have been defined to ensure that those carers most in need of support get the right levels of support at the right time. The Wellbeing (Adults) Indicators of: Health and Wellbeing, Relationships, Living Environment, Employment and Training, Finance, Life Balance, Future Planning are considered when addressing the impact on the carer’s life. For Young Carers the wellbeing indicators of Safe, Healthy, Achieving, Nurtured, Active, Respected, Responsible, Included (SHANARRI) will link with and support the achievements of the young persons potential in relation to the eight indicators of GIRFEC (Getting it right for every child). Eligibility thresholds Caring has no impact Needs met Category 1 Caring has low impact Low level needs Category 2 Caring has moderate impact Moderate level needs Category 3 Caring has substantial impact Substantial level needs Category 4 Caring has critical impact Critical level needs Personal outcomes are identified and aligned to the Caring Indicators whilst engaging in a meaningful conversation with the carer as part of an Adult Carer Support Plan/Young Carer Statement. The Health and Social Care Partnership have commissioned services to deliver direct support services for adult carers and young carers and this includes the delegated responsibility for offering and providing Adult Carer Support Plans and Young Carer Statements. Resources are finite for both the Health and Social Care Partnership and Third Sector organisations and in developing the model of support for carers in South Lanarkshire we need to ensure those most requiring support access a resource appropriate to their needs. The principle of The Act is to provide preventative support to carers to support them in their caring role and assist them to continue to care in good health and wellbeing. Providing good quality, appropriate and timely information and advice to carers has the dual benefits of improving health and wellbeing of carers, and the cared-for person, reducing the potential need for, and cost of crisis management. The aim of information and advice services for carers is to enable them to access independent and comprehensive information and advice, to assist them with decision making in relation to their caring role and to have a life alongside caring. The areas of information and advice identified within the Carer Scotland (Act) 2016 are: • carers’ rights • income maximisation • education and training • advocacy 125
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• health and wellbeing (including counselling) • bereavement support services • emergency care planning and future care planning 5. Priorities and summary achievements from the 2019/2022 Carers Strategy The Strategy identified four main priorities: Priority 1 Valuing carers Carers are identified, involved and valued In the main, the Health and Social Care Partnership identify carers, via their assessment and care management practice. We have also commissioned services to raise awareness of, identify and support carers and young carers through their work. A carer representative plays a key role in the Integrated Joint Board (IJB) and the Carers Partnership Group. Many individuals within our workforce have caring roles, we continue to enhance our Carer Positive Award status and provide support to those in the workforce with appropriate policy and practice. Our engagement activities have included consultation with carers, with reports, recommendations and findings influencing and shaping decisions, for example we asked Lanarkshire Carers to talk to carers about their experiences of SDS. A report on the impact of Winter Funding (April 2022), saw the reach of additional funding to over 900 Lanarkshire Carers and evidenced how carers could identify themselves when public awareness was raised to funding supports. South Lanarkshire Carers Connected is also the “go to” group to facilitate carer involvement. Carers told us about their experiences of SDS and provided recommendations for improvements which we are addressing. Individual carers receive support in many ways such as information and advice, training opportunities, short breaks/respite, practical support, emotional support, financial support, tailored support to a range of ethnicities, with dedicated BAME (Black Asian and Minority Ethnic) services. The Care Inspectorate undertook a National Inquiry into Adult Carers Experiences of social work and social care services. The Health and Social Care Partnership, Carer Organisations and individual carers in South Lanarkshire contributed to this. We have a plan in place to address the findings of the report, and this will be included in the Action Plan developed from this new 2023- 2026 Carer Strategy. 5,615 Carers known to/supported by Lanarkshire Carers South Lanarkshire (as of March 2023) 910 in Rutherglen and Cambuslang 2,028 in Hamilton 1,487 in East Kilbride 1,190 in Clydesdale 126
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Priority 2 Carers achieving personal outcomes Carers have choice and control, allowing them to balance their own life with their caring role Within the Health and Social Care Partnership carers are identified and supported through assessment and care management practices when carers need for support are substantial/critical. There were 418 Carers identified as having substantial or critical needs through the Self-directed Support process in 2021-22. Carers receive support by way of self-directed support options directed at supporting those substantial and critical identified needs. Lanarkshire Carers is commissioned to provide information, advice and direct support services to all carers. Their work includes the responsibility to deliver Adult Carer Support Plans in specific circumstances. They reported progressing 912 ACSPs in 2021-22 and 803 in 2022-23. Action for Children provides services to young carers and continues to grow and develop. They run six 16 plus age groups, work closely with Universal Connections (Youth Learning) and Education Resources (Schools Awareness Programmes). They have created lots of opportunities for young carers such as going out for meals, going bowling or to the cinema. They have purchased two new bikes for a young person and one drum set and have assisted with the purchase of bedroom furniture. Further work is planned on the scoping of a Shared Lives scheme and enhancing our status as a Carer Positive organisation will continue with the 2023-2026 Carers Strategy. www.carerpositive.org Lanarkshire Carers have achieved the Carer Positive employer at the exemplary level, the highest level of the three-stage award. Priority 3 Developing support and services Carers can access the right support and services at the right time Carers Supports and Services were tendered in 2019 and new services commenced in summer of 2020 (mid-pandemic). Services had to become highly creative and adapted very quickly with the physical constraints required to operate services safely. Traditional supports to carers were also limited during the height of the pandemic. Carers/Young carers were increasingly seeking support. Contract values invested following this tender and subsequent service enhancements total £1,005,766.00. Lanarkshire Carers Hospital Linked Programme continue to support carers and raise awareness. In a practical way, the palliative care teams in acute and community sites as well as the specialist palliative care team have received Carer Awareness presentations from the Hospital Linked Carer Support Workers. This has led to increased identification of carers by the teams, carers being informed about their rights, increased referrals to Lanarkshire Carers and partnership working on individual cases. The teams are now aware of the ‘fast-track’ component to accessing Adult Carer Support Plans, as part of the guidance on Terminal illness (Carers (Scotland) Act 2016), where carers must be contacted within at least five working days to progress these conversations. There are also arrangements in place to ensure that carers with a life-limiting condition or who care for a loved one who is palliative, can access the right information and support as quickly as possible. 127
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Both of our independent commissioned services, Lanarkshire Carers and Action for Children Young Carers Service can lever in funding from other external sources, bringing additional benefits to carers and young carers in South Lanarkshire. Money Matters Welfare Rights Service continue to support carers with benefits advice and support. They have contributed to the Social Security Scotland consultation survey regarding Scottish Carer’s Assistance. In 2021-22 our dedicated Welfare Rights Officers supported 970 carers access £54,958 in weekly benefit awards, and £571,182 in backdated benefit awards. Within the Health and Social Care Partnership, staffing resources have been increased to assist support the carers agenda with additional Social Work Assistant posts within Fieldwork Operations staff and Care at Home. Some posts have also been supporting work with carers at a strategic level. Eligibility Criteria, information for carers, Short Breaks Statement were all developed as part of our duties under the Carers Act, all this information will require to be refreshed and updated as well as our Carers Strategy. Scottish Government has also developed a National Carers Strategy, and a Charter of Carers Rights. Priority 4 Making experiences better for carers Carer has a positive experience of being a carer Equal Partners in Care (EPIC) Carer Awareness training is a compulsory training course all staff within Social Work Resources should undertake as part of our learn online training programme. Hospital Discharge is being supported more appropriately by additional staff from Lanarkshire Carers linking to Acute sites and work being undertaken by the Discharge without Delay (DwD) group. Alongside our main commissioned services, we support several other voluntary sector organisations in addressing the carers agenda to ensure support is available when required. In addition, Carers Act funding has and is being directed to support our own infrastructure in support of carers with several posts created to take on a more focussed approach to carers within the assessment processes. We undertook consultation activity at the start of this Carers Strategy and the national survey carried out by the Care Inspectorate had many Lanarkshire Carers contributing their experience. We plan to repeat some of this activity, in particular a Carers Survey. Good progress has been made in relation to the priorities and associated actions agreed to deliver the intentions of the previous Carers Strategy. Carer consultation highlighted that the 4 priorities listed below are still relevant. Priority 1: Carers are identified, involved, and valued. Priority 2: Carers have choice and control, allowing them to balance their own life with that of their caring role. Priority 3: Carers can access the right supports and services at the right time. Priority 4: Carers have a positive experience of being a carer. 128
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These four priorities sit well with the refresh of EPIC Core Principles (Equal Partners in Care – caring for unpaid carers resources): Carers are identified; Carers are supported and empowered to manage their caring role; Carers are enabled to have a life outside caring; Carers are fully engaged in the planning and shaping of services; Carers are free from disadvantage or discrimination related to their caring role; Carers are recognised and valued as equal partners in care. Comments from Carers “I would like to thank everyone at Lanarkshire Carers for all the work that you do. Your support is vital and it’s a great resource that really helps people to transform their lives and promotes wellbeing.” “I want to thank you from the bottom of my heart for your wonderful support. It is an amazing service you are providing. More people need to know about it. It’s a godsend to me. You really are wonderful.” “I’m not being overdramatic when I say this but talking to (Carer Support Worker) last week has made a world of difference to me. It really has changed my life. Feeling understood and validated was amazing. Receiving misinformation from several different places and then getting all that I needed here was life-changing.” “It was the first time someone said I was important too. I hadn’t thought about it that way before. You made me realise that I mattered, it helped me so much and I had a little cry if I’m honest.” 6. Carers profile, Scotland and South Lanarkshire Carers are a diverse group; genders, ethnicity, age and circumstances. They are part of all Scotland’s communities; urban and rural, deprived through to more affluent. They are in full-time education, paid employment, caring full time, unemployed and retired. Their caring can be for a few hours to full time. The latest figures show an estimated total of around 696,000 carers living in Scotland, including 28,000 young carers (Scotland’s Carers Update Release: December 2022). These estimates were produced using the Scottish Government’s Scottish Health Survey and the 2021 mid-year population estimates published by National Records of Scotland. Analysis from Scotland’s Carers has shown that the number of carers and intensity of caring is more common in some groups than others: • Women comprise the majority of carers, although men comprise 40% and genders are in equal proportions in the oldest age group • High intensity carers (over 35 hours) are drawn disproportionally from the most deprived areas • Similarly, carers are most commonly aged 55-64 and many of them provide over 20 hours care, but it is carers aged 65 and over that are the highest providers of this level of care • A higher proportion of young carers are in lone parent families, and they have more intense caring responsibilities • More young people in the most deprived areas are carers 129
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Estimated carers in Scotland 696,000 including 28,000 young carers South Lanarkshire is Scotland’s fifth largest local authority in terms of population with over 322,000 residents. It covers an area of 1,772 square kilometres of land in central and southern Scotland, almost 80% of which is agricultural. The council provides services for everyone in this large and diverse geographical area. Within South Lanarkshire there are four towns with populations of over 20,000 (East Kilbride, Hamilton, Rutherglen and Cambuslang) and a further 17 towns and settlements with a population of over 1,000. Social Work Resources in the main provides support to unpaid carers by way of commissioned services and direct service delivery. The South Lanarkshire population totals 322,630 66,268 are female 156,362 are male 27,966 are aged 75 and over 202,430 are working age (16-64) 266,930 are adults aged 16 plus 6,218 are aged under 5 Statistical information on people who provide unpaid care taken from the Census 2011 32,796 people who provide unpaid care 9,030 provide 50+ hours 5,785 provide 20 to 49 hours 17,981 provide under 20 hours Social Work Resources dealt with 22,016 referral types in 2021-22 28% (8,964) older people 19% (6,097) children and families 5,427 people receiving a homecare service 2,124 aged 85 and over 1,718 aged 65 and over with physical disabilities In terms of employment in the council area, all people aged 16 to 74 in employment total 150,954. The second largest employment area is Health and Social Work with 21,755 (14.4%) The highest employment area is Distribution with 24,376 (16.1%) In terms of unemployment our data records: 11,931 unemployed 7,672 economically inactive due to caring duties, and a further 13,137 economically inactive due to long term sickness or disability While caring can be an extremely rewarding experience, carers often experience poor mental and physical health arising from their caring role. Those most at risk are carers in more complex and demanding caring situations. Although these carers may represent a minority of the carer population, they nonetheless provide the bulk of unpaid care. 130
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The pattern of caring has changed. There are more carers providing more intensive care. For those providing more intensive care, there can be financial and social challenges. While employment may sustain carers in their role, some carers struggle with combining a job and caring and either have to adjust working patterns or stop work altogether. Furthermore, carers may face additional financial burdens associated with their caring responsibilities. As care load increases, carers can be at risk of social isolation as it can be difficult to maintain or foster social networks or pursue interests. Outlined below are a number of other national reports that have been produced with specific carer focus providing further evidence of the experience carers have in their varied and unique roles. State Of Caring (Scotland) 2022 The State of Caring survey was carried out by Carers Scotland with over 2,000 carers taking part. The main focus of the report is on the current cost of living crisis. Some key facts and figures: 1 in 5 households in receipt of carers allowance live in food insecurity 26% are struggling to make ends meet with almost 1 in 5 carers struggling to afford the cost of food 52% of carers surveyed have an income far below the average wage in Scotland (£26,007) 91% of carers are spending more on energy and heating costs 24% of carers are cutting back on food and heating to make ends meet 64% of carers are experiencing negative impacts on their mental and physical health due to worries caused by the cost-of-living crisis Carers Census, Scotland, 2021-22 The Carers Census collects a variety of information on unpaid carers and the support provided to them, in order to help monitor the implementation of the Carers (Scotland) Act 2016. Data is collected directly from local authorities and Carer Centres. There were 42,050 individual carers being supported by local services. The most commonly reported impact was on carers emotional wellbeing. Inquiry into adults carers experience of social work and social care services The Care Inspectorate produced an Inquiry into adult carers’ experiences of social work and social care services: Part of the role of the Care Inspectorate is to scrutinise the social care and social work services delivered by health and social care partnerships who in turn provide support to unpaid carers. Written responses given by: 1489 self-identified adult carers 26 health and social care partnerships 20 carers organisations There were 8 recommendations from this report which are being addressed by South Lanarkshire Health and Social Care Partnership Data sources are outlined in above links and South Lanarkshire Area Profiling Tool. 131
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7. Demand for service/support for carers The COVID-19 pandemic created significant difficulties and hardships for many carers. When support services closed or reduced capacity as part of the first lockdown in March 2020, carers stepped into the gap to support vulnerable friends and family members. For many people, this was never planned, but was essential. The number of people providing care increased and many existing carers took on more intensive caring roles, whilst also losing the opportunity to take breaks from caring. The pressures of the past years have left many carers at breaking point. Many are now in need of support to alleviate their caring roles, enable them to have breaks, support their own mental health and reduce isolation. More than ever, the contribution made by unpaid carers has to be recognised and steps taken to address the problems caused by the pandemic as well as the long-term issues that continue to affect unpaid carers. For individual carers, the practicalities of health and social care, education, housing, transport, social security and employment systems shape the intensity and experience of caring and their ability to balance caring with satisfying lives beyond caring. An increasing ageing population (this is most pronounced in the 75+ age group) and a lower healthy life expectancy for people in South Lanarkshire is resulting in an increase in demand for service. Added to this is the current Cost of Living Crisis and rocketing energy costs. With inflation still very high, both the UK and the Scottish Government have formally recognised the severity of the crisis and have deployed emergency measures to help mitigate the effects of rising costs. While all sectors of society are seeing prices rise, the impacts are greatest for those on the lowest incomes. The council recognises the immense pressures being faced by households including unpaid carers, across South Lanarkshire and acknowledges the potential for additional demands on council services. While doing all we can to support our communities in these difficult times, the council recognises that inflationary pressures will also present significant challenges for council services as budgets are increasingly squeezed by rising costs. Council Budgets provide support to unpaid carers within South Lanarkshire Health and Social Care Partnership. The partnership has responsibility for a number of duties as outlined in the Carers (Scotland) Act 2016 and also within the Carers Charter produced by the Scottish Government. At the time of drafting this Strategy, the council began to undertake a public consultation exercise regarding its budget. South Lanarkshire faces unprecedented financial challenges, with a £70.6 million budget gap for the next +10 years alone. Some truly difficult decisions require to be made about what services the council can deliver. Registered Care Services South Lanarkshire Council, Social Work Resources, is a registered service provider with the Care Inspectorate who regulate and inspect care services under their Quality Frameworks. The Resource currently has 42 registered services all listed opposite. Many carers and their cared- for individuals are supported by these services. The Resource also can call on services from a number of private, voluntary, and independent service providers also regulated by the Care Inspectorate and operational within South Lanarkshire. These services comprise of • one Adult Respite Service • 14 Care Homes for Adults (Mental Health, Learning Disability, Physical Disability, Addictions) • 37 Care Homes for Older People 132
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• 21 Children’s Homes/Houses • 5 Support Services (Day Supports) • 35 Care at Homes Services and • 26 Housing Support Services South Lanarkshire Council Registered Care Service Inspections and Gradings Child and Family Services Service Latest inspection How well do we support people’s wellbeing? How well is our care planned? How good is our setting? How good is our staff team? How good is our leadership Adoption Service 12/02/2018 5 5 N/A 5 5 Supported Carers 22/01/2018 5 5 N/A 5 5 Fostering Service 12/02/2018 5 5 N/A 5 4 Childrens Houses Service Latest inspection How well do we support people’s wellbeing? How well is our care planned? How good is our setting? How good is our staff team? How good is our leadership? Langlea Avenue 19/04/2022 5 5 5 5 5 Bardykes Road 29/07/2022 5 5 5 5 5 Rosslyn Avenue 13/005/2022 5 5 5 5 5 Hunters Crescent 29/04/2022 4 4 4 4 4 Station Road 19/05/2022 3 3 3 3 3 Hillhouse 30/06/2022 5 5 5 5 5 Care Homes – Older People Service Latest inspection How well do we support people’s wellbeing? How well is our care planned? How good is our setting? How good is our staff team? How good is our leadership? Meldrum Gardens 01/11/2019 4 4 5 3 5 Canderavon House 26/04/2022 4 4 4 5 4 McKillop Gardens 01/07/2022 5 5 5 5 5 McClymont House 31/05/2022 5 5 6 5 5 133
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Service Latest inspection How well do we support people’s wellbeing? How well is our care planned? How good is our setting? How good is our staff team? How good is our leadership? David Walker Gardens 11/11/2022 5 5 5 5 4 Dewar House 05/12/2019 3 3 5 5 4 Day Services – Adult and Older People Service Latest inspection How well do we support people’s wellbeing? How well is our care planned? How good is our setting? How good is out staff team? How good is our leadership? Lifestyles Lanark – Harry Smith Complex 12/08/201 6 6 6 6 6 Lifestyles Stonehouse 26/05/2017 5 5 5 4 5 Lifestyles Fairhill 22/01/2019 5 5 5 5 5 Lifestyles Carluke 19/05/2017 5 5 6 5 5 Lifestyles East Kilbride 13/12/2016 5 5 5 5 5 Lifestyles Eastfield 15/11/2017 5 5 5 5 4 Whitehill Day Centre 24/07/2018 5 5 5 5 5 Newberry Rooney Day Centre 22/11/2016 5 5 5 5 4 Meldrum Day Centre 05/06/2017 5 5 5 5 5 Saltire Day Centre 22/05/2018 5 5 5 5 5 Harry Heaney Day Centre 10/05/2019 5 5 5 5 5 McClymont Day Centre 05/08/2019 5 5 5 5 5 Lesmahagow Day Centre 07/02/2017 5 5 6 5 5 Canderavon Day Centre 16/02/2016 4 4 5 5 5 Jimmy Swinburne Day Centre 15/05/2018 5 5 5 4 5 St Andrews Day Centre 24/07/2019 5 4 5 5 5 Nisbet Day Centre 18/06/2019 5 5 5 5 5 134
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Service Latest inspection How well do we support people’s wellbeing? How well is our care planned? How good is our setting? How good is out staff team? How good is our leadership? Parkhall Day Centre 03/08/2018 5 5 5 5 4 Jenny MacLachlan Day Centre 10/01/2017 6 6 5 5 5 Care at Home Services Service Latest inspection How well do we support people’s wellbeing? How well is our care planned? How good is our setting? How good is our staff team? How good is our leadership? East Kilbride Care at Home Service 24/01/2020 4 4 N/A 5 5 Hamilton Care at Home Service 17/06/2021 3 3 N/A 3 3 Rutherglen/ Cambuslang Care at Home Service 24/11/2020 4 3 N/A 4 4 Clydesdale Care at Home Service 26/10/2018 5 5 N/A 4 5 Home First (East Kilbride and Rutherglen) Registered 02/09/2022 N/A N/A N/A N/A N/A Home First (Clydesdale and Hamilton) Registered 02/09/2022 N/A N/A N/A N/A N/A 135
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Housing Support Services Service Latest inspection How well do we support people’s wellbeing? How well is our care planned? How good is our setting? How good is our staff team? How good is our leadership? Care and Support Service (South) 20/05/2019 4 4 N/A 5 4 Blantyre Intermediate Care Registered 15/12/2022 N/A Grades guide: 1 Unsatisfactory 2 Weak 3 Adequate 4 Good 5 Very Good 6 Excellent Self-directed Support At the request of the Health and Social Care Partnership and following on from a National Survey undertaken by the Coalition of Carers, Lanarkshire Carers conducted a survey to gather the views of carers using the SDS Options. 418 carers were made aware of the survey through Lanarkshire Carers communication channels. 44 carers in receipt of self-directed support responded to the survey, 8 of which responded via communications initiated by partner organisations. We know as a result of this survey and also the finding of the Care Inspectorate inquiry into Carers Experience of Health and Social Care services that we require to review and amend our support arrangements under Self-directed Support and target finite carer support resources to those most in need of our support. Carer Census data submitted by the Health and Social Care Partnership identified 409 carers directly supported, with 352 carers receiving financial support. The financial commitment of this support is £1.3million. Work is underway to ensure the support to carers is targeted much more efficiently and equitably. Adult Carer Support Plans and Young Carers Statements The Carers Charter lists the rights that carers have under the Act, one of the rights relates to ACSP/YCS. 136
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We have a partnership statement in place with Lanarkshire Carers regarding the delivery of Adult Carer Support Plans, where they take the lead for low and moderate, and the Health and Social Care Partnership takes the lead for substantial and critical support needs. Carers have the right to: an Adult Carer Support Plan or Young Carer Statement to support to meet “eligible needs” to be involved in services to be involved in the discharge process of the person cared-for Carers can access a range of information and advice. This is widely available on council and commissioned services websites, and a range of publications are currently being refreshed. Advocacy and Bereavement supports are identified in the Act, and both supports are available for carers in South Lanarkshire. General Advocacy services are currently being tendered and include an element of Carer Advocacy. The Haven supports bereavement support. The council has an in-house Money Matters Service with dedicated Welfare Rights Officers Supporting carers in relation to benefits, debt and income maximation. Detailed below is the income generated for carers since the last Carers Strategy. Year Carers supported Weekly benefits increases Backdated benefits Annual benefit amount 2020 1080 £106,837 £920,109 £6,475,633 2021 546 £66,500 £671,452 £4,129,352 2022 970 £54,985 £571,182 £3,428,998 Lanarkshire Carers is our commissioned service for Adult carers and provides a range of supports and services under contract. Listed below are some of the demands for service placed on them. They provide much more (counselling, legal clinics, training and awareness raising) in terms of practical support and assistance to carers. New Carers identified in 2022/2023 – 1,113 Locality Q4 Jan-Mar Q3 Oct-Dec Q2 Jul- Sept Q1 Apr-Jun Rutherglen/Cambuslang 70 56 55 54 East Kilbride/Strathaven 94 64 54 42 Hamilton/Blantyre 132 96 116 108 Clydesdale 43 39 40 50 Totals 339 255 265 254 137
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Carers engaged/supported – 5,426 Locality Q4 Jan-Mar Q3 Oct-Dec Q2 Jul-Sept Q1 Apr-Jun Rutherglen/Cambuslang 225 227 226 235 East Kilbride/Strathaven 338 299 297 350 Hamilton/Blantyre 500 530 567 531 Clydesdale 234 270 287 310 Totals 1,297 1,326 1,377 1,426 Services accessed – 25,133 Q4 Jan-Mar Q3 Oct-Dec Q2 Jul-Sept Q1 Apr-Jun 7,516 5,916 6,363 5,338 Adult Carer Support Plans progressed in Quarter - 803 Locality Q4 Jan-Mar Q3 Oct-Dec Q2 Jul-Sept Q1 Apr-Jun Rutherglen/Cambuslang 53 48 38 27 East Kilbride/Strathaven 80 66 46 35 Hamilton/Blantyre 77 73 84 45 Clydesdale 43 38 25 25 Totals 253 225 193 132 Carers grant funding Carer flexible support fund Q4 Jan-Mar Q3 Oct-Dec Q2 Jul-Sept Q1 Apr-Jun Total Applications 73 65 48 16 202 Awarded to Carers £39,675 £24,264 £18,262 £4,960 £87,161 Creative breaks Time to Live Q4 Jan-Mar Q3 Oct-Dec Q2 Jul-Sept Q4 Apr-Jun Total Applications 195 62 57 57 371 Awarded to Carers £87,646 £23,132 £22,500 £14,848 £148,126 138
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ScotSpirit Holiday Voucher Scheme Q4 Jan-Mar Q3 Oct-Dec Q2 Jul-Sept Q1 Apr-Jun Total Breaks booked 0 16 35 69 120 Value of breaks 0 £6,508 £13,887 £27,765 £48,160 Our Young Carers Service (Action for Children) link with Education Resources, Youth Learning Services with the organisation of clubs and activities for young carers based at Universal Connections sites across the council areas. There is a Young Carers Partnership Group, linking a range of partners from Health, Education, Social Work and the voluntary sector to ensure we support Young Carers at the appropriate age and stage of their caring journey. Awareness raising has been targeted at the secondary school young carers population across South Lanarkshire. With promotional materials and talks being delivered directly to pupils. Action for Children won the VASLAN award for Partnership and Collaboration and provided £10,000 worth of supermarket vouchers direct to young carers and their families in 2021-22. Lanarkshire Carers services includes a Carer Training Programme. Carers can access a range of opportunities that focus on their caring role, carers health and wellbeing, specific conditions and moving on from caring. Information about what’s on is shared through their newsletter, website and social media platforms. It is worth noting that support to unpaid carers has increased since the pandemic, which saw increased demand for a range of supports as traditional services were challenged with their delivery model, increase in demand for PPE, financial advice, and practical support continue. The COVID recovery journey is still a long and winding road ahead of us, finding and securing a workforce to provide care and support, dealing the with the cost of living and energy charges crisis, pressure on council budgets and resources all make for challenging times ahead. However, with commitment to the principles of Equal Partners in Care, we all have a contribution to make to ensure our people, communities and unpaid carers are supported to continue to care in good health and wellbeing. 8. Services and support available The previous chapter/section referred to some of the ways in which we have addressed demand for support/services from carers, this section will contain some further information on access to services and also input directly from those services we commission in their own words. The Health and Social Care Partnership in South Lanarkshire comprises elements of the councils Social Work Resources and the Health Boards Community Based Services, ensuring all work together in an integrated fashion to improve the national outcomes and in particular the identified Carer Outcomes. The Strategic Commissioning Plan 2022-2025 identifies as its Priority 5 Supporting Carers, and the National Health and Wellbeing outcome 6: People who provide unpaid care are supported to look after their own health and wellbeing, including to reduce any negative impact of their caring role on their own health and wellbeing are a focus for the HSCP. If you have a social work enquiry, you will be directed to your local social work office. Our offices are based in Cambuslang, East Kilbride, Hamilton, and Lanark. 139
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Staff within these teams will seek to deal with and resolve the issues that your raise to contact us: Phone: 0303 123 1008 www.southlanarkshire.gov.uk/info/200146/social_care_and_health If you wish to find out more information on our support to carers and caring please visit the council website: www.southlanarkshire.gov.uk/info/200220/carers_and_caring/2135/carers_and_caring Money Matters Advice Service The Money Matters Advice Service is a free and confidential service that helps people living in South Lanarkshire or working for South Lanarkshire Council claim benefits and deal with debt. We can give you free unbiased advice on a range of benefit and debt issues and will work with you by discussing all your options and come up with a plan together. We can help with: • the cost-of-living crisis including advice on energy arrears • gas and electricity top up vouchers • debt advice including mortgage and rent arrears and dealing with creditors • benefits advice • budgeting Please complete our online form at: www.southlanarkshire.gov.uk/xfp/forms or Phone: 0300 029 0041 Lanarkshire Carers Lanarkshire Carers is commissioned by the Health and Social Care Partnership (HSCP) to provide carer engagement, empowerment and representation services along with dedicated information, advice and a range of direct support services to unpaid carers. Lanarkshire Carers delivers personalised, and case managed, emotional and practical help through meaningful, outcome focussed conversations with trusted, skilled and experienced professionals. Services include telephone and drop in/appointment based daily duty service, along with access to NHS attend anywhere and video conference call facilities. Lanarkshire Carers Short Breaks Bureau supports with a range of activities including individual carer grant funding. Lanarkshire Carers Groupwork activities include a comprehensive Carer Training Programme which is carer-led and shaped. Carer Wellbeing Calls support a journey route tiered approach to case management and outgoing/ongoing carer contact. The service also delivers a Lanarkshire Carers Card scheme and independent services in partnership with others, including legal services and carers counselling support, as well as a range of other services available at no cost to carers. Part of this commissioned service includes delegated responsibility for Lanarkshire Carers to discharge some of the duties of HSCP to deliver Adult Carer Support Plans, a partnership agreement sets out the respective and shared responsibilities for this and collaborative working arrangements that support the approach. Lanarkshire Carers also has dedicated Locality Services, a Hospital Linked Project, a Black Asian and Minority Ethnic (BAME) Carer service, online platforms and web-based services including CarerSpace – an online conversation toolkit for carers and a Professionals Portal supporting people who come in contact with carers. 140
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Carers can self-refer to the organisation and facilities are also in place for professionals from any organisation to make direct referrals: www.lanarkshirecarers.org.uk/referrals or by contacting/calling in. Visit: www.lanarkshirecarers.org.uk for contact details. Action for Children – Young Carers Service At South Lanarkshire Young Carers, we aim to reduce the isolation experienced by young carers and support them come to understand and support their parent’s or other family member’s illness or condition. We teach young carers how to cope with the pressures they face and guide them to build positive relationships. We make sure young carers get regular short breaks and can join in fun activities with other young people. We offer practical and emotional support to ensure young carers enjoy and achieve, just like their peers. We work in partnership with schools, social care, health services, GPs, and voluntary sector organisations to meet the needs of young carers and their families. We play a role in advocacy and awareness raising, within schools, workplaces and within the general public in South Lanarkshire. Our aim is to support the Carers (Scotland) Act 2016 objectives for young carers, ensuring they are better supported on a more consistent basis so that they can continue to care, if they so wish, in good health and wellbeing while allowing them to have a life alongside caring. The overriding aim of our service for young carers is that they should have a childhood similar to their non-carer peers. Isolation and loneliness are reduced and that young carers are enabled to be children and young people first. Our work follows GIRFEC principles and values, and we use the eight wellbeing indicators (SHANARRI) in collaboration, with our young carers and their families. For more information or to make a referral, visit the following: www.southlanarkshireyoungcarers.org/referral-form/ or visit our website at: www.southlanarkshireyoungcarers.org/ The Haven The Haven provides tailored programmes of supportive services – designed specifically for carers – to enhance and strengthen resilience and wellbeing. At The Haven we know that while caring for someone with a life-limiting illness can be positive and rewarding it can also sometimes be a challenging experience. The Haven’s multidisciplinary team comprising of Haven Nurses, Children and Family Service Co- ordinator and Support Worker and Wellbeing Practitioners, can support carers to manage the physical and emotional impact of their caring responsibilities, to look after their own health and wellbeing and to access short breaks from caring. The Haven also provides pre and post bereavement support for carers. Services are confidential and are delivered online, by telephone or in-person by pre-booked appointments. Carers don’t need to care on their own – The Haven is here for carers every step of the way. To arrange support, please contact The Haven during opening hours: Monday to Thursday, 10am-4pm or Friday 10am-1pm by phoning 01555 811846 or emailing: info@thehavencentre.com Further information about support services can also be found on the website: www.thehavencentre.com 141
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Lanarkshire Links Lanarkshire Links has always been committed to listening to people with lived experience of mental health and their carers about the issues affecting their lives, their care and their support, to ensure their experience drives improvement and change in services in support. Our reputation for involving, informing and influencing positive changes in local communities is evidenced by our strong and growing membership. Lanarkshire Links have reinvigorated the Mental Health Issues Groups as Recovery Conversation Café’s in local communities throughout Lanarkshire, where members of old and new come together to start the process of rebuilding relationships, building links within the community, sharing experiences, provide vital feedback on support and services received, raise any concerns about issues affecting them, support and hear about developments in health, social care and events that may be of interest. Our conversation cafés provide a safe, warm and supportive environment where everyone is welcomed and their experiences are valued, and friendships are made. To find out more visit our website at: www.lanarkshirelinks.org.uk Take Control Take Control South Lanarkshire is the Self-directed Support Service providing information and assistance to enable all eligible people to explore the 4 options for independent living outlined in the Social Care (Self-directed Support) (Scotland) Act 2013. Take Control’s aim is to promote independent living by helping people gain the information, skills, and support to overcome barriers and make informed choices. We can assist disabled people or anyone authorised to act on behalf of a disabled person to set up and manage their support arrangements. Our experienced Support Team will work with the disabled person or appointee to help them to get involved in all the activities detailed in their support plan. Independent living means all disabled people having the same freedom, choice, dignity and control as other citizens at home, at work and in the community. It does not mean fending for themselves. It means having the support they need to live an ordinary life. Take Control is part of Glasgow Centre for Inclusive Living, (GCIL) a disabled people’s organisation run by disabled people for disabled people. For more information please contact: Take Control – South Lanarkshire Self-Directed Support Service 42 Campbell Street Hamilton ML3 6AS Phone: 01698 892372 Email: infosl@takectrl.org.uk 142
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9. Emergency Planning Anticipatory Care Planning Emergency Plan When undertaking an Adult Carer Support Plan or Young Carer Statement unpaid carers need to think about arrangements they may need to put in place for the care of the cared for person in an emergency. Reflecting on the importance of emergency planning to provide the carer with an agreed plan and peace of mind. Emergency planning (contingency planning) includes planning for unplanned emergencies. For example, the carer not being able to care due to ill health; family emergency; adverse weather etc. Enable Scotland have developed an Emergency Planning Toolkit that is national recognised as best practice. For further details follow the website to templates that will assist you think about your emergency plan. Anticipatory Care Planning As part of an Adult Carer Support Plan conversation, the need to discuss Anticipatory Care Plan (Thinking Ahead) may be required. An Anticipatory Care Plan is a record of the preferred actions, interventions and responses that care providers should make following a clinical deterioration or a crisis in the person’s care or support. It should be reviewed and updated as the condition or the personal circumstances change and different things take priority. As the condition becomes more complex it may be helpful to discuss legal and practical issues as well as care and support preferences. For further information refer to the following website: www.gov.scot/publications/anticipatory-care-planning-frequently-asked-questions/ 10. What carers told us to improve In accordance with our commitment to engage with our stakeholders, a number of consultation events took place – both virtually and in person. Carers were invited to attend and participate in consultation sessions held within Lanarkshire Carers Centre in order for us to hear what was important to them and we also shared the work we had done to date. Key themes that emerged from these sessions included: • Improved identification of carers, particularly early identification for preventative support • Improved carer awareness for staff within the Health and Social Care Partnership • Improved joint working between Social Work and other involved agencies such as CAMHS and Education • More consistency in information provided to carers • Improved access to statutory services • More accessible information and better signposting with regards to the SDS processes and procedures • Improved outcome-based conversations at the beginning of the SDS process • Increased opportunities for peer support, social and friendship community-based activities • Improved access to locally based peer support groups • Carers to be fully involved in the discharge planning process 143
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• Increase in services specific to the BAME community with more written information available in various languages • Health and Social Care Partnership to engage more with carers for their voices to be heard in relation to the people they care for • Health and Social Care Partnership to improve timeframes when interacting with carers • Improved engagement with staff within Health and Social Care Partnership, and improved understanding of the rights of carers 11. Improvement Plan aligned to our priorities An improvement plan will be developed and monitored by the Carers Partnership Group, with a least three improvement activities identified under each of our priorities and assurances that what carers told us to improve will be included in these actions. • Priority 1 – carers are identified, involved and valued • Priority 2 – carers have choice and control, allowing them to balance their own life with their caring role • Priority 3 – carers can access the right support and services at the right time • Priority 4 – carers have a positive experience of being a carer 12. Useful contacts and resources There is a wide range of resources available both locally and nationally for carers. Carers can access information by visiting the following websites of the listed organisations to find out about the range of supports and services available. Many of these organisations will be able to offer carers information, advice, guidance, and signposting. Local organisations Lanarkshire Carers www.lanarkshirecarers.org.uk Action for Children www.southlanarkshireyoungcarers.org Alzheimer Scotland www.alzscot.org/ Lanarkshire Links www.lanarkshirelinks.org.uk/ Take Control www.facebook.com@takectrlsl.org.uk The Haven www.thehavencentre.com/ 144
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NHS services NHS Lanarkshire www.nhslanarkshire.scot.nhs.uk/hospitals/ National carer organisations Carers Scotland www.carersuk.org/ MECOPP www.mecopp.org.uk/ Carers Trust Scotland www.carers.org Shared Care Scotland www.sharedcarescotland.org.uk/ Coalition of Carers Scotland www.carersnet.org/ For the person you care for Self-directed Support www.southlanarkshire.gov.uk/info/200220/carers_and_caring/985/self-directed_support Local office contact details Local social work offices are open Monday to Thursday 8.45am – 4.45pm and Friday 8.45am – 4.15pm Clydesdale local office Council Offices South Vennel Lanark ML11 7JT Phone: 0303 123 1008 Hamilton/Larkhall/Blantyre local office Brandon Gate 1 Leechlee Road Hamilton ML3 0XB Phone: 0303 123 1008 145
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East Kilbride local office Civic Centre Andrew Street East Kilbride G74 1AB Phone: 0303 123 1008 Rutherglen/Cambuslang local office Council Offices Cambuslang Gate 27 Main Street Cambuslang G72 7EX Phone: 0303 123 1008 Social Work Emergency Service Phone: 0303 123 1008 This number is only available when the local offices are closed. 146
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Carers Strategy Plan on a Page Vision: People who provide unpaid care (Adult Carers/Young Carers) are supported to look after their own health and wellbeing and have a life alongside caring. Values/Priority: • Identify, Involve, Value • Choice, Control, Life Balance • Right Support, Right Time • Positive Experience Context: • Changing needs and demographics of the population • Pandemic recovery/Cost of living crisis • Participation, involvement, consultation • Delivering and shaping of supports and services • Providing cares with the right support at the right time • Evaluation and monitoring of our supports and services Aims: • Early Identification and Preventative Support • Outcome focussed conversations. Adult Carer Support Plans/Young Carers Statement • Improved supports and services including Hospital Discharge • Carers can continue to care with good health and wellbeing. Better outcomes for carers Legislative backdrop The Carers (Scotland) Act 2016 • Carers rights • Information and advice • Income maximisation • Education/Training • Advocacy • Counselling • Bereavement Support Social Care Self-directed Support (Scotland) Act • Identified Eligible Needs • Adult Carer Support Plan/Young Carer Statement • Direct Payment • The choice of who provides your care 147
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Public Bodies (joint Working) (Scotland) Act 2014 • Integration Joint Board • Carers rep on IJB • Health and Social Care Partnership Strategic Commissioning Plan Equality Act 2010 • Protection against discrimination – age, disability, gender, reassignment, marriage and civil partnerships, race, religion or belief, sex, sexual orientation If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk 148
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 21 August 2024 Report by: Director, Health and Social Care Subject: Blantyre LiFE Care Campus 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the Blantyre LiFE care campus including the community facing intermediate care unit and 20 technology enabled properties [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the Blantyre LiFE Care Campus update be noted. [1recs] 3. Background 3.1. South Lanarkshire University Health and Social Care Partnership (SLUHSCP) has invested in services which support the Council Connect plan values of “focusing on people and their needs” whilst ensuring the Council’s Statutory duty to assess provide assessment are met alongside driving improvements in capacity and performance around delayed discharge. Blantyre LiFE and Home First were developed to support this. Blantyre LiFE campus provides a number of forward looking and innovative elements. This includes:- 20 technology enabled houses (and the infrastructure to support these) Intermediate Care offering 20 rooms with care Centre of excellence a learning hub with meeting rooms a state-of-the-art rehabilitation gym interview and clinical treatment space Technology Enabled Care (TEC) demonstrator and learning zone Cafe 3.2. Within the development itself there is a total of 45 houses, (20 technology enabled homes and 25 council houses) for rent. The 20 technology enabled homes mainly support people who are predominantly frail and elderly to live safely and manage their own care. This is part of the wider South Lanarkshire Council’s Home+ programme which is supported by funding from the Scottish Government’s Affordable Housing Supply Programme. 14 149
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It was collectively clear from the outset that this local innovation was not merely a new housing development but was there to support people in their own homes for longer and to help them have a better quality of life as well as providing state-of-the-art health and social care services. Due to the nature and purpose of the 20 tech enables properties, it was agreed that the Health and Social Care Partnership would be responsible for identifying and prioritising service users who would benefit from the design features within the properties. At the time of allocation, feedback was very positive from the tenants on the quality of the housing and support services. 3.3. The TEC zone is an innovative co-production with the Glasgow Science Centre to showcase how technology enabled care can be used to support people to live well, safely, and independently at home. It was the first such collaboration between the Glasgow Science Centre and any Health and Social Care Partnership in Scotland. 3.4. The intermediate care unit opened its doors in March 2023 and the Blantyre LIFE building opened to the public in June of the same year and is now operating successfully. The overall purpose was to provide support with hospital discharge offering a step-down model of care to South Lanarkshire residents aged 50 and above. 4. Overview of the Care Campus 4.1. The key design intention was to provide the partnership with the ability to deliver services flexibly and respond to changing care needs whilst meeting people’s choices and preferences to live well in their own community. At the time of the build and indeed at present time, this model generated a lot of interest from other partnerships, who have reached out to South Lanarkshire to learn about the programme with a view to replicating the model within their own local authorities. 4.2. The Home First: Intermediate Care element of the unit has the capacity to support up to 20 people at any one time. The facility offers step-down support for South Lanarkshire residents aged 50 and over. GP cover is currently provided by the Calderside Medical Practice and there is also Health and Social Care Partnership managed Advance Nurse Practitioner (ANP) support in place to ensure there is an effective and appropriate interface with the GP practice. 4.3. Patients who have been assessed as clinically fit for discharge and no longer require in-patient treatment and have rehabilitation potential, can be admitted to the Intermediate Care unit for a maximum of 42 days. The average length of stay for service users over past year is 27 days which is a significant improvement from the previous test of change and temporary model which averaged 44 days. As the service is exceeding the initial flow target of 42 days it therefore has the potential to manage an increase volume of people. It is contributing to reducing pressure on in-patient services within the NHS. 150
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4.4. The unit opened last year in a phased manner to allow the staff team to form and consolidate the delivery model in the new setting. Over the second half of the year the unit has been able to operate at full capacity and in the first year supported 142 people through rehabilitation. Social care staff including a dedicated occupational therapist work with the service user to set goals and work towards a safe destination on discharge, based on a comprehensive assessment. All the patients coming to the unit were previously identified in hospital as requiring support to facilitate discharge and unsafe to return home without support. 27 42 44 Patient Length of Stay Achieved length of stay Target for length of stay Previous IC model length of stay . [] [] [] [] [] [] DISCHARGED FROM BLANTYRE 151
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4.5. The fact that nearly half of the people have returned home without care reinforces the importance of people being discharged from hospital to be assessed and confirms that a prescriptive approach to calling on care based on a person’s presentation within an Acute hospital is generally inappropriate. The Home First Reablement service which also operates to similar principles is mirroring these outcomes and findings. 4.6. Feedback from service users using the Intermediate Care facility has been positive. Case Example JB stated: “This place has really given me my confidence back and I am so pleased I agreed to come. I am going to return to driving when I go home”. JB was assessed as requiring homecare support following a hospital admission. Exit surveys are completed for service users being discharged and the following data has been collated from 95 individuals. Excellent Very Good Good Adequate Weak No answer Did you enjoy your stay in IC 55 30 2 2 2 4 Did you meet your goals during your stay 52 21 14 0 0 8 Did you have regular reviews during your stay 33 26 15 2 1 18 Were you kept involved and informed throughout your stay 41 37 8 2 1 6 58% 32% 2% 2% 2% 4% Blantyre LIFE IC Exit Report March 2023-May 2024 Excellent Very Good Good Adequate Weak No answer 152
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4.7. Similar to Intermediate care, the Home First: Care at Home Services provide reablement in peoples’ homes throughout South Lanarkshire with the intention of supporting them to be as independent as they can be. Over the past year this service has supported 900 service users seeing an overall 37% reduction in care required compared with the initial level provided. Considered together, the Home First options have delivered positive outcomes for service users who have regained and maintained a level of independence and supported improved access to support. Both Home First: Intermediate Care and Home First Reablement are delivering the reablement principles of reducing the requirement for care and supporting positive outcomes. Through both services over 1000 patients have been supported. 4.8. Within Blantyre LIFE the two rehabilitation gyms are well utilised by a variety of health professionals providing one to one support and group therapy sessions. This is both community patients and Intermediate care patients. For example, the stroke club meet on a weekly basis and successfully provide therapy for up to 25 people. There have been 375 bookings made in the first year of opening. This is a combination of community patients and intermediate care patients. The NHSL Lanarkshire Physiotherapy Service provides one session per week for patients in the Intermediate care unit and have supported 52 patients who would have otherwise been supported by acute physiotherapy staff and or community Integrated Community Support Team (ICST) staff. 0 2000 4000 6000 8000 Home First Reablement Hours delivered at the start of the process Hours delivered at the end of the process 171 52 16 20 160 50 100 150 200 Physiotherpy Input IC Patients 153
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5. Tech Enabled Properties 5.1. The tech enabled properties are fully occupied are an example of work between Housing and Social work that underpins the new Progressive Housing model. The joint protocol with Housing on the allocation process has worked well and an evaluation on the impact for the tenants will be available when complete. This innovative approach has been recognised through several award nominations, and this progressive housing model achieved an award from the Chartered Institute of Housing for Excellence in Health and Wellbeing. In addition to this further nomination led to a place in the finals of the Scottish Property Awards. 5.2. Research Resource carried out an independent survey in May 2024 which was commissioned by the council. All respondents were satisfied with their home (100%) and in general, respondents were satisfied with the size of rooms, the storage, and broadly in terms of various aspects of their home. The neighbourhood was rated highly with all respondents being satisfied with the layout of their new estate, the neighbourhood where they live, the location of their home within the neighbourhood and the sense of community. Case Example AB says she has been "brought into the light" after moving into a technology-enabled home in the Blantyre LIFE care campus earlier this year. “I’d gone from such an active life, from working and caring for people, to such a terribly dark, isolated place. I was lonely and in complete and constant despair. I couldn’t see a way forward,” “Coming here has been like stepping into the light.” “The facility is, of course, incredible – and while it feels wrong to say it’s just ‘bricks and mortar,’ without the health and social care staff, it would be. They here are phenomenal. They are this place’s beating heart – and they’ll always have a place in mine. 44% 46% 2% 8% Breakdown of patients per Locality Hamilton East Kilbride Camglen Lanark 154
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6. TEC Zone 6.1. Extensive stakeholder engagement with staff, third sector partners, carers and the wider community was central to developing the TEC zone concept and its key themes which focus on independent living, keeping connected, staying safe and carers support. 6.2.1 The TEC team collaborated with Glasgow Science Centre to translate themes into a first of its kind in Scotland, technology enabled care interactive space at the TEC zone, Blantyre LIFE. 192 members of the public have visited the TEC zone from January 2024. Group visits from health and social care teams, 3rd sector, other local authorities and wider have experienced the TEC zone in person, met the TEC team and learned about technology that can help us all to live safely and well at home. Case example S had a fall, broke her shoulder, and had delirium which impacted her cognition. S lives with her husband who works part time. Until recently S was managing well until her recent fall. Her husband was concerned about her safety and wellbeing when at home on her own. A community alert alarm was recommended following assessment and was installed in their home. A package of care put in place for personal care. The community alarm alert responders respond to alert alarm activations when S’ husband is at work. After a visit to Blantyre LIFE, the Occupational Therapist also showed her S’ husband how to use Amazon Alexa Show’s video call “drop in” function to allow him to contact S and to remind her to take her medication. After 8 weeks the care package was removed. S’ husband purchased smart watches for both him and S after a discussion with the Occupational Therapist. They track their steps by moving more, monitor their heart rates and both set medication reminders. S advised the introduction of technology has made her feel safe and gave her great peace of mind. S’s husband expressed the positive impact technology has made their lives, and the support it provided him in caring for his wife. S’ husband noted that it now helps them both in self-managing their own health and well-being. 6.2.2 The TEC team have collaborated with Alzheimer Scotland, Scottish Government Digital Health and Care Directorate and Virtual Health Shed to develop an online, interactive virtual tech home. This is soon to become a national resource enabling citizens to virtually explore technology enabled care options tailored to their individual requirements. 6.3. The TEC zone is a Near me Near you community space, allowing citizens to use Near me video consultations by having access to data, equipment, and staff support to access the service. 6.3.1 TEC team have collaborated with Alzheimer Scotland, Scottish Government Digital Health and Care Directorate and Virtual Health Shed to develop an online, interactive virtual tech home. This is soon to become a national resource enabling citizens to virtually explore technology enabled care options tailored to their individual requirements. 6.3.2 The TEC zone is a Near me Near you community space, allowing citizens to use Near me video consultations by having access to data, equipment, and staff support to access the service. 155
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6.3.3 There are Monthly TEC Training sessions for health and social care staff in person at Blantyre LIFE and on MS Teams. The TEC team have trained 442 health and social care staff. Chart - Training Evaluation 6.4. There are daily Near Me TEC drop-in sessions for Health and Social Care staff from November 2023 to support staff to have confident conversations about health and well-being technology. 6.5. The intergenerational work within the local schools has continued throughout the year resulting in good relationships and opportunities to work with pupils/students in several ways. 7. Centre of Excellence and Living Lab 7.1. The Blantyre LiFE campus continues to facilitate visits from other Local Authorities, partnerships, and universities including a group from the University of Adger, in Kristiansand, Norway. The campus has been able to demonstrate the progressive model in practice and the partnerships has been invited to showcase the work at key conferences including NHS Scotland’s Winter Summit National Event and Holyrood's Digital Health and Care Conference 2024. 7.2. The Campus is becoming a focus for the Health and Social Care Partnership’s work with universities to align research and learning with direct practice. Initial engagement work for example with the National Robotarium at Heriot Watt University has identified the site as a “living lab” which will provide opportunities for both academic and Health and Social Care Partnership staff to work together to test care models which will bring benefit to not just South Lanarkshire citizens but potentially contribute to wider academic and practice learning. 0% 20% 40% 60% 80%100% AGREE N/A STRONGLY AGREE 18% 1% 81% would recommend this training to a colleague or friend Agree 44% Disagree 1% Strongly Agree 55% I AM NOW CONFIDENT DISCUSSING TEC WITH A SERVICE USER/PATIENT AND THEIR FAMILY SW OT Hamilton “Section on consumer Tec was very informative – will discuss this with more clients in future”. NHS Physio Hamilton – “Lots of information across the spectrum of technology available and how it can be practically applied into the community within health & social services”. SWA Clydesdale – “Loved the course, I knew some of the TEC such as amazon, but I didn’t realise how many things it can be used for!”. Agree 28% Strongly Agree 72% The expectations of the training were met 156
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8. Next Steps 8.1. Blantyre LiFE campus will build on the work and relationships developed over the past year. Particular area for development and improvement include:- improving pathways from Acute Hospitals for earlier identification of appropriate patients maximising flow from hospital thought the IC unit and back to the person’s home developing the Living Lab approach including research into stroke rehabilitation mainstreaming the use of everyday technology to support health and care goals utilising the learning from the Tech houses into the Progressive Housing model that the Council is taking forward through a collaboration between Housing and the HSCP NHSL Lanarkshire TEC team are part of the Amazon healthcare test of change collaborative which includes Local Government Digital Office, Fife, Falkirk and Glasgow HSCPs, CENSIS (Centre for sensing imaging and IoT), Scottish Enterprise and Amazon Healthcare. This project will test smart speakers as an alternative to standard telecare alarms that not only can connect with alarm receiving centres in urgent situations but can also deliver a range of other health and wellbeing benefits to users. Blantyre LIFE integrated care service users and technology enabled homes tenants will have the opportunity to participate in this project. 8.2. The Empower for LIFE project, which is supported by ability net who are a volunteering network, is increasing the usage of technology for patients within Intermediate Care. This project is providing kits to patients, with ability net providing the practical support and guidance to increase the uptake and understanding of the technology. The number of kits provided will increase over the next year which will allow the project to track the reduction in care requirements due to the technology being demonstrated and embedded into people’s daily life. 9. Employee Implications 9.1. There are no employee implications associated with this report. 10. Financial Implications 10.1. There are no financial implications associated with this report. 11. Climate Change, Sustainability and Environmental Implications 11.1. Blantyre LiFE does not introduce a new policy, function or strategy which impacts on the natural environment, climate change or sustainability. 12. Other Implications 12.1. The operation and continued development of Blantyre Life will contribute to the delivery of a number of strategic priorities within the Current Social Work Resource Plan, Local Housing Strategy and Council Connect Plan 2022 to 2027, notably:- Health and Well Being: People live the healthiest lives possible Help people to live within their homes and communities through integrated community health and social care services Promoting self-care and self-management including technology enabled care People with particular needs are better supported to live independently within the community in a suitable and sustainable home. 12.2. The operation and continued development of Blantyre Life will contribute to the mitigation of a number of risks within the Council Risk Register, notably:- 157
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Funding and Budgetary Pressures Very high Workforce Availability and Capacity Very high Market and Provider Capacity Very high Deliver Strategic Commissioning Plan Outcomes required by South Lanarkshire Integration Joint Board (IJB) Very High 12.3. There no other issues associated with this report. 13. Equality Impact Assessment and Consultation Arrangements 13.1. An equality impact assessment was undertaken at the inception of the Blantyre LiFE development linking to strategic commissioning plan. Consultation is ongoing with patients using the intermediate care facility, with exit questionnaires being completed to help shape the service. Professor Soumen Sengupta Director, Health and Social Care 11 July 2024 Link(s) to Council Values/Priorities/Outcomes Caring, connected, sustainable communities. People live the healthiest lives possible. Previous References Social Work Resources Committee – 7 September 2022 IJB Report – 25 June 2024 List of Background Papers Strategic Commissioning Plan 2022 to 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Ian Beattie, Head of Health and Social Care Ext: 3701 (Phone: 01698 453701) E-mail: ian.beattie@southlanarkshire.gov.uk 158
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 21 August 2024 Report by: Director, Health and Social Care Subject: Care Inspectorate Updates for Registered Social Work Services from 1 January to 30 June 2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the Committee on gradings for recent Inspections undertaken by Care Inspectorate for the registered services delivered and managed by Social Work Resources for the period 1 January until 30 June 2024 inform the Committee of any registration change note any alterations to inspection and/or improvement frameworks [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. [1recs] 3. Background 3.1. The Care Inspectorate is the independent scrutiny and improvement organisation responsible for regulating and inspecting care and support services for adults, children and criminal justice social work services. It has the authority to place recommendations, requirements or issue an improvement notice seeking authority through the courts to close a registered service where there is failure to comply with or meet scrutiny and standards outlined within:- The Regulation of Care (Scotland) Act 2001 Health and Social Care Standards Quality Frameworks linked to the Health and Social Care Standards Safe staffing legislation 3.2. It has been agreed that a six-monthly update report for inhouse registered services will be presented at relevant boards and forums to provide members with an overview of Care Inspectorate activity and reporting of grades during that period. 3.3. The Care Inspectorate continues to regulate and inspect our registered inhouse care services which include: care homes for older people; day services for older people; day services for adults; care and support service for adults; intermediate care service; children’s houses; child and family services (fostering, adoption and supported carers); and care at home services. While there are 32 registered inhouse services some of these services are delivered from alternative sites. 15 159
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4. Care Inspectorate Inspection Update 4.1. The Care Inspectorate carries out inspections based on the Quality Assurance Framework linking to the Health and Social Care Standards. The quality framework is structured around six key questions. These are:- 1. How well do we support people’s wellbeing? 2. How good in our leadership? 3. How good is our staff team? 4. How good is our setting? 5. How well is care and support planned? 6. What is our overall capacity for improvement? Under each key question, there are up to five quality indicators. 4.2. In respect of adult care services, quality indicator 1.5 has been developed in response to the pandemic to ensure that where there are outbreaks of any infectious diseases, people’s health and wellbeing continues to be supported and safeguarded by infection, prevention, and control practices, taking into account the National Infection Prevention and Control Care Home Manual 4.3. A number of quality frameworks have been published since the last report and are detailed in the table below: Table 1 – New Quality Frameworks Quality Framework Published A quality framework for justice accommodation services 12 March 2024 Key question 7 focuses on the key aspects of the quality framework that contribute to the outcomes of The Promise for secure accommodation services 7 March 2024 Key question 7 for care homes for children and young people and school care accommodation (special residential schools) 7 March 2024 4.4. Evaluations are combined from the key questions outlined above, alongside the quality indicators and grades: 6 Excellent, 5 Very Good, 4 Good, 3 Adequate, 2 Weak, 1 Unsatisfactory. Within the six-point scale, there is now also a grading key which can be seen below. The six-point scale 6 Excellent Outstanding or sector leading 5 Very Good Major strengths 4 Good Important strengths, with some areas for improvement 3 Adequate Strengths just outweigh weaknesses 2 Weak Important weaknesses – priority action required 1 Unsatisfactory Major weaknesses – urgent remedial action required Grading Key (I) Grading resulting from an inspection (C) Grading resulting from an upheld or partially upheld complaint (E) Grading resulting from an enforcement (A) Grading resulting from information submitted/not submitted by the provider 160
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4.5. Inspection grades are published nationally on the care Inspectorate website at Datastore (careinspectorate.com). 4.6. Since the last report there has been one unannounced care home service inspection within Clydesdale Homecare in Lanark. A full report outlining the current gradings can be found in Appendix 1. Table 2 – Recent inspections 4.7. The inspector found significant strengths in aspects of the care provided and how this supported positive outcomes for people. The Care Inspectorate found evidence that staff made the most of every opportunity to meaningfully connect with the person they supported. The support and encouragement shown through visits also promoted the person's independence, dignity, and privacy. One area of improvement was noted: “Improvements could be made in the care planning guidance for application of prescribed creams.” This inspection report shows an improvement since the previous inspection on 26 October 2018 when staffing was graded good. 5. Changes to registration 5.1. Since the last report, 9 day service facilities within South Lanarkshire Council have de- registered. Services have co-located within other establishments and service users are exercising choice and control over their care and support within alternative services. Table 3 – Day Service Facility Closures 2024 Service Number Service Name CS2003001345 Saltire Neighbourhood Centre CS2003001348 McClymont Resource Centre CS2003001351 Canderavon Neighbourhood Centre CS2003001352 Jimmy Swinburne Resource Centre CS2003001353 St. Andrew's Day Centre CS2003047863 Nisbet Centre CS2004085804 Jenny MacLachlan Centre CS2006114285 Whitehill Day Centre CS2009234825 South Lanarkshire Lifestyles – Carluke 6. Inspection and Improvement Framework Update 6.1. An Independent Review of Inspection, Scrutiny and Regulation (IRISR) started in October 2022 to evaluate how social care services are regulated and inspected in Scotland. The report outlines 38 recommendations that reflect cultural and legislative changes to the existing arrangements, including greater involvement of people with Care Home Date of Inspection How well do we support people’s wellbeing? How good is our leadership? How good is our staff team? How good is our setting? How well is our care and support planned? What is the overall capacity for improvement? Key Q 1 Key Q 2 Key Q 3 Key Q 4 Key Q 5 Key Q 6 Care at Home Clydesdale Homecare 24 May 2024 5 5 5 Not Assessed 5 5 161
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lived experience and a review of existing powers of intervention and enforcement, Health and Social Care Standards, and legislation relating to fitness of providers. All recommendations were accepted by the Scottish Government in March 2024, with a commitment to continue to work closely and collaboratively with regulators, providers, partners and with those with lived and living experience of social care support and linked services to implement the recommendations. 6.2. The Care Inspectorate have introduced a new core assurance to reflect the Act which came into force on 1 April 2024. The current staffing core assurance already includes recruitment of staff, but will now also consider the skill mix, numbers and deployment of staff. The Safe Staffing Programme, established in December 2019 by the Care Inspectorate, brings together a range of key stakeholders including health boards, local authorities, people who use services and their carers to ensure health and care staff have the appropriate skills and work in appropriately resourced settings that will ensure people experience good health and care outcomes. 6.3. Quality Frameworks have been gradually introduced by the Care Inspectorate since the introduction of the Health and Social Care Standards in 2018. The purpose is to enable services to self-evaluate their own performance and, from 1 July 2024, inspectors will routinely look for evidence of the self-evaluation process within some adult services. The self-evaluation will not be formally graded, however, there will be details of the quality of the self-evaluation process within the key messages section of future reports. 6.4. The Care Inspectorate has advised the Council of its intention to undertake a review of social work governance and assurance from 15 July 2024 until 20 December 2024. The aim is to gain a national overview of governance and assurance approaches and to ensure arrangements are in place in to provide public assurance that social work duties are being appropriately discharged. The review will also explore how staff are supported to carry out their roles and raise concerns and the influence of social work leaders in the decision making and strategic oversight of significant risk relating to key areas of legislative responsibility. The review will include all areas of social work, including adults, children and justice. 7. Employee Implications 7.1. Implementation of the Health and Care (Staffing) (Scotland) Act 2019 and how it directly affects services will continue to be monitored and reported to future meetings of the Social Work Resource Committee. 8. Financial Implications 8.1. There are no financial implications in relation to this report. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change in terms of the information contained in this report. 9.2. There are no implications for sustainability in terms of the information contained in this report. 9.3. There are no implications for the environment in terms of the information contained in this report. 162
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10. Other Implications 10.1. Maintaining high quality registered care and support services, tailored to individual service user needs, ensures that people are supported and protected to live in good health and wellbeing. 11. Equality Impact Assessment and Consultation Arrangements 11.1. 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. 11.2. 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 11 July 2024 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs. Working with and respecting others. Accountable, effective, efficient, and transparent. Previous References Care Inspectorate Updates for Registered Social Work Services, 6 March 2024. List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Liam Purdie, Head of Children and Justice Services and Chief Social Work Officer Ext: 4887 (Phone: 01698 454887) Email: liam.purdie@southlanarkshire.gov.uk 163
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Appendix 1: Care Inspectorate Gradings as at 30 June 2024 Year of inspection Service Latest Inspection How well do we support people's wellbeing? How well is our care and support planned? How good is our setting? How good is our staff team? How good is our leadership? 2024 Care Home Older Meldrum Gardens 18/01/2024 5 5 5 5 5 2023 Children’s House Station Road 22/09/2023 4 4 4 4 4 Children & Family South Lanarkshire Council - Adoption Service 27/03/2023 4 5 Not Assessed 5 5 Children & Family South Lanarkshire Council - Fostering Service 27/03/2023 5 5 Not Assessed 5 4 Care Home Older Dewar House 25/01/2023 5 5 4 5 5 2022 Care Home Older David Walker Gardens 11/11/2022 5 5 5 5 4 Children’s House Bardykes Road 29/07/2022 5 5 5 5 5 Care Home Older McKillop Gardens 01/07/2022 5 5 5 5 5 Children’s House Hillhouse 30/06/2022 5 5 5 5 5 Care Home Older McClymont House 31/05/2022 5 5 6 5 5 Children’s House Rosslyn Avenue 13/05/2022 5 5 5 5 5 Children’s House Hunters Crescent 29/04/2022 4 4 4 4 4 Children’s House Langlea Avenue 19/04/2022 5 5 5 5 5 2021 Care at Home Hamilton Home Care Service 17/06/2021 3 3 Not Assessed 3 3 2020 Care at Home Rutherglen Home Care Service 24/11/2020 4 3 Not Assessed 4 4 Care at Home East Kilbride Home Care Service 24/01/2020 4 4 Not Assessed 5 5 2019 Day Services McClymont Resource Centre** 05/08/2019 5 5 5 5 5 Day Service St. Andrew's Day Centre** 24/07/2019 5 4 5 5 5 Day Service Nisbet Centre** 18/06/2019 5 5 5 5 5 Care at Home Care and Support Service (South) 20/05/2019 4 4 Not Assessed 5 4 Day Services Harry Heaney Centre 10/05/2019 5 5 5 5 5 Day Services South Lanarkshire Lifestyles - Fairhill 22/01/2019 5 5 5 5 5 164
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C&F Supported Carers Service 22/01/2019 5 5 Not Assessed 5 5 2018 Care at Home Clydesdale Homecare 24/05/2024 5 5 Not Assessed 5 5 Day Services Parkhall House 03/08/2018 5 5 5 5 4 Day Services Whitehill Day Centre** 24/07/2018 5 5 5 5 5 Day Services Saltire Neighbourhood Centre** 22/05/2018 5 5 5 5 5 Day Services Jimmy Swinburne Resource Centre** 15/05/2018 5 5 5 4 5 2017 Day Services South Lanarkshire Lifestyles Eastfield 15/11/2017 5 5 5 5 4 Day Services Meldrum House 05/06/2017 5 5 5 5 5 Day Services South Lanarkshire Lifestyles - Stonehouse 26/05/2017 5 5 5 4 5 Day Service South Lanarkshire Lifestyles – Carluke** 19/05/2017 5 5 6 5 5 Day Service Lesmahagow Neighbourhood Centre 07/02/2017 5 5 6 5 5 Day Service Jenny MacLachlan Centre** 19/01/2017 6 6 5 5 5 2016 Day Service South Lanarkshire Lifestyles East Kilbride 13/12/2016 5 5 5 5 5 Day Service Newberry Rooney 22/11/2016 5 5 5 5 4 Day Service Canderavon Neighbourhood Centre** 16/02/2016 4 4 5 5 5 2015 Day Service Lifestyle Lanark, Harry Smith Complex 12/08/2015 6 6 6 6 6 Registered Services - not yet inspected Intermediate Care Service Blantyre Life Registered 15/12/22 Home First Home First (East Kilbride and Rutherglen) Registered 2/9/22 Home First Home First (Clydesdale and Hamilton) Registered 2/9/22 MDSF_data_30 June 2024(Report).xlsx **Please note premises above are now de-registered as noted in Table 3. 165
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