Agenda Document Pack - Social Work Resources Committee - 29/01/2025
South Lanarkshire Council · 29 January 2025
Back to Social Work Resources Committee — 29 January 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 21 January 2025 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, 29 January 2025 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, Walter Brogan, Robert Brown, Archie Buchanan, Mathew Buchanan, Janine Calikes, Maureen Devlin, Colin Dewar, 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 John Bradley, Maureen Chalmers, Margaret Cooper, Poppy Corbett, Margaret Cowie, Geri Gray, Susan Kerr, Ross Lambie, Richard Lockhart, Elaine McDougall, Mark McGeever, Davie McLachlan, Bert Thomson 1
Page 2
BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Social Work Resources Committee held on 30 October 2024 submitted for approval as a correct record. (Copy attached) 5 - 10 Monitoring Item(s) 3 Social Work Resources - Revenue Budget Monitoring 2024/2025 Joint report dated 7 January 2025 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care. (Copy attached) 11 - 20 4 Social Work Resources - Capital Budget Monitoring 2024/2025 Joint report dated 6 January 2025 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care. (Copy attached) 21 - 24 5 Social Work Resources – Workforce Monitoring – October and November 2024 Joint report dated 8 January 2025 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care. (Copy attached) 25 - 32 6 Social Work Resource Plan - Quarter 2 Progress Report 2024/2025 Report dated 24 December 2024 by the Director, Health and Social Care. (Copy attached) 33 - 54 7 Social Work Resources' Risk Register Update Report dated 6 December 2024 by the Director, Health and Social Care. (Copy attached) 55 - 62 Item(s) for Decision 8 Consultation on the Future of Foster Care - Response Report dated 7 January 2025 by the Director, Health and Social Care. (Copy attached) 63 - 72 Item(s) for Noting 9 Sustaining Social Work Children and Families Services Budget Recovery Update Joint report dated 8 January 2025 by the Director, Health and Social Care and the Executive Director (Finance and Corporate Resources). (Copy attached) 73 - 78 10 Winter Plan 2024/2025 Report dated 31 December 2024 by the Director, Health and Social Care. (Copy attached) 79 - 120 2
Page 3
11 Prisoners (Early Release) (Scotland) Bill 2024 – Implications for South Lanarkshire Community Justice Partners Joint report dated 9 January 2025 by the Director, Health and Social Care and the Executive Director (Housing and Technical Resources). (Copy attached) 121 - 126 12 Care Inspectorate Update for Registered Care Services - 1 July to 30 November 2024 Report dated 20 December 2024 by the Director, Health and Social Care. (Copy attached) 127 - 152 13 South Lanarkshire Social Work Justice Services Engagement in Care Inspectorate Thematic Review Report dated 3 January 2025 by the Director, Health and Social Care. (Copy attached) 153 - 156 14 Notification of Contracts Awarded April to September 2024 Report dated 28 November 2024 by the Director, Health and Social Care. (Copy attached) 157 - 162 Urgent Business 15 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
Page 4
4
Page 5
SOCIAL WORK RESOURCES COMMITTEE Minutes of meeting held via MS Teams and in Committee Room 1, Council Offices, Almada Street, Hamilton on 30 October 2024 Chair: Councillor Margaret B Walker Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Walter Brogan, Councillor Robert Brown, Councillor Archie Buchanan, Councillor Mathew Buchanan, Councillor Janine Calikes, Councillor Maureen Devlin, Councillor Colin Dewar (substitute for Councillor John Bradley), Councillor Mary Donnelly, Councillor Allan Falconer, Councillor Elise Frame, Councillor Celine Handibode, Councillor Graeme Horne, Councillor Martin Hose, Councillor Eileen Logan, Councillor Hugh Macdonald, Councillor Catherine McClymont, Councillor Richard Nelson, Councillor Carol Nugent, Councillor John Ross, Councillor David Watson, Councillor Kirsty Williams (Depute) Councillors' Apologies: Councillor John Bradley, Councillor Joe Fagan (ex officio), Councillor Graham Scott Attending: Finance and Corporate Resources G Booth, Finance Manager (Strategy); K Gowrie, Finance Manager (Strategy); E-A McGonigle, Administration Adviser; E McPake, HR Business Manager; A Norris, Administration Assistant 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 (Children and Justice Services); 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 21 August 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 2024/2025 A joint report dated 1 October 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 to 9 August 2024 against budgeted expenditure for 2024/2025 for Social Work Resources, along with a projection for the year to 31 March 2025. As at 9 August 2024, there was a breakeven position against the phased budget. A Service analysis statement, which outlined key highlights by Service for the Resource, was provided in Appendix A to the report. The Resource was working towards managing the remaining budget pressures in Children and Families Services in 2024/2025 and into 2025/2026. 2 5
Page 6
Virements were proposed to realign budgets, which were detailed in appendices C to F to the report. The Committee decided: (1) that the breakeven position as at 9 August 2024 and 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. [Reference: Minutes of 21 August 2024 (Paragraph 4)] 4 Social Work Resources – Capital Budget Monitoring 2024/2025 A joint report dated 2 October 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 2024/2025 and summarising the expenditure position for the period 1 April to 9 August 2024. The revised Capital Programme for 2024/2025 amounted to £1.027 million which had been approved by the Executive Committee on 26 June 2024. The forecast for the financial year, as detailed in Appendix A to the report, was £1.027 million. Actual expenditure as at 14 June 2024 was £0.173 million. The Committee decided: that the Social Work Resources’ capital programme of £1.027 million, and forecast expenditure of £1.027 million, be noted. [Reference: Minutes of 21 August 2024 (Paragraph 6) and Minutes of the Executive Committee of 26 June 2024 (Paragraph 6)] 5 Social Work Resources – Workforce Monitoring – July to September 2024 A joint report dated 11 October 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 July to September 2024:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews Staffing Watch as at 11 June 2024 The HR Business Manager responded to members’ questions in relation to recruitment, Resource absence figures and occupational health referrals. In relation to the Resource absence figures, the HR Business Manager advised that a focused report would be brought to the next meeting of the Committee, providing more detail on how the Resource’s absences were being addressed and the supports that were in place for employees. The Committee decided: that the report be noted. [Reference: Minutes of 21 August 2024 (Paragraph 7)] 6
Page 7
6 Update on the 2023/2024 Risk Register and Risk Control Plan A report dated 2 October 2024 by the Director, Health and Social Care was submitted on the Risk Register and risk control actions for Social Work Resources. The top risks identified for the Resource, that is those that were residually scored as being very high, were attached in Appendix 1 to the report. Those top risks were outlined in paragraph 5.4 of the report as follows:- funding and budgetary pressures winter demand pressures delivery of the Strategic Commissioning Plan outcomes required by South Lanarkshire Integration Joint Board (IJB) the cost of living crisis In addition, a wider suite of areas that were subject to proportionate monitoring, mitigation and review as detailed in Appendix 2 to the report. The central Risk Management team annually reviewed Resource compliance with the Risk Management Strategy. The outcome of the 2023/2024 review identified that Social Work Resources had achieved 100% compliance. The Committee decided: (1) that the content of the Social Work Resources’ risk register, following review, as detailed in Appendix 1 to the report, be noted; and (2) that the set of top risks for Social Work Resources be approved. [Reference: Minutes of 21 August 2024 (Paragraph 8)] 7 Section 27 Justice Social Work Funding – Creating Additional Capacity A joint report dated 20 September 2024 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care was submitted:- advising of available Section 27 grant funding for 2024/2025 seeking approval for additional establishment within the Unpaid Work Service (UPW) and the Justice Social Work Multi-Agency Public Protection Arrangements (JSW MAPPA) team The Council’s Justice Social Work (JSW) Services had received Section 27 grant funding for 2024/2025 in addition to Recovery, Renewal and Transformation funding that was used to support post pandemic recovery work and bail services. The Section 27 grant funding was ring- fenced to JSW Services. Since 2020, there had been a significant deficit in the number of UPW hours that the Service could complete against the number of new Orders that were imposed by Scottish Courts and Tribunal Services. This was highlighted in the table at paragraph 4.2 of the report. An analysis had been undertaken to understand the capacity the Service had currently within the available UPW supervisor establishment. The creation of 1.5 FTE supervisor posts would enhance capacity to provide a further 40 group spaces a week, as detailed in paragraph 4.6 of the report. In addition to enhancing the supervisor establishment, consideration had been given to the impact additional case management tasks, which were associated with increased placement activities, would have, as detailed in paragraphs 4.8 and 4.9 of the report. Those tasks would be carried out by Social Work Assistants and the creation of additional 1.5 FTE Social Work Assistant posts to the establishment would help to support the distribution of caseload management. 7
Page 8
In addition, JSW Services was embarking on the implementation of the JSW MAPPA team as part of the JSW re-design, which was outlined in the report presented to the Committee on 22 May 2024. An analysis of current service user caseload and a review of caseload complexity, in line with Social Work Scotland’s ‘Setting the Bar 2022 Review of Manageable Caseloads for Social Workers’, had been undertaken, as detailed in paragraphs 5.2 and 5.3 of the report. Through scoping work undertaken, tasks had been identified that would require to be undertaken at Team Leader grade, as detailed in paragraphs 5.5 and 5.6 of the report. To ensure the needs of the JSW MAPPA team were met, it was proposed that 1 FTE Team leader post be added to the establishment. In summary, it was proposed that the following posts be added on a permanent basis to the Social Work Resources’ establishment, as detailed in section 6 of the report:- 1.5 FTE post of Unpaid Work Supervisor on Grade 2, Level 3, SCP 46-48 (£38,388 to £39,490) 1.5 FTE post of Social Work Assistant on Grade 2, Level 2 to 4, SCP 39-57 (£35,714 to £44,672) 1 FTE post of Team Leader on Grade 3, Level 8, SCP 79-80 (£60,360 to £61,275) The cost of the posts was £0.188 million and would be funded from the recurring additional Section 27 ring-fenced funding of £0.6 million which had been provided in 2024/2025 to support the expansion of JSW Services. Officers responded to a member’s questions in relation to recruitment to the 4 FTE posts. The Committee decided: (1) that the contents of the report be noted; and (2) that the addition of 4 FTE posts to the establishment within the Unpaid Work Service and the Justice Social Work MAPPA (JSW MAPPA) team, as detailed in section 6 of the report, be approved. [Reference: Minutes of 22 May 2024 (Paragraph 8)] 8 Sustaining Social Work Children And Families Services: Budget Recovery Update A joint report dated 11 October 2024 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care was submitted providing an update on actions outlined within the Children and Families Budget Recovery Plan. Appendix 1 to the report provided details on the breakdown of the Children and Families budget for 2024/2025 and the projected pressures of £10.6 million that had continued into 2024/2025. The report provided an update on the actions being taken to address the recurring budget gap going forward. Social Work Resources and Finance and Corporate Resources had been working closely to identify options for bringing spending in line with the allocated budget and included:- commissioning a new Intensive Family Support Service (IFSS) to address high-cost residential placements and reduce reliance on future placements, as detailed in section 5 of the report the Transition to Independent Living Programme, in partnership with Barnardo’s, with a grant awarded over 2 years from The Big Lottery, as detailed in section 6 of the report 8
Page 9
The Head of Children and Justice Services responded to members’ questions on various aspects of the report and, where information was not immediately available, undertook to provide this to the relevant members. The Committee decided: (1) that the update on the commissioning of an Intensive Family Support Service (IFSS) be noted; and (2) that the Transition to Independent Living Programme be noted. [Reference: Minutes of 21 August 2024 (Paragraph 9)] 9 Section 11 Bail and Release from Custody Act 2024 – Provision for Emergency Release from Custody A report dated 10 October 2024 by the Director, Health and Social Care was submitted providing an update on the release planning arrangements of Section 11 Bail and Release from Custody Act 2024 and the proposed bill for early release of certain short term prisoners. 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. The Cabinet Secretary had presented a proposal paper to the Scottish Parliament on 29 May 2024 which outlined the emergency circumstances related to prison population and a plan to release a number of people in line with the criteria. This was approved and arrangements were set out in a letter by the Director of Justice on 29 May 2024 which was attached as an appendix to the report. The release began on 26 June 2024 and ran until 25 July 2024. Detailed information on the implementation arrangements was provided at section 4 of the report. On 11 September 2024, the Scottish Prison Service confirmed that the population numbers were 8,241 compared to 8,232 as of 25 June 2024 prior to emergency release. On 10 October 2024, the Cabinet Secretary for Justice and Home Affairs delivered a statement to the Scottish Parliament stating that actions were required to work towards a sustained reduction in the prison population in the immediate and longer-term. This included the Scottish Government’s intention to introduce primary legislation to bring forward the point of release for some short-term prisoners, as detailed in paragraph 5.1.3 of the report. Scoping work would be undertaken by Community Justice partners to understand the financial and resource implications. Officers responded to members’ questions in relation to financial and resource implications for the Council of the September 2024 announcement, noting that further information was required from the Scottish Government prior to necessary scoping work being undertaken by Justice partners, locally and nationally. Once further information was available from the Scottish Government, the Director, Health and Social Care undertook to liaise with the Chair and Depute of this Committee and of the Housing and Technical Resources Committee, with direction from the Chief Executive, to establish where a further update report should be considered. The Committee decided: that the contents of the report be noted. [Reference: Minutes of 21 August 2024 (Paragraph 9)] 9
Page 10
10 Consultation on Children’s Hearing Redesign – Policy Proposals A report dated 11 October 2024 by the Director, Health and Social Care was submitted on the Council’s response to the Scottish Government’s consultation on the Children’s Hearing Redesign – Policy Proposals. In May 2023, the “Hearings for Children: The report of the Hearings System Working Group” (HSWG) was published, which set out a package of reforms aimed at ensuring better support for children in need of care and protection. The Scottish Government had also published the Children’s Hearing Redesign consultation in order to consider what changes to the law would be required to enable and support the redesign of the Children’s Hearings System. The consultation was published on 26 July 2024 and responses were sought by 28 October 2024. The consultation had been the subject of detailed consideration by both Social Work Resources and Legal Services, with officers supportive of the overall proposals presented. The response was discussed with the Chair and Depute Chair of the Committee prior to submission by 28 October 2024. An extract of the online consultation response was provided in the appendix to the report. The Head of Children and Justice Services responded to members’ questions on various aspects of the report. The Committee decided: (1) that the contents of the report be noted; and (2) that the Council’s response to the Scottish Government’s consultation on the Children’s Hearing Redesign – Policy Proposals, following consultation with the Chair of Social Work Resources Committee, submitted by the deadline date of 28 October 2024, be noted. Councillor Nelson joined the meeting during this item of business 11 Urgent Business There were no items of urgent business. 10
Page 11
Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 29 January 2025 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 1 November 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 third 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 1 November 2024 within the Resource budget and reflects the expected outturn forecast on expenditure and income at this date. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. As at 1 November 2024, the Resource’s projected outturn position for 2024/2025 is a breakeven position. This is outlined in Appendix A. 5.2. The position reported at Period 8 across Children and Families, Justice and Performance and Support Services is breakeven. The forecast underspends in Justice and Performance and Support will facilitate a potential transfer to reserves for Children and Families Services at the year end, that will be confirmed and reported as 3 11
Page 12
part of the Probable Outturn exercise. This transfer has been assumed in the reported position against Children and Families. 5.3. Children and Families: As reported previously, the Resource is working towards managing the budget pressures in Children and Families in 2024/2025 and 2025/2026. Regular updates on the Budget Recovery Actions have been provided to Members and a further update is covered 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. 7.2. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the new forecasting within FUSION and work within the Resource and the finance teams, ensures early warning for corrective action to be taken where appropriate. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and, therefore, no impact assessment is required. 8.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 7 January 2025 Link(s) to Council Values/Objectives Accountable, Effective, Efficient and Transparent Previous References List of Background Papers Financial Ledger and budget monitoring results to 1 November 2024 12
Page 13
Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Kathleen Gowrie, Finance Manager Ext: 2601 (Tel: 01698 452601) Email: Kathleen.Gowrie@southlanarkshire.gov.uk 13
Page 14
Appendix A Revenue Budget Monitoring Report Social Work Resources Committee: Period 8 Ended 1 November 2024 (No. 8) 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 5,806 5,649 157 2.70% 2,933 Children and Families Services 48,199 48,801 (602) (1.25%) 26,909 Adult and Older People Services 180,460 180,460 0 0.00% 102,538 Justice Services 735 290 445 60.54% 817 Net Controllable Exp. 235,200 235,200 0 0.00% 133,197 Service Heading Explanation for significant projected outturn variances Performance and Support Services The projected year end variance is a result of vacancies that are being actively recruited. Children and Families Services Before the transfer to reserves in section 5.2 the project year end variance was breakeven. There are projected overspends in residential schools, fostering adoption, kinship care and transport and these have been funded in part from the non-recurringly 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. The position above includes the assumed transfer to reserves. Adult and Older People Services The Probable Outturn exercise will be concluded shortly which will confirm the projected year end variance. Overall there is no projected year end variance, however, underspends are expected within employee costs due to vacancies, utilities and direct payments. These are offset by pressures arising from increasing demands for services. Justice Services The projected year end variance is due to vacancies that are being actively recruited. 14
Page 15
Appendix B Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 1 November 2024 (No.8) Social Work Resources Summary Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 110,305 108,859 1,446 Under 14.26% 59,808 Property Costs 3,976 3,800 176 Under 0.53% 2,186 Supplies & Services 5,759 5,830 (71) Over (28.12%) 3,326 Transport & Plant 4,304 5,248 (944) Over (60.02%) 700 Administration Costs 1,575 1,786 (211) Over (50.60%) 360 Payments to Other Bodies 25,420 24,949 471 Under 2.02% 13,589 Payments to Contractors 148,322 148,489 (167) Over (2.13%) 77,275 Transfer Payments 3,603 4,782 (1,179) Over (367.91%) 3,059 Financing Charges 393 395 (2) Over 4.35% 19 Total Controllable Exp. 303,657 304,138 (481) Over (0.16%) 160,322 Total Controllable Inc. (68,457) (68,938) 481 Under (15.30%) (27,125) Net Controllable Exp. 235,200 235,200 0 - 0.00% 133,197 Variance Explanations Variance explanations are shown in appendices C-F as appropriate. Budget Virements Budget virements are shown in appendices C-F as appropriate. 15
Page 16
Appendix C Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 1 November 2024 (No.8) Children and Families Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 18,253 17,729 524 Under 2.87% 10,023 1, a Property Costs 524 524 0 - (0.00%) 328 Supplies & Services 583 582 1 Under 0.17% 248 Transport & Plant 674 774 (100) Over (14.84%) 326 2 Administration Costs 332 332 0 - (0.00%) 77 Payments to Other Bodies 10,610 10,447 163 Under (1.54%) 5,863 3 Payments to Contractors 15,174 15,517 (343) Over (2.26%) 7,981 4, a Transfer Payments 3,590 4,746 (1,156) Over (32.20%) 3,036 5 Financing Charges 19 19 0 - 0.00% 3 Total Controllable Exp. 49,759 50,670 (911) Over (1.83%) 27,885 Total Controllable Inc. (1,560) (1,869) 309 Over (19.81%) (976) 6 Net Controllable Exp. 48,199 48,801 (602) Over -1.25% 26,909 Variance Explanations 1. This underspend is a result of social worker vacancies that are actively being recruited. 2. This overspend reflects the requirement for transport for both children in the community and looked after children. 3. This underspend is in part a result of the budget recovery plan within the Children & Families Service and, a reduction in the number of supported carers. This underspend is offset in part by the increased demand for adoption allowances and fostering placements. 4. This position includes an assumed transfer to reserves at year end. 5. This overspend is a result of increasing demand for kinship care. 6. This over recovery 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. Incorporation of Living Wage funding 2024/2025. Net effect £1.212m: Payment to Contractor £1.212m. 16
Page 17
Appendix D Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 1 November 2024 (No.8) Adults and Older People Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 80,134 79,911 223 Under 0.28% 43,595 1, a, b Property Costs 2,767 2,584 183 Under 6.61% 1,419 2, a Supplies & Services 4,954 5,004 (50) Over (1.01%) 2,988 a, b, c Transport & Plant 3,268 4,091 (823) Over (25.18%) 296 3, a Administration Costs 417 628 (211) Over (50.60%) 148 a Payments to Other Bodies 14,003 13,681 322 Under 2.30% 7,416 4, a, d Payments to Contractors 133,148 132,972 176 Under 0.13% 69,293 5, a Transfer Payments 7 27 (20) Over (285.71%) 14 Financing Charges 46 48 (2) Over (4.35%) 7 a Total Controllable Exp. 238,744 238,946 (202) Over (0.08%) 125,176 Total Controllable Inc. (58,284) (58,486) 202 Over (0.35%) (22,638) 6, a, c, d Net Controllable Exp. 180,460 180,460 0 - 0.00% 102,538 Variance Explanations 1. This underspend is a result of vacancies mainly within Social Workers and Home Carers that are being actively recruited. 2. This underspend relates to utility costs which are less than budgeted. 3. The projected overspend reflects the current spend on Fleet buses, however, an action plan is in place to reduce spend. This will continue to be monitored. 4. This underspend reflects the current demand for Direct Payments. 5. This underspend is a reflects the timing of service provision for transition cases. The funding is required in full next financial year. 6. The over recovery of income relates to non-recurring income from service users in respect of prior year care costs being higher than budgeted. Budget Virements a. IJB Financial Plan 2024/2025 – Net effect: £nil: Employee Costs (£1.660m), Property Costs (£0.279m), Supplies and Services (£0.172m), Transport & Plant (£0.001m), Administration Costs (£0.007m), Payment to Other Bodies (£0.007m), Payment to Contractor £0.540m, Finance Charges £(£0.003m), Income £1.589m. b. Realignment of Assistive Technology budget to reflect service delivery. Net effect £nil: Employee Costs £0.118m, Supplies and Services (£0.118m). c. Realignment in relation to the Scheme of Assistance funding. Net effect £nil, Supplies and Services (£0.100m), Income £0.100m. d. Realignment to reflect change in funding arrangements of Social Care projects. Net effect £nil: Payment to Other Bodies (£0.650m), Income £0.650m. 17
Page 18
Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 1 November 2024 (No.8) Performance and Support Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 4,791 4,601 190 Under 3.97% 2,528 1 Property Costs 598 600 (2) Over (0.33%) 362 Supplies & Services 143 144 (1) Over (0.70%) 48 Transport & Plant 257 257 0 - 0.00% 6 Administration Costs 278 278 0 - 0.00% 81 Payments to Other Bodies 37 37 0 - 0.00% 3 Payments to Contractors 0 0 0 - 0.00% 1 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 319 319 0 - 0.00% 8 Total Controllable Exp. 6,423 6,236 187 Under 2.91% 3,037 Total Controllable Inc. (617) (587) (30) Under 4.86% (104) Net Controllable Exp. 5,806 5,649 157 Under 2.70% 2,933 Variance Explanations 1. This underspend is due to vacancies that are being actively recruited. Budget Virements a. None. 18
Page 19
Appendix F Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 1 November 2024 (No.8) Justice Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 7,127 6,618 509 Under 7.14% 3,662 1, a Property Costs 87 92 (5) Over (5.75%) 77 Supplies & Services 79 100 (21) Over (26.58%) 42 Transport & Plant 105 126 (21) Over (20.00%) 72 Administration Costs 548 548 0 - 0.00% 54 Payments to Other Bodies 770 784 (14) Over (1.82%) 307 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 6 9 (3) Over (50.00%) 9 Financing Charges 9 9 0 - 0.00% 1 Total Controllable Exp. 8,731 8,286 445 Under 5.10% 4,224 Total Controllable Inc. (7,996) (7,996) 0 - 0.00% (3,407) a Net Controllable Exp. 735 290 445 Under 60.54% 817 Variance Explanations 1. This underspend is a result of vacancies that are being actively recruited. Budget Virements a. Budget reduction to reflect funding arrangements of Throughcare Services. Net effect: £nil, Employee Costs (£0.196m), Income £0.196m. 19
Page 20
20
Page 21
Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 29 January 2025 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:- [purpose] provide information on the progress of the capital programme for Social Work Resources for the period 1 April to 1 November 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 third 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 in June 2024. There has been no change to this budget since the last report to this Committee. 3.3. The report details the financial position for Social Work Resources in Appendix A. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. 2024/2025 Budget As detailed in Section 3.2, the revised capital programme for Social Work Resources for 2024/25 is £1.027 million. 5.2. 2024/2025 Forecast Appendix A shows a forecast for the financial year of £1.027 million. For information, actual expenditure to 1 November 2024 is £0.456 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. 4 21
Page 22
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. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director, Finance and Corporate Resources Professor Soumen Sengupta Director, Health and Social Care 6 January 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 26 June 2024 List of Background Papers ▪ Financial ledger to 1 November 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 22
Page 23
Appendix A South Lanarkshire Council Capital Expenditure 2024-2025 Social Work Resources Programme For Period 1 April 2024 – 1 November 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 - 142 Swis Plus Replacement 733 - - 733 733 - 314 TOTAL 1,027 - - 1,027 1,027 - 456 23
Page 24
24
Page 25
Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 29 January 2025 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources – Workforce Monitoring – October and November 2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for October and November 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 October and November 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 14 September 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 October to November 2024. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of November 2024 for Social Work Resources. The Resource absence figure for November 2024 was 8.7%, this figure has increased by 0.1% when compared to last month and is 1.8% higher than the Council-wide figure. Compared to November 2023, the Resource absence figure has increased by 0.9%. Based on the absence figures at November 2024 and annual trends, the annual average absence for the Resource for 2024/2025 is 8.0%, compared to a Council- wide average figure of 5.7%. 5 25
Page 26
Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health overall, 341 referrals were made this period. This represents an increase of 97 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 8 accidents/incidents recorded within the Resource this period. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 6 disciplinary hearings were held within the Resource, this figure is unchanged when compared to the same period last year. No appeals were heard by the Appeals Panel, this figure remains the same when compared to the same period last year and no appeals panels were pending. Two grievance hearings took place within the Resource, this figure has increased by 2 when compared to the same period last year. Two Dignity at Work complaints were raised within the Resource, this figure has increased by 2 when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There were a total of 18 leavers this period eligible for an exit interview. This figure has decreased by 14, when compared with the same period last year. 8 exit interviews were conducted in this period. 5. Staffing Watch (Appendix 3) 5.1. There has been an increase of 91 employees in post from 11 June 2024 to 14 September 2024. 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. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 26
Page 27
10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 8 January 2025 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 – 30 October 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 27
Page 28
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 6.5 July 11.8 8.8 11.2 July 7.9 6.5 8.0 July 4.6 3.8 4.1 August 6.0 4.8 6.9 August 10.8 8.6 11.4 August 7.5 6.0 8.4 August 4.4 4.1 4.7 September 5.9 5.6 7.2 September 9.6 9.3 12.0 September 7.1 6.8 8.8 September 5.4 5.3 6.1 October 5.8 6.5 7.5 October 10.4 8.5 11.0 October 7.3 7.1 8.6 October 5.8 5.1 6.0 November 6.0 7.3 8.1 November 10.4 9.0 10.0 November 7.4 7.8 8.7 November 6.5 6.2 6.9 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 6.9 Annual Average 11.0 9.1 10.2 Annual Average 7.6 7.2 8.0 Annual Average 5.7 5.4 5.7 Average Apr-Nov 5.9 5.9 6.8 Average Apr-Nov 10.9 8.8 10.4 Average Apr-Nov 7.5 6.8 8.0 Average Apr-Nov 5.4 4.9 5.4 1802 1021 2823 15836 Appendix 1 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Social Work Resources APT&C Council WideResource TotalManual Workers No of Employees at 30 November 2024 No of Employees at 30 November 2024 No of Employees at 30 November 2024 No of Employees at 30 November 2024 28
Page 29
Oct - Nov Oct - Nov 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 93 90 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 3 TOTAL 244 341 Oct - Nov Oct - Nov 2023 2024 Specified Injuries* 0 0 Over 7 day absences 0 1 Over 3 day absences** 2 0 Minor 9 3 Near Miss*** 0 2 Violent Incident: Physical**** 11 1 Violent Incident: Verbal***** 0 1 Total Accidents/Incidents 22 8 Oct - Nov Oct - Nov 2023 2024 Total Number of Hearings 6 6 Time Taken to Convene Hearing October - Oct to Nov 2024 0-3 Weeks 4-6 Weeks Over 6 Weeks 0 3 3 Oct - Nov Oct - Nov 2023 2024 Number of Grievances 0 2 Still in Progress 0 2 Oct - Nov Oct - Nov 2023 2024 Number of Incidents 0 2 Still in Process 0 2 *A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE. **Over 3 day / over 7day absence is an injury sustained outwith specified injury category that results in a period of absence of absence as defined by the HSE. ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7- day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures. 9 79 85 95 CAUSE OF ACCIDENTS/INCIDENTS Appendix 2 SOCIAL WORK RESOURCES 57 74 ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS RECORD OF DIGNITY AT WORK ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different 29
Page 30
Oct - Nov Oct - Nov 2023 2024 Career Advancement 5 3 Moving outwith area 1 2 Personal Reasons 2 0 Travelling difficulties 1 1 Other 1 2 Number of Exit Interviews conducted 10 8 Total Number of Leavers Eligible for Exit Interview 32 18 Percentage of interviews conducted 31% 44% ANALYSIS OF REASONS FOR LEAVING Appendix 2a SOCIAL WORK RESOURCES 30
Page 31
As at 14 September 2024 Total Number of Employees F/T P/T F/T P/T 194 225 964 1397 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 332.61 1455.57 508.52 64.77 33.51 0.00 1.00 0.00 2398.98 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 3.00 323.31 1441.76 494.47 59.30 32.91 0.00 0.00 0.00 2354.75 Appendix 3 JOINT STAFFING WATCH RETURN SOCIAL WORK RESOURCES *Full - Time Equivalent No of Employees Salary Bands 2780 MALE FEMALE TOTAL Salary Bands MALE FEMALE TOTAL 2689 *Full - Time Equivalent No of Employees 31
Page 32
32
Page 33
Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 29 January 2025 Report by: Director, Health and Social Care Subject: Social Work Resource Plan: Quarter 2 Progress Report 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- provide the Social Work Resource Plan Quarter 2 Progress Report 2024/2025 for the period 1 April 2024 to 30 September 2024 [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendations:- [ (1) that the Social Work Resource Plan Quarter 2 Progress Report 2024/2025, as summarised in paragraph 5.2 and attached as Appendix 2 of the report, be noted; (2) that the key achievements made by the Resource to date, as detailed in paragraph 5.3 of the report, be noted; and (3) that the areas for improvement and associated management actions, as detailed in paragraph 5.4, of this report, be noted. 3. Background 3.1. The Social Work Resource Plan 2024/2025 was approved by the Committee on 22 May 2024, and sets out the outcomes, measures and actions to be managed and delivered by the Resource for the financial year 2024/2025. 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 2024/2025 4.1. The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2024/2025. These are detailed in Appendix 1. 5. Quarter 2 Progress Report 2024/2025 5.1. Progress against all Resource Plan measures is contained in the Quarter 2 Progress Report 2024/2025, attached as Appendix 2. This report has been produced from the 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: 6 33
Page 34
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’ and/or ‘amber 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. Status Measures Statistical Project Total % Blue 0 0 0 0% Green 10 7 17 63% Amber 1 0 1 4% Red 3 1 4 15% Report later/Contextual 0 5 5 18% Totals 14 13 27 100% (Data correct 24 October 2024) 5.3. Key achievements for 2024/2025, to date, are noted below:- Connect Outcome Communities and Environment Resource Outcome Achievement Strengthen engagement with service users and carers Recent statistics from Care Opinion have shown that, in its early stages, the SLUHSCP has far exceeded the national average of stories received, with record levels of engagement. In the first quarter of 2024/2025, SLUHSCP received 171 Care Opinion stories from members of the public, with 92% providing positive feedback. In quarter 2, levels of engagement remained high and SLUHSCP received 188 stories from service users, patients, their families and carers. Connect Outcome Health and Wellbeing Resource Outcome Achievement Continue to support carers good health and wellbeing alongside their caring role. In quarter 1, Lanarkshire Carers identified 327 new carers, an increase of 29% from 254 new carers in same period of 2023/2024. Additionally, 408 Adult Carer Support Plans 34
Page 35
were completed, a significant increase of 98% compared to 206 in same period 2023/2024. Care and protect children, young people and adults from risk of harm As at 30 September 2024, there were a total of 704 Looked After Children, 631 (90%) of whom were looked after in a community-based setting. This position has been consistent since 1 April 2021, reflecting South Lanarkshire’s commitment to shift the way care is delivered to Looked After Children with continued support to children and young people within the community. 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 In May 2024 the Cabinet Secretary for Justice and Home Affairs delivered a statement to the Scottish Parliament that Scottish Prison Service (SPS) prisoner population levels were no longer manageable and presented a proposal outlining the emergency circumstances and a plan to release a number of people in line with agreed criteria. The release began on 26 June 2024 and ran until 25 July 2024. In South Lanarkshire, all appropriate persons were screened for adult and child protection concerns by Social Work; and all individuals received a housing interview and were supported with accommodation. Promote early intervention and prevention to achieve healthy, active lives and reduce inequalities The Family Support Hub Annual report covering period September 2023 to September 2024 shows that 75% of new referrals to Children and Families Social Work were dealt with by the Family Support Hubs this year. This is a 14% increase from previous year. A Parenting Support Group Work Pathway has been successfully implemented with key partners to ensure a coordinated approach to supporting parents through a range of evidence-based programmes and locally developed engagement programmes based on Getting it Right for Every Child principles. Connect Outcome Children and Young People Resource Outcome Achievement Improve the health and wellbeing of children, young people and families The Care and Justice (Scotland) Act 2024 has ceased the detention of under 18 year old people in adult custody (Scottish Prison Service). Those sentenced or remanded will now be held and cared for in secure accommodation. South Lanarkshire Children and Justice 35
Page 36
Services did not require to transition directly from the Scottish Prison Service for any under 18’s through this provision over Quarter 1 or 2. Ongoing processes are in place to provide a secure placement for those requiring to be remanded or sentencing via South Lanarkshire Children and Families Services in partnership with the Scottish Courts and Tribunal Services. 5.4. Areas for improvement Measures that have been classified as ‘red’ (not on course to achieve target or major slippage) or ‘amber’ (minor slippage against timescale or shortfall against target) are noted below, together with the reason why, and the management action now being taken, where required. Measure Comments/Progress Action by Manager (where applicable) Percentage of reports submitted to the Children’s Reporter within agreed timescales The year-to-date performance is 55% against a 75% annual target. In quarter 2, 52% (43 out of 83) of reports submitted to SCRA were submitted within timescales. This shows a decrease in performance from 58% in quarter 1. To address this, monthly meetings are now taking place with locality Fieldwork Managers and representatives from the Scottish Children's Reporters Administration, providing an opportunity for the Reporter to flag up reports early. Further actions taken to address improvement include early tracking of reports by Service Managers, and improved staffing levels which has been a locality improvement activity for all front-line managers in Children and Families services. We anticipate that the measures taken will support improved performance in the next quarter. Percentage of people on CPO unpaid work requirement seen within five working days by their case manager. In the year to date, 96% (334 out of 347) of orders have been inducted, whilst 4% remain outstanding. 70% (243 out of 347) of those orders were inducted within timescale, against a 75% annual target. Late and not seen reasons include service users not attending scheduled appointment, illness, paid employment or a return to custody. In quarter 2, 67% (113 out of 169) Community Payback Orders with an Unpaid Work requirement were inducted within 5 working days, which is a decrease in performance from In quarter 2, 50% (85 of 169) of Unpaid Work requirements were level 1 orders, an increase from 42% (75 of 178) in quarter 1. A justice social work report is not requested by the court prior to Level 1 orders commencing and therefore the service is unable to engage with the service user before court appearance or monitor their outcomes in court. A text reminder service has been implemented for all unpaid work service users to encourage attendance at 36
Page 37
Measure Comments/Progress Action by Manager (where applicable) 73% in quarter 1. unpaid work. This is 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 the year to date, 68% (236 out of 347) orders commenced within timescales. In quarter 2, 65% (110 out of 169) Community Payback Orders with an Unpaid Work requirement commenced within 7 working days, this is a decrease in performance from 71% in quarter 1. Percentage of care at home hours reduced through Home Assessment Team intervention. Since April 2024, 419 care episodes have been successfully completed, with care packages being reduced by 28%. In quarter 2, 200 care episodes were successfully completed, with care packages being reduced by 28% when comparing hours required at start of intervention to end. This is an increase in performance from 27% in quarter 1. The number of completed episodes decreased by 6% from 212 episodes in quarter 1. The service has again seen an increased number of service users with more complex needs over the quarter. This has resulted in reduced opportunities for reablement and rehabilitation with service users and has subsequently led to a reduction in the hours reduced at the end of the Home Assessment journey. A revised eligibility criteria is currently being finalised to maximise the potential benefits for service users. Implement the new Social Work IT system by October 2024. The Social Work case management system replacement project is now working to a revised implementation date. The additional time will take into consideration the complexities around the finance systems, data migration, data quality and ensure sufficient testing is undertaken. To date significant progress has been made as the project continues to progress with the implementation. A fully comprehensive familiarisation and training plan is in place. In addition, business change processes are in place to support all services at go live. 6. Employee Implications 6.1. 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. 7. Financial Implications 7.1. 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. 37
Page 38
8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change or environmental implications as a result of this report. 8.2. 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 2024/2025. 9. Other Implications 9.1. 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. 9.2. 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. 10. Integrated Impact Assessment and Consultation Arrangements 10.1. 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 impact assessment. Professor Soumen Sengupta Director, Health and Social Care 24 December 2024 Link(s) to Council Values/Priorities/Outcomes The Resource Plan has been structured upon the Vision, Values and Outcomes in the Council Plan Connect 2022 to 2027 Previous References Social Work Resources Plan 2024/2025 –Social Work Resources Committee - 22 May 2024 List of Background Papers Council Plan Connect 2022 to 2027 –South Lanarkshire Council on 15 June 2022 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 38
Page 39
Appendix 1 Social Work Resource Objectives 2024/2025 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 39
Page 40
40
Page 41
IMPROVe - SLC Performance Management System Report printed on 24 Dec 10:15 Quarter 2 : April 2024 - September 2024 South Lanarkshire Council Social Work Resource Plan (This represents the cumulative position to September 2024) Performance Report 2024-25 Appendix 2 6 41
Page 42
IMPROVe - SLC Performance Management System Report printed on 24 Dec 10:15 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Green Amber Red Report later / Contextual Total Communities and Environment 1 0 0 0 1 Education and Learning 0 0 0 0 0 Health and Wellbeing 9 1 3 0 13 Children and Young People 0 0 0 0 0 Housing and Land 0 0 0 0 0 Our Economy 0 0 0 0 0 Delivering the plan and achieving best value 0 0 0 0 0 Total 10 1 3 0 14 Page 1 42
Page 43
IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Communities and Environment Social Work Resources embeds sustainable development across services Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Evidence the use of recycled stock as a percentage of all Equipu activity. To date, 522 items have been recycled (27%) from a total of 1,959 items, with 281 of those items recycled in quarter 2. Since April 2024, 522 (27%) items from a total of 1,959 have been recycled, with 281 of those items recycled in quarter 2. Performance remains on track to achieve the annual target. People are encouraged to return all previously issued equipment to ensure recycled items are available to select as first choice and the measure remains above target. Green 10% 27% 0% 0% 155,580% Health and Wellbeing Care and protect children, young people and adults from risk of harm Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of parental attendance at initial Child Protection Planning meetings. To date there has been 95% parental attendance at initial Child Protection Planning meetings, and performance remains on target for the remainder of this year. Parents will continue to be encouraged to attend all Children Protection meetings. This will be revisited at Locality Team meetings to ensure a focus remains on familial participation. Green 85% 95% ------ 89% 89% Percentage of children seen by a supervising officer within 15 days. The year to date position of 91% continues to exceed the annual target. Performance improved during quarter 2 reaching 100% from 83% in quarter 1. Green 75.0% 91.0% 94.0% 89.0% 57.0% Page 2 43
Page 44
IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing Care and protect children, young people and adults from risk of harm Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of reports submitted to the Children’s Reporter within agreed timescales. The percentage of reports submitted to the Children's Reporter within timescale remains under target at 55%. Increased monitoring and regular meetings with the Scottish Children's Reporters Administration aims to improve performance for the remainder of this year to bring it into line with the 75% annual target. Red 75.0% 55.0% 82.0% 77.0% 53.0% Percentage of our care experienced children and young people accommodated in residential placements. As at 30 September 2024, there were a total of 708 Looked After Children, 637 (90%) were looked after in a community setting and 71 (10%) were looked after in a residential setting including local authority houses, secure accommodation and residential schools, this position has been maintained since 2021. This reflects South Lanarkshire’s commitment to shift the way care is delivered to Looked After Children, with continued support to children and young people within the community. Green 10.0% 10.0% 10.0% 10.0% 10.0% Percentage of statutory supervising officer visits completed within timescale for local authority welfare guardianship orders. To date, there were a total of 125 local authority guardianship visits due with 91% (114) completed in time, exceeding the annual target. Performance reports remain available to the locality teams providing current performance levels. Green 75% 91% 94% 93% 94% Percentage of statutory supervising officer visits completed within timescale for private welfare guardianship orders. To date, there were a total of 1,294 private guardianship visits due with 84% (1,093) completed in time, exceeding the annual target. Performance reports remain available to the locality teams providing current performance levels. Green 75% 84% 95% 93% 92% Promote self-care and self-management Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of people participating in a co-produced SDS Assessment to exercise choice and control over their care. Since 1 April 2024, 1,762 co-produced assessments have been approved, with performance remaining on target. Green 3,000 1,762 0 ------ 3,459 Page 3 44
Page 45
IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing Promote self-care and self-management Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Increase number of people in receipt of options 1, 2 and 3 exercising choice and control over their care. To date, 4,862 have received self-directed support care packages, exercising choice and control over their care. This is a 13% increase from the quarter 1 position of 4,314 people and suggests the service is on track to meet the annual 10% target. Green 10% 13% 0% 0% 0% Increase spend on adults in receipt of option 1, 2 and 3 payments. The current annual commitment for adults in of self-directed support care packages is £80.6m. This is 13.8% increase from the quarter 4 position of £70.8m, the service is on track to meet the annual 10% target, as some services will end, decrease or increase throughout the course of the year. Green 10% 14% 0% 0% 0% Page 4 45
Page 46
IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing 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 Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of people on CPO unpaid work requirement seen within five working days by their case manager. In the year to date, 70% (243 out of 347) orders were inducted within timescales, remaining below the 75% annual target. Performance declined at quarter 2 (67%) from the previous quarter (73%). This could be attributed to a 5% increase from quarter 1 (75 to 85) in the number of level 1 orders issued by the court where there is no social work involvement prior to the order commencing. Currently, 96% (334 out of 347) of orders have been inducted, whilst 4% remain outstanding. Late and not seen reasons include service users not attending scheduled appointment, illness, paid employment or a return to custody. A text reminder service has been implemented for all unpaid work service users to encourage attendance at unpaid work. This is supported by 4 weekly reviews for all non-attenders as standard, regardless of circumstances, to ensure robust management of the order(s). Red 75.0% 70.0% 68.0% 69.0% 72.0% Percentage of people starting their placement within seven days of a CPO unpaid work. In the year to date, 68% (236 out of 347) orders were inducted within timescales, remaining below the 75% annual target. Performance declined at quarter 2 (65%) from the previous quarter (71%). This could be attributed to a 5% increase from quarter 1 (75 to 85) in the number of level 1 orders issued by the court where there is no social work involvement prior to the order commencing. To date, 96% (334 out of 347) placements have commenced, whilst 4% remain outstanding. Late and not seen reasons include service users not attending scheduled appointment, illness, paid employment or a return to custody. A text reminder service has been implemented for all unpaid work service users to encourage attendance at unpaid work. This is supported by 4 weekly reviews for all non-attenders as standard, regardless of circumstances, to ensure robust management of the order(s). Red 75.0% 68.0% 65.0% 67.0% 70.0% Page 5 46
Page 47
IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing 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 Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of Justice Social Work reports submitted to Court by the due date. The year to date position of 96% currently exceeds the annual 95% target. Performance has remained stable during quarter 1 (96%) and quarter 2 (96%). Green 95.0% 96.0% 99.0% 98.0% 98.0% Help people to continue to live within their homes and communities through integrated community health and social care services Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of care at home hours reduced through Home Assessment Team intervention. To date, 419 care episodes have been successfully completed, with care packages being reduced by 28%, currently below the annual target of 30%. The service has seen an increased number of service users with more complex needs since April which has reduced opportunities for reablement and rehabilitation, and subsequently led to fewer hours reduced at the end of the Home Assessment journey. Work has been ongoing to revise the eligibility criteria for the service and some improvement in performance has been experienced from 27% in quarter 1 to 28% in quarter 2. Amber 30.0% 28.0% 0.0% 0.0% 0.0% Page 6 47
Page 48
Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Complete Green Amber Red Report later Total Communities and Environment 0 1 0 0 0 1 Education and Learning 0 0 0 0 0 0 Health and Wellbeing 0 5 0 0 5 10 Children and Young People 0 1 0 0 0 1 Housing and Land 0 0 0 0 0 0 Our Economy 0 0 0 0 0 0 Delivering the plan and achieving best value 0 0 0 1 0 1 Total 0 7 0 1 5 13 Page 7 48
Page 49
IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work Health and Wellbeing Community Justice Outcome Improvement Plan is progressed Action Measures Comments/ Progress Status Embed the national model for Community Justice with our partners in South Lanarkshire. Present a progress report on the priorities set out within the Community Justice Outcome Improvement Plan 2024-2029 by March 2025. Report to Committee to be provided in quarter 4. Report Later Contribute to a reduction of the national prison population through the use of SDS assessments and diversion from prosecution. Provide a report to Social Work Resources Committee on progress by March 2025. Key members of the South Lanarkshire Community Justice Partnership (CJP) have worked together to progress the early release of prisoners, following a decision by the Cabinet Secretary for Justice and Home Affairs in May 2024, to reduce prisoner population levels as they were no longer manageable. A report will be provided to Social Work Resources Committee in quarter 4. Report Later For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for thebenefits of all Action Measures Comments/ Progress Status Promote the use of alternatives to remand in South Lanarkshire. Provide a report to Social Work Resources Committee on the use of diversion from prosecution, SDS assessments, movement restriction conditions, restriction of liberty orders and bail supervision as alternatives to remand by March 2025. Report to Committee to be provided in quarter 4. Report Later Page 8 49
Page 50
IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work Health and Wellbeing Care and protect children, young people and adults from risk of harm Action Measures Comments/ Progress Status Monitor public protection activity. Report annually to the Community Planning Partnership on public protection activity. To be reported in quarter 4. Report Later Chief Social Work Officer to provide professional advice and guidance to the Council in accordance with legislative duties. Provide an annual report on key challenges, developments and improvements across Social Work including service quality, performance and delivery of statutory functions by September 2024. Report submitted to Scottish Government on 30 October 2024. Green Communities and Environment Strengthen engagement with service users and carers Action Measures Comments/ Progress Status Continue to support the culture where consultation and participation is part of the planning, development and delivery of all our services. Quarterly locality performance report on Care Opinion stories to support evaluation, consultation and engagement with service users and carers. South Lanarkshire University Health and Social Care Partnership has continued with the promotion of Care Opinion displaying the Care Opinion banner and materials at the Strategic Commissioning public engagement events as well as continuing to promote Care Opinion across Partnership forums and management meetings. In quarter 2, a total of 188 stories received from service users, patients, their families and carers. Green Page 9 50
Page 51
IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work Health and Wellbeing Work with our communities to deliver person-centred care and support Action Measures Comments/ Progress Status Ensure monitoring, compliance and control of delivered services Provide bi-annual reports to Social Work Committee on internal registered care services Report presented to Social Work Resources Committee on 21 August 2024, with further update planned for 26 March 2025. Green Continue to support carers good health and wellbeing alongside their caring role Action Measures Comments/ Progress Status Report on services and supports provided to adult carers by commissioned services. Provide quarterly reports to Senior Management Team and report to Social Work Resources Committee on the support and services provided by commissioned third sector organisations. Lanarkshire Carers continues to note increases in referrals. Self-referrals remain highest followed by Social Work and NHS Primary Care. In Q1 24/25 there were 387 new carers identified, 408 Adult Carer Support Plans undertaken, 1484 carers engaged and supported, and 6770 carers accessing services. The highest support needs identified as part of the Adult Carer Support Plan conversation are information and Advice, Short breaks, emotional support, and practical support. There were 36 Flexible Fund grants awarded (£15,325), 88 Creative Breaks applications (£33,002 )and 12 supermarket vouchers issued (£600). 301 Carers Cards were issued accessing carers to a range of additional discounts and opportunities. The service continues to look at innovative ways to support carers with the increasing workload for its staff. Green Disadvantaged people/groups are provided with access to timely support and interventions Action Measures Comments/ Progress Status Report on MAT Standards 6-10. Report to Social Work Resources Committee on the performance of MAT Standards 6-10. To be reported in quarter 4. Report Later Page 10 51
Page 52
IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work Children and Young People Improve the health and wellbeing of children, young people and families Action Measures Comments/ Progress Status Report on services and supports provided to young carers by commissioned services. Quarterly reports to Senior Management Team and a report to Social Work Resources Committee on the support and services provided by commissioned third sector organisations. Action for Children, Young Carers Service (YCS) continues to work in partnership with Social Work, Education, Schools and Universal Connections, Health colleagues and third sector organisations. The service provides regular highlight reports to the Carer Partnership Group. In quarter 1, 11 new referrals were received from a range of referral sources. There are 228 young carers registered with the service, 78 young people attend Universal Connection groups, 33 are directly supported by YCS staff with more intensive one to one support, 41 have support in place as and when they need it, and a number of young carers are also supported by Social Work staff. The service also supported 15 counselling appointments and advocacy for a young carer being a witness in court. The service applied to Lanarkshire Carers grant funding sources for £13,458 which supported young carers and their families with clothes, bedroom furniture, school materials and short breaks for families. Their social media pages are an important source of information and advice for children and families as well as a tool to raise awareness among professionals. Child and Families Services are undertaking a review of the service contract. Green Page 11 52
Page 53
IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work Health and Wellbeing Promote early intervention and prevention to achieve healthy, active lives and reduce inequalities Action Measures Comments/ Progress Status Deliver early intervention support through the locality Family Support Hubs. Strengthen GIRFEC Pathways across children’s services to deliver early family support by group work, parenting support and peer support. Strengthen the support pathway for vulnerable unborn babies and their families. Holistic family support continues to be delivered from the 4 community facing family support hubs in South Lanarkshire. 75% of new referrals to Children and Families Social Work were dealt with by the Family Support Hubs this year. This is a 14% increase from last year. A Parenting Support Group Work Pathway has been successfully implemented with key partners to ensure a coordinated approach to supporting parents through a range of evidence-based programmes and locally developed engagement programmes based on Getting it Right for Every Child principles. There has been an increase in participation from fathers this year both in the Dad’s Group and across the other programmes. The hubs have continued to build on their support to vulnerable parents by providing family group decision making during pregnancy. In line with the principles of ‘The Promise’, trauma-informed therapeutic support is available to children and their families and reflective practice is now embedded across all hubs to support the workforce and peer support is available for parents. Green Page 12 53
Page 54
IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 24 December 2024 Resource Plan actions and measures South Lanarkshire Council - Social Work Delivering the plan and achieving best value Digital and ICT services meet the needs of the council and its customers Action Measures Comments/ Progress Status Deliver the implementation programme to replace the existing Social Work IT system within timescale Implement the new Social Work IT system by October 2024. The Social Work case management system replacement project is now working to a revised implementation date. The additional time will take into consideration the complexities around the finance systems, data migration, data quality and ensure sufficient testing is undertaken. To date significant progress has been made as the project continues to progress with the implementation. A fully comprehensive familiarisation and training plan is in place. In addition business change processes are in place to support all services at go live. Red Health and Wellbeing Help people to continue to live within their homes and communities through integrated community health and social care services Action Measures Comments/ Progress Status Maintain the delivery of Care at Home support. Retender for Care at Home services. New tender and framework to be in place by 1 July 2024. Concluding procurement process for care at home services to ensure arrangements are in place. Two further phases of evaluation have now taken place. This has resulted in a total of 27 Care at Home Providers now being appointed to the Procured Services Arrangement. Phase 4 is currently open to applicants and will close on 31 July 2025. Green Page 13 54
Page 55
Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 29 January 2025 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:- [purpose] provide an update on risk management arrangements and the risk register for Social Work Resources. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the content 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 on an ongoing basis. 3.2. The purpose of the risk register is to ensure that Social Work Resources is fully aware of its top risks; that these risks are prioritised; and that controls are in place to eliminate or minimise the impact of the risks. 3.3. The Resource scores these risks in accordance with the Council scoring mechanism, based on likelihood and impact. This results in risks being scored between one and 25 (low – very high). 3.4. Risks are scored on their inherent score (risk if we do nothing) and their residual risk (risk after applying controls). 3.5. 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 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 7 55
Page 56
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 is provided with an update on the Council’s top risk register following the review and consultation process. 4.2. As previously indicated, all the risks on the Social Work Risk Register are reviewed regularly and the scoring revised - upwards or downwards, to reflect the impact of mitigating actions and/or changes in circumstances that may result in a different risk rating. An update is provided to each Social Work Resources Committee. The winter pressures risk has been escalated to a residual risk level of 20 due to the current and existing pressure on the hospitals in the health board area. The very high risks are summarised in the table below. Risk October January Residual Inherent Residual Inherent Winter pressures 16 20 20 25 Funding and budgetary pressures 16 20 16 20 Cost of living crisis 16 20 16 20 Council does not fully deliver the strategic outcomes required of the IJB as outlined in their Strategic Commissioning Plan 16 20 16 20 4.3. The Resource continues to consult on a regular basis to provide operational oversight of all risks impacting on the delivery of social care services. 4.4. 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. The top risks identified for the Resource, that is those that are residually scored as being very high, are attached at Appendix 1. Risks evaluated residually as being medium or low risk will be monitored to ensure that they continue to be adequately managed. 4.5. Whilst these top risks are the primary focus of the Resource, there is a wider suite of areas that are also subject to proportionate monitoring, mitigation and review (Appendix 2). The Resource continues to monitor these risks and contribute to by way of mitigation, some of which are wider organisational risks that require all departments of the council to respond to by working together corporately. 4.6. Table 1 below shows Social Work Resources risk heat map, that is, it details the total number of risks for each individual residual risk score. Table 2 below notes the overall risk profile for Social Work Resources. Table 1 – Social Work Resources Risk Heat Map Likelihood 5 Almost Certain 1 4 Likely 1 3 3 Possible 2 10 2 Unlikely 1 1 Rare 1 Negligible 2 Minor 3 Moderate 4 Major 5 Catastrophic 56
Page 57
Impact Table 2 – Social Work Resources Risk Profile Risk Category Risk Rating Number of residual risks Percentage of residual risks 1 Very high 4 22 2 High 14 78 3 Medium 0 4 Low 0 18 5. Employee Implications 5.1. Time will be required by the Resource Risk Management Group in the management of the Resource Risk Register and Risk Control Plan. 6. Financial Implications 6.1. There are no direct financial implications associated with the Resource’s top risks. There are a number of proposed risks which are classified under the heading of financial. Where this is the case, the appropriate controls and actions have been included in the risk control cards and progress will be monitored. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1. Failure to demonstrate that risk is actively considered and managed cannot only lead to avoidable financial loss but could also affect delivery of services and could affect the Resources’ reputation. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Professor Soumen Sengupta Director, Health and Social Care 6 December 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective and efficient Previous References Social Work Resources Committee – 30 October 2024 57
Page 58
List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Cunningham, Head of Commissioning and Performance Ext 3704 (Tel: 01698 453704) Email: craig.cunningham@lanarkshire.scot.nhs.uk 58
Page 59
Social Work Resources Risk Register Extract of risk with residual score category of very high Appendix 1 Risk Category Key Risk Residual Risk Score Sample of Controls Inherent Risk Score 1 Very high (15-25) Winter pressures Description There is a risk that social care services are unable to sufficiently respond to the dual impact of managing existing demand and the additional services pressures associated with seasonal winter demand Very high 20 • Whole system winter plan 2024/2025 presented to Social Work Committee with learning actions included from debrief of winter plan 2023/2024 • Operational monitoring of pressures on a daily and weekly basis and where required, prioritise resources to areas of most need. Very high 25 2 Very high (15-25) Funding and budgetary pressures Description • Social Work Resources fails to modernise and transform services to manage service demand pressures resulting in a budget deficit, compromising the delivery of statutory functions and the requirement to set a balanced budget. • Significant cost pressures in Children and Family services in relation to residential placements, fostering and kinship care. Very high 16 • Active management of budget pressures in Children and Families in 2024/2025 and overall, into 2025/2026. Regular updates on the budget recovery and redesign actions have been provided to Social Work Committee with a further update in separate report to this Committee. • Work to balance the Adult Social Care budget as outlined in the IJB Financial Plan and reported to Social Work Committee. Very high 20 3 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 • Working with partners to progress action on South Lanarkshire Local Joint Poverty action plan. • Service delivery continues to prioritise and target resources to the delivery of statutory duties, for example Public Protection and those with substantial and critical needs. Very high 20 59
Page 60
4 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 • Service transformation and reform, for example, the redesign of assessment and care management services and Blantyre LiFE, both of which have had positive impacts in managing demand, funding and budgetary pressures, and delivering the outcomes within the Strategic Commissioning Plan. • Contribution of the Council to shaping the new iteration of the Strategic Commissioning Plan 2025-28. Very high 20 60
Page 61
Appendix 2 – 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 Workforce availability and capacity 12 12 4 Market and provider capacity 12 12 5 Business continuity, response and recovery 12 12 6 IT developments and functionality 12 9 7 Fraud, theft, organised crime and cyber attacks 12 20 8 National Care Service 12 12 9 Sustainable development and climate change objectives 12 20 10 Historic Child Abuse 12 12 11 Disruption to council services due to industrial action 12 16 12 Refugee resettlement and asylum seeker dispersal programme 9 20 13 Failure to comply with equality duties 9 16 14 Implications of the SFRS unwanted fire alarm signals policy 8 9 61
Page 62
62
Page 63
Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 29 January 2025 Report by: Director, Health and Social Care Subject: Consultation on the Future of Foster Care – Response 1. Purpose of Report 1.1. The purpose of the report is to: - inform the Committee of the response to the Future of Foster Care Consultation [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): - [recs] (1) that the content of this report be noted; and (2) that the appended response to the Scottish Government’s consultation on the Future of Foster Care be approved for submission prior to the deadline of 6 February 2025. 3. Background 3.1. In 2020, the Scottish Independent Care Review published its main report The Promise, identifying what needs to change to support the lives and wellbeing of our children, young people, adults and families with experience of the care system. Central to the Promise is support to maintain children with their birth family; and, where this is not possible, to support them in alternative family-based care, such as foster care. 3.2. The Children (Scotland) Act 1995 confirmed the legal responsibilities of local authorities in relation to foster care. Foster Care is underpinned by Getting it Right for Every Child (GIRFEC) and the United Nations Convention on the Rights of the Child (UNCRC). Foster care services are registered and inspected by the Care Inspectorate. 3.3. Over 3,000 foster families across Scotland provide children and young people who are unable to live with their birth family with an alternative safe, nurturing and loving home. However, data from the Care Inspectorate indicates that the number of foster care households in Scotland has been falling, with a decrease of 619 foster care households between the 5-year period of 2019 to 2023. https://www.careinspectorate.com/images/documents/7740/Fostering%20and%20Ad option%202023-24.pdf 3.4. On 24 October 2024 the Scottish Government published a consultation on proposals for the future of foster care as part of a package of consultations related to The Promise. The deadline for responses is 6 February 2025. 8 63
Page 64
3.5. The consultation sets out twelve questions, with views specifically sought on a proposed:- Vision for fostering in 21st Century Scotland to support the delivery of The Promise. Flexible fostering approach to meet the specific and unique needs of children and young people and respond to changes in the sector and society. Approach to meeting the challenges in the recruitment and retention of foster carers. Approach to improve the status, recognition and value given to foster carers. 3.6. A proposed response on behalf of South Lanarkshire Council has been prepared by officers (Appendix 1). This draft response has been informed by both the professional perspectives and experience of staff as well as the views of local foster carers and feedback from key groups (for example the South Lanarkshire Champions Board). 3.7. The Scottish Government have stated that following the closing date, all responses will be analysed with an analysis report to be made available in Spring 2025. 4. Summary of the Consultation Proposals Vision 4.1. Our vision is for Scotland’s children to experience a flexible fostering approach which continually evolves to meet their specific and unique needs in a changing society and sector. This includes alternative family care, which prioritises children’s experiences, and embeds within it maintaining family time, supporting families and managing cultural differences or complex needs. It is underpinned by listening to the voice of children and young people, upholding their rights and ensuring they feel safe, loved and respected. We will improve the current fostering system and provide ongoing support for caregivers to develop their skills and knowledge, so they can nurture the children in their care, and play their part in delivering The Promise. Flexible Fostering Approach 4.2. Summary of the different elements proposed:- High quality alternative family-based care which provides a positive family experience for infants, children and young people in the foster carer’s own home. To build the potential and capacity of existing foster carers to support and facilitate family time where appropriate, in line with the child’s care plan, so that children, including infants, can keep in touch with people that are important to them. As part of the child’s plan, foster carers may, in some situations, have a role in supporting birth families whose children are in foster care, to facilitate reunification of the child or young person with their birth family. Foster carers may be well placed to have a role supporting families on the edge of care to enable more children to remain home. Building on existing short break provision, regular breaks, which are also child centred, would be provided to existing foster carers, or to families experiencing difficulties. Alongside professionals, we propose using more experienced foster carers who no longer wish to foster full-time, to mentor new foster carers, deliver foster carers’ training and share practice and knowledge. 64
Page 65
Potentially, the facility, where it is appropriate, for a foster carer to stay in a family home, for a short time, to provide immediate support and care at times of family crisis. Recruitment of Foster Carers 4.3. Scottish Government want to develop, at a national level, a clear ‘offer’ to foster carers across Scotland designed to facilitate recruitment and retention of foster carers. The suggestion is that a national approach to some aspects of recruitment and support for foster carers would support the above vision of foster care and above flexible fostering model, as well as bringing more equity and opportunity to the foster care community across the country. This ‘offer’ would include national action to recruit more foster carers; and also includes key areas of practical and financial help to support local authorities to deliver and create the right conditions, so they can better deliver The Promise through the above vision for foster care. Retention of Foster Carers 4.4. No specific proposals are set out with the Scottish Government asking for views and suggestions on how better foster carers could be supported, in terms of learning and development; and in terms of fees, payments and allowances. Status, Recognition and Value 4.5. The Scottish Government have suggested proposals to improve the value and recognition of foster carers with respect to a national charter of support for foster carers; day to day decision making; a national register of foster carers; guidance on allegations against foster carers; and support on raising concerns. 5. Employee Implications 5.1. There are no direct employee implications associated with this report. 6. Financial Implications 6.1. There are no direct financial implications associated with this report 7. Climate Change, Sustainability and Environmental Implications 7.1 There are no climate change, sustainability or environmental implications associated with this report. 8. Other Implications 8.1. There are no issues in terms of risk associated with this report. 9. Integrated Impact Assessment and Consultation Arrangements 9.1 There is no requirement to carry out an integrated impact assessment, or other impact assessment, in relation to the proposals within this report. Professor Soumen Sengupta Director, Health and Social Care 7 January 2025 Link(s) to Council Values/Priorities/Outcomes accountable, effective, efficient and transparent fair, open and sustainable ambitious, self-aware and improving 65
Page 66
Previous References None List of Background Papers Independent Care Review: https://www.carereview.scot/ The Future of Foster Care: https://www.gov.scot/publications/future-foster-care- consultation/pages/1/ Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Diane Dobbie - Service Manager, Children and Justice Services Ext : 3986 Email: diane.dobbie@southlanarkshire.gov.uk 66
Page 67
Appendix 1: Proposed Response to Future of Foster Care Consultation Question 1 What are your views on our vision for the future of foster care? Many of the elements of the flexible fostering approach are embedded in current practice – existing foster carers supporting and facilitating family time; facilitating reunification and support to birth families; community short breaks where foster carers support children and young people and their birth parents/kinship carers; foster carers supporting other less experienced or new foster carers; and delivering inputs at training. Question 2 Flexible Approach to Fostering: What are your views on the proposed flexible fostering approach? Supportive, noting that in South Lanarkshire many elements of a flexible approach to fostering are embedded within current practice (as described in the response to question 1). Question 3 What are your views on the seven different elements in the flexible fostering approach? Element 7 in this approach - which indicates the facility for a foster carer to stay in a family home, for a short time, to provide immediate support and care at a time of family crisis - may be a good approach and could be applied in key circumstances. For example, when a mother and baby with a disability move to live with a foster carer. Foster carers could support children and families in other circumstances, but consideration would need to be given to the risk assessment of the family home, dynamics and local community to support safety and effective risk management. There would have to be exploration of how this would impact on insurance arrangements for foster carers as this could impact on recruitment and retention. These arrangements would be a different role and would be more akin to the support offered by family support workers, social worker assistant and carers. Question 4 What implications does a flexible fostering approach have for how fostering is funded and how foster carers are remunerated? A review of how foster carers are funded would have to be undertaken as foster carers are not renumerated in the same way as social work assistants or other paid carers; do not receive sickness pay, access to a workplace pension; and receive no payment when they do not have children in their care. National funding would need to be provided to cover the costs of any additional costs here for local authorities. Question 5 How can the Scottish Government, working with you, support the delivery of the flexible fostering approach? The cost and delivery of training for foster carers to enable the flexible fostering approach - in relation to new areas of work - would require Scottish Government resourcing and support. 67
Page 68
Question 6 What is the role of Independent Fostering Agencies in the future of fostering? The complexity of needs presented by some young people may mean that there continues to be a role for independent fostering agencies to support the matching of young people to placements in these more limited circumstances. However, independent fostering agencies often pay significantly more than local authorities, making local authorities less competitive within what has become a “market environment”. National steps to setting stricter parameters for and/or disincentivising the ability of local authority foster carers who care for children on a permanent basis to move to independent agencies would more be in keeping with delivering the PROMISE. Question 7 Should we require all Independent Fostering Agencies (IFAS) to have charitable status? Yes Question 8 Should we limit how much local authorities pay to IFAS? Yes Question 9 Should IFAS be required to pay their foster carers the Scottish Recommended Allowance? Yes Question 10 What more could be done nationally to support local authorities when paying for placements from IFAS (Including forecasting, market shaping and procurement)? National steps to setting stricter parameters for and/or disincentivising the ability of local authority foster carers who care for children on a permanent basis to move to independent agencies would more be in keeping with delivering the PROMISE. The complexity of needs presented by some young people may mean that there continues to be a role for independent fostering agencies to support the matching of young people to placements in these more limited circumstances. It such situations, it would be beneficial to have additional Scottish Government funding made available in circumstances where the child has a level of complex needs that cannot be matched in-house by local authority services. Question 11 What are your views on the recruitment “offer” described in this section of the consultation document? It is our insight from our engagement with foster carers that the choice to take on the care of a child is very much a personal one – our experience is that what foster carers are seeking to offer is more than a ‘spare room’ and instead their commitment and their skills in working with young people. The experience of our services is that word-of-mouth is very powerful in terms of attracting new foster carers – and so that is another reason why it is important to appropriately 68
Page 69
support and recognise current approved foster carers to ensure they feel valued and fulfilled in their role. Question 12 What more can the Scottish Government and local authorities do to recruit foster carers? Strengthening the Scottish National Recommended Allowance and better resourcing from Scottish Government to councils to support local foster services. Question 13 What is our experience of the SSSC “Standard for Foster Care”, and do you find it helpful? The standard for foster care is a useful guide applied to pre-approval and continuous professional development. It could benefit from being developed to help new challenges such as the support of UASC and children with complex needs. Question 14 Should there be a new national learning framework for foster carers which could also be a pathway for continuous development? Yes. Question 15 What more can the Scottish Government do to nationally support the learning and development of foster carers? The Scottish Government could work alongside local authorities to understand the learning and development needs of foster carers to deliver a flexible fostering approach and facilitate shared learning from other areas. For example, additional trauma training or interventions in relation to family group decision-making may be beneficial. The cost and delivery of training for foster carers to enable the flexible fostering approach - in relation to new areas of work - would require Scottish Government resourcing and support. Question 16 What, if any, specific support might be needed to ensure that foster care in Scotland is attuned to the unique and specific needs of infants and very young children? Foster carers would benefit from an expansion of training and awareness raising of key issues such as the signs of foetal alcohol syndrome for example and therapeutic support that helps children recover from trauma. Question 17 What other practical support would help foster carers? To build upon the professional and peer support already provided to foster carers by local services by resourcing an expansion of the capacity for professional supervision and peer support. 69
Page 70
Question 18 What, if any, additional learning and development would be needed for the flexible fostering approach? Building on the training that foster carers already receive on child protection and wider family- based training by resourcing opportunities for learning such areas as trauma- informed practice, contextual safeguarding, and working with unaccompanied young people. Question 19 How effective is the current financial model for foster carers? Councils would benefit from greater resourcing from Scottish Government so that local foster carers services can better take account of issues such as pensions (as at present foster carers do not have a workplace pension) and retainer fees (as these are time limited). Question 20 Do you think there should be a national approach to fees for foster carers? Yes, with a strengthening of the Scottish National Recommended Allowance; national steps to setting stricter parameters for and/or disincentivising the ability of local authority foster carers who care for children on a permanent basis to move to independent agencies; and additional Scottish Government funding made available in circumstances where the child has a level of complex needs that cannot be matched in-house by local authority services. Question 21 Do you think there should be a national approach to additional payments? Yes – in a similar manner to that which is currently managed in other service areas such as Justice Services (when for example, an intensive support package is being applied for). Set criteria and associated funds could be aligned as required with greater clarity around what are reasonable extra costs. Question 22 Should the financial model for foster carers include a retainer fee? Yes - additional resourcing from the Scottish Government to augment the retainer fees that local authorities already pay for an agreed period of weeks. Question 23 Do you think there should be a national approach for continuing care allowance and fees? Yes - all local authorities provide continuing care, and this would be strengthened by national arrangements that provide a clearer allowance and fee framework. Question 24 Would an enhanced framework of transparency with a legal requirement, for example, on local authorities and independent fostering agencies to publish foster care allowances assist foster carers and wider recruitment and retention? Strengthening the Scottish National Recommended Allowance and better resourcing from Scottish Government to councils to support local foster services would be more constructive rather than adding to an already complex set of legislative instruments. 70
Page 71
Question 25 Proposal for a National Charter A national framework for training and development would be beneficial. Question 26 What else could National Government do to increase the value, status and recognition of foster carers? Joint working with councils and resourcing for national campaigns, publicity and accessible information on the role and impact that fostering can have – for children, for fostering families and local communities. A National Register would place foster carers on the same “footing” as other registered professionals – and so reinforce value, status and recognition of foster carers. Question 27 Is the existing Framework under which foster carers can make decisions clear? The existing Framework could be strengthened with further practical examples. Question 28 Would further guidance, for example good practice, help support decision making? Yes – notably inclusion of good practice examples relating to children at different ages and stages of development. Question 29 What are your views on a National Register of Foster Carers? A National Register that was designed to strengthen safeguarding would be welcomed. A National Register would place foster carers on the same “footing” as other registered professionals – and so reinforce value, status and recognition of foster carers. Question 30 Where would the register be held? The Scottish Social Services Council would be a logical option. Question 31 What are your views on linking a register to continuous professional development? Supportive in principle. Question 32 What are your views on a national approach to foster care matching? More information would be required to provide a considered view. Question 33 How can SG support local authorities with resource planning of foster carers including building an evidence base and data on placements, which also includes those outside local areas? 71
Page 72
Scottish Government could work with local authorities on a common digital system. Question 34 Should the Scottish Government update its guidance on managing allegations against foster carers? Yes Question 35 Is there a need for SG to take action in relation to raising concerns? Yes Question 36 Is there anything not covered? As this response has shown, many of the elements of what The Promise aspires to is already present within local current practice. As this response also shows is that much of strengthening and amplifying this – for the benefits of children, foster cares and staff – requires further resourcing from national government; updating and streamlining of national guidance; and national bodies and local government working together to deliver common systems (most notably in respect of digital infrastructure). Such commitments would enable progress without additional legislation, and indeed recognising the risk that additional legislation - whilst laudable in principle - could likely further complicating an already “cluttered” landscape and thus be counterproductive for the children and young people who are our collective priority here. 72
Page 73
Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 29 January 2025 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 progress on actions outlined within the Children and Families Budget Recovery Plan 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; and (3) that the Transition to Independent Living Programme 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. This report is an update on progress of key areas as reported to the Committee at its meeting of 30 October 2024. 3.2. Appendix 1 provides a breakdown of the Children and Families recurring funding gap of £10.6 million. This report will provide an update in relation to the actions taken to address the recurring budget gap going forward, with the individual actions detailed in sections 5 to 7, and the financial implications summarised in section 8. 4. Budget Recovery – Updates 4.1. 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, with areas of ongoing work in relation to:- commissioning of a new Intensive Family Support Service (IFSS) transition to Independent living Programme (section 6) Emergency Social Work Service (section 7) 5. Intensive Family Support Service 5.1. A tender was developed for a three year period for a provider to work with identified children in high-cost residential care. This would be funded from the anticipated 9 73
Page 74
annual savings from a reduction in placements. The aim is to identified children to return to their family home or alternative low-cost options in the community. 5.2. The tender process is complete and all bidders were notified of the outcome of the tendering process in December 2024. The standstill period has now concluded and Action for Children notified that they were the successful organisation. 5.3. Action for Children were awarded the contract on 6 January 2025 and the three month implemention period has commenced working towards an anticipated start in April 2025. That will incude identifying the initial cohort of young people who will be allocated to work with and be support by this service.The anticipated reduction in costs in 2025/2026 is £0.750 million. 6. Transition to Independent Living 6.1. South Lanarkshire Children and Families Social Work Service and Housing Service, in partnership with Barnardos, have secured a grant of £133,272 for this project over a two-year period by The Big Lottery. The project supports young people who are currently in continuing care placements ready to transition to live in a semi- independent flat with wrap around support. 6.2. The project is successfully supporting young people to transition from their continuing care placements to semi-independent living. So far five young people have benefitted from this project since it commenced in November 2024 with a reduction in costs of £0.230 million in 2024/2025 and £0.8 million recurring thereafter. 7. Emergency Social Work Service 7.1. This service review is well progressed with an integrated impact assessment being completed ahead of options being now presented to committee in March 2025. 8. Financial Implications 8.1. For 2024/2025 – included within the Children and Families budget is a temporary budget realignment of £7.7 million from Adult and Older People 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. 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 to date, are anticipated to result in a break-even position for Children and Families at 31 March 2025. 8.2. For 2025/2026 and onward - the annual recurring projected shortfall in the Children and Families Budget was £10.6 million. The recovery actions confirmed to date will either recur at the same level as 2024/2025 or will increase as we progress each of the areas of action over the recovery plan timeframe. These actions to date are listed in Appendix 1. The full year anticipated benefit to be realised when the actions are complete totals £6.5 million and the phased achievement of these will continue to be monitored. Details across the actions are provided below. Social Work Resources and Finance Strategy continue to work to ensure that the full budget gap is managed through the remaining Budget Recovery activities. 8.3. The benefits of the IFSS tender (section 5) will be realised in 2025/2026 with a return of children from high-cost placements back to South Lanarkshire. The potential net recurring reduction in expenditure is estimated to be £4.5 million by April 2028. This work is ongoing. Financial benefits will commence in 2025/2026 (estimated at £0.750 74
Page 75
million) and will increase over the next three years. The 2025/2026 position will be confirmed through the financial year, based on the timing of placements. 8.4. The Transition to Independent Living Programme (section 6) has resulted in a part year saving of £0.230 million in 2024/2025 with a 2025/2026 estimated saving of £1.000 million based on the timing of transitions from external high cost continuing care placements. The overall annual estimate is expected to rise to £1.600 million at the end of the programme. Updates will be provided during the financial year. 8.5. As previously advised to Committee, the savings from actions reported and approved will realise recurring savings of £0.423 million. These are listed in Appendix 1. 8.6. The full year impact of the Budget Recovery Plan for 2025/2026 will continue to be reported regularly to Committee through future Revenue Budget reports. 9. Employee Implications 9.1. In terms of Emergency Social Work review (section 7), the employee implications will not be known until the revised model has been agreed. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no climate change, sustainability, and environmental implications with 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. The Sustainability and Options Appraisal Screening Tool will inform future decision making re any changes to services. 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 Workforce Availability and Capacity – very high Meeting Public Protection and Legislative Duties – high 11.3. 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. 12. Integrated Impact Assessment and Consultation Arrangements 12.1. An integrated impact assessment will be completed prior to the review of the Emergency Social Work Service being completed and options presented to Committee. Professor Soumen Sengupta Director, Health and Social Care 75
Page 76
Jackie Taylor Executive Director (Finance and Corporate Resources) 8 January 2025 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. Sustaining Social Work Children and Families Services: Budget Recovery Update dated 21 August 2024 Sustaining Social Work Children and Families Services: Budget Recovery Update dated 30 October 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 76
Page 77
Appendix 1 Services Annual Budget 2024/2025 Recurring Annual Shortfall £m £m In-house 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 and Families Shortfall 39.530 (10.648) Budget Recovery Actions to Address Shortfall £m Counselling Service (Social Work Committee, 21 August 24) 0.220 Out of Contract Services (Social Work Committee, 21 August 24) 0.203 Transition to Independent Living (section 8.4) 1.600 Intensive Family Support Service (IFSS) (section 8.3) 4.500 Total Financial Benefit of Recovery Actions Agreed to Date 6.526 Revised Recurring Annual Shortfall after Full Implementation of the Recovery Actions Agreed to Date 4.122 77
Page 78
Appendix 2 78
Page 79
Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 29 January 2025 Report by: Director, Health and Social Care Subject: Winter Plan 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on and confirm support for the planning arrangements that have been put in place to ensure health and social care services are as prepared as they can be for the winter months provide notification of the uncertainties and potential impacts that still remain relating to inclement weather; influenza and other respiratory illness; norovirus and other winter viruses; financial pressures; cost of living issues and other concurrent risks against a backdrop of major pre-existing system wide pressures [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the plans in place to mitigate the impact of winter be noted. [1recs] 3. Background 3.1. Annual ‘whole system’ planning is undertaken in preparing health and social care Services in such a way as to mitigate the risks normally associated with winter. The Lanarkshire Health and Social Care system – in common with others across Scotland - continues to face significant challenges. 3.2. Planning for Winter 2024/2025 commenced in August 2024 and, as in previous years, has been undertaken in accordance with national guidance. The Lanarkshire approach to winter planning is a multi-agency approach across NHS Lanarkshire, North and South Lanarkshire Integration Joint Boards (IJBs) and both Councils together with the respective supports (for example, the Scottish Ambulance Service [SAS] and NHS 24). 3.3. Given the level of unpredictability in the health and social care sectors as well as in the wider public system, this year’s Winter Plan has been developed as – and should be understood to be - a dynamic plan and one that is highly likely to be subject to change over the coming months as it reacts to any emergent issues. This has also been recognised from a Local Resilience Planning (LRP) perspective and a specific exercise took place on 14 November 2024 to test system-wide planning. Additionally, work undertaken in previous years by NHS Lanarkshire to take account of the increasingly likely eventuality of a number of concurrent risks which may well align to create increased system pressure has also been utilised as part of the wider winter planning process. These risks include, inter alia, increased prevalence of flu and other respiratory infections - both in relation to infectivity and impact; uptake and efficacy of vaccination programmes; workforce shortages across a number of sectors and grades 10 79
Page 80
across the Health and Social Care sector; public health impact of cost-of-living crisis/fuel costs and subsequent demand on health and care services; inclement weather and available finances. 3.4. National Guidance / Scottish Government Correspondence 3.4.1. National guidance was published on 24 September 2024 (attached as Appendix 1) which set out the national expectations for those areas that local winter plans would be expected to address. 3.4.2. The four winter planning priorities outlined follow a journey through the health and social care system:- Priority One: Prioritise care for all people in our communities, enabling people to live well with the support they choose and utilise effective prevention to keep people well, avoiding them needing hospital care. Priority Two: Ensure people receive the right care, in the right place at the right time, this includes prioritising care at home, or as close to home as possible, where clinically appropriate. Priority Three: Maximise capacity and capability to meet demand and maintain integrated health, social care and social work services, protecting planned and established care, to reduce long waits and unmet need. Priority Four: Focus on supporting the wellbeing of our health and social care workforce, their capacity and improving retention, as well as valuing and supporting Scotland’s unpaid carers. 3.4.3. Thereafter there was a request that a winter preparedness self-assessment be prepared which was also undertaken by the multi-agency group and duly submitted to Scottish Government by the due date of 16 October 2024. The self-assessment can be made available to Social Work Committee members upon request. 3.4.4. Some funding has been made available centrally in 2024/2025 to support winter planning as well as some monies managed internally as part of the respective financial plans to anticipate winter pressures. Following discussion between the NHS Lanarkshire Director of Finance and the two Chief Financial Officers of the IJBs, funding to manage the impact of winter and ongoing pressures has been identified and further detail is set out at Section 5. 3.5. Approach to Winter Planning 2024/2025 3.5.1. Whilst the winter plan is a Lanarkshire wide plan, it is structured in two main parts. This is to recognise the significant work underway as part of Operation Flow – which is aimed at maximising flow through acute hospitals and associated care pathways. Continuation and emphasis of particular aspects of this work forms the basis of the winter planning for acute hospital services. 3.5.2. All other aspects of the Lanarkshire-wide winter plan – including the input of Flow Navigation Centre Plus (FNC+) - have been undertaken via the multi-sectorial/multi- agency winter planning group. Representation from acute services/Operation Flow/FNC+ forms part of the wider group to ensure all necessary synergies are recognised and planning is appropriately integrated. 3.5.3. As well as the national guidance referred to at 3.4, there was also a debrief of the Lanarkshire winter plan for 2023/2024 and that has also been taken into account as part of the planning for winter 2024/2025. 80
Page 81
3.6. Operation Flow: NHS Lanarkshire’s Whole System Unscheduled Improvement Plan supporting Winter Planning 3.6.1. The key objective for Operation Flow remains that patient safety is enhanced and staff wellbeing improved through a reduction in hospital occupancy and maintaining sustained improvement across all key performance metrics. This remains a commitment during the winter period. This will be achieved by:- managing demand across the system maintaining a positive admission and discharge balance maximising outflow 3.6.2. Creating the right conditions for the success of the winter plan is essential. Consequently, preparation has included reviewing and finalising Target Operating Models (TOMs) and ensuring that the full workforce is engaged in all elements of the plan and understand their role in its implementation. System readiness is also underpinned by the delivery and implementation of the detail of the site and HSCP level action and improvement plans. The specific actions agreed include:- Delivery of the Acute Sites Minors Improvement Plan to maintain sustained performance of 90% daily across the Flow Group 1. Implementation of the Front Door TOM across all three Acute sites. This will ensure consistency across all Front Door processes and pathways and a reduction in unnecessary waits / delays for patients. The actions for the TOM implementation includes operationalisation of REACT to maximise streaming of patients to the right part of the system (including direction to other locations of care); scheduling of minors and ambulatory care patients; and appropriate referral to other hospital based specialities within the agreed timescales as outlined in the TOM. Improving flow at the Front Doors is also dependant on maintaining a positive admission and discharge balance across the acute and non-acute bed base. Work continues to embed the NHS Lanarkshire flow foundation bundle which includes achieving ward beat; setting Planned Dates of Discharge (PDD); maximising pre-noon discharges; three times daily structured ward rounds to support discharge planning; and using criteria led discharge when a Senior Clinical Decision maker is not available. This improvement work has been further enhanced by the development of an Optimal Discharge Planning TOM that outlines which discharge planning pathway (1 – 4) a patient should be allocated to. This supports the ward staff to identify at an earlier stage if patients will require assessment from social work and social care teams to ensure their safe discharge. Significant work has been undertaken to raise awareness of the key principles of the TOM, with further training and education required to support implementation. Refresh of the Operation Flow Handbook – to provide further clarity across all disciplines, roles and responsibilities in relation to flow improvement across our system. Weekly review, using a ‘criteria to reside’ methodology for all patients not in delay with a length of stay of 14 days or more, to determine the discharge planning actions required. 3.6.3. There will be continual oversight of the delivery and implementation of the actions through the Core Oversight Board and Executive Flow Oversight Board, alternating on a weekly basis, utilising all appropriate data as well as multiple daily reviews of system operating issues and actions being reviewed and revised as necessary. 81
Page 82
3.7. Discharge Without Delay 3.7.1. Work continues in embedding the Discharge Without Delay programme and its related aspects, e.g. PDD; consistent roll out of Home Assessment services across Lanarkshire; increased numbers of people being supported to die at home via ‘pathway 4’; and further work with third sector providers. 3.7.2. These elements have also been incorporated into the Optimal Discharge Planning TOM. 3.7.3. Both North and South Lanarkshire HSCPs initially saw a reduction in the number of delayed discharges leading into the peak winter months and, in turn, there was an increase in the number of people who were being supported to be rehabilitated at home. This is often to a level of being able to manage their own care independently or, in some instances, with a reduced level of care than may have been originally assessed when in the hospital or first referred. As the number of people in hospital has increased and impact of influenza being felt across all areas, so the number of delays has increased in recent weeks. 3.7.4. Both HSCPs also work closely with Lanarkshire Carers as well as a range of voluntary organisations such that increased levels of support are available to carers to support them to be able to continue to undertake their caring roles. 3.8. Flow Navigation Centre Plus (FNC+) 3.8.1. The work of FNC+ will play a major role as part of the wider system response to managing winter pressures in 2024/2025 and as part of the preparation for winter, the service moved to larger accommodation in within NHS Lanarkshire’s headquarters. This allowed for the expansion of the team and further collaboration with partners. 3.8.2. A dynamic multi-disciplinary team is now in place to support clinical decision making. The team consists of registered nursing staff, consultant geriatricians, emergency department consultants and SAS Advanced Nurse Practitioners (ANPs). This will ensure good coverage to manage all calls received and to thereafter be able to support patients to receive the right care as timely as possible with a positive experience. Plans are being developed to expand this team further to include pharmacists, Allied Health Professionals and palliative care services. 3.8.3. This also includes maximising the use of systems such as ‘Consultant Connect’ and ‘Near Me’ such that as far as possible, there can be shared approaches agreed to the management of patients between NHS 24, SAS, primary and secondary care services. 3.8.4. A range of other supports is also available to manage specific patient groups, e.g. access to frailty services, expanded Hospital at Home (H@H) and Outpatient Antibiotic Therapy (OPAT). 3.8.5. The tendering process for virtual ward capacity has now been completed and plans are underway to introduce the capacity for up to 400 virtual beds, building on the success of the existing Frailty H@H service in Lanarkshire. This virtual system will enable electronic patient records to be accessed and shared by all involved in a patient’s care; update patient reported outcomes; wearable technology for continuous and intermittent monitoring; ability to engage via telephone; messaging and video calls directly with patients. 82
Page 83
3.8.6. The initial focus of these beds will be to reduce occupancy across the acute sites, swiftly moving to admission avoidance across specialties such as respiratory, cardiology and gastroenterology. 3.9. Social Care Provider Sustainability 3.9.1. Independent providers of social care in Scotland – notably care homes and care at home providers – have highlighted the continued difficult operating environment in which they operate. In particular, there are increasing numbers of jobs in the ‘unqualified’ sector that means care jobs are not as attractive as they once were and accordingly, vacancy pressures continue to be a concern for a number of providers. 3.9.2. Both HSCPs and their respective councils have taken steps to augment their scanning of the care home provider environment and provide additional support proportionate to the demands on in-house provision, available resources (noting the social care workforce challenges) and statutory/legal parameters. On a Lanarkshire-wide basis, support for Care Homes is overseen by the pan-Lanarkshire Care Home Assurance and Support Board (CHASB). The Care Home Collaborative Group reports to the CHASB. Its purpose is to support quality improvements to enable the implementation of the “My Health, My Care, My Home- healthcare framework for adults living in Care Homes”. The Care Inspectorate participate in both of these meetings. 3.10. General Practice and pharmacy opening 3.10.1.As in previous years, a local enhanced service to support general practices over the peak winter period has been agreed. This has seen up to 68% of the GP practices in Lanarkshire opening at some stage over the Public Holidays on 26 December 2024 and 2 January 2025 as well as Saturday 28 December 2024 and thereafter on all the Saturdays during January 2025. The practices involved have been supported in communicating this to their respective patient lists. Similarly, the respective details were shared with NHS 24, the Primary Care Out of Hours Service (PCOOH) and FNC+ such that as many people as possible can be diverted to their own GP practice during these typically very busy times for the wider ‘unscheduled care’ system. 3.10.2. There was also an extended public holiday pharmacy service available to ensure that people could both access prescriptions as well as being available for re-direction from NHS24, PCOOH Service, FNC+ and Emergency Departments where possible. 3.11. General Practice sustainability 3.11.1.As is recognised as the situation across Scotland, general practices across Lanarkshire are experiencing more pressure than at any point in their history. 3.11.2.This was the subject of previous presentations to the South Lanarkshire IJB and NHS Lanarkshire Board which included describing the work ongoing to address capacity and demand – most notably, through the Primary Care Improvement Plan (PCIP). 3.11.3.As part of the regular reporting to Scottish Government on system pressures through the winter period, there are weekly updates on the numbers of practices that are unable to provide the full range of services that they would under ‘normal’ working conditions. 3.12. Primary Care Out of Hours Service (PCOOH) 3.12.1.The new clinical model operating in the Lanarkshire PCOOH service has assisted the Service to move to a more multi-disciplinary workforce and competency-based model of care, thereby reducing the number of occasions when alternative arrangements require to be introduced. 83
Page 84
3.12.2.This multi-disciplinary team will be enhanced over the winter period to ensure additional staff are available to manage the increased demand that can be anticipated across the peak activity periods in winter. 3.13. Contingency Arrangements for Additional Deaths 3.13.1 Whilst there was no reason to assume that there will be above average mortality rates when compared to other winters, as part of the routine contingency planning required every winter, additional mortuary capacity has been made available over the winter period. 3.13.2 As part of the Lanarkshire LRP arrangements, there is also scope to work with local undertakers to increase the frequency of funerals – burials and cremations - should the need arise. 3.14. Flu and COVID-19 Vaccine Programme 3.14.1.Following final advice on the winter flu and COVID-19 booster programme from the Joint Committee on Vaccination and Immunisation (JCVI), vaccines were offered to the following groups. Flu and COVID-19 vaccines The groups below are eligible for both COVID-19 and flu vaccines this winter:- residents in care homes for older adults those aged 65 years and over those aged 6 months - 64 years at COVID clinical risk staff in care homes for older adults frontline health and social care workers pregnant women at any stage of pregnancy (first, second or third trimesters) Flu vaccine only The groups below are eligible for their flu vaccines this winter:- 18 to 64 years with an eligible flu-only clinical risk condition carers (including unpaid and young carers) non-frontline NHS workers household contacts of those with immunosuppression asylum seekers living in Home Office hotel or B&B accommodation those experiencing homelessness those experiencing substance misuse all prisoners within the Scottish prison estate those living in long-stay residential care homes or other long stay care facilities 3.14.2.The programme utilised a range of ‘pop-up’ clinics in health centres, clinics and various local community facilities; local pharmacies for those aged 75 years and over; hospital outpatient departments at weekends; and three ‘mass vaccination centres’ at Muirhead Clinic (Chryston), Braidfute Retail Centre (Lanark) and Eddlewood Community Centre (Hamilton). In addition to this, there was a range of services designed to offer vaccines to any who are in geographical areas or part of a thematic/ethnic group where take up of vaccine may be lower than for the general population. 84
Page 85
3.15. Carers Support 3.15.1.Funding from the Carers (Scotland) Act 2016 allocation 2024/2025 has been used to enhance operational services for carers across both HSCPs. This included monies from this funding being directed to support ongoing work with carers, with a particular emphasis on the Self-Directed Support (SDS) agenda; and a strengthened internal capacity within the HSCPs to enable frontline staff in managing increasing demand with regards to supporting carers. This has seen a sharp increase in the number of carers being identified and, therefore, able to be signposted to the respective supports. 3.16. Staff Wellbeing 3.16.1. Staff wellbeing forms an integral part of the system wide winter plan. The emphasis is on providing a working environment in all areas across Health and Social Care where staff are able to enhance and maintain their personal and professional wellbeing and to reach their full potential in a culture that provides space, time and support for self-care. 3.16.2.The winter plan supports the shared vision of ensuring that staff health and wellbeing is embedded fully and championed at all levels across the respective organisations. To increase visibility and awareness of staff health and wellbeing platforms, Staff Health and Wellbeing week was designed to showcase the support, resources, initiatives and opportunities currently provided to help support staff to manage their health and wellbeing. Again, like the wider approach to winter planning, this recognises pressures which are system-wide; and a shared approach to manage the dynamic between the imperative to maintain staff health and well-being alongside the significant demand being placed on health and social care services. 3.16.3.Council employees can also access a range of materials to support health and wellbeing through the respective employee programmes. 3.17. Adverse Weather 3.17.1.Adverse Weather events are defined by reference to the Met Office Weather Warning system. NHS Lanarkshire and both North and South Lanarkshire Councils have policies in place in relation to adverse weather that applies wherever severe weather may obstruct staff from being able to attend work, and/or where severe weather poses a significant risk to the health, safety and wellbeing of staff. 3.17.2.A series of actions is open to the organisations – individually and in collaboration - in managing adverse weather and these have been refined over many years of winter planning. These include working with and through the LRP and with pre-identified voluntary organisations. 3.18. Concurrent Resilience Planning and Risks 3.18.1.As highlighted above, there is a potential of concurrent risks aligning to have a significant impact on the wider health and social care services. 3.18.2.Resilience Planners from across the NHS and local government have been collaborating on scoping the range and extent of the mitigating factors introduced to reduce the impact of winter on the overall system. A ‘Winter Breach’ event was held on 14 November 2024, organised by the Lanarkshire LRP and focussing on the potential disruption that can occur in the winter period. 3.18.3.Importantly, there are well-developed escalation processes and prioritisation frameworks in place supported by ‘Strategic Command’ structures that can be introduced when required. These arrangements provide appropriate and necessary 85
Page 86
governance for services to be stood down in a planned way in extremis, and thereby ensure a focus on the delivery of essential/core functions and the provision of care for the most vulnerable. 3.19. Consultation and Public Engagement 3.19.1. Work has been – and continues to be - undertaken at both local and national levels on the public messaging in relation to the different pathways/routes into health care services the public are being asked to follow during the winter months. As will be appreciated from the foregoing range of initiatives, there are many areas where the public will be asked to assist in managing the impact of winter this year. North and South Lanarkshire HSCPs, both Councils and NHS Lanarkshire are actively involved in seeking to ensure the messages are appropriate, shared widely and understood. 3.19.2.There has also been an expansive series of communications to seek to support as many people as possible take up the offer of vaccines – whether flu, Covid or both. This has also been accentuated for frontline health and social care staff. 3.19.3.The key message themes are to ask people to plan ahead; know the different options that are available to them to access urgent care; and to encourage as many people as possible to access the service which is closest to them and least reliant on hospitals and general practices. Communication staff from both Councils are also actively engaged in the advertising campaigns to maximise care staffing recruitment. 4. Employee Implications 4.1. Previous reports to the Social Work Resources Committee, NHS Board and both IJBs have highlighted the impact of workforce challenges for health and social care – both in Lanarkshire and across Scotland – that are directly impacting on the ability to meet current demand fully. 4.2. As workforce supply challenges persist across health and social care, this has led to increased competition for recruitment and retention at local, regional and national level. This poses an ongoing risk and emphasises the need to develop new and transformational roles in response to growing demand across health and social care. Developing these new and transformational roles will help ensure there will be a sustainable supply of workforce to meet future health requirements of an ageing population in Lanarkshire, and across Scotland. 4.3. Capacity planning is a key area of action for both North and South Lanarkshire HSCPs and is being supported by both Councils and NHS Lanarkshire. All services are scoping and making contingency arrangements in respect of staffing levels to respond to, and as required, prioritise the potential needs over the period. Additional staff will be sought to cover a number of areas where it is recognised that maximising flow will be essential to maintaining safe systems of care. Work is also progressing on the recruitment of various staff who will support system “flow’ across the winter period. 5. Financial Implications 5.1. A number of funding sources are being utilised to cover the cost of the additional services being introduced to support enhanced staffing and services across the peak winter period. For the majority of services, they will operate from mid-December through to mid-March. 5.2. Funding sources include nationally provided Unscheduled Care monies and financial plans of the NHS Board and the two HSCPs. 86
Page 87
5.3. In total, it is anticipated that circa £4.0 million will be utilised in funding all the additional services which will be provided and this can be funded from the available budgets. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no climate change, sustainability or environmental implications associated with this report. 7. Other Implications 7.1. Learning from recent months and years has underscored the need for continued multi- disciplinary team working to better meet service demands; and the need for a cohesive whole system approach to delivering health and social care going forward. The experience of recent years has emphasised the interdependencies between primary care (including independent contractor services), community care, secondary care, and social care; and shown that one component of health and social care delivery being overwhelmed with demand can have consequential knock-on effects on the other component parts of the system. 7.2 Given the foregoing, even with mitigations in place, there is a significant risk that the systems across the HSCP and NHS Lanarkshire and beyond will be under extreme pressure over the winter period. This risk has been moved from ‘medium’ to ‘very high’ on both the Social Work Resources and the IJB risk register. 8. Integrated Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function, or strategy, rather a strengthening of existing systems, therefore, no Integrated Impact Assessment is required. Professor Soumen Sengupta Director, Health and Social Care 31 December 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective and efficient Ambitious, self aware and improving Focused on people and their needs Previous References Winter Plan Report – South Lanarkshire IJB (11 December 2024) List of Background Papers Appendix 1 - Guidance - Health and Social Care Winter Preparedness Plan 2024/2025 NHSL Winter Preparedness Self-Assessment Checklist 2024/2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Cunningham, Head of Commissioning and Performance Ext: 3704 (Phone: 01698 453704) Email: craig.cunningham@lanarkshire.scot.nhs.uk 87
Page 88
88
Page 89
Health and Social Care Winter Preparedness Plan 2024/25 10 89
Page 90
2 Contents Joint Foreword by the Cabinet Secretary for Health and Social Care, Neil Gray and COSLA Spokesperson for Health and Social Care, Councillor Kelly ........... 3 Learning from Last Winter ......................................................................................... 8 A Continued Approach ............................................................................................. 10 Working in Partnership ......................................................................................... 11 Improved Data Collection and Reporting ........................................................... 12 Winter Engagement ............................................................................................... 12 Winter Preparedness Checklist ........................................................................... 12 Our Priorities for Winter 2024/25 ............................................................................. 14 Priority One: Prioritise care for all people in our communities, enabling people to live well with the support they choose and utilise effective prevention to keep people well, avoiding them needing hospital care. ................................................................. 15 How we will jointly deliver this priority: .............................................................. 15 Protecting people through the delivery of vaccination programmes that reduce serious illness, hospitalisation and mortality....................................... 19 How we will jointly deliver this programme: ...................................................... 20 Priority Two: Ensure people receive the right care, in the right place at the right time, this includes prioritising care at home, or as close to home as possible, where clinically appropriate. ................................................................................................... 22 How we will jointly deliver this priority: .............................................................. 22 How we will support this plan with effective communications: ...................... 23 Priority Three: Maximise capacity and capability to meet demand and maintain integrated health, and social care and social work services, protecting planned and established care, to reduce long waits and unmet need. ........................................... 24 How we will jointly deliver this priority:..............................................................24 Protect planned care with a focus on continuing to reduce long waits. ........ 26 How we will jointly deliver this priority: .............................................................. 26 Priority Four: Focus on supporting the wellbeing of our health and social care workforce, their capacity and improving retention, as well as valuing and supporting ............................................................................................ 27 How we will jointly deliver this priority: .............................................................. 27 Additional Resources ............................................................................................... 30 Summary and Escalations ....................................................................................... 31 90
Page 91
3 The value and importance of our health and social care services has never been public services. Most if not all individuals across Scotland will interact with health and social care services at some point in their life, and we are committed to ensuring that everyone experiences consistently high-quality care when they do. This plan sets out how we as COSLA and Scottish Government will jointly seek to address the exceptional pressures facing our health and care services over the winter, to support local systems to deliver quality services. However, we cannot understate how challenging the environment is for our health, social care, and social work services, with the demand on the system rising, and the complexity of support many people require increasing. Last year we committed to moving from annual winter planning to year-round surge time and are increasingly sustained. , we talked about how we had started the planning process earlier than ever before. Now we have gone a step further, moving towards this as a continual process in which our key partners including in the independent, third and voluntary sectors are equal partners who can shape this planning activity. We have engaged more widely than ever before as part of this process. This is not simply a one-off change, but a commitment to more effective partnership working; a process where we listen and respond year-round, building and adapting our plans to ensure they most accurately reflect diverse needs and facilitate preparedness for whatever surges we may face. To those who have contributed to this goal and this plan, a genuine heartfelt thank you, we hope that you can see your contributions and your voice reflected within this document. Ultimately, what we have heard is important, and what this plan is about, is people. The people who access our health, social care and social work services but also the people who work tirelessly to ensure that those services deliver the best possible standard of care. mental health, as well as their right to live independently in their community, has been the overarching focus in the development of this plan. Despite this planning now being a continuous process, we are clear that winter is a specific period of increased pressure, in which people require additional support from our health, social care and social work services. Increases in respiratory illnesses, such as flu, covid and RSV, as well as weather-related injuries from falls and accidents, make what is already a challenging environment in which to deliver services even more difficult. As we have outlined, this plan is about people, and it could not be realised without our incredibly dedicated and hard-working workforce. We know that those who work in the NHS, our local authorities, care homes and care at home services, and community based organisations work incredibly hard year-round, but particularly in 91
Page 92
4 winter, to make sure that everyone gets the safe, timely care they need in the appropriate setting. This workforce protects, cares for and nurtures the wellbeing of the people of Scotland, and it is right that this plan outlines actions taken to support these individuals so they can continue to care for our population. unpaid carers, ensuring that those who provide critical care to their loved ones are appropriately cared for. A key element of this winter plan is ensuring that people are cared for in the right place at the right time. This begins with the prevention work to keep people well, and keep them from needing hospital care, this includes work underway in our social care system, the hard work of volunteers and unpaid carers, our extensive vaccination programme and utilising our primary care system effectively. Within our hospitals, this plan targets key priorities critical to an efficient and resilient system, such as admission, a steady and consistent flow through the system and the joint efforts of our health, social care and social work systems to ensure timely discharge. Our hospitals provide specialist high quality, safe, clinical care, and while the vast majority nearly 97% of people are discharged without delay, some people remain in hospital after it is clinically necessary. People who will not sleep in their own bed tonight and who will have poorer outcomes as a result. We must do everything in our power to ensure that people receive the support that is right for them, in the right place, at the right time, and that there is strong collaboration and leadership across health, social care, and social work to ensure a timely and safe discharge from hospital. Beyond the hospital setting, this plan clearly articulates our priority of supporting possible. This may be in a care home, through our dedicated care at home services or through self-directed support, all of which play a vital role in seeing this priority realised. Whilst we should not underestimate the additional challenges that winter can bring to our increasingly pressured health, social care and social work services, the priorities set out in this plan support systems to ensure that appropriate preparations are in place. By working together as a whole system, we can continue to deliver safe, timely and high-quality care for people across Scotland, supporting them to live healthy happy lives. 92
Page 93
5 Introduction This Winter Plan represents a whole system approach to addressing a surge in demand for health, social care and social work services. Whilst it is recognised that over recent years there has been increasing and sustained pressures on our health and social care system, there are also periods, such as winter, where demand increases even further. Winter is not the only period this can occur and surge pressures can happen at any time; therefore we are transitioning to year-round surge planning and the measures outlined in this plan are applicable throughout the year as well as the winter months. However, we also recognise there are unique challenges for health and social care services throughout the winter period that result in increased pressure on our services, including increased respiratory infections, higher risk of slips and falls, and staff absence. Insofar as is possible, systems should adopt a preventative approach to managing pressures and to mitigate and reduce harm by ensuring people who need health, social care and social work services are receiving the right care, in the right place, at the right time. We also recognise that pressures on the system are not confined to increased demand but are increasingly exacerbated by the position of public finances. Our partners across health boards, local authorities, Integration Joint Boards and the third and independent sector are all facing extremely challenging financial pressures, and it is within this context that we are setting out a national approach to supporting local systems to address some of these challenges, whilst recognising the impact that the current financial position has on our ability to achieve sustained improvements. has been on enhancing partnership working across health and social care, going further in our engagement, with a particular focus on working alongside our independent, third and voluntary sector partners, recognising the significant contribution they make within our communities. plan enabled us to save more than 50,000 unnecessary ambulance journeys for individuals. By the end of 2023/24 we had created 495 older people and acute Hospital at Home beds across Scotland, which supported over 14,400 people without them needing ambulance attendances, emergency care or to spend time in hospital. This service provides additional support for the system at periods of peak pressure, for example last winter more than 1,700 individuals were supported by older people / acute adult hospital at home in January 2024 alone, providing them with critical care when it was needed most. This represented a 54% increase on provision in January 2023. We also know the crucial role that community supports play in keeping people well and enabling people to live independently, preventing many individuals from requiring hospital care in the first place. Public Health (PHS) Care at Home statistics tell us that in 2022/23, 89,620 people received 37.7 million hours of care which was an increase from the year before. We have strengthened and embedded a person-centred and person-led approach to the development of this Plan as well as our work at a national level, with the aim of equipping our health and social care services to deliver safe, timely and high-quality care by working collaboratively with all parts of the system. This focus on people is 93
Page 94
6 critical to ensuring that individual s human right to the highest attainable standard of mental and physical health and their right to live independently as part of a community are upheld and that every person in Scotland can continue to expect high quality care, despite the incredible pressures on the system. Whilst this plan provides a national overview, it also seeks to address the specific operational pressures experienced and support our local partners to continue to provide the specific services required by their local population and deliver the high- quality care that individuals rightfully expect. We know that the delivery of these services requires close partnership working across multiple agencies and organisations. We and our partners work hard to include delivery partners, including those in the third and independent sectors, in the planning and preparedness activity but there is always more we can do to ensure that all partners are active members of this process. From dashboards created last year, we are using data to better understand local variations, to determine local and national actions and target interventions where there is greatest need. Our approach to surge planning incorporates ongoing improvements and continues work to maximise capacity and improve flow through all parts of the system. It also utilises effective monitoring of enhanced data to bolster our understanding of the resilience of the system. Key components of our approach towards a more resilient health and social care system and, in turn healthier communities: An approach that is whole system, prioritising prevention, improving system flow and embedding a home first approach. Leadership at all levels, both nationally and locally, supported by appropriate governance arrangements. Preparedness checklist for local systems. Community capacity and surge capacity planning. Continued use of and development of the data and dashboard to inform improved surge reporting and modelling work year-round. Winter vaccination programme including roll out of the new Respiratory Syncytial Virus (RSV) vaccination programme for older adults aged 75-80 and infant protection via maternal vaccination. Continued monitoring of performance of Primary Care system. Protecting planned care through increased use of day surgery units. Reducing the time people spend in hospital by delivering optimal discharge planning based on Centre for Sustainable Delivery (CfSD) evidence. Reducing delays through the delivery of our Hospital Occupancy and Delayed Discharge Action Plan and actions under our Joint Mission to Reduce Delayed Discharges. Working together, through our Joint Statement of Intent Commitment, to overhaul the current mechanism of eligibility criteria to ensure an approach to social care support that is based on human rights and needs, whilst also recognising that community waits for care and support and assessment are inextricably linked to challenges with workforce and finances. 94
Page 95
7 Supporting our vital workforce in both health and social care, as well as unpaid carers across Scotland. Supporting people to live well in the community, through the provision of high- quality care, in care homes and care at home services and through investment in care and support, including self-directed support and support for unpaid carers. 95
Page 96
8 As in previous years, we undertook a comprehensive exercise to understand the lessons learned from last winter, which focused on the development, delivery, and governance of the published actions. This work has informed and shaped our planning this year. We have met with valued partners from across the NHS, Local Authorities, Health and Social Care Partnerships (HSCPs), the third, independent and voluntary sectors to listen to their concerns and identify gaps in last winter plan. We have implemented many of the requested changes and will continue to work alongside those most affected by the plan, to make necessary improvements, so that our plan can best reflect the current context and support our system. Local systems, and the individuals and organisations that work within it to deliver health and care to our most vulnerable individuals, worked hard to meet high levels of demand and ensure people received care when they needed it most. However, we know that complex challenges remain and there is still work to be done to ensure people can access the timely care they need in the appropriate setting. Last winter and in previous winters, we have seen unacceptable waits for ambulances, assessments and care packages, long ambulance queues and delays in A&E departments, and hospitals more broadly. We have experienced high levels of hospital occupancy, delayed discharge and unmet need within our communities, as well as increased demand for GP appointments and for social care packages and assessment. We know that all aspects of our health and social care system are interconnected. Increased pressure in one part of the system is not isolated but impacts more widely across the whole system. Increased occupancy within our hospitals for example can increase length of stay and impact on levels of delayed discharges. This also leads to poorer outcomes for individuals which in turn can have a knock on impact on the demand for social work assessment and, in particular if an individual has a prolonged hospital stay, the level of care they require when they do leave hospital. It is important to recognise the significant impact longer lengths of stay have on individuals, causing deterioration, reducing independence and in some cases resulting in life-changing decisions such as admission to institutional care. We have also seen that these are not limited to the winter period with increased pressure on our health and social care system at all times of the year. This has, since the Covid-19 pandemic, regularly continued throughout the summer months and we have, this year, seen delayed discharges remain at peak levels long after they would normally begin to reduce. It is also important to note that Covid has not gone away, but simply added to the pressures experienced, at points this summer we have seen over 600 hospitalisations from Covid, Scotland wide. These pressures are only exacerbated by challenges with workforce availability, demographic and population issues, and budget constraints. 96
Page 97
9 This all indicates that we will enter this winter with a health and social care system under more extreme pressure than ever before. This has provided the context for the development of this plan and the initiatives contained within. Critically, the report highlighted that to be effective, planning for periods of surge should be a year-round and not limited to the winter months. That is why this year, we have a dedicated team responsible for working across the health and social care system to determine actions to be implemented and delivered throughout the year, to build resilience and capacity in our systems. 97
Page 98
10 Despite these challenges, the feedback received did highlight several key strengths of the planning process in 2023/24. The improvements to the data available to local systems and new dashboards were highlighted as particular assets, which provided an overview of the performance of both the health and social care systems throughout winter. This also provided the Scottish Government and COSLA with key oversight data to identify where support could be most effectively targeted. Actions driven by our Whole System Oversight and Planning Group such as our Delayed Discharge and Hospital Occupancy Action Plan were also welcomed, and this work has been embedded and built upon by the new Joint Mission to Reduce Delayed Discharges. Similarly, increased monitoring through the winter preparedness checklist and local self-assessments ensured partners were better informed and prepared than in previous years. The quarterly self-assessment returns from local systems provided a national overview of whole system discharge planning that required focus. Assurances were also provided by local systems in relation to service delivery, resourcing and business continuity over winter. Given the pressures experienced within the system and the increasing levels of delayed discharges, there has been enhanced scrutiny and assurance of local areas progress in relation to their performance against national objectives, with a focus on supporting those local areas experiencing the most challenge. Over a third of areas now have delays per 100,000 which are below their pre-pandemic levels and many more are on track to deliver this goal by October. We will continue to work closely with local systems to maintain this positive progress and will target improvement activity in those areas that are struggling to replicate this trajectory. At the heart of these efforts is a collective need to improve the experience and outcomes of individuals who access health, social care and social work services across the entire patient journey. Partners referenced the international recruitment pilot undertaken in social care as providing vital support for employers and critical learning. Although this has not been without its challenges with previous Home Office changes presenting barriers for the sector. Moving forward, the Scottish Government have committed to further funding which will enable the Centre for Workforce Supply Social Care (CWSS), in NHS Education for Scotland (NES) to continue to support Adult Social Care Organisations in Scotland in their efforts to recruitment internationally by continuing the universal support offered through the established networks12. We continue to build and develop upon lessons learned, maintaining the key benefits and approach to planning from previous years in the following key areas: 1 2 98
Page 99
11 To deliver on our commitment that people receive the right care, in the right place at the right times and have access to high quality services, we have continued to strengthen our joint governance and assurance mechanism between the Scottish Government and COSLA, working closely with Chief Executives from health boards, local authorities and Chief Officers represented through Health and Social Care Scotland. We continue to work with local systems to support them to make necessary changes to drive forward improvement programmes such as the work of the CfSD around over-14-day hospital stays as well as the Delayed Discharge and Hospital Occupancy Action Plan, and to monitor the resulting impact. These programmes and actions are vital to free up capacity as we head towards a period of higher demand, ensuring people and families are seen to when they need it most. The Collaborative Response and Assurance Group (CRAG), co-chaired by the Cabinet Secretary and COSLA Health and Social Care Spokesperson, provides assurance and escalation for joint decisions on the deployment of options that support the resilience of health and social care. This membership and frequency of the group has recently expanded to support increased activity under the joint mission to reduce delayed discharge, engaging system leaders from across health, social care and social work and supporting improvements in performance and practice around discharge. The Whole System Oversight and Planning Group has made a significant contribution to tackling delayed discharge and supporting the health and social care system to be better prepared for surges, such as winter. Throughout the year they have supported planning for anticipated surges and peak leave periods, driven the Action Plan and promoted best practice in Discharge without Delay principles, such as setting a planned date of discharge. They continue to play a vital role as part of the expanded CRAG mechanism. In order to progress the medium- and long-term improvements the work of the Whole System Strategic Improvement Group and the Joint Social Care and Social Work Workforce Taskforce are both driving change in the resilience of the social work and social care sector, working closely with our statutory, third sector and independent partners. Local leaders and services have already begun their planning for winter and are maximising the capacity of systems to meet the increased pressures experienced over this period. We will continue to work closely with NHS Health Boards, Local Authorities and HSCPs to support them in this planning and preparedness activity, and to ensure those that require care and support whether that be at home, in a community health setting or a GP practice, a hospital or a care home are able to access it. It is also vital that effective partnership working extends beyond our statutory partners to effectively involve our independent and third sector partners, who play a critical role in supporting people across Scotland. We will work to ensure that their 99
Page 100
12 expertise, leadership and knowledge is valued, trusted and respected and that they are engaged in national and local planning and delivery in an open and transparent way. The contribution that they make should never be underestimated and the specialist support and advocacy they provide must be recognised within our response to surges. Last year a whole systems dashboard was developed, in partnership between PHS, National Services Scotland (NSS) and Scottish Government, which has improved oversight and knowledge of health and social care. The dashboard is being used routinely for situational awareness and has been a key component of planning for periods of high demand In addition, to support winter and surge planning. To further support local systems a Social Care Dashboard has also been developed which provides a more granular level of detail on various elements of social care. Work was undertaken and published on how these products were received and how to improve them for winter 2024/253 with an aim to merge the two dashboards. Recent changes to the TURAS Care Management have reduced the data burden on Care Homes, providing a picture of available beds, occupancy and the pausing of some duplicate data collections, standardising data on care homes within the Care Home data review framework. Through the WSOPG, local areas have also been undertaking regular self- assessments against the key standards contained within the Delayed Discharge and Hospital Occupancy Action Plan, supporting whole-system benchmarking. Critical to whole system surge planning is better engagement with systems, providers and key stakeholders. They can offer rich intelligence and insight to help shape the plan and actions based on lived experience and knowledge of what works well. We have strengthened stakeholder engagement and partnership working to ensure we incorporate that expertise into improvements for this year. The Winter Preparedness Checklist aligns with the priorities set out in this Winter Plan and covers four key areas against which we asked Health Boards and HSCPs to provide an assessment of preparedness for their local systems: Section 1: Overview of Preparedness and Business Continuity Section 2: Urgent and Unscheduled Health and Social Care, and Planned Care Section 3: Primary Care, Mental Health and Social Care Section 4: Health and Social Care Workforce and Staff Wellbeing We will be using the outputs of this checklist along with the Hospital Occupancy and Delayed Discharge Action Plan self-assessment returns, dashboard data and other 3 100
Page 101
13 factors to create a holistic system assurance overview and provide targeted and tailored support to those areas identified as having scope to improve and increase resilience. This approach also encourages benchmarking across and within the system, and identification and sharing of best practice between areas. 101
Page 102
14 We have continued to develop upon the priorities winter preparedness plan, to strengthen our approach to whole system planning and delivery. In keeping with our commitment that the focus of this plan is people, we have adjusted our priorities this year to reflect how people experience our health and social care system. This approach recognises that pressures in one system area can have a knock-on effect on other parts of the system, and meaningful action should consider how services are interdependent on each other. At the heart of our four priorities for winter, are three key principles which ensure we retain our focus on the individual. These are: 1. Person centred and person led care as embodied through the Getting it Right for Everyone Principles, which aim to ensure a personalised way to access care and support. Ensuring that people are at the centre of decisions that affect them. 2. Strong leadership and partnership working across the whole system. 3. Implementing local and national actions we know work to improve the patient journey, and ultimately which improve outcomes for individuals, such as Discharge Without Delay principles The four winter planning priorities outlined follow a journey through the health and social care system. Priority One: Prioritise care for all people in our communities, enabling people to live well with the support they choose and utilise effective prevention to keep people well, avoiding them needing hospital care. Priority Two: Ensure people receive the right care, in the right place at the right time, this includes prioritising care at home, or as close to home as possible, where clinically appropriate. Priority Three: Maximise capacity and capability to meet demand and maintain integrated health, social care and social work services, protecting planned and established care, to reduce long waits and unmet need. Priority Four: Focus on supporting the wellbeing of our health and social care workforce, their capacity and improving retention, as well as valuing and 102
Page 103
15 Social care and support services, social work and Unpaid Carers, alongside other community-based health and social care services, play a vital role in supporting people to live well at home. Ensuring safe, effective person-centred care through an integrated and co-ordinated approach is critical year-round but particularly over winter. Health and social care professionals operate in numerous community settings, operated by public bodies, independent providers and third sector organisations. These professionals work with thousands of people across Scotland, helping them to stay well, flourish and live independent lives year-round and particularly in the winter period, reducing the pressure on our health and social care system and ensuring that individuals continue to receive the best possible care in challenging circumstances. Proactively support people at highest risk in our communities to keep well and prevent the need for hospital care, supporting the community services which deliver this critical work. This includes: Supporting the health and social care professionals working in every care home and care at home service, who maintain the health and wellbeing of thousands of people across Scotland by taking forward activity under the Joint Social Services Taskforce (JSST) which has the most valuable impact on the social care and social work workforce in partnership with NES, the Scottish Social Services Council (SSSC), Social Work Scotland, Coalition of Care and Support Providers in Scotland (CCPS) and unions. Enabling the delivery of high quality, effective and personalised care in care homes across Scotland, with dedicated health and social care professionals providing a safe and nurturing environment. We ensure that the best care is provided through a range of improvement activity, and the Healthcare Framework. The Health and Social Care Standards set out what should be expected when using health, social care or 103
Page 104
16 social work services in Scotland and these underpin the Care Inspectorates inspection frameworks456. Providing excellent care for individuals in their own homes through dedicated care at home services, which provide care tailored to the needs of almost 90,000 people across Scotland7, enabling people to live as independently as possible in their own homes. Ensure there is clear communication at a national level that a care package may be - home care, either long term or to support reablement, or it could be a mix of home care; digital technology and aids and adaptations or in some situations, just digital or aids and adaptations. Supporting individuals to live their lives in ways that are meaningful to them, maintaining their own and their carers health and wellbeing through self-directed support and support for unpaid carers COSLA and Scottish Government recently published the Self Directed Support (SDS) Improvement Plan to support progress of implementation of SDS so that people consistently experience choice and control over their care. The provision of free personal and nursing care payments to over 10,000 adults across Scotland8. Critical to this is the strong partnership working between Integration Authorities and local providers and third sector interface. Writing to all local areas in advance of winter to reassure them of the flexibility available in the statutory guidance, when considering the employment of a family member as personal assistant under SDS option 1. This will support local decision making and development of processes which will mitigate, manage or reduce risks when it is in the best interests of the supported person to employ a family member with Power of Attorney (POA) / guardianship as a personal assistant. Ensure that existing programmes of work being progressed by Digital Health and Care (DHAC) and COSLA are utilised fully to support system pressures, including Maximising the benefits of the shared Alarm Receiving Centre (ARC) - the shared ARC is now live with several HSCPs and 7 more to be onboarded over the next few months. The shared ARC is a cloud- based common platform for ARCs across Scotland supports the required shift towards more proactive and preventative approaches to supporting citizens, including the integration of Telecare data to support assessment, anticipating need, and supporting early interventions. With standardised data, telecare providers can anticipate citizen needs and tailor interventions, accordingly, ensuring timely and targeted support. 4 5 6 7 8 104
Page 105
17 Use data more effectively to support early intervention using the Telecare Information Framework (TIF). Through the adoption of this data set, telecare service providers will gain access to valuable insights that support early intervention and preventive measures. By leveraging data analytics, providers can proactively identify individuals at risk and intervene promptly, ultimately improving outcomes and enhancing citizen wellbeing. Through the Mental Health and Wellbeing Strategy we will ensure we have the right activity in place to meet changing need this winter and in coming years, with a strong focus on prevention and early intervention, to allow people to access care in the most appropriate setting or pathway. Through the Mental Health and Wellbeing Delivery Plan, continue to build on work underway to improve unplanned and urgent mental health care, including for those in mental distress, by utilising a multi-agency response and alignment with the national rollout of the Distress Brief Intervention (DBI) programme and; Support Boards providing access to a mental health clinician 24 hours a day, seven days a week. Embed the Time, Space, Compassion principles. Increase access to existing and developing services by developing a mental health unscheduled care resource pack by Autumn 2024. Continue to increase awareness of available pathways into support and care through developing tailored messaging for specific population and equalities groups in 2024. Continue to invest in the Enhanced Mental Health Pathway and promote partnership working to increase Police Scotland and Scottish Ambulance Service (SAS) access to local clinical support. Take an evidenced based approach to improvement work to better understand how people are accessing and receiving unplanned mental health care, ensuring that improvements to unplanned and urgent care are underpinned by robust data, including person demographic data. published in Autumn 2023, and the subsequent Police Scotland actions on mental health. Through the multi-agency Partnership Delivery Group (PDG) on mental health and policing established to drive forward activity aimed at improving outcomes for people in mental health need, as well as those experiencing distress or crisis, publish a Framework for Collaboration supporting partnership working at a local level for police, health, social work, social care services and across public and third sectors, in the Autumn, as well as a cross-sector Action Plan before the end of 2024, which will detail how long-term ambitions are to be achieved. A national review of Psychiatric Emergency Plans by the Mental Health Unscheduled Care Network by November 2024, followed by the development of national guidance in 2025 to ensure reasonable consistency across 14 Health Boards. Maintain consistent engagement with Boards, sponsored bodies and key groups such as Primary Care leads, National Out of Hours (OOH) oversight 105
Page 106
18 group, SAS and NHS 24 to continually monitor the performance of the Primary Care system through regular performance reporting on: GP capacity and resilience OOH availability SAS and NHS 24 performance Report on-going performance to Ministers and highlight any issues through CRAG, escalating and taking any action as appropriate. Provide ongoing support through the Scottish Dental Access Initiative (SDAI) to facilitate the opening of new or expansion of existing General Dental Services (GDS) dental practices to register new NHS patients for care, by engaging with boards to understand local issues and facilitate local solutions, such as Public Dental Service (PDS) providing alternative care to patients who cannot access GDS. Ensure the Primary Care system is as resilient as possible heading into winter and that people are able to access the care they need, in their community, where appropriate. One such example is the SAS Integrated Clinical hub, which helps to direct patients to the most appropriate point of care, without automatically directing them to A&E. Build resilience in social care through the invaluable work of our Local Authority and Health and Social Care Partnership resilience leads and existing Resilience Partnerships to facilitate effective business continuity planning, emergency preparedness and development of our resilience infrastructure. Ensure that Community Pharmacy are able to deliver core services, including NHS Pharmacy First Scotland, both in and OOH. Health Boards ensure that there is adequate provision of NHS Pharmaceutical Care services and support to local health care needs, including winter. Health Boards and local contractor committees continuing to work collaboratively to address any pressures across local community pharmacy networks such as cluster working. Community pharmacies continue to provide appointment free access to pharmacists and the wider pharmacy support team for advice and treatment for minor ailments and every day common clinical conditions. Ensuring that patients continue to have access to the prescribed medicines and services such as NHS Pharmacy First and a range of Public Health Services. Work to embed the Getting It Right For Everyone (GIRFE) principles through our , which has been co-designed with partners and people with lived experience. This will support Health and Social Care professionals to provide holistic support to people, alongside the My Health, My Care, My Home healthcare framework for adults living in care homes9. 9 106
Page 107
19 DHPs are made by local authorities to eligible individuals where they need help with their rent or housing costs. Eligible individuals can find out how to apply by visiting mygov.scot or contacting their local authority.10 Protecting people who may be most impacted by severe illness, hospitalisation or death from RSV, Covid-19 and flu, through vaccination, is a key means of reducing demand on our health and social care systems. The new RSV programme, launched in August 2024, demonstrates the value of vaccination. This programme will be offered to pregnant women to protect babies and to older adults aged 75-80 RSV is the leading cause of emergency respiratory admissions to hospital in Scotland in infants, with 1,516 children aged under one hospitalised with the virus last year. There were also over 1,000 cases of RSV recorded in adults aged 75 and over in Scotland between October 2022 and September 2023, with more than half (535) having to spend time in hospital as a result. It is therefore anticipated that a successful programme will help to reduce these numbers. We also want to see as many eligible people as possible protected from Covid-19 and flu this winter. Our eligible cohorts continue to be guided by independent advice from the Joint Committee on Vaccination and Immunisation (JCVI) who assess who is most at-risk from these viruses, and therefore would benefit from vaccination. Our adult Flu and Covid-19 vaccination programme will launch for winter, with all those over the age of 65, residents in care homes for older adults and all those in a clinical risk group, eligible for both vaccines. Both vaccines will be offered at the same appointment for efficiency. This winter, the JCVI does not advise an offer of Covid-19 vaccination for frontline health and social care workers, staff working in care homes for older adults, unpaid carers and household contacts of people with immunosuppression. However, they do say that Health and social care service providers may wish to consider whether vaccination provided as an occupational health programme is appropriate, and ahead of such considerations, health departments may choose to continue to extend an offer of Covid-19 vaccination to frontline health and social care workers and staff working in care homes for older adults in winter 2024. Under this flexibility, Scottish Government has decided to offer frontline health and social care workers, including all staff working in care homes for older adults, Covid-19 vaccination this winter. important that we do everything we can to ensure those who are eligible for the vaccine, including frontline staff, take it up if they wish. We will work with partners including Public Health Scotland to promote and encourage uptake. 10 107
Page 108
20 Unpaid carers and household contacts of the immunosuppressed will remain eligible for flu vaccination this winter, but will not be offered Covid-19. The primary aim of the national Covid-19 vaccination programme remains the prevention of severe illness (hospitalisations and deaths) arising from Covid-19. As currently available Covid-19 vaccines provide limited protection against mild and asymptomatic disease, the focus of the programme is on offering vaccination to those most likely to directly benefit from vaccination, particularly those with underlying health conditions that increase their risk of hospitalisation following infection. transmission of the infection and support the resilience of the health and care system, particularly during the winter months. Alongside this, it will be important for us to continue to closely monitor rates of respiratory viruses including Covid-19 and provide infection prevention and control advice and guidance as required. In addition to vaccination and infection prevention, social connections, exercise and meaningful activity are vital for the wellbeing and quality of life of everyone, but in particular those living in a care home. It therefore remains fundamentally important that people living in care homes remain connected to their loved ones even in infectious outbreak situations in line with PHS Covid-19 Guidance. Work with Boards to introduce the new year-round maternal RSV vaccination programme from 12 August 2024 to protect infants. Offer the flu vaccination to all school age children in Scotland, including secondary school pupils as part of the seasonal child flu programme. Promote child flu vaccination uptake, especially in children aged 2-5 years, to ensure they receive the earliest protection to help stop the virus spreading. To have maximum impact, early completion of vaccination amongst this group is essential. Work with Boards to vaccinate all cohorts as advised by JCVI as part of the seasonal flu and Covid-19 vaccination programme. Frontline health and social care workers will be eligible for both Covid-19 and flu vaccination, but we will work with PHS and Boards to assess a return to peer-to-peer flu vaccination delivery models in clinical settings. Boards will continue to offer frontline Health and Social Care Workers the opportunity to drop into any community clinic, without the need to book, but workers can also book via the online portal and the national vaccination helpline if they would prefer. Although frontline Health and Social Care Workers are eligible for both Covid- 19 and flu this winter, they will be more active promotion of flu vaccination uptake in that group, as well as non-frontline NHS worker groups, to help build resilience within the health and social care system. Continuing to encourage high vaccination uptake for both Covid-19 and flu, within care homes and care at home providers specifically is vital. 108
Page 109
21 Focus on key messaging to encourage uptake of the winter vaccination programme, with a focus on the individual properties and benefits of each vaccine, to target vaccine hesitancy and inclusion: There will be no national Flu Vaccine Covid Vaccine (FVCV) marketing campaign in winter 2024 and no paid for media or marketing activity Instead, PHS Comms will develop an inhouse creative for a predominantly digital campaign for all eligible groups. There will be specific focussed assets designed to reach those who support vaccination but are hesitant or are not prioritising getting vaccinated11. PHS will develop more clinical flu and Covid-19 messaging for the frontline Health and Social Care Worker group. All PHS FVCV assets and toolkits will be distributed via established stakeholder networks. There will be a PHS led seasonal child flu programme updated national marketing campaign - . Replenishing covid test stocks at regular intervals to meet projected demand. As a positive test is required to access Covid-19 treatments for those eligible, additional orders of new tests can be placed in line with demand. Continue to work with partners such as PHS, to ensure the delivery of a robust respiratory surveillance programme that quickly identifies signals or trends that are of concern and provide infection prevention and control advice and guidance as required. Continue to work with Executive Board Nurse Directors, and other professional leads, such as Chief Social Work Officers, Chief Officers and Care Homes to collaborate on the delivery of person-centred safe care and support to Improve the health and wellbeing of people living in care homes in line with the Healthcare framework for adults living in care homes.12 Continue to work with local partners to support people living in care settings to remain connected to their loved ones. 11 12 109
Page 110
22 For many, Emergency Departments may not be the best place for their healthcare needs and our Urgent and Unscheduled Care Collaborative improvement approach is not only better for people but reduces pressure on acute and primary care services too. This includes maximising admission avoidance through initiatives such as reducing conveyance of people from care homes where it is clinically appropriate, expanding hospital at home services and discharge to assess. The principle of right care, right place, right time does not just apply to health care however, we know that it is also important to apply this principle to social care and social work assessments, as assessments are most effective when completed in a own home. Occasionally during period of exceptional demand, individuals it is also important for people with lower or moderate levels of risk to be signposted to lower level support. Everyone in need of emergency mental health care must receive that support quickly, and wherever possible, close to home. People presenting with stress and/or distress are often conveyed to hospital when there can be community-based alternatives that support the patient as well as the system as a whole. This will also ensure that people seeking mental health support receive the right care, in the right place, at the right time, regardless of where, or what time of day they present there should be no wrong door. To ensure that people receive the most appropriate care and are empowered to support themselves and those they care for, the Scottish Government and HSCPs are continuing to deliver communications programmes to increase awareness of high-quality accessible healthcare information. A multi-agency communications group provides an expert forum to agree key messages and develop national and local communications plans to ensure the public is well informed. Continue to work with Healthcare Improvement Scotland and Boards to expand the Hospital at Home Older People's service to improve the resilience and efficiency of services that will enable people to be treated at home, where appropriate. Providing alternatives to hospital attendance and admission through the enhancement of local Flow Navigation Centres which provide virtual access to the A&E team to support patients to be seen in the right clinical care setting. Reduce ambulance turnaround times by improving front door processes and optimising services such as Flow Navigation Centres and the Integrated Clinical Hub which provide care for patients at or near home, reducing pressure on A&E departments. Produce a scoping report in summer 2024 on the feasibility of implementing an additional safe space as an alternative to people being conveyed to an 110
Page 111
23 Emergency Department when in a mental health crisis and the use of Emergency Departments as a legal place of safety. Develop and optimise accessible and effective pathways and referral routes to enable OOH services to redirect as appropriate. Ensuring appropriate public messaging such as the NHS 24 winter messaging campaign as well as up to date information on NHS inform is delivered throughout the winter period so that people know how and where to access all primary care services. Increase awareness of the key sources of information that will support the public with their care needs, whether that information is delivered in person (for example, through social workers, care home and care at home providers, community pharmacists or local GPs), via the telephone (NHS 24 on 111 for physical or mental health concerns) or digitally (nhsinform.scot, the NHS 24 online app, Care Information Scotland or local council websites).1314 Resources developed by Scottish Government, PHS and NHS 24 will be available online for any stakeholders to use through their own communications channels such as social media accounts, e-newsletters or in- venue signage to support local activation. Increase awareness of the role for Home First and delivery of services (such as Hospital at Home or assessments for longer-term care needs) at home through media relations, social media and operational communications. Collaborative working across Boards, Local Authorities, Primary Care Contractors, providers, carer centres and Partnerships to consistently redirect and signpost people to the appropriate service for their needs, whether through national, regional or local communications. 13 14 111
Page 112
24 Both COSLA and Scottish Government recognise that actions and improvements to maximise capacity are best and most sustainably delivered in an integrated and co- ordinated way across the whole system. Local Authorities, Boards and Integration Authorities, together with the voluntary and independent sectors, and indeed with our communities, integral to the successful integration of health and social care to deliver better experiences and outcomes for the people who access services. We recognise the challenge in increasing capacity across the system during periods of sustained pressure and are committed to working with all partners to do everything we can to support local systems to meet demand and deliver high quality services. We have maintained our national focus on addressing pressures across the whole system and reducing levels of delay from hospital, with enhanced oversight and assurance arrangements to ensure targeted support where systems need it most. Behind every delayed discharge, is a person who will not sleep in their own bed tonight. Critically our focus on these delays is centred around ensuring the best possible care for that individual. Each delayed discharge has been clinically assessed, and a determination made that hospital is not the best place for them to receive the ongoing care that they may need. If a person is kept in hospital longer than clinically necessary, their outcomes and overall health will be affected. lack of discharge planning, awaiting an assessment, to difficulty in ensuring a suitable care package is in place, or to legal challenges that may be experienced where an individual does not have the capacity to make decisions for themselves. There is also significant variation across the country. Our new mission to reduce delayed discharge is focusing in on this variation, supporting local systems to improve their performance and ensuring that good practice is replicated to give each person the best experience possible. This also requires us to focus attention to the 6000 people awaiting a social care assessment, highlighting the significant challenge ahead in addressing levels of unmet need in our community which inevitably impacts on levels of delay in hospital. Support the First Minister and COSLA Mission to Reduce Delayed Discharges: Continue to deliver a whole system approach in improving system flow and reducing delays in services for mental health, learning disabilities and adults with incapacity. Support people to live well in the community, only being admitted as an inpatient when necessary and discharged in a timely manner. 112
Page 113
25 Embed good practice discharge processes, such as the Discharge without Delay principles, as set out in the Hospital Occupancy and Delayed Discharge Action Plan. Deliver effective discharge planning for patients admitted to acute or community hospitals to protect established care at home packages, allowing discharge without further delay for assessment. As part of the CRAG, work in partnership with Health Boards, HSCPs, Local Authorities, the third sector and people with lived experience to reduce mental health, learning disability and adults with in-capacity delays and improve system flow. This will be delivered through a dedicated multi-agency working group, which will focus on deploying targeted improvement and performance support to local systems to reduce delays, as well as generating an evidence base regarding the medium and longer term interventions required to address systemic challenges. The group will also consider approaches to reducing inappropriate out of area placements identified through the Coming Home work. Continue to work with Health Boards to deliver improvement and implementation of key actions to ensure improved A&E performance. A focus on reducing length of stay over 14 days for non-delayed patients and increasing short stays less than 72 hours to improve occupancy and flow. This will be delivered through the work of CfSD, Urgent and Unscheduled Care Collaborative Programme, actions include: Increased senior decision makers at front door, which will support prompt decision making. Strengthening the patient discharge processes. Discharge without Delay through daily, or twice daily where appropriate, ward-rounds with senior-decision-makers. Daily multi-disciplinary team (MDT) board rounds with a plan for every patient, every day. Whole-System MDT reviews of long-stay patients. Continue to make progress on delivery of commitments within the Joint Statement of Intent, with our shared aim continuing to be to improve the experience and outcomes of people who access social care support and those who work within the sector. Continue to drive forward wider system improvement through the Scottish Learning Improvement Framework, with joint political oversight through the Whole System Strategic Improvement Group. Monitor performance and delivery of social care response and improvement measures and provide assurance to Scottish Ministers and COSLA on the actions being progressed to improve local performance, our management of winter pressures and sector viability. Design and deliver a programme of improvement work targeted at embedding home first approaches in health and their intersection, in the short and medium-term. Involve people and their carers in decisions that relate to their care to enhance choice and control over their support. In hospital, this means engaging with the patient, their families, and carers in hospital discharge discussions to ensure their needs and wants are central to decision-making. 113
Page 114
26 Use of home-based assessments such as discharge to assess for all Home Support packages to ensure accurate person-centred assessments, in familiar and homely environments. Over the past few years, Boards have tried, where possible to protect planned care, however they sometimes have had to take the difficult decision to step down planned care in order to deliver emergency treatment. Given the impact this has had on waiting lists, and on patients themselves, we are committed to protecting planned care throughout this winter. Long waits are regrettable, but we are determined to provide Health Boards with the support necessary to drive improvements and will continue to target resources to reduce waiting times, particularly for those waiting longest for treatment. In addition, we are working closely with Health Boards to implement alternative pathways and new models of care which will support patients to be seen more quickly and increase capacity and sustainability. Despite an exceptionally challenging winter period last year, new outpatient activity was up by 2.9% in the quarter ending March 2024 when compared to the previous quarter, and inpatient/day-case activity for the quarter to March 2024 was the highest since the start of the pandemic; the 9th quarterly increase in a row with 63,900 patients seen. We will continue to work closely with the Boards to maximise planned care capacity and where the majority of long waits in some specialities remain, ensure we continue to work hard to reduce these as quickly as possible. Strive to protect cancer care with a focus on continuing to prioritise new urgent suspicion of cancer patients and protect theatres for cancer operating. Work with Boards to maximise capacity, to reduce waits prior to winter 2024/25. Maximise capacity through regional and national working: Maximise theatre capacity including National Treatment Centres through expanded sessions in evenings and weekends. Support Boards, including through the National Elective Coordination Unit (NECU), to maximise clinical validation of waiting lists to identify, where appropriate, alternative forms of treatment. Continue to support Boards in the adoption of Active Clinical Referral Triage (ACRT) and Patient Initiated Return (PIR) to improve patient care and reduce waiting times by eliminating unnecessary face to face attendances. Deliver the actions contained in the Endoscopy and Urology Diagnostic Plan. Encourage the optimisation of digital solutions and standardise pre-operative assessment to reduce the need for unnecessary appointments and cancellations, thereby releasing capacity. Protect planned care through maximising the use of day surgery units including increasing the proportion of procedures converted to day case surgery. 114
Page 115
27 Our highly skilled and committed workforce is the cornerstone of our response every winter. We understand the continued pressures that our health and social care workforce, including volunteers and unpaid carers, are performing under, now more than ever. In order to meet demand, we must continue to focus on supporting workforce capacity and retention of staff, unpaid carers, and our third sector partners, and ensuring that we support the wellbeing of staff through challenging periods of high demand. We are pursuing a range of different strategies to nurture the workforce in both health and social care over the long term. Within our health workforce, for example, this includes supporting the expansion of trainee doctor posts, to reflect the changing demands on our health and social care system. IMPACT have recently completed a literature review looking at what best supports wellbeing for personal assistants and their employers, this offers provide useful insight for future planning to support this key social care workforce. The JSST was established to ensure that further meaningful progress can be made in partnership to address pressures, and with a focus on delivery of outcomes which workforce. A key objective of the Taskforce is to identify collective and individual organisational actions required to address the challenges facing the professions through focusing on improvement opportunities across the workforce journey, and identifying where practical changes to practice, working across boundaries, can enable a step change in the delivery of integrated care and service delivery. It is estimated that between 700,000 and 800,000 people provide unpaid care for a relative or friend at home and within other community or residential supports, and so hugely valued unpaid carers, as well as enabling carers to participate in education, training or employment alongside their caring responsibilities, ensuing that carers are able to sustain their caring role with positive wellbeing. We must also continue to support the effective implementation of SDS for people who access support and their carers as the default approach to social care, ensuing people have choice and control over their care and support. Progressing workforce activity through the JSST, including development of paid college placement project which aims to develop and socialise a national paid college placement blueprint for adult social care employers such as Local Authorities, independent sector and third sector. It focuses on expanding successful practices to increase the availability of paid placements for adult social care students during their qualifications. The blueprint is currently being developed and will be implemented in future college academic sessions from 2025. Through Scottish Government funding to NES, fund the CWSS which supports Adult Social Care Organisations in Scotland in their efforts to recruit 115
Page 116
28 internationally by establishing network platforms for sharing best practice, networking and discussion within the social care sector. Scottish Government is committed to working with the sector to look at options to improve rates of pay and terms and conditions for the social care workforce and we are currently working with stakeholders to develop sectoral bargaining for the sector to advance this. However, public finances are under unprecedented pressure, and we must balance the fiscal position while the demand for government support and intervention continues to rise. Supporting any retiring staff who wish to continue in employment suitable to them and to the service through the Retire and Return provisions outlined the NHS Scotland Retirement Policy. Supporting staff throughout their career, to manage demands on their time options to help them to balance their lifestyle whilst maintaining and promoting the best possible service to our patients and service users. These include a Flexible Work Location and Flexible Work Pattern Policy. Encouraging Boards to promote part-time work opportunities to their health, social care and social work students, who can help to build short-term capacity as required. Our NHS Scotland Flexible work location and NHS Scotland Flexible work pattern policies provide staff with a range of flexible working options to help balance their lifestyle whilst maintaining and promoting the best possible service to patients and service users. Provide essential wellbeing support to staff across health, social care and social work suffering poor mental health through: Availability of confidential mental health care and treatment for registered staff through the Workforce Specialist Service, as well as psychological therapies and interventions for all staff, supporting staff to treat anxiety, depression and improve issues like difficulty sleeping Additionally the National Wellbeing Hub continues to offer a range of self-service resources for staff15. Further, NHS 24 deliver the National Wellbeing helpline, offering a 24/7 compassionate listening service. These wellbeing provisions provide important intervention options for staff suffering poor mental health, improving the likelihood of these staff returning to, or remaining in work for the longer term, and improving the quality of care they are able to provide. Ensure people who provide unpaid care are supported in their caring roles and supported to look after their own health and wellbeing alongside engaging in education, training and/or employment. We are implementing our National Carers Strategy to drive forward long-term changes to improve the lives of unpaid carers across Scotland. It sets out a cross-government approach to carers issues, including through social care, social security policies and supporting carers in employment and education. 15 116
Page 117
29 Supporting local carer centres and young carer services to build capacity and ensure all carers can access consistent and up-to-date information. We will work with stakeholders to improve the availability and range of short breaks. We will continue to work with local service commissioners, Shared Care Scotland and others to promote greater availability and choice of short break support in different areas. Continue to explore how volunteers can provide support in both discharge from hospital, in assisting people to attend appointments, and consider appropriate use of established local and national volunteer partnerships. We will also explore how the National Volunteering Hub can be best utilised to support the health and social care system to manage pressures over the winter period. 117
Page 118
30 The Warmer Homes Scotland scheme, delivered by Warmworks, was re- launched on 02 October 2023 with more funding and help for households to receive a climate-friendly heating system. People can contact Home Energy Scotland to check their eligibility and receive advice on additional support. Applications are assessed by Home Energy Scotland (HES) against the eligibility criteria. For more information, visit the Home Energy Scotland website or telephone 0808 808 2282 (Monday to Friday 8am-8pm and Saturday 9am-5pm). Cost Of Living website has a range of resources including how to get in touch with your local council for help with energy and bills, and has specific advice for older people or those who are disabled, including links to support organisations and information about the benefits that they may be entitled to. The Care Information Scotland website summarises unpaid carers rights to information, advice and support, alongside details of social work departments and local carer centres to find out more about what is available locally. My Power of Attorney website provides information on the importance of POA 118
Page 119
31 This Winter Preparedness Plan sets out the actions being implemented across the health and social care system in order to prepare for the increase in demand and pressure we expect to see over winter 2024/25. These actions are being adopted as part of a business as usual approach to local planning for surges in demand and complement local surge/escalation and capacity plans. To support this, we have put in place a national governance system with strategic oversight across health and care to recognise and mitigate evolving risks (including system pressures) and maintain a flexible response covering whole-system winter pressures. Working on a local basis, monitoring will continue, and health and care organisations will utilise their established governance and response structures. 119
Page 120
120
Page 121
Report Agenda Item Report To: Date of Meeting: Report by: Social Work Resources Committee 29 January 2025 Director, Health and Social Care Executive Director (Housing and Technical Resources) Subject: Prisoners (Early Release) (Scotland) Bill 2024 – Implications for South Lanarkshire Community Justice Partners 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the implications for South Lanarkshire (SL) Community Justice Partners (CJP) on the implementation of the Prisoners (Early Release) (Scotland) Bill 2024 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the contents of the report be noted. 3. Background 3.1. On 18 November 2024 the Cabinet Secretary for Justice and Home Affairs introduced the Prisoners (Early Release) Bill to the Scottish Parliament. 3.2. Sections 1 and 2 of the Bill proposed that most prisoners serving a sentence of less than four years were to be released after serving 40% of their sentence, rather than 50% as at present. This change would not apply to prisoners who are serving a sentence for a current sexual, domestic abuse and domestic abuse aggravated or terrorism offences. Those with historical sexual and domestic abuse offences (previous custodial or community sentences for those offences) would be eligible for these release arrangements. Appendix 1 demonstrates illustrations of sentence lengths when 40% is applied. 3.3. Section 3 of the Bill grants Scottish Ministers a power to make future changes to automatic early release points for both short and long-term prisoners, including children detained in secure accommodation, by subordinate legislation. These regulations would be subject to parliamentary approval via affirmative procedure. 3.4. These provisions will allow for the prison population to be reduced at a pace and for this reduction to be maintained indefinitely. 3.5. On 26 November 2024 the final version of the Bill was agreed by the Scottish Parliament. The Bill requires Royal Assent on 31 January 2025 to become an Act with intended changes to come into effect from 18 February 2025. 11 121
Page 122
3.6. It has been estimated that between 260 and 290 people will be released nationally, with exact numbers for authority areas (including South Lanarkshire) still to be confirmed. 3.7. The Scottish Government has stated that the impact of the change to release point will be monitored, with a report on the impact of the changes to be reported following two years of implementation; and specific information relating to those released in tranches being published within two months of the final tranche being released. 3.8. It should be noted that these arrangements are not a continuation of the previous emergency release arrangements enacted in May 2024 (which supported immediate and short term release measures to ease the prison population at a point in time). These new arrangements seek to be absorbed into routine release management arrangements for the Scottish Prision Service (SPS). 3.9. To date the national lessons learnt exercise undertaken in August 2024 following emergency release arrangements has not been published by the Scottish Government. Notwithstanding that, SPS have confirmed a number of changes that will be implemented for the new release arrangements – including:- progressing Information Sharing Protocol with third sector partners breaks between tranche release to afford necessary pre-release planning consideration of Needs form undertaken with alll people being released to prevent failure to provide release support 3.10. To date SPS have confirmed the following to Chief Social Work Officers through Social Work Scotland:- there will be three tranches of release starting 18 February 2025 over a six weeks with three release days Tuesday to Thursday, affording one week breaks before next the next tranche of release release weeks will be 18 February, 4 March and 18 March 2025 no pre-release assessments will be required by prison or community based social work considerable system change within SPS is required to re-calculate all short term sentence to 40% release criteria single point of contact and release group planning arrangements are to be put in place in each prison establishment local authorities will have four weeks notice for liberations communication plans being worked on by SPS for sharing as soon as possible 4. Implications for South Lanarkshire 4.1. South Lanarkshire Community Justice Partners include South Lanarkshire Council Justice Social Work Services; South Lanarkshire Council Housing Services; Community Addiction Recovery Services (CAReS) and Alcohol and Drug Partnership (ADP) commissioned services; SACRO; Wise Group; Victim Support; and Police Scotland. 4.2. It is anticipated that the impact of these new arrangements will primarily have implications South Lanarkshire Housing Services; and CAReS and ADP commissioned services. 122
Page 123
4.3. Whilst Justice Social Work provide a voluntary throughcare service, previous early release initiatives demonstrated no uptake of that provision, in part due to release support arrangements being provided by third sector services. Community Justice Scotland have announced a new national third sector voluntary throughcare service will operate as of April 2025 across Scotland. 4.4. It will be necessary for the Scottish Government’s Child Placement Team to review arrangements in place for eligible sentenced children who are in secure accommodation. Justice and Children and Families Social Work Services are reviewing any children who may be impacted by the legislation and release arrangements will be in place as per Care and Risk Management processes. 4.5. The impact on the Council’s Housing and Homelessness Services for these new arrangements will be significant, particularly given existing significant demand pressures. Whilst there is a requirement to engage with all prisoners ahead of release, assess housing and support needs and work to ideally meet those needs upon release, given the well documented pressure in the housing system there is a high risk that additional housing demand could contribute to increased homelessness. 4.6. It is anticipated that additional temporary accommodation will, therefore, be required. Housing and Homeless Services will work to meet temporary accommodation needs within furnished properties within our communities so as to avoid where at all possible the need for emergency accommodation (such as Bed and Breakfast) and in order to minimise the negative impact of homelessness on release from prison (including risks of reoffending). There will also be an increased demand on the Council’s Housing Support Service, which is already under pressure, to ensure the required supports are in place to assist in managing and sustaining a tenancy. 4.7. There will also be additional costs that require to be funded in relation to arranging the additional temporary accommodation and resources in managing them. This will be required to be factored into the Homelessness Business Plan should any significant increase be required. 4.8. South Lanarkshire CJP are organising a series of communication and information sessions in January 2025 for partners organisations to ensure that all agencies understand the initial release arrangements. The SL CJP will also act to monitor and share developments as they occur. An initial operational action plan has been prepared and will be updated on an ongoing basis for relevant CJP partners to ensure communication and preparations are in place. 5. Employee Implications 5.1. The Act will require demands on existing services and staff within the Council and partners to respond to the requirements above, with the likely requirement for additional capacity that would need additional funding from Scottish Government to avoid this becoming an additional budgetary pressure locally. 6. Financial Implications 6.1. The Financial Memorandum prepared to accompany the Bill is available online:- https://www.parliament.scot/-/media/files/legislation/bills/s6-bills/prisoners-early- release-scotland-bill/introduced/financial-memorandum.pdf 123
Page 124
6.2. The Scottish Government has advised that they will work with COSLA to determine how best to identify the actual costs incurred in due course; and how support can be distributed to those councils that experienced additional pressure due to these releases. The Scottish Government have committed up to £1.3 million in total to support local authorities in the provision of housing services. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications associated with this report. 8. Other Implications 8.1. Arrangements will be made during the tranches of release to identify and feedback to SPS and Scottish Government any significant issues or challenges experienced by South Lanarkshire CJP. 9. Integrated Impact Assessment and Consultation Agreements 9.1. This report does not introduce a new policy, function, or strategy, or recommend a change to existing policy, function, or strategy and, therefore, no integrated impact assessment is required. Professor Soumen Sengupta Director, Health and Social Care Stephen Gibson Executive Director (Housing and Technical Services) 9 January 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Previous References Social Work Resources Committee – 30 October 2024 List of Background Papers Appendix 1: Illustration of 40% release criteria to sentence lengths Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Gillian Booth Service Manager - Children and Justice Social Work Tel: 07725886299 Email: gillian.booth@southlanarkshire.gov.uk Pamela Newey Area Housing Manager Tel: 07795454296 Email: pamela.newey@southlanarkshire.gov.uk 124
Page 125
Appendix 1 - Sentence illustration Sentence Length 50% original release point 40% new release point 2 year sentence (24 months) 1 year (12 months) 9 months 18 days 2.5 years (30 months) 1 year 3 months (15 months) 1 year (12 months) 3.5 years (42 months) 1 year 9 months (21 months) 1 year 4 months, 24 days (16 months 24 days) 11 125
Page 126
126
Page 127
Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 29 January 2025 Report by: Director, Health and Social Care Subject: Care Inspectorate Update for Registered Care Services - 1 July to 30 November 2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the outcome of inspections by the Care Inspectorate for registered services delivered and managed by Social Work Resources for the period 1 July to 30 November 2024 inform the Committee on the outcome of inspections by the Care Inspectorate from 1 July to 30 November 2024 for registered external services operating within South Lanarkshire inform the Committee on any updates to inspection and/or improvement frameworks and service registrations provide an update on feedback from the Care Inspectorate’s thematic review of the priorities outlined within the National Strategy for Community Justice [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; and (2) that the improved position, following the December 2024 inspection of the Hamilton Care at Home Service, as now being assessed as ‘very good’ be noted. 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 The Health and Care (Staffing) (Scotland) Act 2019 3.2. The Care Inspectorate carries out inspections based on a range of Quality Assurance Frameworks linking to the Health and Social Care Standards. 12 127
Page 128
https://www.careinspectorate.com/index.php/publications-statistics/147- professionals-registration/quality-frameworks 3.3. The quality framework is structured around six key questions:- 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? This additional question has been included within the quality frameworks for secure accommodation services and care homes for children and young people and school care accommodation (special residential schools). 7. “How well do we support children and young people’s rights and wellbeing?” 3.4. The following quality frameworks have been published/updated since the last report:- a quality improvement framework for adult support and protection (15 October 2024) a quality framework for childcare agencies introducing and supplying childcare staff (9 October 2024) 3.5. 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 3.6. Inspection grades are published by the Care Inspectorate online:- https://www.careinspectorate.com/index.php/publications-statistics/93- public/datastore 4. Inspection Outcomes - Internal 4.1. The Council is responsible for 32 registered in-house care services, noting that some of these services are delivered from alternative sites. These services, their most recent inspection gradings and any changes in registration are detailed in Appendix 1. 128
Page 129
4.2. Since the last report, 4 of the Council’s registered in-house services have been inspected (Table 1). Table 1 – Recent inspections (Internal) *The above reports are currently in draft format but are accessible via the Care Inspectorate e-forms. ** Grades are reflective of the 2022 inspection McKillop Gardens Residential Care Home 4.3. The Care Inspectorate undertook an inspection of McKillop Gardens Care Home in November 2024, piloting a new core assurance approach for inspecting better performing services to provide assurance that they are continuing to deliver very good levels of care and support. Core assurances are not evaluated and instead findings are reported under the headings: legal assurances; wellbeing; leadership; staffing; the setting; and planned care/support. Home Assessment Teams 4.4. The Care Inspectorate undertook the first inspections of the recently established Home Assessment Teams (formerly Home First) services in September and October 2024. 4.5. The East Kilbride and Rutherglen Home Assessment Team was assessed as having significant strengths in the personal planning and involvement of people and their families. One area of improvement was noted in respect of ensuring future incidents, accidents and causes for concern are notified to the Care Inspectorate as per notification guidelines. 4.6. The Care Inspectorate graded the East Kilbride and Rutherglen Home Assessment Team as very good (5) across the majority of indicators assessed. 4.7. The Hamilton and Clydesdale Home Assessment Team was assessed as having significant strengths in support planning and risk assessments to ensure safe care and Date of 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? 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 Home Older McKillop Gardens* 27/11/2024 5** 5** 5** 5** 5** Not Assessed Care at Home East Kilbride Home Care Service* 19/11/2024 5 Not Assessed Not Assessed 5 Not Assessed Not Assessed Hamilton Home Care Service* 02/12/2024 5 5 Not Assessed 5 5 Not Assessed Home First Home Assessment Team (Hamilton & Clydesdale) 30/10/2024 5 5 Not Assessed 5 4 Not Assessed Home Assessment Team (East Kilbride and Rutherglen) 23/09/2024 5 5 Not Assessed 5 4 Not Assessed 129
Page 130
support was delivered. One area of improvement was noted in respect of ensuring that supervision is delivered in line with policy and staff have the skills and opportunities to reflect on their practice. 4.8. The Care Inspectorate graded the Hamilton and Clydesdale Home Assessment Team as very good (5) across the majority of indicators assessed. Care at Home Service 4.9. East Kilbride Care at Home Service was inspected at the start of November 2024 and received gradings of very good (5). The service was assessed as having:- a familiar and stable staff team a strong value base and commitment to maintain, and where possible, improve the health and wellbeing of people receiving the service a high standard of staff training and development strong leadership throughout the team 4.10. In 2019 the Committee were advised on and expressed significant concerns about the outcome of a Care Inspectorate inspection of the Hamilton Care at Home Service, with the service having been graded unsatisfactory (1) across a range of categories. The Care Inspectorate subsequently issued a formal Improvement Notice to the Council, with the service entering a voluntary moratorium in January 2020, which was extended through to September 2020. 4.11. Through this time and to-date a substantial programme of redesign and modernisation has been led by officers and implemented within the service reflective of the seriousness of those concerns; the importance of re-establishing public, staff and member confidence in the service; and the commitment of the Council and the Health and Social Care Partnership to delivering effective, sustainable and person-centred care. 4.12. Notable developments have included:- The realignment of the Care at Home staffing structure, with a strategic Service Manager and establishing a strategic Support Team. The redesign of coordinator roles within the service with a focus on staff support and quality assurance. The establishment of specific roles focussed on enhancing the assessment and care management function within the service. Establishment of a scheduling team to support the transfer of out-of-hours support from the Emergency Social Work Service (ESWS) to care at home, reflecting the updated model of care at home service delivery and to enable the ESWS to focus on key statutory functions. The introduction of an electronic scheduling system (Total Mobile) to provide staff with up-to-date care planning information and scheduling of visits throughout their shift. Responsibility for completing the digital alert alarm replacement programme and transitioning to the national Digital Alarm Receiving Centre (ARC) being transferred to the Technology Enabled Care (TEC) team. 4.13. The Care Inspectorate undertook a full inspection of Hamilton Care at Home Service in December 2024. 130
Page 131
4.14. The Hamilton Care at Home Service was assessed as having:- Significant strengths in in aspects of the care provided and how these supported positive outcomes for people. A clear vision and strategic approach to enhance all aspects of the service, ensuring the service remained adaptable and responsive to the changing needs of people receiving care. A leadership team that demonstrated a strong commitment to continuous improvement. 4.15. The Care Inspectorate graded the Hamiton Care at Home Service as very good (5) across all of the indicators assessed. Thematic Review – Justice Services 4.16. The Care Inspectorate completed a thematic review of Justice Services in respect of the priorities outlined within the National Strategy for Community Justice. South Lanarkshire Justice Services volunteered to be part of the Care Inspectorate’s self- evaluation process, trialing the new self-evaluation template created by the Care Inspectorate in relation to performance management, quality assurance and governance. This is the subject of a separate and fuller report that is being presented to this meeting of the Committee. 4.17. Following that process, the Care Inspectorate as provided feedback on South Lanarkshire Justice Services with the following notable findings:- The Justice Social Work Service has effective systems to gather, report and analyse performance data with comprehensive governance arrangements in place. The Justice Social Work Service has a strong culture of learning and a commitment to continuous improvement at all levels of the service. The leaders of the Justice Social Work Service demonstrate an open, inclusive and participatory approach. 4.18. Officers will utilise findings and feedback from this process to inform the ongoing development of the service. 5. Inspection Outcomes - External 5.1. There are 150 external registered care services regulated and inspected within South Lanarkshire. These include care homes for adults, older people, and children; short break services; support services (day opportunities); care at home services, housing support services, school care accommodation for children aged 10 to 18, and nurse agencies. 5.2. During the period 1 July 2024 to 30 November 2024, 40 of these services were inspected: 20 care home services; 8 housing support services; and 12 support services. These services and their most recent inspection gradings are detailed in Appendix 2. 5.3. The Care Inspectorate reported that three external provider services operating with South Lanarkshire were assessed as weak (2) in more than one indicator (Table 2) during this period. 131
Page 132
Table 2 – Recent inspections (External) 5.4. Crawford House is a care home for children and young people, registered to care for a maximum of two children and young people. The provider is Nurture One. There are no South Lanarkshire service users in receipt of services from Crawford House. The Care Inspectorate undertook an inspection of Crawford House in August 2024, with the service assessed as weak (2) across all indicators scrutinised. Inspectors identified serious concerns regarding safety and risks to young people achieving positive outcomes. An Improvement Notice was issued to the Nurture One following this inspection with a timeline for improvement ranging from September to November 2024. No further inspection updates have been published. 5.5. The Care Inspectorate undertook an inspection of Trust Community Care Limited’s Care at Home Service in August 2024, with the service assessed as weak (2) across two indicators. Areas for improvement and requirements were highlighted within the report with a timeline for improvement by November 2024. At the point of inspection 86 South Lanarkshire service users have been receiving care from Trust Community Care Limited’s Care at Home Service and officers have engaged with the provider and the Care Inspectorate in terms of active monitoring of the service and the provider’s implementation of the agreed improvement action plan. A follow-up inspection was completed and published by the Care Inspectorate on 3 December with good progress noted. The service had met all of the six requirements and five areas for improvement, and grades were increased to adequate (3) across all indicators assessed. 5.6. The Care Inspectorate undertook an inspection of Divine Care and Support Services (Scotland) Limited’s Care at Home Service in October 2024, with the service assessed as weak (2) across three indicators. At the time of inspection, one person in receipt of support. There are no South Lanarkshire service users currently in receipt of support from Divine Care and Support Services. Areas for improvement and requirements were highlighted within the report with a timeline for improvement by November 2024. A follow-up inspection on 19 November 2024 noted good progress, with grades increased to adequate (3) across all indicators assessed. 6. Employee Implications 6.1. There are no direct employee implications in relation to this report. Date of 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? 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 Home Service – Children and Young People Crawford House 27/08/2024 2 2 2 2 2 Not Assessed Support Service – Care at Home Trust Community Care Limited 03/09/2024 3 3 Not Assessed 2 2 Not Assessed Support Service Divine Care and Support Services (Scotland) Limited 10/10/2024 3 2 Not Assessed 2 2 Not Assessed 132
Page 133
7. Financial Implications 7.1. There are no direct financial implications in relation to this report. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 9. Other Implications 9.1. The context of this report relates to the following risk within the Council and the Social Work Risk registers. Achieve standards and scrutiny levels identified by regulatory bodies – Social Work residual risk scoring of 12. 9.2. A review of all recommendations and actions cited within Care Inspectorate reports for in-house services has been undertaken by officers. 10. Integrated Impact Assessment and Consultation Arrangements 10.1. 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. 10.2. 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 20 December 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 Locality Redesign - Care at Home (2 October 2019) List of Background Papers https://www.careinspectorate.com/index.php/publications-statistics/93-public/datastore 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 133
Page 134
Appendix 1: Internal Care Inspectorate Gradings as of 30 November 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 at Home Hamilton Home Care Service* 02/12/2024 5 5 Not Assessed 5 5 Care at Home East Kilbride Home Care Service* 19/11/2024 5 Not Assessed Not Assessed 5 Not Assessed Care Home Older McKillop Gardens* 27/11/2024 5** 5** 5** 5** 5** Home First (HAT) Home Assessment Team (Hamilton & Clydesdale) 30/10/2024 5 5 Not Assessed 5 4 Home First (HAT) Home Assessment Team (East Kilbride & Rutherglen) 23/09/2024 5 5 Not Assessed 5 4 Care at Home Clydesdale Homecare 24/05/2024 5 5 Not Assessed 5 5 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 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 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 2020 Care at Home Rutherglen Home Care Service 24/11/2020 4 3 Not Assessed 4 4 2019 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 C&F Supported Carers Service 22/01/2019 5 5 Not Assessed 5 5 2017 134
Page 135
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 Lesmahagow Neighbourhood Centre 07/02/2017 5 5 6 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 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 15/12/2022 *Please note that as at the reporting period of 30 November, these documents are in “draft” format but are available via the Care Inspectorate E-forms portal. ** Gradings taken from inspection on 1 July 2022 During this reporting period, the following in-house services have been de-registered with the Care Inspectorate: • Canderavon House; McClymont House; Dewar House; and Parkhall House. 135
Page 136
136
Page 137
Appendix 2 - Care Inspectorate Gradings – South Lanarkshire External Providers as of 30 November 2024 CS Number Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2003001376 Care Home Service Older People Voluntary or Not for Profit Abbeyfield Rutherglen Society Limited 11/11/2024 30/10/2024 3 4 4 3 3 Same CS2003001385 Care Home Service Learning Disabilities Voluntary or Not for Profit Clannalba 26/10/2022 05/10/2022 5 4 4 5 5 Same CS2003001386 Care Home Service Learning Disabilities Voluntary or Not for Profit New Ridgepark 16/05/2024 19/04/2024 4 4 3 3 3 Same CS2003001388 Care Home Service Learning Disabilities Private Castle Street Care Home, Living Ambitions Limited 02/09/2024 02/08/2024 3 3 4 4 4 Same CS2003001398 Care Home Service Mental Health Problems Voluntary or Not for Profit Sheriff Park Service 25/05/2022 28/04/2022 5 6 6 6 5 Same CS2003001400 Care Home Service Learning Disabilities Voluntary or Not for Profit Lanark Project 22/09/2022 15/09/2022 5 4 5 5 5 Same CS2003001401 Care Home Service Learning Disabilities Voluntary or Not for Profit Threshold Support Services - Residential 30/11/2022 03/11/2022 3 4 4 3 3 Same CS2003010439 Care Home Service Mental Health Problems Private Southview 08/07/2024 02/07/2024 3 3 3 3 3 Same CS2003010440 Care Home Service Older People Private Greencross 02/04/2024 21/03/2024 5 4 4 4 4 Same CS2003010566 Care Home Service Older People Private Clinton House Nursing Home 20/11/2023 25/10/2023 4 4 4 4 4 Same 12 137
Page 138
CS Number Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2003010577 Care Home Service Older People Private Greenhills Care Home 29/08/2024 30/07/2024 3 3 3 3 3 Same CS2003010597 Care Home Service Older People Private Westwood House Nursing Home 05/12/2023 26/10/2023 4 4 4 4 4 Same CS2003015114 Care Home Service Learning Disabilities Voluntary or Not for Profit Scottish Autism - South West Area Services - Staikhill 21/05/2024 10/05/2024 4 4 4 4 4 Same CS2003015475 Care Home Service Physical and Sensory Impairmen t Voluntary or Not for Profit Lanarkshire Houses 06/02/2023 26/01/2023 4 5 5 5 4 Same CS2003041409 Care Home Service Older People Private Abbey Lodge Care Home 25/11/2024 13/11/2024 5 4 4 5 4 Improve CS2003041861 Care Home Service Respite Care and Short Breaks Voluntary or Not for Profit South Lanarkshire Short Break Service 13/02/2020 27/04/2022 5 4 5 5 5 Same CS2003046475 Care Home Service Older People Private Whitehills Care Home 21/10/2024 16/10/2024 3 3 3 3 3 Same CS2003047729 Support Service Other than Care at home Voluntary or Not for Profit Hamilton Towers Resource Centre 20/07/2018 18/06/2018 4 4 4 4 4 Same CS2003050656 Care Home Service Older People Private Lindsayfield Lodge 19/04/2024 01/03/2024 5 5 5 5 4 Same CS2004058239 Housing Support Service Voluntary or Not for Profit Scottish Autism - South West Scotland Services 08/10/2024 26/09/2024 5 5 - 5 5 Same 138
Page 139
CS Number Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2004061337 Housing Support Service Voluntary or Not for Profit The Richmond Fellowship Scotland - East Renfrewshire & South Lanarkshire 2 01/10/2024 23/08/2024 5 6 - 5 6 Same CS2004066246 Housing Support Service Voluntary or Not for Profit Abbeyfield Strathaven & District Society Ltd 13/07/2023 22/06/2023 5 5 5 5 Same CS2004068390 Housing Support Service Voluntary or Not for Profit Hamilton Supported Living Service - Housing Support Service 11/09/2019 20/05/2019 5 5 4 4 Same CS2004068399 Support Service Care at Home Voluntary or Not for Profit Hamilton Supported Living - Care at Home Service 11/09/2019 20/05/2019 5 5 4 4 Same CS2004068451 Housing Support Service Voluntary or Not for Profit Source Housing Support Service 04/03/2020 15/01/2020 6 6 6 5 Same CS2004068454 Support Service Care at Home Voluntary or Not for Profit Source Housing Support Service 04/03/2020 15/01/2020 6 6 6 5 Same CS2004069240 Support Service Care at Home Private Real Care Agency 18/11/2024 11/10/2024 3 3 - 3 3 Improve CS2004071231 Support Service Care at Home Voluntary or Not for Profit Rutherglen Community Carers 13/06/2019 01/05/2019 5 5 5 5 Same 139
Page 140
CS Number Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2004079128 Housing Support Service Voluntary or Not for Profit The Hamilton Project 02/09/2019 05/08/2019 5 5 5 5 Same CS2004079130 Housing Support Service Voluntary or Not for Profit The Lanark Project 03/11/2017 19/10/2017 5 5 5 5 Same CS2004080095 Housing Support Service Private Real Care Agency 18/11/2024 11/10/2024 3 3 - 3 3 Improve CS2005102377 Care Home Service Older People Private Arberglen Care Home 02/07/2024 20/06/2024 3 3 3 3 3 Same CS2005108192 Care Home Service Older People Private Beechgrove Care Home 13/06/2022 20/05/2022 5 4 5 4 5 Same CS2005110586 Care Home Service Children & Young People Voluntary or Not for Profit Action for Children - Silverton Short Breaks 16/05/2024 28/02/2024 5 5 5 5 5 Same CS2006115094 Care Home Service Older People Private Rosaburn House 21/10/2024 25/09/2024 4 4 4 5 4 Same CS2006117311 Care Home Service Older People Private Miltongrange Nursing Home 16/07/2024 17/06/2024 4 4 4 4 4 Same CS2006131737 Care Home Service Older People Private Woodhurst Care Centre 15/05/2024 09/05/2024 4 4 3 4 3 Same CS2006137442 Care Home Service Learning Disabilities Private Collisdene Care Centre 09/10/2024 25/09/2024 4 3 3 3 3 Same CS2007142366 Housing Support Service Voluntary or Not for Profit Wheatley Care South Lanarkshire Personalised Support Services 06/01/2020 15/11/2019 5 5 4 5 Same 140
Page 141
CS Number Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2007143644 Support Service Care at Home Voluntary or Not for Profit Touchbase Lanarkshire 15/04/2019 29/01/2019 5 5 4 5 5 Same CS2007144696 Care Home Service Children & Young People Private Kyllimoons Care Home 12/05/2023 20/03/2023 6 6 6 6 6 Same CS2007144754 Care Home Service Children & Young People Private Tanglewood 19/09/2024 02/05/2024 6 6 6 6 6 Same CS2008169473 Care Home Service Children & Young People Private Rowallan 14/12/2022 15/11/2022 5 5 5 5 5 Same CS2008172862 Care Home Service Older People Private Croftbank House 03/09/2024 15/08/2024 5 4 4 4 5 Same CS2008184563 Care Home Service Older People Private Dunvegan Lodge Care Home 02/02/2024 30/01/2024 4 4 4 5 5 Same CS2008191123 Housing Support Service Voluntary or Not for Profit Threshold Support Services - Housing Support 24/07/2024 05/07/2024 5 5 - 5 5 Same CS2008192338 Support Service Care at Home Voluntary or Not for Profit Threshold Support Services - Care at Home 24/07/2024 05/07/2024 5 5 - 5 5 Same CS2008192910 Support Service Care at Home Voluntary or Not for Profit Auchlochan Homecare 04/03/2019 11/02/2019 5 5 5 5 Same CS2008192920 Care Home Service Older People Voluntary or Not for Profit Bankhouse 07/03/2024 07/02/2024 4 4 4 4 4 Same CS2009193751 Support Service Other than Care at home Private Dunvegan Lodge Day Care 25/09/2022 13/05/2022 5 5 4 5 5 Same 141
Page 142
CS Number Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2009194187 Care Home Service Learning Disabilities Voluntary or Not for Profit Cherry Tree Court 20/02/2024 25/01/2024 5 5 4 4 5 Same CS2009233687 Housing Support Service Voluntary or Not for Profit Eva Burrows 1st Stop Accommoda tion Project 21/07/2017 24/05/2017 6 6 6 5 Same CS2010250122 Housing Support Service Private CERA - East Kilbride 25/11/2024 04/11/2024 4 4 - 4 4 Same CS2010250137 Support Service Care at Home Private CERA - East Kilbride 25/11/2024 04/11/2024 4 4 - 4 4 Same CS2010270301 Care Home Service Children & Young People Private Devonside 18/09/2020 15/01/2020 5 5 4 4 5 Same CS2010272692 Support Service Other than Care at home Voluntary or Not for Profit East Kilbride & District Dementia Carers' Group 09/07/2019 03/07/2019 5 5 6 5 6 Same CS2010275360 Support Service Care at Home Voluntary or Not for Profit Up2Us Support Service 09/05/2023 21/04/2023 5 5 5 4 Same CS2010275380 Housing Support Service Voluntary or Not for Profit Up2Us Support Service 09/05/2023 21/04/2023 5 5 5 4 Same CS2010279555 Nurse Agency Private Initial Healthcare Ltd 17/10/2023 14/09/2023 4 5 5 4 Same CS2011281083 Support Service Care at Home Private Priory Supported Living in Scotland 20/05/2024 18/04/2024 4 4 4 4 Same CS2011281086 Housing Support Service Private Priory Supported Living in Scotland 20/05/2024 18/04/2024 4 4 4 4 Same 142
Page 143
CS Number Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2011285878 Care Home Service Older People Private Flemington Care Home 17/06/2024 31/05/2024 3 3 3 4 3 Same CS2011286888 Housing Support Service Private Right There Pathways 28/02/2020 13/11/2019 5 5 4 4 Same CS2011289574 Housing Support Service Voluntary or Not for Profit Women's Aid South Lanarkshire and East Renfrewshire 16/05/2019 04/04/2019 6 6 5 6 Same CS2011300687 Care Home Service Older People Private Douglas View Care Home 10/06/2024 23/05/2024 5 4 4 5 5 Same CS2011300794 Care Home Service Older People Private Cathkin House Care Home 25/09/2023 17/08/2023 5 4 4 5 4 Same CS2011301120 Care Home Service Older People Private Avonbridge Care Home 12/07/2022 06/07/2022 5 4 4 4 5 Same CS2011301463 Care Home Service Older People Private Lornebank Care Centre 15/04/2024 13/03/2024 4 4 4 4 4 Same CS2011304632 Care Home Service Older People Private Duncraggan Care Home 25/11/2024 14/11/2024 3 3 3 4 3 Same CS2012306827 Support Service Care at Home Private Bluebird Care (South Lanarkshire) 28/08/2019 02/08/2019 4 4 4 4 Same CS2012307320 Care Home Service Children & Young People Private Green Pastures 25/09/2022 01/07/2022 5 5 5 5 5 Same CS2012310877 Housing Support Service Voluntary or Not for Profit Charles Brownlie House 18/04/2024 25/03/2024 5 5 5 5 Same 143
Page 144
CS Number Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2012311539 Care Home Service Learning Disabilities Private Millburn Homes 17/05/2022 05/05/2022 4 4 5 4 4 Same CS2013320586 Care Home Service Older People Private Victoria House Care Home 17/10/2024 10/10/2024 4 3 4 4 4 Same CS2013322705 Care Home Service Older People Voluntary or Not for Profit Lower Johnshill 17/06/2024 02/05/2024 4 3 4 3 4 Same CS2014331925 Care Home Service Children & Young People Private Blairbeth Road 02/10/2024 29/08/2024 5 5 5 5 5 Same CS2015336900 Care Home Service Children & Young People Private Duneaton 14/05/2024 27/03/2024 4 4 4 4 4 Same CS2015339267 Support Service Care at Home Voluntary or Not for Profit Scottish Autism - South West Scotland Services 08/10/2024 26/09/2024 5 5 - 5 5 Same CS2015339598 Care Home Service Older People Private Avonhaugh Nursing Home 10/03/2023 18/11/2022 4 4 4 5 4 Same CS2015342773 Support Service Care at Home Private Angels Home Care Lanarkshire Ltd 11/10/2023 04/10/2023 5 4 Same CS2015343491 Care Home Service Children & Young People Private The Cottage 28/02/2023 06/12/2022 4 4 4 4 4 Same CS2015343505 Support Service Care at Home Private Care Solutions Central Scotland 30/01/2024 05/10/2023 4 5 5 4 Same CS2016346522 Support Service Care at Home Private SRS Care Solutions Central Limited 13/08/2024 19/07/2024 3 3 - 4 3 Same 144
Page 145
CS Number Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2016349466 Care Home Service Children & Young People Private Care Visions - The Knowe 23/02/2023 18/01/2023 5 5 5 5 5 Same CS2016350030 Care Home Service Older People Private Georgia Park Care Home 20/09/2024 30/08/2024 5 4 4 4 4 Same CS2016350328 Support Service Care at Home Private Heather's Bespoke Care 23/10/2019 11/09/2019 5 5 4 4 Same CS2016350565 Support Service Care at Home Private Home Instead South Lanarkshire 18/11/2024 24/10/2024 5 5 - 5 5 Same CS2016350780 Care Home Service Mental Health Problems Private Clyde Valley Care Home 07/12/2022 26/10/2022 5 4 4 5 5 Same CS2016351239 Care Home Service Alcohol & Drug Misuse Private Calderglen House 28/04/2023 18/04/2023 4 4 4 4 4 Same CS2016352774 Housing Support Service Voluntary or Not for Profit Hanover Housing Support Service - Care (East) 06/05/2022 08/03/2022 5 5 5 5 Same CS2017353798 Support Service Care at Home Private Bespoke Clinical Care 11/07/2024 13/06/2024 5 6 5 4 Same CS2017353831 Support Service Care at Home Voluntary or Not for Profit Together in Lanarkshire 20/07/2020 25/02/2020 5 5 5 5 5 Same CS2017354591 Support Service Care at Home Voluntary or Not for Profit Sense Scotland Supported Living Lanarkshire 2 & surrounding area 14/12/2023 22/11/2023 5 5 5 5 Same 145
Page 146
CS Number Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2017354593 Housing Support Service Voluntary or Not for Profit Sense Scotland Supported Living Lanarkshire 2 & surrounding area 14/12/2023 22/11/2023 5 5 5 5 Same CS2017358108 Care Home Service Older People Private Abbeydale Court Care Centre 28/11/2024 26/11/2024 4 4 3 4 4 Same CS2017360075 Support Service Care at Home Voluntary or Not for Profit Abbeyfield Strathaven & District Society Ltd 13/07/2023 22/06/2023 5 5 5 5 Same CS2017361020 Care Home Service Older People Private Rutherglen Care Home 15/03/2024 15/02/2024 3 3 3 3 3 Same CS2017362472 Housing Support Service Private SRS Care Solutions Central Limited 13/08/2024 19/07/2024 3 3 - 4 3 Same CS2018363986 Support Service Care at Home Private All New Beginnings Ltd 01/10/2024 06/09/2024 4 3 - 5 4 Same CS2018365629 Care Home Service Children & Young People Private Glenochar 15/10/2024 10/09/2024 4 4 4 4 4 Same CS2018365850 Nurse Agency Private Newcross Healthcare Scotland 25/05/2023 06/04/2023 5 5 Same CS2018365959 Care Home Service Older People Private Bothwell Castle Care Home 08/02/2024 25/01/2024 5 5 5 4 5 Same CS2018367644 Support Service Care at Home Private Adigo Care 27/05/2024 03/05/2024 5 4 5 5 Same 146
Page 147
CS Number Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2018368484 Care Home Service Learning Disabilities Voluntary or Not for Profit Arran House Care Home 23/07/2024 05/07/2024 5 5 5 4 5 Same CS2018369578 Housing Support Service Private Constance Care South Lanarkshire 31/07/2024 10/07/2024 3 3 - 3 3 Same CS2018369579 Support Service Care at Home Private Constance Care South Lanarkshire 31/07/2024 10/07/2024 3 3 - 3 3 Same CS2018370582 Support Service Care at Home Private Care1 Professional Services Ltd 07/11/2024 29/10/2024 3 3 - 4 3 Same CS2018371827 Care Home Service Children & Young People Private Clyde Valley House 19/12/2022 08/11/2022 5 5 5 5 5 Same CS2019372791 Care Home Service Children & Young People Private Lettershaws Farm Cottage 15/07/2024 24/06/2024 4 4 4 4 4 Same CS2019373277 Care Home Service Children & Young People Private Forest View 11/01/2024 23/11/2023 6 6 6 6 6 Same CS2019375476 Care Home Service Older People Private Ashlea Court Care Home 14/10/2022 31/10/2024 5 5 4 4 5 Same CS2019376025 Support Service Care at Home Private SRS Care Solutions Central Limited 19/01/2022 24/11/2021 4 4 4 4 Same CS2019376139 Support Service Care at Home Private JKL Care Service Ltd 07/12/2022 06/10/2022 5 4 4 5 Same CS2019376883 Care Home Service Older People Private Crosslaw House Care Home 23/05/2024 02/05/2024 4 4 3 4 3 Same 147
Page 148
CS Number Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2019377045 Care Home Service Children & Young People Private Drummond House 19/07/2023 26/05/2023 5 5 5 5 5 Same CS2019377305 Care Home Service Children & Young People Voluntary or Not for Profit Stanmore Care Home Service 21/09/2024 08/08/2024 3 3 3 3 3 Same CS2019377387 Support Service Other than Care at home Voluntary or Not for Profit Stanmore Lifeskills 20/09/2022 16/06/2022 5 4 5 4 4 Same CS2019377460 Housing Support Service Voluntary or Not for Profit Wheatley Care South Lanarkshire Self Directed Support Service CS2019377604 School Care Accommo dation Service Residential Special School Voluntary or Not for Profit Blackwood Manor 18/03/2022 16/02/2022 5 5 5 5 5 Same CS2019378407 Support Service Care at Home Voluntary or Not for Profit Wheatley Care South Lanarkshire Self Directed Support Service CS2019378604 Care Home Service Older People Private Abercorn House Care Home 26/02/2024 14/02/2024 5 5 5 5 5 Same CS2019378609 Care Home Service Older People Private Forefaulds Care Home 21/10/2024 07/10/2024 3 4 4 4 4 Same CS2020379227 Care Home Service Children & Young People Private Heath House 03/04/2024 07/02/2024 4 4 4 4 4 Same CS2020379342 Care Home Service Children & Young People Private Glengeith Farmhouse 18/08/2023 27/07/2023 4 4 4 4 4 Same 148
Page 149
CS Number Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2020379357 Care Home Service Children & Young People Private Netherletha me 20/11/2024 02/04/2024 2 2 2 2 2 Same CS2020379379 Support Service Care at Home Private Lica Homecare Ltd 25/07/2024 18/07/2024 4 4 - 4 3 Same CS2020380197 Care Home Service Children & Young People Private Nurture One Ltd 01/07/2024 27/05/2024 4 4 4 4 4 Same CS2020380764 Support Service Care at Home Private Newcross Healthcare Scotland Care at Home 09/01/2023 11/11/2022 3 4 Same CS2021000285 Care Home Service Children & Young People Private Crawford House 10/10/2024 27/08/2024 2 2 2 2 2 Same CS2022000049 Support Service Care at Home Private Home Instead South Lanarkshire - Hamilton CS2022000052 Support Service Care at Home Private Trust Community Care Limited 02/10/2024 03/09/2024 3 3 - 2 2 Same CS2022000101 Care Home Service Children & Young People Voluntary or Not for Profit Stepdown Cambuslang and Carntyne 12/07/2024 10/06/2024 4 4 4 4 4 Same CS2022000306 Care Home Service Children & Young People Private Coalburn House CS2022000327 Care Home Service Older People Private Ryan Meadows Care Home 05/06/2024 06/05/2024 3 3 3 3 3 Same CS2023000164 Nurse Agency Private Response Healthcare 149
Page 150
CS Number Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change Solutions LTD CS2023000263 Support Service Care at Home Private Carluke Dignity Care CS2023000264 Housing Support Service Private Carluke Dignity Care CS2023000393 Support Service Care at Home Private Divine Care and Support Services (Scotland) Limited 08/11/2024 10/10/2024 3 2 - 2 2 - CS2023000425 Support Service Care at Home Private Okola Care Ltd CS2024000136 Housing Support Service Private Angels Home Care 11/10/2023 04/10/2023 5 4 Same CS2024000141 Care Home Service Older People Voluntary or Not for Profit St. Catherine's Care Home CS2024000171 Housing Support Service Private JKL Care Service Ltd 07/12/2022 06/10/2022 5 4 4 5 Same CS2024000242 Support Service Care at Home Private Friends For Life Healthcare Services Ltd CS2024000338 Care Home Service Children & Young People Private Anitas Dawn CS2024000340 Nurse Agency Private MacLaren Healthcare Ltd 150
Page 151
CS Number Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2024000349 Support Service Care at Home Private SRS Care Solutions (Central) Ltd CS2024000404 Care Home Service Children & Young People Private 82 Main Street CS2024000414 Housing Support Service Private Care1 Professional Services Ltd 07/11/2024 29/10/2024 3 3 - 4 3 - CS2024000422 Housing Support Service Private Adigo Care 27/05/2024 03/05/2024 5 4 5 5 CS2024000436 Housing Support Service Private Adigo Care Source: https://www.careinspectorate.com/index.php/publications-statistics/93-public/datastore 151
Page 152
152
Page 153
Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 29 January 2025 Report by: Director, Health and Social Care Subject: South Lanarkshire Social Work Justice Services Engagement in Care Inspectorate Thematic Review 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on feedback from the Care Inspectorate following a thematic review and validation exercise undertaken with Justice Social Work Services in October 2024 [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 Care Inspectorate are undertaking a thematic review in respect of the Scottish Government priorities outlined within the National Strategy for Community Justice, specifically:- Aim 2 - Ensure that robust and high-quality community interventions and public protection arrangements are consistently available across Scotland. 3.2. Building on their previous scrutiny activity, the Care Inspectorate have developed a self-evaluation approach to enable justice social work services to consider the extent to which their service can confidently and robustly evidence the performance, quality and associated outcomes of the support and supervision they provide to people on community sentences. The intention is that the aggregated findings from the self- evaluation activities will contribute to an evidence-based understanding of the strengths, challenges and opportunities for improvement in how the sector measures and reports on the performance, quality and outcomes of community sentences. 3.3. As part of this the South Lanarkshire Council’s Social Work Justice Services has engaged with the Care Inspectorate to test a new self-evaluation template based upon Quality Indicator 6.4: Performance Management and Quality Assurance. Alongside completing and submitting the template, South Lanarkshire Social Work Justice Services participated as a pilot area for validation with the Care Inspectorate visiting on-site in October 2024 to meet with relevant leaders, members of justice social work staff and people who use services to explore the supporting evidence and triangulate key findings of the self-evaluation. 13 153
Page 154
3.4. The feedback from this process will be used to further inform the continuous improvement of local arrangements alongside informing what will be an updated approach to self-evaluation across Scotland. 4. Summary of Feedback 4.1. The Care Inspectorate have expressed their appreciation to South Lanarkshire Social Work Justice Services for contributing to this process, and the positive and reflective manner in which staff engaged throughout. 4.2. Based on this process, the Care Inspectorate has:- Validated South Lanarkshire Council Social Work Justice Service’s approach to self-evaluation as robust, considered and mature. Assessed the Service as being able to appropriately demonstrate strengths and identify areas where improvement is required. Expressed their confidence that the Service is committed and well placed to further develop your culture of continuous improvement in your provision of support and supervision to people on community sentences. 4.3. Key strengths identified included:- Visible leadership at all levels, with leaders demonstrating an open, inclusive and participatory approach. The vision for the Service was communicated well and understood throughout teams and development and innovation was encouraged and supported at both strategic and operational levels. Governance arrangements being clear and comprehensive. A robust data dashboard with clear systems in place to support effective evidence gathering reporting and analysis of performance data. That performance data improvements are being well driven at all levels of the service, particularly with individual teams through the service re-design. A strong culture of learning and a commitment to continuous improvement permeated at all levels of the service. 4.4. The self-evaluation identified a range of appropriate improvement activities:- The development of a performance framework event with all justice social work staff to help focus on your achievements and where you want to develop. The creation of a robust quality assurance framework with agreed tools to support consistency. The development of training for Team Leaders and Operations Managers to support understanding of roles and responsibilities and to undertake and lead on self-evaluation and quality assurance within teams. Utilisation of Level of Service/Case Management Inventory (LS/CMI) reporting functions to evidence the difference services can make to people’s lives. 4.5. The feedback above is being used to further inform and enhance operational developments for the year ahead, the outputs from which will be reflected in future reports to the Committee on Justice Service performance and development. 4.6. The Care Inspectorate have confirmed that the thematic findings from validation activity undertaken here and from five other local authorities will be anonymised and referenced in the final national report due for publication in early May 2025. 154
Page 155
5. Employee Implications 5.1. The feedback from the process highlighted key strengths in terms of leadership, communication and culture; and has informed further areas for development with staff for the year ahead. 6. Financial Implications 6.1. There are no financial implications associated with this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate, sustainability or environmental implications associated with this report 8. Other Implications 8.1. The content of this report are relevant to addressing two risks as reported within the Social Work Resources Risk Register:- Achieve standards and scrutiny levels identified by regulatory bodies. Public protection and legislative duties. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function, or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. Professor Soumen Sengupta Director, Health and Social Care 3 January 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective and efficient Ambitious, self aware and improving Focused on people and their needs 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:- Gillian Booth Service Manager Children and Justice Social Work Phone: 07725886299 Email: Gillian.booth@southlanarkshire.gov.uk 155
Page 156
156
Page 157
Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 29 January 2025 Report by: Director, Health and Social Care Subject: Notification of Contracts Awarded: 1 April to 30 September 2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide notification in line with Standing Orders on Contracts to Committee of contracts awarded by Social Work Resources during the period 1 April to 30 September 2024 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the details of the contracts awarded be noted. [1recs] 3. Background 3.1. It is a requirement of Clauses 21.8 and 22.5 of the Standing Orders on Contracts that details of the acceptance of all tenders above £50,000 be reported retrospectively to the relevant Committee for noting, other than those under Clause 21.3 where the award is not the lowest in a price only tender, or costs exceed the approved financial provision. In these instances, a report is submitted to the appropriate Committee and subsequent authority to award is granted by that Committee. 4. Contract Awards 4.1. Contracts awarded for the period 1 April 2024 to 30 September 2024, on the basis of lowest offer and/or most economically advantageous offer submitted, are detailed in Appendix 1. 5. Employee Implications 5.1. Contract management, including performance appraisal, will be undertaken by both Social Work Resources and the Procurement Service. 6. Financial Implications 6.1. Appropriate budgetary provision is available for each of the contracts awarded. 7. Other Implications 7.1. There are no direct risks or implications for sustainability in terms of the information contained in this report. 14 157
Page 158
8. Integrated Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy nor 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. Professor Soumen Sengupta Director, Health and Social Care 28 November 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Social Work Resources Committee - 22 May 2024 List of Background Papers Standing Orders on Contracts Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Emma Smith, Corporate Procurement and Transactions Manager Ext: 5329 (Tel: 01698 455329) E-mail: emma.smith@southlanarkshire.gov.uk 158
Page 159
Appendix 1 Contracts Awarded by Social Work Resources over £50,000 in value Contract Reference Number Contract Description Provider Name Total Contract Value Start Date End Date Extension Date Award Date SLC/PS/SW/22/005 Family Group Decision Making Children 1st £471,000 01-Apr-2024 31-Mar-2027 01-Apr-2024 SLC/PS/SW/22/068 Daycare provision – Touchbase and Springfield Sense Scotland £1,088,288 01-Apr-2024 31-Mar-2027 31-Mar-2028 12-Jun-2024 SLC/SW/18/001/001/MC Adult Supported Living for Supported Person Lifeways Community Care Ltd £10,968,740 17-Jun-2024 16-Jun-2034 17-Jun-2039 14-Jun-2024 SLC/SW/23/033 Alcohol and Drug Problem Solving Court Peer Mentor(s) Sacro £400,000 22-Apr-2024 21-Apr-2026 21-Apr-2028 22-Apr-2024 SLC/SW/23/091/A Secure Care Services Call- off from SXL 0219 Secure Care Services Framework St Marys Kenmure, Kibble Education & Care Centre, The Good Shepherd Centre, Rossie Young People's Trust £3,500,000 01-Apr-2024 31-Mar-2027 01-Apr-2024 SLC/SW/24/029 Parenting Capacity Assessment The Lilias Graham Trust £148,121 02-Sep-2024 24-Jan-2025 06-Sep-2024 SLC/SW/24/042 Telecare Peripheral Equipment Careium Uk Ltd £711,656 15-Aug-2024 14-Aug-2026 14-Aug-2027 06-Sep-2024 SLC/SW/23/035 Care at Home and Housing Support Services Procured Services Arrangement (PSA) – Phase 1 BJMCA Ltd t/a Bluebird Care (South Lanarkshire); £714,300,000 01-Jul-2024 30-Jun-2034 30-Jun-2039 03-Jul-2024 Cera Care Operations Ltd; Constance Care; Enable Scotland; JKL Care Services; The Richmond Fellowship Scotland Ltd All New Beginnings Ltd; 159
Page 160
Angels Home Care Lanarkshire Ltd; Bespoke Care Services Ltd; Call-In Homecare Ltd; GMD Community Service; HRM Homecare Services Ltd; ION Care and Support Services Ltd; Keane Premier Support Services; Precious Care Services Ltd t/a My Homecare Glasgow; SRS Care Solutions (Central) Ltd. SLC/SW/23/035 Care at Home and Housing Support Services Procured Services Arrangement (PSA) – Phase 2 Flexible Healthcare One Solution Ltd; £714,300,000 01/07/2024 01/07/2024 30/06/2039 S04/07/2024 Invercare Services Ltd; Lica Homecare Ltd; Love@Care Ltd. SLC/SW/24/041 Care at Home – continuation of care packages – Restarts Framework Providers £6,858,905 01-Jul-2024 30-Jun-2025 30-Jun-2026 02-Jul-2024 CROSSROADS BLANTYRE HEALTH CENTRE KEY HOUSING ASSOCIATION LTD. REAL CARE AGENCY LTD Off-Framework / Negotiated providers ABBEYFIELD STRATHAVEN AND DISTRICT ADIGO LTD ALL NEW BEGINNINGS LTD CARE SOLUTIONS HOMECARE LIMITED CARE1 PROFESSIONAL SERVICES LTD CRAEGMOOR SUPPORTING YOU LTD 160
Page 161
EHANCE LIVING SUPPORT SERVICES HK-CARE CONSULTING LTD. LICA HOME CARE LIMITED LOVE@CARE ONCALL CARE SERVICES LTD SUPPORT AND SOCIAL CARE NETWORK LTD TAKE CARE AT HOME LTD TRUST COMMUNITY CARE LIMITED 161
Page 162
Contract extensions awarded over £50,000 in value Number Name Primary Party Name Total Contract Value Extension Value Start Date End Date Extension Date SLC/PS/SW/21/011/A Fostering and Continuing Care Aberlour Child Care Trust £9,700,000 £2,966,743.45 01-Jul-2022 30-Jun-2025 03-Jul-2024 SLC/PS/SW/21/011/B Action For Children SLC/PS/SW/21/011/C Barnardos SLC/PS/SW/21/011/D Carevisions Fostering Ltd SLC/PS/SW/21/011/E Carolina House Trust 1 SLC/PS/SW/21/011/F Dean & Cauvin Young People's Trust SLC/PS/SW/21/011/G Foster Care Associates Scotland Ltd SLC/PS/SW/21/011/H Fostering People Scotland Ltd SLC/PS/SW/21/011/I Fostering Relations Ltd SLC/PS/SW/21/011/J Fosterplus (Fostercare) Ltd SLC/PS/SW/21/011/K St Andrews Children Society Ltd SLC/PS/SW/21/011/L Swiis Foster Care Scotland Ltd SLC/PS/SW/21/011/M The Adolescent & Children's Trust SLC/PS/SW/21/011/N National Fostering Agency Scotland SLC/SW/23/036 Appointment of Social Care Agency Worker Randstad Solutions Ltd £132,044 £30,471 11-April-2024 10-Jul-2024 31-May-2024 SLC/SW/23/043 Social Care Agency Worker - Adult & Older People (East Kilbride) Randstad Solutions Ltd £68,978 £13,795 01-April-2024 30-Jun-2024 18-Apr-2024 162