Agenda Document Pack - Social Work Resources Committee - 26/03/2025
South Lanarkshire Council · 26 March 2025
Back to Social Work Resources Committee — 26 March 2025 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Wednesday, 19 March 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, 26 March 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, Mark Horsham, Martin Hose, Eileen Logan, Hugh Macdonald, Catherine McClymont, Carol Nugent, John Ross, Graham Scott, David Watson Substitutes John Bradley, Maureen Chalmers, Margaret Cooper, Margaret Cowie, Geri Gray, Susan Kerr, Richard Lockhart, Elaine McDougall, Mark McGeever, Davie McLachlan, Richard Nelson, Bert Thomson 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Social Work Resources Committee held on 29 January 2025 submitted for approval as a correct record. (Copy attached) 5 - 12 Monitoring Item(s) 3 Social Work Resources' Risk Register Update Report dated 18 March 2025 by the Director, Health and Social Care. (Copy attached) 13 - 18 4 Social Work Resources - Revenue Budget Monitoring 2024/2025 Joint report dated 7 March 2025 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care. (Copy attached) 19 - 28 5 Social Work Resources - Capital Budget Monitoring 2024/2025 Joint report dated 24 February 2025 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care. (Copy attached) 29 - 32 6 Social Work Resources – Workforce Monitoring – December 2024 and January 2025 Joint report dated 5 March 2025 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care. (Copy attached) 33 - 40 Item(s) for Decision 7 Strengthening Public Protection Capabilities Report dated 7 March 2025 by the Director, Health and Social Care. (Copy attached) 41 - 44 8 Strengthening Technology Enabled Care Capabilities Joint report dated 7 March 2025 by the Director, Health and Social Care and the Executive Director (Finance and Corporate Resources). (Copy attached) 45 - 50 9 Adoption Allowance Scheme Report dated 11 March 2025 by the Director, Health and Social Care. (Copy attached) 51 - 54 10 Review of Emergency Social Work Services Joint report dated 7 March 2025 by the Director, Health and Social Care and the Executive Director (Finance and Corporate Resources). (Copy attached) 55 - 62 Item(s) for Noting 2
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11 Sustaining Social Work Children and Families Services Budget Recovery Actions Joint report dated 17 February 2025 by the Director, Health and Social Care and the Executive Director (Finance and Corporate Resources). (Copy attached) 63 - 70 12 South Lanarkshire Justice Social Work Community Payback Annual Report 2023/2024 Report dated 7 February 2025 by the Director, Health and Social Care. (Copy attached) 71 - 94 13 Justice Services Unpaid Work Service - Update Report dated 12 February 2025 by the Director, Health and Social Care. (Copy attached) 95 - 102 14 Family Support Strategy – Annual Report Report dated 26 February 2025 by the Director, Health and Social Care. (Copy attached) 103 - 118 15 Response to the Scottish Government Consultation on Developing a Universal Definition of ‘Care Experience’ Joint report dated 19 February 2025 by the Director, Health and Social Care and the Interim Executive Director (Education Resources). (Copy attached) 119 - 126 Urgent Business 16 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Elizabeth-Anne McGonigle Clerk Telephone: 07385 403101 Clerk Email: elizabeth-anne.mcgonigle@southlanarkshire.gov.uk 3
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SOCIAL WORK RESOURCES COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 29 January 2025 Chair: Councillor Margaret B Walker Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Walter Brogan, Councillor Robert Brown, Councillor Mathew Buchanan, Councillor Janine Calikes, Councillor Margaret Cowie (substitute for Councillor Allan Falconer), Councillor Maureen Devlin, Councillor Colin Dewar, Councillor Mary Donnelly, 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 Graham Scott, Councillor Kirsty Williams (Depute) Councillors' Apologies: Councillor Archie Buchanan, Councillor Joe Fagan (ex officio), Councillor Allan Falconer, Councillor Elise Frame, Councillor David Watson Attending: Finance and Corporate Resources G Booth, Finance Manager (Strategy); J Davitt, Public Relations Team Leader; 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; P O’Neill, Head of Health and Social Care (Rutherglen/Cambuslang and East Kilbride); L Purdie, Head of Children and Justice Services Also Attending: NHS Lanarkshire C Lauder, Deputy Chief Executive (for item 10) Chair’s Opening Remarks The Chair, on behalf of the Committee, expressed appreciation to all staff involved in the delivery of care during and following Storm Éowyn on 14 January 2025. The contributions of unpaid carers and the support of the families of service users during this challenging period was also acknowledged. The Director, Health and Social Care echoed the Chair’s sentiments, extending thanks to staff across all Council Resources, the NHS, and other partner agencies. 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 30 October 2024 were submitted for approval as a correct record. 2 5
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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 7 January 2025 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care was submitted comparing actual expenditure for the period 1 April to 1 November 2024 against budgeted expenditure for 2024/2025 for Social Work Resources, along with a projection for the year to 31 March 2025. As at 1 November 2024, there was a breakeven position against the phased budget, with virements proposed to realign budgets, as detailed in appendices C to F to the report. The Finance Manager (Strategy) responded to a member’s question in relation to the overspend in administration costs for Adults and Older People’s Services. The Committee decided: (1) that the breakeven position as at 1 November 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 30 October 2024 (Paragraph 3)] 4 Social Work Resources – Capital Budget Monitoring 2024/2025 A joint report dated 6 January 2025 by the Executive Director (Finance and Corporate Resources) and the 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 1 November 2024. The revised Capital Programme for 2024/2025 amounted to £1.027 million, as approved by the Executive Committee on 26 June 2024, with the forecast for the financial year being £1.027 million. Actual expenditure as at 14 June 2024 was £0.456 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 30 October 2024 (Paragraph 4) and Minutes of the Executive Committee of 26 June 2024 (Paragraph 6)] 5 Social Work Resources – Workforce Monitoring – October and November 2024 A joint report dated 8 January 2025 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care was submitted on the following employee information for Social Work Resources for the period October and November 2024:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases 6
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analysis of leavers and exit interviews Staffing Watch as at 14 September 2024 The HR Business Manager responded to a member’s question in relation to the increase in referrals to the Employee Counselling Service compared with the same period the previous year and, where information was not readily available, undertook to provide that to the relevant member. The Committee decided: that the report be noted. [Reference: Minutes of 30 October 2024 (Paragraph 5)] 6 Social Work Resource Plan – Quarter 2 Progress Report 2023/2024 A report dated 24 December 2024 by the Director, Health and Social Care was submitted on the Social Work Resource Plan Quarter 2 Progress Report 2024/2025 for the period 1 April to 30 September 2024. Details were provided on:- progress made against all Resource Plan measures, as detailed in Appendix 2 to the report key achievements made by the Resource to date, as detailed in section 5.3 of the report areas for improvement and associated management actions, as detailed in section 5.4 of the report The Committee decided: (1) that the Social Work Resource Plan Quarter 2 Progress Report for 2024/2025, as detailed in Appendix 2 to 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 the report, be noted. [Reference: Minutes of 22 May 2024 (Paragraph 7)] 7 Social Work Resources’ Risk Register Update A report dated 6 December 2024 by the Director, Health and Social Care was submitted providing an update on risk management arrangements and the Risk Register 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 4.2 of the report as follows:- winter pressures funding and budgetary pressures the cost of living crisis not delivering the strategic outcomes required of the South Lanarkshire Integration Joint Board (IJB) as outlined in the IJB Strategic Commissioning Plan 7
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In addition, a wider suite of areas that were subject to proportionate monitoring, mitigation and review was detailed in Appendix 2 to the report. The Committee decided: (1) that the content of the report be noted; and (2) that the set of top risks for Social Work Resources be approved. [Reference: Minutes of 30 October 2024 (Paragraph 6)] 8 Consultation on the Future of Foster Care – Response A report dated 7 January 2025 by the Director, Health and Social Care was submitted on the Council’s response to the Scottish Government’s consultation on the Future of Foster Care. A consultation on the future of foster care, as part of a package of consultations related to The Promise, was published by the Scottish Government on 24 October 2024 and responses were being sought by 6 February 2025. The consultation set out 12 questions, with views specifically being sought on proposals which were summarised in section 4 of the report. The proposed response, on behalf of the Council, was provided in the appendix to the report. The Head of Children and Justice Services responded to a member’s question in relation to the declining number of foster carer households in Scotland. The Committee decided: (1) that the content of the report be noted; and (2) that the response to the Scottish Government’s consultation on the Future of Foster Care, attached as an appendix to the report, be approved for submission prior to the deadline of 6 February 2025. 9 Sustaining Social Work Children And Families Services: Budget Recovery Update A joint report dated 8 January 2025 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. The report provided a breakdown of the Children and Families recurring funding gap of £10.6 million, and an update in relation to the actions taken to address that recurring budget gap going forward, with areas of ongoing work in relation to:- commissioning of a new Intensive Family Support Service Transition to Independent Living Programme Emergency Social Work Service The Committee decided: (1) that the contents of the report be noted; (2) that the update on the commissioning of an Intensive Family Support Service (IFSS) be noted; and 8
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(3) that the Transition to Independent Living Programme be noted. [Reference: Minutes of 30 October 2024 (Paragraph 8)] 10 Winter Plan 2024/2025 A report dated 31 December 2024 by the Director, Health and Social Care was submitted providing:- an update on, and confirming support for, the planning arrangements that had been put in place to ensure health and social care services were as prepared as they could be for the winter months notification of the uncertainties and potential impacts that remained 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 Planning for winter 2024/2025 commenced in August 2024 and, as in previous years, was undertaken in accordance with national guidance and on a multi-agency basis. There followed a lengthy discussion during which the Deputy Chief Executive of NHS Lanarkshire joined officers in providing an update on the delivery of services through the winter period. Officers responded to members’ questions regarding the length of time some patients waited to receive treatment within local hospitals and the decline in the update of flu vaccines by health and social care staff. In relation to flu vaccination uptake, the Director, Health and Social Care undertook to share the report with members, once available, that would be prepared for, and presented to, the NHS Lanarkshire Board on this matter. An undertaking was also given to provide information on specific issues around the uptake of vaccinations by social care employees of the Council in a future Workforce Monitoring report. The Chair, on behalf of the Committee, thanked the Deputy Chief Executive of NHS Lanarkshire for his valuable contribution to this item. The Committee decided: that the plans in place to mitigate the impact of winter be noted. 11 Prisoners (Early Release) (Scotland) Bill 2024 – Implications for South Lanarkshire Community Justice Partners A joint report dated 9 January 2025 by the Director, Health and Social Care and the Executive Director (Housing and Technical Resources) was submitted providing an update on the implications for South Lanarkshire Community Justice Partners (CJP) on the implementation of the Prisoners (Early Release) (Scotland) Bill 2024. On 26 November 2024, the final version of the Prisoners (Early Release) Bill was agreed by the Scottish Parliament. The Bill would receive Royal Assent on 31 January 2025 to become an Act with the intended changes coming into effect on 18 February 2025. Detailed information was provided in section 4 of the report on the implications those new arrangements would have on the South Lanarkshire CJP. It was anticipated that the implications would primarily impact Housing Services, Community Addiction Recovery Service (CAReS) and Alcohol and Drug Partnership (ADP) commissioned services. 9
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Officers responded to members’ questions in relation to the potential demands on Council services and partners in responding to the early release requirements. The Committee decided: that the contents of the report be noted. [Reference: Minutes of 30 October 2024 (Paragraph 9)] Councillor Scott left the meeting during this item of business and Councillor Nelson left the meeting after this item of business 12 Care Inspectorate Update for Registered Care Services – 1 July to 30 November 2024 A report dated 20 December 2024 by the Director, Health and Social Care was submitted:- providing 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 informing of the outcome of inspections by the Care Inspectorate from 1 July to 30 November 2024 for registered external services operating within South Lanarkshire informing of updates to inspection and/or improvement frameworks and service registrations providing an update on feedback from the Care Inspectorate’s thematic review of the priorities outlined within the National Strategy for Community Justice Since the last report to the Committee, 4 of the Council’s registered in-house services had been inspected, as detailed in Table 1 at paragraph 4.2 of the report. A full breakdown of the internal Care Inspectorate gradings was provided in Appendix 1 to the report. In 2019, the Committee was advised on, and had expressed significant concerns, about the outcome of a Care Inspectorate inspection of the Hamilton Care at Home Service. A full inspection of Hamilton Care at Home Service had been carried out by the Care Inspectorate in December 2024 and a grading of ‘very good (5)’ had been awarded across all the indicators assessed. Information was also provided on the Care Inspectorate’s thematic review of Justice Services at paragraphs 4.16 to 4.18 of the report. This was the subject of a separate report presented to the Committee. There were 150 external registered care services which were regulated and inspected within South Lanarkshire, as detailed in paragraph 5.1 of the report. During the period 1 July to 30 November 2024, 40 of those services had been inspected: 20 care home services, 8 housing support services and 12 support services. Those services, and their most recent inspection gradings, were detailed in Appendix 2 to the report. Officers responded to members’ questions on various aspects of the report. The Chair, on behalf of the Committee, thanked the staff and management responsible for the Hamilton Care at Home Service as well as the other in-house social care services that had all had achieved strong inspection gradings presented in the report. The Committee decided: (1) that the content of the report be noted; and 10
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(2) that the improved position, following the December 2024 inspection of the Hamilton Care at Home Service being assessed as ‘very good’, be noted. [Reference: Minutes of 21 August 2024 (Paragraph 15)] 13 South Lanarkshire Social Work Justice Services Engagement in Care Inspectorate Thematic Review A report dated 3 January 2025 by the Director, Health and Social Care was submitted providing an update on feedback received from the Care Inspectorate following a thematic review and validation exercise which had been undertaken with Social Work Justice Services in October 2024. A summary of feedback from the Care Inspectorate was detailed in the report along with key strengths and a range of appropriate improvement activities that had been identified by the self- evaluation. The Committee decided: that the contents of the report be noted. 14 Notification of Contracts Awarded – 1 April to 30 September 2024 A report dated 28 November 2024 by the Director, Health and Social Care was submitted on contracts awarded by Social Work Resources in the period 1 April to 30 September 2024. Details of the contracts awarded by Social Work Resources in excess of £50,000 during the period were provided in the report. Officers responded to a members’ questions on various aspects of the report. The Committee decided: that the report be noted. [Reference: Minutes of 22 May 2024 (Paragraph 12)] 15 Urgent Business There were no items of urgent business. 11
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 26 March 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 3 13
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4. Update 4.1. 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. 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. 4.3. There are 2 very high risks summarised in the table below with winter pressures and the Council does not fully deliver the strategic outcomes required of the IJB as outlined in their Strategic Commissioning Plan both moving from very high to high. Risk January March Residual Inherent Residual Inherent Winter pressures 20 25 12 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 12 20 4.4. The winter pressures risk was escalated in January to a residual risk level of 20 and has now been reduced to a high risk score of 12 as we move out of the winter period and the pressure of seasonal respiratory conditions decrease. The Council does not fully deliver the strategic outcomes required of the Integration Joint Board (IJB) as outlined in its Strategic Commissioning Plan risk which had a residual risk score of 16 in January 2025 has been further reduced to a high risk score of 12 reflective of overall performance position reported to the IJB. The latter risk will be reviewed in its entirety following the approval of a new Strategic Commissioning Plan for 2025 to 2028 by the IJB at its meeting of 18 March 2025. 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. In line with best practice, the Council’s top risks are reviewed annually. To ensure that all major risks affecting the Council are included, Heads of Service, elected members and Trade Unions provide feedback on any strategic risk areas to be added to or changed within the top risk register. The Risk and Audit Scrutiny Committee is provided with an update on the Council’s top risk register following the review and consultation process. Whilst other Resource Committees receive and consider risks annually, through the end of the pandemic update risks register reports have been provided to each Social Work Resource Committee more routinely. Recognising that that arrangement was not intended to be an ongoing arrangement, and following consideration with the Chair and Depute Chair, from the start of the next financial year risk register updates will now be provided to Committee on a six monthly basis reflective of a transition for reporting back to the established cycle in keeping with rest of the Council. 14
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4.7. 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 4 Likely 1 2 3 Possible 3 11 2 Unlikely 1 1 Rare 1 Negligible 2 Minor 3 Moderate 4 Major 5 Catastrophic Impact Table 2 – Social Work Resources Risk Profile Risk Category Risk Rating Number of residual risks Percentage of residual risks 1 Very high 2 11 2 High 16 89 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. 15
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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 18 March 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective and efficient Previous References Social work Resources Committee – 29 January 2025 Social Work Resources Committee – 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:- Craig Cunningham, Head of Commissioning and Performance Email: craig.cunningham@lanarkshire.scot.nhs.uk 16
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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) 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. • While the Scottish Government will issue planning guidance in relation to NHS Annual Delivery Plans which will set out the priorities for health and social care in 2025/2026 and the financial settlements for 2026/2027 onwards are not yet known, the IJB Financial Plan 2025/2026 presented to IJB on 18 March 2025 with medium and long-term financial forecasting Very high 20 2 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 17
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Appendix 2 – Social Work Resources additional risks No Risk Social work residual risk score SLC residual risk score 1 Winter pressures 12 25 2 Council does not fully deliver the strategic outcomes required of the IJB as outlined in their Strategic Commissioning Plan 12 25 3 Achieve standards and scrutiny levels identified by regulatory bodies 12 20 4 Public protection and legislative duties 12 16 5 Workforce availability and capacity 12 12 6 Market and provider capacity 12 12 7 Business continuity, response and recovery 12 12 8 IT developments and functionality 12 9 9 Fraud, theft, organised crime and cyber attacks 12 20 10 National Care Service 12 12 11 Sustainable development and climate change objectives 12 20 12 Historic Child Abuse 12 12 13 Disruption to council services due to industrial action 12 16 14 Refugee resettlement and asylum seeker dispersal programme 9 20 15 Failure to comply with equality duties 9 16 16 Implications of the SFRS unwanted fire alarm signals policy 8 9 18
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 26 March 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 2024 to 24 January 2025 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 after approved transfer to reserves as detailed in Appendix B of the report, be noted; and (2) that the proposed budget virements be approved. [1recs] 3. Background 3.1. This is the fourth 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 24 January 2025 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 24 January 2025, the Resource’s projected outturn position for 2024/2025 is an underspend of £1.189 million, before transfers to reserves. This is outlined in Appendix A. 5.2. Probable Outturn – Following the Council’s formal Probable Outturn exercise the Forecast for the budget to 31 March 2024 is a breakeven position after transfers to reserves of £1.189 million approved at Executive Committee (12 February 2025). This position is outlined in appendices B to F. 4 19
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5.3. Children and Families: The forecast across Children and Families, Justice and Performance and Support Services is an underspend of £0.839 million. These forecast underspends will facilitate a transfer to reserves for Children and Families Services at the year end and this transfer to reserves is shown on Appendix C resulting in a forecast overspend of £0.509 million after transfers to reserves. 5.4. 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. 5.5. Adults and Older People: The Adults and Older People position at Appendix D shows an underspend before transfer to reserves of £0.350 million. Included within this position is a commitment in relation to the Integration Joint Board (IJB) in relation to specific funding which is not anticipated to spend this financial year (£0.650 million). As this is an underspend on the Council’s contribution to the IJB, this could have been retained by the Council, however, this assumed commitment allows the IJB to retain this non-recurring underspend. The remaining £0.350 million underspend will result in a transfer to reserves for committed repair works across Social Work properties. 5.6. The Executive Committee, on 12 February 2025, approved that the IJB retains this non-recurring underspend within their reserves, earmarked for future care costs. 5.7. Virements are proposed to realign budgets. These movements have been detailed in the appendices to this report, as appropriate. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. 7. 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. 20
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Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 7 March 2025 Link(s) to Council Values/Objectives Accountable, Effective, Efficient and Transparent Previous References Social Work Resources Committee – 29 January 2025 List of Background Papers Financial Ledger and budget monitoring results to 24 January 2025 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 21
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Appendix A Revenue Budget Monitoring Report Social Work Resources Committee: Period 11 Ended 24 January 2025 (No. 11) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) % YTD Actual (£000) Performance and Support Services 6,067 5,973 94 1.55% 4,542 Children and Families Services 49,098 48,768 330 0.67% 38,444 Adult and Older People Services 181,164 180,814 350 0.19% 137,526 Justice Services 839 424 415 49.46% 700 Net Controllable Exp. 237,168 235,979 1,189 0.50% 181,212 Service Heading Explanation for significant projected outturn variances Performance and Support Services The projected year end variance is an underspend and is the result of vacancies that are being actively recruited. Children and Families Services The net projected outturn position is an underspend, before any Transfers to Reserves. There are projected overspends in residential schools, fostering adoption, kinship care and transport and these have been funded from the non-recurringly temporary budget virement from Adult and Older People Services, the planned reduction in costs achieved from the Budget Recovery Action Plan and underspends within employee costs. After proposed transfer to reserves (section 5.3), Children and Families’ Services shows an outturn overspend of £0.509 million. This is offset by underspends in the other non-delegated Services of the Resource. Adult and Older People Services The net projected outturn is an underspend. There are projected underspends in relation to employee costs due to vacancies, utilities and direct payments. These are offset in part by pressures arising from increasing demands for services. This position assumes a commitment of £0.650 million to be held in the IJB Reserve for future care costs (section 5.5) After the proposed transfer to Reserves, Adults and Older People shows a break-even position (section 5.6). Justice Services The projected year end variance is due to vacancies that are being actively recruited. 22
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Appendix B Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 24 January 2025 (No.11) Social Work Resources Summary Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 111,933 109,690 2,243 Under 13.11% 87,215 Property Costs 3,916 3,777 139 Under (13.90%) 2,718 Supplies & Services 5,877 5,882 (5) Over (0.78%) 3,993 Transport & Plant 4,391 4,940 (549) Over (19.46%) 4,235 Administration Costs 1,575 1,825 (250) Over (56.23%) 652 Payments to Other Bodies 25,470 25,046 424 Under 3.45% 19,682 Payments to Contractors 147,746 147,589 157 Under 1.56% 115,899 Transfer Payments 3,606 4,870 (1,264) Over (346.50%) 3,910 Financing Charges 393 403 (10) Over (66.12%) 31 Total Controllable Exp. 304,907 304,022 885 Under 0.29% 238,335 Total Controllable Inc. (67,739) (68,043) 304 Over (16.76%) (57,123) Net Controllable Exp. 237,168 235,979 1,189 - 0.50% 181,212 Transfer to Reserves 0 1,189 (1,189) Position after Transfer to Reserves 237,168 237,168 0 - 0.00% Variance Explanations Variance explanations are shown in Appendices C-F as appropriate. Budget Virements Budget virements are shown in Appendices C-F as appropriate. 23
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Appendix C Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 24 January 2025 (No.11) Children and Families Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 18,882 17,988 894 Under 4.73% 14,537 1, a,b,c,d Property Costs 592 603 (11) Over (1.86%) 423 Supplies & Services 581 526 55 Under 9.47% 315 2 Transport & Plant 685 819 (134) Over (19.56%) 482 3 Administration Costs 330 333 (3) Over (0.91%) 206 Payments to Other Bodies 10,682 10,494 188 Under 1.76% 8,081 4 Payments to Contractors 15,234 14,985 249 Under 1.63% 11,571 5, c Transfer Payments 3,593 4,836 (1,243) Over (34.60%) 3,878 6 Financing Charges 19 23 (4) Over (21.05%) 5 Total Controllable Exp. 50,598 50,607 (9) Over (0.02%) 39,498 Total Controllable Inc. (1,500) (1,839) 339 Over (22.60%) (1,054) 7 Net Controllable Exp. 49,098 48,768 330 Under 0.67% 38,444 Transfer to Reserves 0 839 (839) - 0.00% 49,098 49,607 (509) Over (1.04%) Variance Explanations 1. This underspend is a result of social worker vacancies that are actively being recruited. 2. This underspend reflects the demand for Supplies for Clients in relation to the Family Hubs, which is a demand led budget and is dependent on the individuals who present at the hubs. 3. This overspend reflects the requirement for transport for both children in the community and looked after children. 4. 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. 5. The underspend reflects the impact of the budget recovery plan for residential placements in 2024/2025. Budget realignments will take place into 2025/2026 as required. 6. This overspend is a result of increasing demand for kinship care. 7. 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 Pay award 2023/2024 and 2024/2025. Net effect: £0.699m: Employee Costs £0.699m. b. Reallocation of the corporate overtime savings 2024/2025 from Adults and Older People Services. Net effect: (£0.100m). Employee Costs (£0.100m). c. Temporary Budget realignment to reflect service delivery. Net effect £nil: Employee Costs (£0.160m), Payment to Contractor £0.160m. d. Transfer of budget from Justice Services. Net effect: £0.204m. Employee Costs £0.204m. 24
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Appendix D Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 24 January 2025 (No.11) Adults and Older People Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 80,838 79,991 847 Under 1.05% 63,509 1, a, b Property Costs 2,643 2,470 173 Under 6.55% 1,739 2 Supplies & Services 5,074 5,119 (45) Over (0.89%) 3,564 Transport & Plant 3,340 3,813 (473) Over (14.16%) 3,482 3 Administration Costs 420 703 (283) Over (67.38%) 228 4 Payments to Other Bodies 13,976 13,740 236 Under 1.69% 11,240 5 Payments to Contractors 132,512 132,603 (91) Over (0.07%) 104,327 6, c Transfer Payments 7 23 (16) Over (228.57%) 19 Financing Charges 46 46 0 - - 12 Total Controllable Exp. 238,856 238,508 348 Under 0.15% 188,120 Total Controllable Inc. (57,692) (57,694) 2 Over - (50,594) c Net Controllable Exp. 181,164 180,814 350 Under 0.19% 137,526 Transfer to Reserves 0 350 (350) - 0.00% Position after Transfer to Reserves 181,164 181,164 0 - 0.00% 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 and an action plan is in place to reduce spend. This will continue to be monitored. 4. This overspend is due to one-off costs incurred for the replacement of mobile devices and an increase in legal costs in relation to Adults with Incapacity and guardianship orders. 5. This underspend reflects the current demand for Direct Payments. 6. This overspend is across externally purchased supported living and Day opportunities to meet demand. Budget Virements a. Incorporation of Pay award 2023/2024 and 2024/2025. Net effect: £0.532m, Employee Costs £0.532m. b. Reallocation of the 2024/2025 Corporate overtime saving to Children and Families. Net effect: £0.100m, Employee Costs £0.100m. c. Realignment to reflect service demands in relation to care home placements. Net effect: £nil, Payment to Contractor (£0.659m), Income £0.659m. 25
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 24 January 2025 (No.11) Performance and Support Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 5,052 4,997 55 Under 1.09% 3,836 1, a Property Costs 594 602 (8) Over (1.35%) 465 Supplies & Services 143 160 (17) Over (11.89%) 55 Transport & Plant 261 189 72 Under 27.59% 167 2 Administration Costs 278 247 31 Under 11.15% 137 Payments to Other Bodies 37 37 0 - 0.00% 3 Payments to Contractors 0 1 (1) Over 0.00% 1 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 319 321 (2) Over (0.63%) 12 Total Controllable Exp. 6,684 6,554 130 Under 1.94% 4,676 Total Controllable Inc. (617) (581) (36) Under 5.83% (134) Net Controllable Exp. 6,067 5,973 94 Under 1.55% 4,542 Transfer to Reserves 0 0 0 - 0.00% Position after Transfer to Reserves 6,067 5,973 94 - 0.00% Variance Explanations 1. This underspend is due to vacancies that are being actively recruited. 2. This underspend relates to Fleet Service charges for drivers being lower than budgeted due to the services for voluntary groups. Budget Virements a. Incorporation of Pay award 2023/2024 and 2024/2025. Net effect: £0.261m, Employee Costs £0.261m. 26
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Appendix F Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 24 January 2025 (No.11) Justice Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 7,161 6,714 447 Under 6.24% 5,333 1 Property Costs 87 102 (15) Over (17.24) 91 Supplies & Services 79 77 2 Under 2.53% 59 Transport & Plant 105 119 (14) Over (13.33%) 104 Administration Costs 547 542 5 Under 0.91% 81 Payments to Other Bodies 775 775 0 - 0.00% 358 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 6 11 (5) Over (83.33%) 13 Financing Charges 9 13 (4) Over (44.44%) 2 Total Controllable Exp. 8,769 8,353 416 Under 4.74% 6,041 Total Controllable Inc. (7,930) (7,929) (1) Under 0.01% (5,341) Net Controllable Exp. 839 424 415 Under 49.46% 700 Transfer to Reserves 0 0 0 - 0.00% Position after Transfer to Reserves 839 424 415 - 0.00% Variance Explanations 1. This underspend is a result of vacancies that are being actively recruited. Budget Virements a. Incorporation of Pay award 2023/2024 and 2024/2024. Net effect: £0.304m, Employee Costs £0.304m. b. Transfer of budget to Children and Families Services. Net effect: (£0.204m). Employee Costs (£0.204m). 27
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 26 March 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 2024 to 24 January 2025 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 fourth capital monitoring report presented to the Social Work Resources Committee for the financial year 2024/2025. A final report will be presented following financial year-end. 3.2. The budget of £1.027 million for Social Work Resources is based on the overall Capital Programme for 2024/2025, as approved by the Executive Committee on 26 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 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 24 January 2025 is £0.529 million. 5 29
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5.3. Glasgow City Region Smart and Connected Social Places: 5G Innovation Fund As part of the £0.600 million Glasgow City Region 5G Innovation Fund, the Council has a pilot project at David Walker Gardens that has involved the installation of Smart TVs as part of the initiative. 5.4. This project is transforming digital communication for elderly residents in care homes, reducing social isolation and enhancing wellbeing. This initiative leverages smart TVs to connect residents with family, friends and healthcare professionals. 5.5. This project is funded from UK Government funding held within Glasgow City Region and is over and above the capital programme detailed in Section 3.2. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment Management Meetings. 8. 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 24 February 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 24 January 2025 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 30
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Appendix A South Lanarkshire Council Capital Expenditure 2024-2025 Social Work Resources Programme For Period 1 April 2024 – 24 January 2025 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 - 193 Swis Plus Replacement 733 - - 733 733 - 337 TOTAL 1,027 - - 1,027 1,027 - 529 31
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 26 March 2025 Report by: Executive Director (Finance and Corporate Resources and Director, Health and Social Care Subject: Social Work Resources – Workforce Monitoring – December 2024 and January 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for December 2024 and January 2025 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 December 2024 and January 2025 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 December 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 December 2024 and January 2025. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of January 2025 for Social Work Resources. The Resource absence figure for January 2025 was 8.2%, this figure has decreased by 0.3% when compared to the previous month and is 1.5% higher than the Council- wide figure. Compared to January 2024, the Resource absence figure has increased by 0.1%. Based on absence figures as at January 2025 and annual trends, the annual average absence for the Resource for 2024/2025 is 8.0%, compared to a Council- wide average figure of 5.8%. 6 33
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Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health overall, 242 referrals were made this period. This represents an increase of 21 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 5 accidents/incidents recorded within the Resource this period. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 18 disciplinary hearings were held within the Resource, this is an increase of 14 when compared to the same period last year. No appeals were heard by the Resource or the Appeals Panel however 1 Resource appeal is currently still in process. One grievance hearing took place within the Resource, this figure is unchanged when compared to the same period last year and 1 Dignity at Work complaint was raised, this is an increase of 1 when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There were a total of 15 leavers this period eligible for an exit interview. This figure has decreased by 3, when compared with the same period last year. No exit interviews were conducted in this period. 5. Staffing Watch (Appendix 3) 5.1. There has been an increase of 1 employee in post from 14 September 2024 to 14 December 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. 34
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10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 5 March 2025 Link(s) to Council Values/Ambitions/Objectives 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 – 29 January 2025 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 35
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2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 6.2 6.5 6.5 April 12.6 9.4 8.8 April 8.3 7.4 7.3 April 5.6 5.1 5.2 May 5.7 5.8 5.8 May 10.1 8.4 9.5 May 7.1 6.6 7.0 May 5.4 5.1 5.3 June 5.9 5.5 6.0 June 11.3 8.6 9.2 June 7.6 6.5 7.0 June 5.3 4.7 5.2 July 6.0 5.4 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 7.0 December 10.6 9.5 11.6 December 7.7 8.1 8.5 December 7.0 6.6 7.0 January 5.2 7.0 6.7 January 12.0 10.3 11.3 January 7.4 8.1 8.2 January 5.8 6.1 6.7 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 10.4 Annual Average 7.6 7.2 8.0 Annual Average 5.7 5.4 5.8 Average Apr-Jan 5.9 6.2 6.8 Average Apr-Jan 11.0 9.0 10.6 Average Apr-Jan 7.5 7.1 8.1 Average Apr-Jan 5.6 5.2 5.7 1777 1028 2805 15713 Appendix 1 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Social Work Resources APT&C Council WideResource TotalManual Workers No of Employees at 31 January 2025 No of Employees at 31 January 2025 No of Employees at 31 January 2025 No of Employees at 31 January 2025 36
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Dec - Jan Dec - Jan 2023 / 2024 2024 / 2025 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 81 82 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 3 1 TOTAL 221 242 Dec - Jan Dec - Jan 2023 / 2024 2024 / 2025 Specified Injuries* 0 0 Over 7 day absences 0 0 Over 3 day absences** 2 0 Minor 15 0 Near Miss*** 1 0 Violent Incident: Physical**** 12 2 Violent Incident: Verbal***** 5 3 Total Accidents/Incidents 35 5 Dec - Jan Dec - Jan 2023 / 2024 2024 / 2025 Total Number of Hearings 4 18 Total Number of Appeals 0 0 Appeals Pending 0 1 Time Taken to Convene Hearing October - Dec 2024 to Jan 2025 0-3 Weeks 4-6 Weeks Over 6 Weeks 1 11 6 Dec - Jan Dec - Jan 2023 / 2024 2024 / 2025 Number of Grievances 1 1 Number Resolved at Stage 1 0 0 Number Resolved at Stage 2 0 1 Number Resolved at Stage 3 0 0 Still in Progress 1 0 Dec - Jan Dec - Jan 2023 / 2024 2024 / 2025 Number of Incidents 0 1 Number Resolved at Informal Stage 0 0 Number Resolved at Formal Stage 0 0 Number of Appeals 0 0 Appeals in Process 0 0 Still in Process 0 1 ****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 Appendix 2 SOCIAL WORK RESOURCES 73 87 *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. 6 6 58 66 CAUSE OF ACCIDENTS/INCIDENTS 37
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Dec - Jan Dec - Jan 2023 / 2024 2024 / 2025 Career Advancement 4 7 Child Caring / Caring Responsibilities 1 2 Disatisfaction with terms and conditions 1 0 Further Education 1 0 Moving outwith area 2 1 Personal Reasons 6 1 Poor relationship with managers / colleagues 1 0 Other 2 4 Total Number of Leavers Eligible for Exit Interview 18 15 Number of Exit Interviews conducted 6 0 Percentage of interviews conducted 33% 0% ANALYSIS OF REASONS FOR LEAVING Appendix 2a SOCIAL WORK RESOURCES 38
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As at 14 December 2024 Total Number of Employees F/T P/T F/T P/T 194 230 949 1408 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 332.43 1453.91 474.98 85.77 35.51 0.00 1.00 0.00 2386.60 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 Appendix 3 JOINT STAFFING WATCH RETURN SOCIAL WORK RESOURCES *Full - Time Equivalent No of Employees Salary Bands 2781 MALE FEMALE TOTAL Salary Bands MALE FEMALE TOTAL 2780 *Full - Time Equivalent No of Employees 39
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 26 March 2025 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Strengthening Public Protection Capabilities 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Committee with an update on developments to strengthen local public protection capacity with due regards to Adult Support and Protection, Mental Health, and Adults with Incapacity legislation 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 addition to the establishment, as detailed in Section 5, be approved. [1recs] 3. Background 3.1. Public protection remains a core priority for the Council and the Health and Social Care Partnership (HSCP) with a focus on supporting the most vulnerable. 3.2. The public protection landscape continues to be particularly challenging, with increased activity being seen across legislation relating to Adult Support and Protection; Mental Health; and Adults with Incapacity. There is further likely to be a significant shift in the legislative framework arising from the Scottish Mental Health Law Review, reinforcing a need to further strengthen and develop public protection arrangements in South Lanarkshire. 3.3. There is also a welcomed – and also challenging – emphasis on preventative action, including in respect of suicide prevention as set out within the Scottish Government and COSLA Creating Hope Together Strategy. 4. Creating Hope Together 4.1. In September 2022 the Scottish Government and COSLA published Creating Hope Together which is Scotland's Suicide Prevention Strategy covering the period from 2022 to 2032. The vision is to reduce the number of suicide deaths in Scotland, whilst tackling the inequalities which contribute to suicide. The Strategy is supported by a new suicide prevention outcomes framework including annual priorities selected to progress delivery of the outcomes and vision. Expected outcomes are reducing the number of suicide deaths in Scotland and ensuring that those who have suicidal thoughts are able to get the help they require when they require it. This applies to children, young people, and adults. Suicide is not caused by a single factor and involves biological, psychological, environment and cultural factors. 7 41
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4.2. The South Lanarkshire Suicide Prevention Strategy Group - Every Life Matters, comprises membership from Council, NHS Lanarkshire, third sector and key stakeholders representing service user and carer organisations and wider communities of interest. This group is a part of the extended Public Protection arrangements and supports the suicide prevention agenda with an example of work being the annual ‘Feeling Snowed Under’ winter booklet campaign. The South Lanarkshire Suicide Prevention Strategy Group has identified a need for additional Public Protection capacity for this workstream to support training, situational analysis and co-ordinating the delivery and reporting of agreed actions. In each of the last two years we have delivered 12 Asist sessions per annum to staff from a range of services including Social Work, Education, and Health. Demand for Courses is increasing and requires 2 trainers to be present. The current model is over reliant on a few individuals and the purchase of sessions from independent trainers. The new post will increase the capacity to deliver training and improve the resilience of the arrangements. 4.3. This report proposes the creation of a Senior Practitioner post who would help enhance the focus on suicide prevention within local Public Protection arrangements. The role will build upon existing work in relation to areas such as Contextual Safeguarding and the Time, Space and Compassion model. The role would involve direct engagement with key stakeholders including statutory, private and third sector organisations and those with lived experience. The post would have links to the Child and Adult Protection Committees; and support shared understanding of mental health and suicide. The creation of this post would align with similar positions adopted by other HSCPs. 5. Employee Implications 5.1. It is proposed that the following post be added to the Social Work Resources establishment on a permanent basis. Post Proposed Number of Posts Grade SCP Range Hourly Rate Annual Salary Gross Cost inc on costs 28.5% Total Costs Senior Practitioner 1 G3 L8 79 - 80 £26.67 - £27.07 £48,670 - £49,400 £62,541 - £63,479 £62,541 - £63,479 6. Financial Implications 6.1 The £0.063 million for the post would be funded from the monies retained to recommission mental health services arising from previous contract reviews in anticipation of transforming service delivery models. 7. Climate Change, Sustainability and Environmental Implications 7.1 There are no implications associated with climate change, sustainability or the environment associated with the contents of this report. 8. Other Implications 8.1 The proposals described within this report will help mitigate the following risk within the Social Work Resources Risk Register:- Meeting Public Protection and Legislative Duties – high. 42
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8.2. The proposal presented is consistent with the principles of the Mental Health (Care and Treatment) (Scotland) Act 2003 and will support the council in relation to fulfilling duties under Sections 25 (provide care and support services) and 26 (provide services designed to promote well-being and social development). 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. Trade Unions have been updated in terms of the content of this report. Professor Soumen Sengupta Director, Health, and Social Care Jackie Taylor Executive Director (Finance and Corporate Resources) 7 March 2025 Link(s) to Council Values/Priorities/Outcomes Improve the lives and prospects of everyone living in South Lanarkshire People live the healthiest lives possible Previous References None List of Background Papers Scottish Mental Health Law Review Final Report: https://www.rcpsych.ac.uk/news-and-features/blogs/detail/rcpsych-in-scotland- blog/2022/10/26/scottish-mental-health-law-review-final-report Scottish Government and COSLA Creating Hope Together Strategy https://www.gov.scot/publications/creating-hope-together-scotlands-suicide-prevention- strategy-2022-2032/documents Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ian Beattie, Head of Health, and Social Care Ext: 3701 (Phone: 01698 453701) E-mail: ian.beattie@southlanarkshire.gov.uk 43
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 26 March 2025 Report by: Executive Director (Finance and Corporate Resources) Director, Health, and Social Care Subject: Strengthening Technology Enabled Care Capabilities 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the Committee on the ongoing development of technology enabled care by the Council 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 amendments to the establishment, as detailed in Section 5, be approved. [1recs] 3. Background 3.1. In 2021, the Scottish Government and COSLA jointly published Enabling, Connecting and Empowering: Care in the Digital Age, Scotland’s Digital Health and Care Strategy. That national strategy set out a vision “to improve the care and wellbeing of people in Scotland by making best use of digital technologies in the design and delivery of services”, with six priority areas: digital access; digital services; digital foundations; digital skills and leadership; digital futures; and data-driven services and insight. 3.2. Technology Enabled Care (TEC) plays a pivotal role in achieving the strategic goal of supporting people to live independently and safely at home. Supporting people at home through the increased use of telecare was and is a key element of improving digital services. Telecare devices relay information from a person’s home or community to a 24/7 monitoring centre, to be acted on in some way. Telecare services help prevent unsafe conditions developing and enable a quick response should an incident – such as a fall – occur. 4. Local Update 4.1. In South Lanarkshire community alarm service plays a key role in supporting approximately 7,000 vulnerable service users to live safely and well at home for longer. 4.2. Demand for alert alarms and telecare peripherals continues to increase year-on-year with 2824 requests received in 2023/2024, compared with 2276 requests received in 2022/2023. Chart 1 summarises the reasons for telecare being requested. One third of requests received were categorised as urgent (hospital or integrated care discharges; adult support and protection; and end-of-life care). 8 45
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4.3. The South Lanarkshire University Health and Social Care Partnership (HSCP) TEC team are responsible for essential elements such as programming, monitoring, installing, and recycling of digital alert alarms as well as troubleshooting digital alert alarm faults. Some of the more recent activities undertaken by the TEC team - such as programming and monitoring alarms - are a new requirement arising from the Council’s transition from analogue to digital telecare. The TEC team aims to contribute to reducing the increased demand on the health and care system through supporting:- System wide capacity and resilience through technology enabled prevention. Support for wellbeing targeted coordination and early intervention for service users with greater levels of need and / or at higher risk of harm and adverse outcomes. 4.4. The TEC team have developed the specialist technical expertise required to support digital telecare alarm installations. Screening commences on the day of referral (or next working day for weekend referrals) Once the TEC team completes the screening and approval processes, requests prioritised as “urgent” are installed within two working days; and hospital discharge requests within 24 hours. Requests prioritised as “standard” are installed within five to 10 working days from the point of approval – as Chart 2 evidences this performance compares favourably with other authority areas. . Chart 2: Average days from referral to installation of alert alarms – Jan 2024 to Mar 2024 Carer support 1% Remain at home 11% Return home from hospital or IC 15% To enable independence 6% To improve safety/reduce risk of harm 67% Chart 1: Reason for telecare request 46
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4.5. The TEC team began screening and carrying out telecare fault visits in March 2023, followed by alert alarm and fall detector installations in October 2023. The TEC team’s technology assistants resolve 80% of all reported telecare faults and carry out 70% of new telecare installations. The faults visits undertaken by the TEC team between April 2023 and March 2024 and telecare installations between October 2023 and March 2024 would cost on average £28,170 per month (£12,960 and £15,210 respectively) if completed by Care and Repair. Charts 3 and 4 below show the breakdown of number of telecare and fault installation visits completed by the TEC team and Care and Repair. Chart 3: Breakdown of Number of Telecare Installation Visits by TEC Team and Care and Repair Chart 4: Breakdown of Number of Telecare Fault Visits by TEC Team and Care and Repair 4.6. Digital telecare alarms in service user’s homes connect to the Council’s alarm receiving centre through integral SIM cards. All digital telecare alarms are also connected to and managed from a device management platform (DMP). 4.7. Analogue alert alarms were not connected to a DMP and could not be monitored remotely. This new requirement to monitor the DMP to identify and troubleshoot any issues with alarm connectivity is an essential function of the digital community alarm service which improves safety for service users and is a core component of the Council’s resilience plan for the community alarm service. The TEC team digital telecare assistants monitor approximately 6000 digital alarms on the DMP. The team identify alarms not working or that are offline periodically through the day and take appropriate action to resolve issues and reduce the risk of harm to service users. 232 236 231 232 207 173 63 94 74 97 106 92 0 0 0 0 0 0 165 199 124 196 152 178 0 50 100 150 200 250 Telecare installations -April 2023 to March 2024 Installs - Care & Repair Installs - TEC team 33 37 38 36 39 32 33 22 24 35 26 20 115 121 144 148 178 140 153 164 107 164 161 130 APR-23 MAY-23 JUN-23 JUL-23 AUG-23 SEP-23 OCT-23NOV-23DEC-23 JAN-24 FEB'24 MAR'24 Faults -April 2023 to March 2024 Faults - Care & Repair Faults - TEC team 47
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4.8. The DMP also highlights digital telecare alarms that have been switched off permanently. The TEC team then contacts the service user/family to arrange for the alarm to be returned or collected by the Technology Assistants. The introduction of this process in June 2022, has resulted in 1431 digital alert alarms being recycled and reused at a saving of £240,408 (each alarm costs £168). The TEC team have a target of recycling and reusing 100 digital alert alarms per month. 4.9. The TEC team install and recycle alert alarms which was historically completed by the Care at Home alert responders. This has freed up capacity for the care at home alert responders and enables them to carry out more response visits in a context of increased demand and complexity of service users. 4.10. The South Lanarkshire University HSCP TEC team are part of the Amazon healthcare collaborative which includes the Local Government Digital Office; Fife, Falkirk, and Glasgow City HSCPs; CENSIS (Scotland’s Innovation Centre for sensing, imaging and Internet of Things [IoT] technologies); Scottish Enterprise; and Amazon Healthcare. This project will use smart speakers as an alternative to standard alert alarms that not only can connect with alarm receiving centres in urgent situations but can also deliver a range of other health and wellbeing benefits to service users. Blantyre LIFE intermediate care service users and community alarm service users will have the opportunity to participate in this project. 4.11. The digital team were established on an initial fixed term basis to support the transition from analogue to digital. Given the performance to-date, ongoing need and further areas for development highlighted above, it is proposed that 8.4 FTE fixed term posts – 4 FTE technology assistants, 4 FTE digital telecare assistants and 0.4 WTE telecare development officer - are made substantive. This will consolidate a team of 12.4 FTE which will ensure the safety and reliability of the community alarm service. 5. Employee Implications 5.1. It is proposed that the following posts be added to the Social Work resources establishment on a permanent basis. Post Current number of posts (perm) Current number of posts (temp) Revised number of posts (perm) Grade SCP Hourly Rate Annual Salary Gross Cost (inc on-costs 28.5%) Total Costs Digital Telecare Assistants 0 4 4 Grade 2 level 2 - 4 39-57 £15.90 - £19.74 £29,016 - £36,024 £37,285 - £46,290 £149,142 - £185,161 Technology Assistants 0 4 4 Grade 1 Level 1 - 2 20-23 £12.82 - £13.26 £23,385 - £24,198 £30,063 - £31,095 £120,251 - £124,379 Telecare Development Officer 4 0.4* 4 Grade 3 Level 4 72 - 74 £24.24 - £24.76 £44,236 - £45,185 £56,843 - £58,062 £22,737 - £23,225 Total 4 8.4 12 £292,130 - £332,764 48
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5.2. There is currently extended temporary contracts in place pending the outcome of this report. 6. Financial Implications 6.1. The funding for these posts would be as follows:- 6.1.1. Funding for the Digital Telecare Assistant posts already earmarked by the South Lanarkshire Integration Joint Board (IJB) to support the new requirements arising from the analogue to digital transition. 6.1.2. The Technology Assistants now resolve 80% of all reported telecare faults and carry out 70% of new telecare installations. This has resulted in a reduction in expenditure within the Assistive Technology budget which was previously used to fund payments to the external contractor. Moving forward then it is proposed that the cost of the Technology Assistants be funded from the budget released by the reduction in external expenditure. 6.1.3. NHS Lanarkshire have agreed to fund the Telecare Development Officer post for the duration of the existing member of staff’s employment. 7. Climate Change, Sustainability and Environmental Implications 7.1. As per paragraph 4.9, the TEC team have a target of recycling and reusing 100 digital alert alarms per month. 8. Other Implications 8.1. The proposals outlined in this report help to mitigate the following within the Social Work Risk Register:- IT developments and functionality 8.2. There are no other issues associated with this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and, therefore, no impact assessment is required. 9.2 All staff have been consulted regarding the proposal to extend the temporary contracts to permanent positions. Trade Unions have been updated in terms of the content of this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health, and Social Care 7 March 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs People live the healthiest lives possible 49
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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:- Ian Beattie Head of Health and Social Care Ext: 3701 (Phone: 01698 453701) Email: ian.beattie@southlanarkshire.gov.uk 50
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 26 March 2025 Report by: Director, Health and Social Care Subject: Adoption Allowance Scheme 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] to provide an update on and agree the proposed changes to the current Adoption Allowance Scheme [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the proposed changes to the current Adoption Allowance Scheme as identified at sections 4.1 to 4.6 be endorsed and referred to the Executive Committee for approval. [1recs] 3. Background 3.1. A National Review of Care Allowances published in 2018 highlighted that each local authority is able to develop their own adoption allowance scheme within the parameters of the Adoption and Children (Scotland) Act 2007 (‘the 2007 Act’). Under the 2007 Act, local authorities have a duty to assess someone’s need for adoption support services and to provide this support. 3.2. Adoption Support Services and Allowances (Scotland) Regulations 2009 came into force on the 28 September 2009 replacing the Adoption Allowances (Scotland) Regulations 1996. Under these regulations, South Lanarkshire Council as an adoption agency can make payments to adoptive parents who meet the criteria for adoption allowances. The adoption and fostering regulations stipulate that a financial assessment requires to be undertaken in advance of the payment of an Adoption Allowance. 3.3. The central principle is that an Adoption Allowance is payable to an adoptive parent for the purpose of supporting the placement of the adoptive child or the continuation of adoption arrangements after an adoption order is made. 3.4. An Adoption Allowance can be provided following a financial assessment of the family and when it is required to cover additional expenditure related to the needs of the child. The assessment must take account of income and expenditure and on that basis the cost of meeting a child’s needs. 3.5. As part of the Budget Recovery Plan prepared to address the Children and Families recurring funding gap of £10.6 million (and separately reported to Committee) a review of Adoption Allowances has been completed. 9 51
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4. Proposed Changes to the Payment of Adoption Allowances 4.1. On 29 August 2023, following agreement between the Scottish Government and COSLA, the introduction of the Scottish Recommended Allowance (SRA) for Foster and Kinship Carers was announced. Additional funding was provided to implement these changes. This marks the first time a set minimum rate has been introduced which all local authorities must pay. This has been implemented for foster carers and kinship carers within South Lanarkshire. 4.2. Prior to the introduction of the Scottish Recommended Allowance, Adoption Allowances were paid at the same rate as the Fostering Allowance. No additional funding has been provided and there is no requirement to pay Adoption Allowances at the same rate as the Scottish Recommended Allowance. As such the Adoption Allowance will not increase to match the Scottish Recommended Allowance for Foster and Kinship Carers at this time. 4.3. It is proposed to update the criteria for the payment of adoption allowances as follows: 4.3.1. Introduce a start-up grant of £750 per child placed as a replacement for the current pre-adoption allowance. 4.3.2. A maximum time limit of 3 years for payment of adoption allowances will be introduced as part of the policy change. 4.3.3. Payment of Adoption Allowances will no longer be paid for young people turning 18 as of 1 April 2025, unless there are exceptional circumstances. 4.4. Following the three-year time limited period adoptive parents would be able to request a further adoption support needs assessment and review of the adoption support plan. This would include a full financial assessment, ensuring the maximising of universal benefits or additional funding and independent scrutiny through presentation at South Lanarkshire’s Adoption and Fostering Panel. 4.5. Carers with young people turning 18 as of 1 April 2025 would be notified of these changes which would take effect from 1 July 2025. If required, families will be supported to seek advice from the Money Matters Team to ensure all efforts have been made to maximise income from benefits. Adoption allowances are paid quarterly in advance and in the event that a payment has been made for a young person where the allowance would now end, families will not be asked to repay any such allowance. No efforts would be made to recover payments already made to families. 4.6. For carers who are in receipt of current Adoption Allowance payments for children over 18 years of age individual meetings will take place to discuss an appropriate timescale to bring those payments into line with the new criteria. 4.7. As reported in March 2024 the service is using the Sustainability and Value Option Appraisal Screening Scale designed to ensure that options to address the budget gap for adult and older people’s services as well as children and family services. The Sustainability and Value Option Appraisal approach adopted is summarised as follows overleaf. 52
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Ref Screening Scale Index 1 Benchmarking and Efficiencies 2 Service Redesign or Reduction with no/limited impact on outcomes 3 Service Redesign or Reduction with impact on outcomes 4 Legislative and Registration Requirements 5 Public Protection 4.8. The updates proposed here have been appraised as benchmarking and efficiencies (green). The updates proposed can meet out statutory requirements with the changes proposed. 4.9. If endorsed, the proposed changes will be referred to the next appropriate meeting of the Executive Committee for approval. 5. Employee Implications 5.1. There are no employee implications associated with this report. 6. Financial Implications 6.1. The proposed changes to the adoption allowance scheme would result in a reduction in expenditure of £0.082 million per annum as a result of moving to a start up grant (£0.020 million) and ending payments for those turning 18 (£0.062 million). This would then contribute to the delivery of the Budget Recovery Plan for Children and Families and so address the projected overspend separately reported to Committee. 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. This report does not affect the resource risk register in any adverse way with the changes proposed. 8.2. There are no other implications associated with this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. An Integrated Impact Assessment has been completed for the proposed updates recommended within this report and can be found on the Council’s website. Professor Soumen Sengupta Director, Health and Social Care 11 March 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving We will work to recover, progress and improve 53
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Previous References We will work to recover, progress and improve List of Background Papers National review of care allowances: final report and recommendations https://www.gov.scot/publications/final-report-recommendations-national-review-care- allowances-9781787812109/ Procedure for the Payment of Adoption Allowances – Updated June 2024 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 Email: diane.dobbie@southlanarkshire.gov.uk 54
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 26 March 2025 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Review of Emergency Social Work Services 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the Social Work Resources Committee on the Emergency Social Work Services Review [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): - [recs] (1) that the review of Emergency Social Work Services (ESWS) be noted; (2) that the preferred model from the Options Appraisal, detailed at section 5 of the report, be approved; (3) that the posts identified, detailed at section 6 ,Table 1 of the report, be approved to be added to establishment for ESWS; and (4) that the recommendation at paragraph 7.2 of the report, to bring a further budget recovery report back to the Committee with other options, be approved. [1recs] 3. Background 3.1. Emergency Social Work Services 3.1.1. South Lanarkshire, Emergency Social Work Services (ESWS) was established on 31 March 2009. The organisation and structure of the Emergency Social Work Service was developed to provide an improved level of service for partners and residents of South Lanarkshire where out of hours and an emergency Social Work intervention was required. Previously, this was provided by West of Scotland Standby whereby South Lanarkshire Council (SLC) paid an annual fee of £0.319 million for this resource. Feedback received by local office managers following the (SLC) service becoming operational reported that there was a better standard and quality of work with more support provided to local offices and service users compared to the hosted arrangement with Glasgow. The service has not been reviewed since it was established in 2009. 3.2. Current Model of ESWS 3.2.1. Since 2009, ESWS have provided an out of hours service to residents of South Lanarkshire in emergency situations. The service operates daily, providing emergency and out of hours responses during evenings, weekends, and public holidays. ESWS provide immediate assessment and interventions in response to children, adults, mental health, and justice service users who are in crisis to relieve acute risk. ESWS provides a statutory social work response in relation to serious, unexpected, and dangerous out of hours situations related to all public protection arrangements. 10 55
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3.2.2. ESWS are also the first social work point of contact for major incidents that require the Council to respond in its capacity as a Category 1 Responder for critical incidents. 3.2.3. ESWS receive alerts from children and adult social work services to provide supplementary and planning information for cases where there is a likelihood of significant risk out of hours. In the past 12 months ESWS have received approximately 1000 alerts of potential risks to children and or adults out of hours. ESWS then provide an out of hours response which can include home visits to children or adults who are or may be at risk of harm. 3.2.4. Analysis of ESWS call data between 2023 and 2024 indicates that most referrals are in relation to child protection, adult concerns, and mental health. The nature of referrals has also altered over the years with for example, the increasing volume of spontaneous arrivals of unaccompanied minors and the requirement for age assessments to be undertaken at pace to ensure the correct response is provided. 3.3. Purpose and Process of the ESWS Review The review was undertaken to assess whether the current staffing structure of ESWS was offering best value for money and identify where possible, savings that could be achieved to assist in reducing the projected £10 million pressure in the Children and Families’ budget (Social Work Committee of 6 March 2024 and the report titled: Sustaining Social Work Children and Families Services: Budget Recovery Actions). The current revenue cost of the ESWS service is £0.775 per annum for staffing and running costs. 4. Ensuring Resources are Focused on Statutory Duties 4.1. As previously reported the service is using the Sustainability and Value Option Appraisal Screening Scale designed to ensure that the model of service delivery addresses the budget gap for adult and older people’s services as well as children and family services. The development and use of this Option Appraisal Screening Scale has been noted by Audit Scotland and is now adopted to support the identification of actions to enable Social Work Children and Families Services to be sustained within the allocated budget (Appendix 1). 4.2. The Sustainability and Value Option Appraisal approach adopted is summarised as follows: Ref Screening Scale Index 1 Benchmarking and Efficiencies 2 Service Redesign or Reduction with no/limited impact on outcomes 3 Service Redesign or Reduction with impact on outcomes 4 Legislative and Registration Requirements 5 Public Protection 4.3. The aim of the Sustainability and Values Options Appraisal approach is to protect those activities that belong within the “red” zones by firstly securing the optimum value of budget and expenditure reductions within the benchmarking and efficiencies “green” zone and also the service redesign or reduction with no/limited impact on outcomes “yellow” zone; and then considering budget and expenditure reductions within the service redesign or reduction with impact on outcomes “amber” zone. The activities of ESWS established that they are within the “red” zone of Public Protection and Legislative and Registration Requirements. This would subsequently inform the Options Appraisal in reviewing the service. 56
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4.4. An ESWS review group was established and led by Social Work Services, to help provide oversight and governance to all aspects of the review. Consultation was undertaken directly with ESWS staff and with stakeholders to gather views and understanding of the service. Benchmarking also took place with North Lanarkshire Council and Glasgow City Council. 4.5. Discussions have also taken place with Social Work Scotland to ensure that the findings collated are reflective of the national picture of out of hours social work in Scotland. A weighting exercise was undertaken to inform decision making about the most efficient delivery model going forward. Four models of service delivery were considered:- (1) maintaining the status quo (2) reducing dependency on the availability list and on call rota (3) changing the shift pattern to remove the part-time rota (4) disbanding ESWS 4.6. The information collated helped inform the options appraisal at Appendix 1. In accordance with the Terms of Reference the highest weighting was assigned to the level of financial saving, performance, and risk. Option two attracted the highest overall weighting and is outlined at section 5. 5 Recommended Future Delivery Model 5.1. Outline of Preferred Model 5.1.1. The options appraisal identified that the weighting for meeting customer needs, improved performance and management of risk was highest for model 2 where there is a reduced dependency on the availability list and on-call senior management rota. Option 2 is the preferred delivery model of ESWS. This model alters core staffing to ensure ESWS has consistent and robust public protection cover. Option 2 removes the need to depend on locality social work staff, who are part of an availability list to cover public protection duties. The model also removes the need for senior management cover as the reconfigured team which includes Operations Managers on each shift can undertake these duties. This model removes the need for ESWS to regularly pay overtime as part of core service delivery. 5.1.2. The preferred model involves changing the staffing to include, one Fieldwork Manager, 2.5 Operations Managers, 2.5 Team Leaders and five social work assistants. This model enhances resilience of the service and bolsters our public protection arrangements by ensuring that there is no longer a reliance on ad hoc availability staff and extensive on-call arrangements to cover core business and absence. For example, a Team Leader can cover for the Operations Manager if they are not available for any reason. The creation of a Senior Practitioner posts does not allow this degree of flexibility. In relation the Team Leder roles there is no financial impact and this allows for more flexibility for cover arrangements as well as to fulfil the statutory responsibilities of Qualified Social Workers to be Council Officers for Adult Protection as well as Qualified Social Workers for Child Protection investigations and interventions. 5.1.3. The introduction of the Operations Manager role introduces a structure with increased management and leadership and significantly reduces the requirement to defer to a senior manager to make public protection or finance decisions. This model increases the management availability on every shift and creating the Operations Manager role ensures management roles with delegated authority to make decisions without the 57
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need to consult with an on call manager. This will also mean decisions can be made in real time without any unnecessary delay. This negates the need to have an on call rota. 5.1.4. The model proposes streamlined on-call arrangements which would include the ESWS Fieldwork Manager, Head of Adult and Older Peoples Services and the Head of Children and Justice Services and Chief Social Work Officer. The retention of the Team Leader role would reduce the need for the use of availability staff because of staff absence or public holidays as they would deputise for the Operations Manager. 5.1.5. The restructuring as identified also supports recruitment and retention and makes the model akin to the locality models that have been developed across the resource.it will support the retention of a current highly skilled staff group and create opportunities for recruitment to a model that has clear career progression in ESWS. 5.1.6. In relation to out of hours Mental Health Officer cover this is a separate standalone rota. The preferred Operating Model offers no change to the Mental Health Officer rota which will continue to operate 7 days a week and 24 hours a day. Management of the rota continues to be overseen by the Community Mental Health Team Manager who ensures operational guidance is up to date. 5.1.7. Reducing staffing in Option 3 and disbanding ESWS in Option 4, generated efficiencies but created the greatest risk. It was acknowledged that Options 3 and 4 could not be considered as public protection requirements as well as statutory duties and registration requirements of the Council could not be met. 6. Employee Implications 6.1. The changes to the delivery model; Option 2, come out as cost neutral in relation to the creation of 2.5 Operation Managers posts and the deletion of 2.5 Team Leader posts. This will result in a reduction in the use of availability social work staff and the requirement for on call senior management cover. Table 1 Post Current No of posts Proposed No of posts Grade SCP range Hourly rate Annual salary Gross cost Total cost Fieldwork Manager 1 1 G5 L1 96 - 97 £34.33 - £34.86 £62,649 - £63,616 £80,504 - £81,747 £0 Operations Manager 0 2.5 G4 L2-5 PLUS 4 87 - 92 £30.02 - £32.36 £54,783 - £59,054 £70,397 - £75,884 £175,992 - £189,710 Team Leader 5 2.5 G3 L8 PLUS 4 85-86 £29.16 - £29.58 £53,214 - £53,981 £68,380 - £69,365 (£170,950 - £173,412) Social Work Assistant 2.69 5 G2 L4 PLUS 4 63-65 £21.50 - £21.97 £39,235 - £40,093 £50,417 - £51,520 £116,464 - £119,010 Social Worker 1.03 0 G3 L4 PLUS 4 79-80 £26.67 - £27.07 £48,670 - £49,400 £62,541 - £63,479 (£64,417 - £65,383) 58
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Team Leader cover G3 L8 79 - 80 £26.67 - £27.07 £48,670 - £49,400 £62,541 - £63,479 (£62,541 - £63,479) Senior Manager standby rota (7,552) 9.72 11 (£13,004) - £1,106) All the above posts would be recruited to through a competitive interview process. 7. Financial Implications 7.1. Overall, the cost of the redesign will save £1,106. The cost of the staff restructuring will costs £69,925 and will be offset by a saving in Team Leader cover (£63,479) arising from the removal of the requirement for the annual leave cover and the introduction of Operations Manager removing the requirement for senior manager standby arrangements (saving £7,552). 7.2. The review of the Emergency Social Work Service will result in a service redesign but will not generate any financial benefit. This was assumed as part of the Budget Recovery Plan for Children and Families, and therefore an alternative recovery plan will require to be identified which will be reported to a future meeting of the Committee (September 2025). 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications in relation to climate change, sustainability and environmental implications contained within this report. 9. Other Implications 9.1. None. 10. Integrated Impact Assessment and Consultation Requirements 10.1. Integrated impact assessment information and consultation arrangements are available online. Professor Soumen Sengupta Director, Health and Social Care Jackie Taylor Executive Director (Finance and Corporate Resources) 7 March 2025 Link(s) to Council Values/Priorities/Outcomes We will work to put people first and reduce inequality Caring, connected, sustainable communities People live the healthiest lives possible Previous References None 59
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List of Background Papers None 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 Email: diane.dobbie@southlanarkshire.gov.uk 60
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Emergency Social Work Services Review Options Appraisal1 SCORE GIVEN OPTIONS DESCRIPTION Meets Customer Needs Level of Financial Saving Ease of Implementation Employee Impact Performance Risk TOTAL Option 1 No change to the staffing structure and dependence on availability social work staff and on call senior management arrangements. 8 3 7 6 6 7 38 Option 2 Preferred operating model with changes to the staffing structure that introduce Operations Managers and additional social work assistants. This model removes the dependence on availability social work staff and on-call service managers. 10 8 7 8 9 10 52 Option 3 Changing to 2 rather than 3 shifts. Introducing a different rota with longer shifts and more weekend working. The model would offer limited contingency cover during times of holiday or absence and creates risks around public protection. 2 9 2 2 1 3 19 Option 4 Disbanding ESWS and not providing an emergency social work service. This model would not enable us to meet our statutory requirements and would lead to significant public protection risks. 0 6 0 0 0 0 6 Notes 1 Score each criteria from 1 to 10, with 10 being the highest score (best) and 1 being lowest (poorest) 2 Score Option 1 first and then score the options taking account of the score you applied to Option1 3 Meets Customer Needs should reflect knowledge of the proposals, feedback and experience 4 Level of Financial Saving should reflect view of the potential savings that could be accrued from each of the options. 5 Ease of implementation should reflect potential barriers to option, time to complete, complexity and cost to implement 6 Employee impact should reflect the impact on staff from implementing this option 7 Governance/Compliance should reflect view on how well the options will manage, monitor, report and improve the Council’s governance / compliance with policies and legislation ensuring a consistent application and strategic fit across the Council 8 Reputation/ Best Practice should reflect view of how well the options will protect/improve the Council’s reputation and allow the Council to implement and devise best practice ‘ 9 Performance should reflect view of how well the options will improve performance, and to monitor and report on progress 10 Risk should reflect view of how the implementation of each options will be affected by the potential risks 1 Based on Audit Scotland - Options appraisal: are you getting it right? https://audit.scot/docs/local/2014/nr_140320_hcw_options_appraisal.pdf 10 61
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 26 March 2025 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Sustaining Social Work Children and Families Services: Budget Recovery Actions 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 the review of adoption allowances be noted; (3) that the update on the review of Emergency Social Work Services (ESWS) be noted; (4) that the reduction in expenditure achieved from recommissioning external services be noted; and (5) that an updated budget recovery report be brought back to the Committee for the meeting on 10 September 2025. 3. Background 3.1. This report should be read in conjunction with the previous Social Work Resources 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 29 January 2025. 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. 3.3. 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:- Review of Adoption Allowances (section 5) Review of Emergency Social Work Services (section 6) Review of externally procured provision (section 7) 11 63
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4. Ensuring Resources are Focused on Statutory Duties 4.1. As reported in March 2024 the service is using the Sustainability and Value Option Appraisal Screening Scale designed to ensure that options to address the budget gap for children and family services as well as adult and older people’s services are based on an understanding of assessment of need and risk in order to deliver the statutory duties on behalf of the council. The development and use of this Option Appraisal Screening Scale has been noted by Audit Scotland and is now adopted to support the identification of actions to enable Social Work Children and Families Services to be sustained within the allocated budget. 4.2. The Sustainability and Value Option Appraisal approach adopted is summarised as follows:- Ref Screening Scale Index 1 Benchmarking and Efficiencies 2 Service Redesign or Reduction with no/limited impact on outcomes 3 Service Redesign or Reduction with impact on outcomes 4 Legislative and Registration Requirements 5 Public Protection 4.3. The aim of the Sustainability and Values Options Appraisal approach is to protect those activities that belong within the “red” zones by firstly securing the optimum value of budget and expenditure reductions within the benchmarking and efficiencies “green” zone and also the service redesign or reduction with no/limited impact on outcomes “yellow” zone; and then considering budget and expenditure reductions within the service redesign or reduction with impact on outcomes “amber” zone. Appendix 2 5. Review of Adoption Allowances 5.1. A separate report titled Adoption Allowance Scheme is presented to the Committee to be endorsed and referred to the Executive Committee for approval for changes to the Adoption Allowance Scheme. It proposes that rather than a pre-adoption allowance being paid, a startup grant of £750 is paid. Also, it proposes that adopted children over the age of 18 years of age are no longer paid an Adoption Allowance. The separate report, if approved, would realise a saving of £0.082 million in 2025/2026 on a recurring basis. 6. Review of Emergency Social Work Services (ESWS) 6.1. A review was undertaken to assess whether the current structure of ESWS was offering best value for money and identify where possible, savings that could be achieved. The current revenue cost of the ESWS service is £0.775 million per annum for staffing and running costs. 6.2. Following the review a separate report presented to this Committee recommends a redesign of the service to update the operating model. The service had not been reviewed since its inception in 2009. The recommendation is a change to the staffing structure to update the model of delivery to reflect the increased demands on management and leadership responsibilities within the service. The service redesign will not result in any financial savings and will be cost neutral. The review of the Emergency Social Work Service will, therefore, result in a service redesign but will not generate any financial benefit. This was assumed as part of the Budget Recovery Plan for Children and Families, and, therefore, an alternative recovery plan will require to be identified. 64
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7. Review of externally procured provision 7.1. Further reviews of externally procured provision were undertaken of two current providers. Action for Children and Who Cares? Scotland. These are taken in turn. 7.2. Action for Children: Young Carers Project It has been agreed with the provider following a review process that at the contract extension in July 2025 that the contract value will be reduced by 15% resulting in a reduction of £0.036 million in 2025/2026 and £0.048 million 2026/2027. There will be no impact on current support offered and delivered to the identified young carers and the service will undergo agreed annual reviews to continue to ensure best value. 7.3. Who Cares? Scotland were commissioned to provide independent advocacy for looked after children and children involved in or subject to child protection procedures. A review of the contract has resulted in a combined contract covering both services, generating a reduction in expenditure of £0.020 million in 2024/2025 and £0.070 million in 2025/2026. There will be no impact on current support offered and delivered to the identified young people and the service will undergo agreed annual reviews to continue to ensure best value. 8. Financial Implications 8.1. The Children and Families budget for 2024/2025 incudes a temporary budget realignment of £7.7 million from Adult and Older People Services. This arose from the reduction in pension contributions and was approved by the 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. The Council meeting on 26 February 2025 approved the same approach for 2025/2026 – that the £7.7 million reduction in Adult and Older People Pension contributions would be transferred to assist with the Children and Families Recovery Plan. This £7.7 million interim funding, the impact of the recovery actions confirmed to date, the transfer of budgeted underspends in Justice and Performance and Support, and the further Recovery Plan actions being pursued, should allow the Children and Families budget to break even at 31 March 2026. 8.3. 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 £6.963 million and the phased achievement of these will continue to be monitored. Details across the actions delivered to date are provided below. 8.4. The review of adoption allowances if approved (section 5) will be realised in 2025/2026. The net recurring reduction in expenditure is estimated to be £0.082 million in 2025/2026. 8.5. The review of the Emergency Social Work Service (section 6) will result in a service redesign that will not generate any financial benefit. An alternative is being sourced in order to assist in bridging the budget gap. 65
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8.6. The review of externally procured services will result in a saving of £0.106 million in 2025/2026 and £0.118 million in 2026/2027 (section 7). 8.7. Taking into account the savings from actions reported and approved, the transfer of budgeted underspends in Justice and Performance and Support (section 8.2), as well as those proposed in the two separate reports to this Committee (refer sections 5 and 6) will realise recurring savings of £6.963 million. These are listed in Appendix 1. 8.8. The budget shortfall of £3.625 million requires to be addressed. Other actions and options are being considered by the Resource to address the budget deficit and will be reported to a future meeting of the Committee in September 2025. 8.9. Interim funding will be required to achieve financial balance until further options are identified and implemented. These funding options will include the utilisation of the earmarked reserve for Children and Families pressures and employee turnover arising from vacancies. 8.10. The full year impact of the Budget Recovery Plan for 2025/2026 will continue to be reported regularly to the Committee through future Revenue Budget reports. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no climate change, sustainability, and environmental implications with this report. 10. Other Implications 10.1. In order 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; and the Council needs to determine its risk appetite for significant change in line with the current financial challenges. The Sustainability and Options Appraisal Screening Tool will inform future decision making re any changes to services. 10.2. The service will also undertake a review of its current estate and use of buildings to future proof service delivery in a challenging climate of recruitment and retention of front-line staff. The service will scope the possibility of delivering services in less buildings. This is with a view to bringing financial benefits as well as to build service resilience with services delivered in fewer locations that could mitigate future capacity challenges. Concentrated staff groups can offer better resilience than smaller teams spread across wide geographical boundaries. However, this needs to be part of the wider review of estate that is taking place across the council and how any savings can be realised for Social Work. 10.3. 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 – high. Meeting Public Protection and Legislative Duties – high. 10.4. 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 66
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Children and Family services. In order 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. 10.5. It should be noted that South Lanarkshire Council Children and Families are not an outlier in relation to the number of children accommodated. In relation to comparison measures as part of the Local Government Benchmarking Framework, South Lanarkshire Council’s position remains positively above the Scottish average in a number of key areas. 10.6. The percentage of children being looked after in the community: South Lanarkshire’s position remains above the Scottish average. The overall numbers of children and young people looked after in a community setting and those supported in the community has increased. This reflects South Lanarkshire’s commitment to shift the way care is delivered to Looked After Children from residential-based provision to a community–based model. We are one of the best performing local authorities for keeping children in a community resource. 10.7. The gross cost of "Children Looked After" in residential based services per child per week: Costs for “Children Looked After” in a residential setting in 2022/2023 are reported as £4,242 for South Lanarkshire compared to the Scottish average. This below the Scottish average rate of £4,804 per week. 10.8. The gross cost of "Children Looked After" in a community setting per child per week: Costs for “Children Looked After” in a community setting for 2022/23 show South Lanarkshire as £341 per week compared to the Scottish average of £422 per week. South Lanarkshire Council has maintained a position of lower costs than the Family Group and Scottish average. 10.9. All of the above LGBF data is taken from the 2022/2023 national data returns. 11. Integrated Impact Assessment and Consultation Requirements 11.1. The appropriate Impact Assessments have been completed in relation to change Council policy areas identified for review and can be found online. 11.2. Full consultation was undertaken where necessary with staff, managers, Trade Unions and key stakeholders. Professor Soumen Sengupta Director, Health, and Social Care Jackie Taylor Executive Director (Finance and Corporate Resources) 17 February 2025 Link(s) to Council Values/Priorities/Outcomes Caring, connected, sustainable communities Our children and young people thrive People live the healthiest lives possible 67
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Previous References none List of Background Papers none Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Liam Purdie, Head of Children and Justice Services Email: liam.purdie@southlanarkshire.gov.uk 68
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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, as Agreed to Date £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 (Social Work Committee, 29 January 25) 1.600 Intensive Family Support Service (IFSS) (Social Work Committee, 29 January 25) 4.500 Review of Adoption Allowances (section 5) 0.082 Review of Emergency Social Work Service (section 6) - Review of Externally Procured Provision (section 7) 0.118 Transfer of budgets from Performance and Support and Justice Services (section 8.2) 0.240 Total Financial Benefit of Recovery Actions Agreed to Date 6.963 Revised Recurring Annual Shortfall after Full Implementation of the Recovery Actions Agreed to Date 3.625 69
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Appendix 2 70
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Report Agenda Item Report to: Social Work Resource Committee Date of Meeting: 26 March 2025 Report by: Director, Health and Social Care Subject: South Lanarkshire Justice Social Work Community Payback Annual Report 2023/2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] notify the Social Work Committee of South Lanarkshire’s Community Justice Scotland Community Payback Order (CPO) Annual Report 2023/2024 to highlight the main themes from South Lanarkshire’s Community Payback Annual Report 2023/2024 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the South Lanarkshire’s Community Payback Order Annual Report 2023/2024 be noted. [1recs] 3. Background 3.1. The CPO annual reports for 2023/2024 have been requested from each local authority for submission to Community Justice Scotland (CJS). 3.2. South Lanarkshire Justice Services submitted their report on 29 September 2024 in accordance with section 227ZM of the Criminal Procedure (Scotland) Act 1995 (the 1995 Act) (Appendix 1). 3.3. CJS will review each report in detail and prepare a summary report, which will be laid before Parliament on the 31 March 2025. Separately local authorities are required to make arrangements to publish or share the contents of their own annual reports and are not required to wait for the national summary report to do so. 3.4. Following the publication of the summarised report by CJS laid before Parliament, CJS intend to host a workshop for national Justice Social work at the Scottish Government. This workshop will provide an opportunity to discuss the findings of the report and explore any steps to take forward learning or best practices we can share to strengthen the ongoing work related to CPOs. This will take place after 31 March 2025. 3.5. South Lanarkshire Justice Social Work will make separate arrangements to publish their local annual CPO reports in full following presentation of this report at the Social Work Resource Committee. 12 71
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4. Areas of Focus 4.1. The format of the CPO annual report template 2023/2024 differs from previous reports. CJS, in collaboration with representatives from Justice Social Work, Scottish Government, and Social Work Scotland, have developed a template of questions and case studies for local areas to complete. 4.2. Questions focus on examples of how our work reduces the risk of reoffending and addresses the underlying needs of substance use and mental health. 4.3 Case Studies 4.3.1. Examples provided focused on those being subject to the Caledonian Programme to address domestic abuse offending and the impact of change this intervention can have on the individual, including women and children through support from Circle and Women’s Aid. 4.3.2. The report recognises the impact that early years trauma and bereavement can have, particularly for women in conflict with the law. Advocating for community sentencing can support significant changes for women particularly when a relationship practice and a strength based approach is adopted by justice social work staff. One example demonstrates this in partnership with peer led support from other women who have had experience of the justice system. This is facilitated through our women’s service hubs. 4.4 Unpaid Work 4.4.1. The Annual Report highlights that positive work has been undertaken in relation to a range of key outdoor projects including Rigside Nursery and Castlebank Park Japanese Garden. Recognition of the woodwork skills employed on the Japanese bridge was made through the service achieving the Green Flag award. 4.4.2. The Whole Systems approach (16-21) service continues to support the skills and learning opportunities through young people’s involvement with the wellbeing group, providing employability opportunities in partnership with Venture Trust. This resulted in 2 young people securing employment in the hospitality sector and South Lanarkshire Council. 4.5. New Areas of Development 4.5.1. South Lanarkshire Justice Services reported on the commencement of the Hamilton Alcohol and Drug Problem Solving Court in collaboration with the Recovery Orientated Justice Social Work Service (ROJS). 4.5.2. Through a successful funding application from Corra via the Scottish Government’s Drugs Mission, Justice services were able to match fund from their Section 27 grant to create a Recovery Orientated Justice Social Work team with integrated nursing support. South Lanarkshire ADP contributed funding to Justice Social Work to commission third sector support assistants with lived experience. 4.5.3. The concept of this dual alcohol and drug problem solving court is to provide people whose offending is directly linked to substance use the opportunity to be placed on a structured deferred sentence for 6 to 9 months with the opportunity to engaged with intensive support, medically assisted treatment and in person support to wider recovery communities. Further reporting of the progress of this initiative will be made available in the CPO annual report 2024/2025 72
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4.6. Feedback 4.6.1. The report includes examples of feedback provided by beneficiaries and service users, which demonstrates the valued relationships they have with a range of Justice staff. 5. Employee Implications 5.1. There are no implications for employees identified within this report. 6. Financial Implications 6.1 There are no additional financial implications identified in this report. 73
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of information contained in this report. 8. Other Implications 8.1 The activity set out within the Community Payback Annual Report 2023/2024 contributes to the Connect: South Lanarkshire Council Plan 2022 to 2027 and specifically the priority outcomes for Communities and Environment, Health and Wellbeing and Children and Young People. 9. Integrated Impact Assessment and Consultation Requirements 9.1 This report does not introduce a new policy, function or strategy, and, therefore, no impact assessment is required. Soumen Sengupta Director, Health and Social Care 7 February 2025 Link(s) to Council Values/Priorities/Outcomes focused on people and their needs working with and respecting others accountable, effective, efficient, and transparent ambitious, self-aware and improving Previous References None List of Background Papers Appendix 1 – Community Payback Order Report 2023/2024 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 Ext: (Tel: ) 07725886299 E-mail: gillian.booth@southlanarkshire.gov.uk 74
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1 COMMUNITY PAYBACK ORDER (CPO) ANNUAL RETURNS TEMPLATE FINANCIAL YEAR: 2023/24 LOCAL AUTHORITY: South Lanarkshire TEMPLATE RETURN DATE: 27th September 2024 Please return all completed templates to CJS at CJSImprovement@communityjustice.scot and copy the Scottish Government at cpo@gov.scot Background Under the Community Justice (Scotland) Act (2016), local authorities have a statutory duty to report on the operations of Community Payback Orders (CPO) within their area on an annual basis to Community Justice Scotland (CJS). CJS will then collate these returns and summarise them in a report which is laid before Scottish Parliament. To assist with this reporting duty, CJS, in collaboration with representatives from Justice Social Work, the Scottish Government, and Social Work Scotland, has developed a template of questions for local areas to complete. This template is designed to support the reporting requirement. Appendix 1 12 75
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2 Completing the template Please answer the following questions contained in this year’s CPO template. When answering the questions, please ensure that all case studies and feedback are anonymised. We understand that maintaining anonymity may be more challenging for some local authorities. If this applies to your area, you may provide a more general response to the questions. Please ensure all answers are relevant to your local area within the 2023 to 2024 reporting year. If you need any support in completing this template and or have any questions, please do not hesitate to get in contact with CJS. Contact details can be found on the title page of this form. Thank you for taking the time to answer the questions in this template. Questions to answer 1) Reducing risk of reoffending Please provide a case study or examples of your work with people subject to a Community Payback Order (CPO), focusing on how you work to address their offending behaviours and reduce the risk of reoffending. For the purposes of maintaining anonymity the case study examples provided for the purposes of this report have been changed and approximate ages have been given. (Case study A) For the purposes of maintaining anonymity the individual in this case study will be referred to as John. John (older teenager) was made subject to a 24-month Community Payback Order (CPO) in September 2022 in relation to two offences relating to Sexual Offences (Scotland) Act 2009 S5. It was recognised at the report writing stage that John was withdrawn and very shy and found the process of engaging with services and the overall Justice process very difficult. When attempting to interview John, it was evident that the formal methods of interviewing were not appropriate due to his level of vulnerability and communication difficulties. Additional time was therefore requested to undertake the Justice Social Work Report (JSWR) interview, and the social worker undertook these interview appointments in environments he was comfortable in, for example during car journeys and out with the office. It also transpired that he did not have a formal diagnosis of Autism or a learning disability, however his presentation suggested a requirement for such an assessment. Upon sentencing of his CPO, it was agreed that John would remain allocated to the social worker he had developed a relationship with rather than this being transferred to the whole systems 76
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3 approach team (as would normally be the case). John had shared that he felt comfortable engaging with the social worker who undertook his report and was keen to keep working with her. Due to John’s challenges in terms of verbal communication, it was identified quickly that he had an interest in art and music, therefore the social worker created art-based offence focused work so to deliver this material in an appropriate means that was relevant to his individual learning style. At the commencement of his CPO, the main focus of intervention relating to confidence and self-worth. Through a variety of work undertaken such as creating a bullet journal together, completing the MFMC case managers programme via an art-based approach, they continued with this style of intervention throughout the order. The MFMC programme is the intervention used for individuals who have committed sexual offences, and so this approach allowed for intervention work related to his sexual offending to be carried out in a manner that suited his needs and his stage of development. John was asked to complete a self-portrait which provided significant insight into his self- worth and confidence, and also what was important to him. Through completing artwork at home, John was becoming more confident in his ability to attend supervision sessions and talk verbally about his thoughts, feelings and behaviour. This then expanded into John using this method to create a large-scale piece of work, using wood that was provided by Unpaid Work services, stencils, spray paint, paint pens, ink and glitter. This piece of work is an image and written word explanation of where John was in the past to where he wants to be in the future. Each image that he created along with his written work provides an explanation to a different aspect of his life or his goals. This work allowed for discussion and also proactive steps in supporting John to reach his goals, namely, to attend college. For instance, at the commencement of his CPO, John was unable to attend the local office independently, requiring a family member to support him to travel by bus. Now 2 years on, John is due to start his second year at college where he now travels independently by bus. It is of note that at the time of writing there have been no further concerns or issues in regard to sexual harmful behaviours or any other form of offending or police involvement. John reports that the work he has undertaken as part of his CPO has been helpful for him and that he has a number of goals he is keen to achieve in the future. (Case Study B) For the purposes of this case study, we will call the individual Paul: Paul (Early thirties) was placed on a CPO for 24 months in March 22 in relation to Criminal Procedure (Scotland) Act 1995 S234A (4), Bail, Domestic, Dom Abuse Stat Aggravation and Criminal Procedure (Scotland) Act 1995 S27(1)(B), Domestic, Dom Abuse Stat Aggravation. Paul had previously been convicted of a number of domestic related offences that involved his ex-partner with whom he had two children. His convictions had resulted in him being subject to a Restriction of Liberty Order and then a non-harassment order, which he had breached on more than one occasion by contacting his ex-partner. As part of his CPO requirements Paul was assessed as suitable for inclusion in the Caledonian Programme and this was added as a programme requirement of the order. Throughout the assessment process and following the imposition of the order Paul’s ex- partner was provided with an opportunity to receive support from our dedicated Caledonian women’s workers (provided by WASLER). In addition, the children were also offered the opportunity to work with our dedicated children’s worker (provided by Circle). Paul’s ex- partner made the decision that she did not wish to engage with the supports available, however, the offer of access to the dedicated supports was available to access at any time. 77
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4 At the Justice Social Work report stage, it became apparent that Paul often found it difficult to manage aspects of his emotions; particularly when he was under the influence of alcohol or drugs. Paul had also acknowledged the impact of symptoms linked with depression and anxiety which he had experienced for the 12 months prior to his involvement in the offences and the breakdown of his relationship with his ex-partner. When Paul commenced with the order he remained in a state of low accountability for his abusive behaviours against his former intimate partner. He would often victim-blame, using this as a form of justification for his abusive behaviour towards her. There was a significant shift in Paul’s thinking, particularly during the second module, which explored the impact domestic abuse has on victims. Whereby he was able to express the thoughts and feelings which motivated his abusive behaviours. He was also able to accept that he had no control over the thoughts, feelings, or behaviours of others, therefore he had to accept responsibility for the decisions he made and harm he caused. Paul is noted to have engaged well with all aspects of the pre groupwork and group work sessions and provided valuable insight and reflection on his past thoughts and behaviours. During the time on his order Paul reports to having abstained from alcohol and drug use and sought advice, guidance and support to help him to address key areas of risk/needs that had been identified with him at the beginning of the order. At the end of his involvement with services Paul noted improvements in multiple areas of his life including better relationships with family, friends and his intimate partner; he had returned to full time employment and had seen a marked improvement in his overall mental health and wellbeing. Furthermore, his housing situation had improved with him moving into new accommodation with the support of his family. Since the start of the order Paul reports that he has not come to the attention of the police and has not been charged with any further offences. He is now in the process of making progress in gaining contact with his children, whom he hadn’t seen since his involvement in the index offence. Paul is engaging with solicitors and is attending civil court hearings in the hope that he can reestablish contact with his children. (Case Study C) For the purposes of maintaining anonymity the individual in this case study will be referred to as Kerry. Kerry (Mid-thirties) was made subject to a CPO for two counts of offence of cruelty to a person under sixteen, namely her children who had subsequently been removed from her care. She received a Community Payback Order with an 18 months supervision requirement. Kerry had felt she was struggling as a lone parent of five children whilst having several physical health conditions. She was also using alcohol as a coping mechanism for repeated trauma from abusive relationships with men. The focus of supervision was to promote positive engagement with our children and families social work colleagues, to encourage engagement with addiction services, connect Kerry with appropriate support services such as women’s aid, and provide emotional support in relation to the guilt and shame that Kerry felt towards the situation she found herself in. Time was taken at commencement of the order to build a trustful working relationship with Kerry and encourage her to have a collaborative relationship with Children and Families rather than combative, focusing on the positive outcomes Kerry wished to achieve in the return of her children. Information was shared between social work colleagues at all times, any issues addressed in a goal-focused manner by both teams in a clear and transparent manner with Kerry. 78
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5 Kerry was referred to addiction services as part of the Children and Families action plan and engaged positively to cease all substance and alcohol misuse in a planned way. The justice team monitored and encouraged this engagement, liaising with NHS colleagues. The justice team also referred Kerry to the Justice Women’s Hub to benefit for additional support within the community with peers who had similar lived experience. During the order Kerry had addressed her challenges and stabilised her emotional needs in order for her children to be returned to her care. Once settled, further supports of Women’s Aid were introduced for further life trauma focused work. Kerry was referred to an employability support service to explore future opportunities. Kerry was also supported by the Women’s Hub to explore and enrol in educational courses that could be completed around her childcare responsibilities. On completion of the order, Kerry continues to maintain her links with people from Women’s Hub. 2) Support for underlying needs Please provide a case study or examples of your work with people subject to a CPO, focussing on how you work to address their underlying needs (e.g., mental health, substance use). (CASE STUDY D) For the purposes of maintaining anonymity the individual in this case study we will refer to as Laura. Laura (Early forties) was made subject to a 12-month Community Payback Order (CPO) in July 2023 for offences relating to Criminal Justice and Licensing (Scotland) Act 2010 S38(1). From the report writing stage it was apparent that alcohol and drug use were key contributory factors linked with Laura’s involvement in offending behaviour throughout the years, and there had been a significant history of trauma and bereavement, which meant that Laura often used alcohol and drugs as a means of coping. This had been the case since she was approximately 18 years old. Low mood and poor mental health difficulties also featured for Laura who at times found it difficult to cope and manage with day-to-day life. She was often vulnerable to the influence of others in the community who would often take advantage of her and involve her in behaviours which could lead to elements of risk. Prior to the current CPO Laura had been resistant to the offer of supports and services and had a distrust of social work, having previously had experiences she perceived as difficult. Laura had also been subject to a number of community based disposals in the past, including financial penalties, probation and previous CPO’s. Initially Laura declined the offer of another CPO, however, was encouraged to reconsider given the risk of a custodial sentence being imposed, and a relationship and strengths-based approach was taken to support the development of an agreed plan. On this occasion Laura appeared more reflective on aspects of care and support that best worked for her, and this was incorporated into her tailored action plan as part of the CPO supervision. Laura was referred to the Women’s Hub which is a peer led support group for women who have had prior experience of the justice system and where support is provided by trained facilitators across different local community hub settings across Lanarkshire. The hubs provided Laura with an opportunity to receive one to one support from the hub facilitators as well as an opportunity to receive peer support from other women who had experienced similar circumstances. Attendance at the hubs provided some structure for Laura’s week and involved her if a range of different activities and community-based events that created a different network and social group away from those she had previously been involved with. 79
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6 Laura was also re-referred into the local Community Addiction and Recovery Service (CAReS) where a harm reduction approach was taken in term of her treatment and recovery. In addition, nurses within the service provide mental health related supports that would benefit her. Her prescription was closely monitored and over the course of the CPO her illicit drug use reduced then stopped with her regaining stability on her treatment programme with the support of CAReS staff and her supervising social worker. She continued to use alcohol however her overall substance use issues stabilised considerably. This allowed her to be referred to a residential rehabilitation centre following the completion of her Order to continue her recovery having been assessed as not suitable for residential rehabilitation at the commencement of her Order due to her low level of motivation and chaotic lifestyle. In July 24 Laura successfully concluded her CPO, however continued to voluntarily engage with CAReS and the Women’s hubs. She got a dog, which she felt was instrumental in her progress, in terms of companionship and structure/focus. Laura would choose to focus on walking her dog daily for exercise and to meet with other dog walkers and enhance her social circle away from those she would previously drink and consume drugs with. Laura rebuilt some relationships with family members and moved temporarily back in with her father whilst being provided with support from the Blue Triangle housing support service to access more permanent and appropriate accommodation. Laura had also been provided with support from health services and was able to change her medication and treatment. Following the expiry of Laura’s order, she reported a more positive outlook and better mental health. She had moved into permanent accommodation and was continuing to receive support within her local community. During the period on the CPO Laura did not pick up any criminal charges and reports to not having come to the attention of the police. (Case Study E) Bert (Older teenager) first became known to the Whole System Approach Team following a report request from the Court. The index offences were for a number of general antisocial behaviours and a serious assault. Immediately upon meeting Bert, the worker had concerns about his level of vulnerability. He advised of significant poly-substance misuse; of very poor mental health; of limited supports; of struggling to manage his home; feelings of being extremely isolated and lonely and of risk-taking behaviours whereby he would often harm himself. Within the Justice Social Work Court report for Bert, the writer explored all of the community- based options that would be available to the Court and assessing each of these for their suitability. The report took care to highlight concerns around Bert’s vulnerability; but also, to explore the nature of risk and the pattern of behaviour involved in the index matter. The assessment and discussions with Bert and workers from other services indicated that Bert would be very unlikely to manage unpaid work, and therefore other recommendations were made. As Bert got to know his social worker better; he began to engage and explore aspects of his offending. The social worker took a slow and considered approach with Bert, and there was priority placed upon building a strong and dependable working relationship and doing what was agreed between appointments. More information was shared in time about Bert’s background and experience of trauma, about his chaotic substance use and his views towards friendships. It was evident that Bert craved a sense of belonging and therefore sought out unsafe friendships purely for company. Work was therefore done to link Bert with The GIVIT, a local substance recovery network and support service for young people. Building a relationship was again a priority, but so was linking him in with a peer group who 80
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7 were able to meet in a safe and supportive environment and to provide him with an opportunity to work alongside other young people who had experience of similar challenges. Considerable work was done by all services to support Bert, for example from a housing perspective, through referral to housing support services (for issues around home hygiene and door management) Bert was able to develop an increased level of independence and felt safer and more comfortable within his home address. All services involved in the plan worked closely together with Bert to ensure that the plan worked for him and the social worker manged this by convening regular multi-agency worker’s meetings. This ensured that there was consistent role clarification and information sharing so as to direct and tailor the support plans that would best meet Bert’s needs. There were some challenges at times throughout Bert’s time on the CPO including relapse and periods of poor mental health; however, the relationship-based practice was maintained throughout, and Bert was supported through his Community Payback Order until its successful completion. By the end of the order Bert had been supported to link in with the appropriate mental health services and a care package was established through the social worker advocating with Bert during Adult Social Work led assessments that allowed his care to transition to the adult care team. At the end of the order Bert reports that he was in a much more positive place than he began it in, and through a commitment to relationship-based and whole system approach practice; the social worker was able to make assessments not just on the offending behaviours but on the wider picture of vulnerability and introduce services appropriate to enable the involvement of long-term support services. 3) Unpaid work Please describe a case study or provide examples of unpaid work activity. Below are some pictures of examples of some of the work undertaken by those on unpaid work requirements in the South Lanarkshire area which have benefitted the local community. These consider the “before and after” of some key projects and work undertaken between 23/24: 81
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8 Rigside Nursery 82
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9 Rigside Nursery requested for their existing planters to be upgraded to give the pupils their own space for growing and planting produce. The pupils in this rural community have benefitted from learning about sustainability and increased awareness of their environment. Castlebank Park Japanese Garden 83
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10 Castlebank park requested support with the construction of their Japanese Garden. The Unpaid Work Service supported this work from start to finish and constructed this bridge to allow patrons to access this. The bridge was constructed within our evening workshop and then donated to the park. This provides the community with a tranquil place which aids emotional wellbeing. A Green Flag Award was also achieved in recognition of it’s construction. Green Flag Award is an International benchmark for recreational outdoor experiences. 84
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11 Calderglen Park- East Kilbride 85
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12 Below is a case study that provides information about the positive impact and outcomes that have been achieved as a result of work undertaken as part of our unpaid work services throughout 23/24 in South Lanarkshire. (Case study G)- Aiden and Jodie Unpaid Work Services operates a dedicated Whole Systems Approach UPW service to 16- 25 year olds. Aiden and Jodie (both under 25) were supported to complete their unpaid work requirements and through their involvement in the wellbeing group were provided with employability related supports and a referral to Venture Trust. As a result, both were able to gain their first paid employment opportunities, before the end of their order. Both had been working in our wellbeing group and were referred to Venture Trust who assisted them with employment support. Jodie was able to gain employment with KFC and Aiden was employed by South Lanarkshire Council. Both service users identified the support they received from Unpaid Work Services and Venture Trust was instrumental in supporting them into employment. 4) Other activity Please describe the main types of "other activity" carried out as part of unpaid work or other activity requirement. Main types of other activity are as follows: • Open University Online Courses • Annual events e.g. ‘Feeling Snowed Under,’ Naloxone Training • REHiSS Training • Attendance at SHiELD (Fire Safety Course) • Appointment with the Keep Well Nurses • Positive Futures Groupwork • Venture Trust • CAReS • The Beacons 5) Feedback Please provide a summary of quotes or feedback on the impact of supervision requirements and or unpaid work or other activity requirements from the following perspectives: • People subject to a supervision requirement • People undertaking unpaid work or other activity requirement • The community and beneficiaries of unpaid work Comments and feedback from beneficiaries of unpaid work: “Thank you for your help for our charity. It was much appreciated from all the church family at Blantyre Old Parish Church” (Blantyre Old Parish Church) 86
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13 “Thanks so much to ***** and his squad for all the work at Langlands, it looks great for our upcoming event and a lot safer to walk through! ( Member of Langlands Moss) “Your guys did an amazing job and were pleasant and courteous that our tenants tried to reward them- We understand you can’t accept but please pass on our thanks!!” (Bosfiled Sheltered Housing Complex) “The Japanese bridge that John and the guy’s built is great, difficult piece of work that turned out better than expected” (Member of Public) “Thanks for the ongoing support” (Forth Eco Site) “We are delighted with the job which is being done!” (Saltire Centre) “The work the service users have done in the garden and greenhouse area at Calderglen is nothing short of amazing!. They have completley transfomred what was an overgrown dumping ground into a fantastic community space that will be well used by the horticultural staff here. I look forward to seeing it being used and flourishing.” (Calderglen Park resident) Comments and quotes from people subject to CPO: “So before starting at the Caledonian programme I was nervous and I was dreading it a wee bit because I wasn’t sure what was going to happen, but as it progressed, I’ve seen big changes in myself and its allowed me to take constructive criticism from a worker and think about things in a different light. It’s been great if I am honest, just to see where I was to where I am now and my life is so much ore stable, I’m content and I’m in a routine.” (Caledonian programme participant) “My confidence has built up and allowed me to get back to full time work and I started going back to the gym. I managed to come off all my anti-depressants and feel more aware of my feelings, that I couldn’t experience before as I didn’t know how to deal with them, but now I know how to deal with feelings and what to do in difficult situations” “I’ve grown as a person, and I’ve learned from my mistakes” (Caledonian programme participant) “It’s been amazing that’s the truth. When I first went in (to unpaid work), I was apprehensive and didn’t know who I was going to meet, but it was totally different to what I thought. People have went out their way to be extremely helpful. People have also said that they have learned some things from me, and I certainly learned a lot about how to treat people. Thinking about different characteristics and being able to work in a mixed environment with all different people, that you’re not sure about, has helped me and I think it taught me to be a lot calmer as a person and a lot more understanding. “ (Unpaid work participant) “Being able to talk and not feeling like I’m all alone. Trusting authority more, which I know sounds weird, but I never really trusted folk in authority but it disnae come across like that here its just like they are here to really help you.” (Unpaid work participant) “I’ve been able to learn so much about myself and been given the opportunity to shine” ( Unpaid work participant) “I was lucky getting unpaid work as they involved me in groups and stuff that helped my mental health. I got a placement in a charity shop and got all the training in all aspects of the shop and then got promoted to be their social media coordinator and the eBay champion. I’m now in there a couple of times a week and on some weekends. My confidence has grown, and it’s really changed my life for the better.” (Unpaid work participant) “I was really nervous at first going to the women’s hubs, but now I never miss a group, and it made me so much more content and I know that there is someone out there to help and support and to help me seek out help when I need it” (Women’s hub participant). 87
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14 “I started getting lost in the system, but now I’m getting good help and since starting to work with my social worker and the women’s service things have just got better.” (Women’s hub participant). “Everything in my life has fallen into place. I’ve accessed healthcare and services that empower me” (Women’s hub participant). 6) Benefits and challenges of other CPO requirements Please mark with a cross the requirements that were imposed by courts in 2023 to 2024. ☒Compensation requirement (30) ☒Programme requirement (45) ☐Residence requirement (0) ☒Restricted movement requirement (46) ☒Conduct requirement (270) ☒Alcohol treatment requirement (1) ☒Drug treatment requirement (1) ☐Mental health treatment requirement (0) For each of the requirements that were imposed (up to a maximum of three hundred words) please describe innovative and best practice, challenges, and impact associated with each. • Compensation Requirement: 30 compensation requirements were imposed as part of a CPO in South Lanarkshire between 23/24. Our internal review processes are utilised to discuss and support the progress of payments towards the compensation requirement. There are often challenges with service users managing payments within the timescales of the order, particularly when the individual requires to complete their payments 3 months prior to the end of the order. Many people choose to wait until nearer the end of the order to consider making payments, which can pose challenges when they are often then unable to afford to repay this prior to the end of the order. In addition, the impact of poverty and deprivation can be an issue in terms of payment, often leading to breach of the requirement when this amount is not paid in full within the agreed timescales. This can often be the case even when the individual may have done well in other aspects of the order, such as supervision. Justice Social Work staff are committed to supporting service users to meet this requirement through budgeting support and checking progress through appropriate points of the order. • Programme Requirement: In South Lanarkshire, the main programmes that are imposed as requirements are the Caledonian Programme and the Moving Forward Making Changes (MFMC) Programme. In 23/24, 45 people were provided with programme requirements as part of their CPO. 88
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15 Innovative and best practice examples include our screening processes and the ability to liaise with the treatment manager for MFMC and the group facilitators for Caledonian to consider the best way to implement aspects of the case managers packs and the individual’s transition onto group. This allows social work staff supporting the individual to help prepare them and encourage and support their engagement with all aspects of the programme. 1:1 supports are also provided throughout so as to recap and debrief on learning from groupwork sessions. Some challenges that have been experienced include the ability to retain trained facilitators, and the ability to offer the volume of groups required with only a small cohort of staff having been successfully trained in the delivery of the programmes; particularly for MFMC. • Restricted Movement Requirement (RMR): In 23/24, 46 people were provided with a Restricted Movement Requirement as part of their CPO. The introduction of RMR’s as part of a CPO has resulted in some challenges in terms of the information relating to the electronic monitoring updates and reports provided by G4S to the supervising officer. Work has been undertaken to develop pathways for sharing of breach reports and staff’s roles and responsibilities. Within South Lanarkshire evidence indicates that there are more stand alone Restriction of Liberty Order’s imposed in comparison to RMR’s. This may be due to the legislative arrangements that allow breaches of these orders to be directed straight back to Court, rather than RMR’s which would require the entire CPO order to be returned. • Conduct Requirement: In 23/24 270 conduct requirements were imposed for a range of purposes as part of a CPO in South Lanarkshire. The majority however were used to direct attendance at either alcohol or drug treatment recovery services (Community Addiction and Recovery Services CAReS). Drug and alcohol treatment requirements may be more appropriate in some instances to engage a person in treatment, however locally our data evidences a conduct requirement for the purpose of directing engagement with alternative services and supports. This includes direction to attend counselling services, mental health support services and health services. Aspects of good practice include joint working arrangements with our colleagues in the Community Addictions and Recovery Service (CAReS) and with our ADP commissioned services. • Alcohol and Drug Treatment Requirements: As detailed above Alcohol and Drug Treatment Requirements as part of a CPO are not generally used in our local area, with only one having been imposed during 23/24. Assessment processes and pathways for such requirements are an area that CAReS and Justice Services are committed to reviewing. This is an area of work that is part of a larger review into our Drug Testing and Treatment Order (DTTO) services and public health approach to substance use. The current Scottish Government research on the effectiveness of DTTO’s highlights recovery support is best provided out with mandatory testing. As part of a public health approach South Lanarkshire have therefore developed a new centralised Recovery Orientated Justice Service (ROJS) who support people whilst subject to a Structured Deferred Sentence (SDS) as part of a new dedicated Alcohol and Drug Court. This provides access to supports from social workers, a dedicated nurse and a support service via SACRO. 89
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16 7) Organisational improvements and ongoing challenges Looking back at last year (2022-2023), have there been any improvements to the challenges you noted? Are there any challenges you are still facing this year (2023- 2024)? Over the last year Justice Social Work Services have taken the opportunity to take a lead role within its Community Justice Partnership (CJP). This has included ensuring staff and managers have a sound knowledge of the national aims and priorities within the national strategy for Community Justice. This can be evidenced through the involvement of Justice Social Work staff within the CJP Pathways Groups for Diversion and Intervention, Justice Pathways and Health and Wellbeing. Justice Social work are a key contributor within the delivery plans for each area. Throughout 2023/2024 Justice Social Work Services in South Lanarkshire have also embarked on a service wide consultation and redesign process to ensure resilience and capacity for service provision is built in further to legislative changes. Recognition has been given to implementation of the Bail and Release from Custody Act (Scotland) 2024 and Care and Justice Act (Scotland) 2024 and the implications these will have for increased Bail Supervision assessments and orders, alternatives to custody and potential increase in secure placement for under 18 year old people. A robust and informative consultation was undertaken with all staff in Justice to ascertain views and opinions in respect of what needs to change and how we support staff in the challenges ahead. As a result of the information gathering and data analysis undertaken (which included a Strengths, Weakness, Opportunity and Threats analysis, forecasting, data trend analysis, research analysis and scrutiny of performance management and information systems) decisions have been made with a view to implementing key changes to our structure and establishment following approval through our Social Work Resource Committee. South Lanarkshire Council is committed to supporting and improving the working lives of its employees and recognises the national and local challenges in retention and recruitment of social work staff. Whilst the impact on Justice services has not been as acute as other areas of social work, there continues to be challenge in retention of staff to higher salaried posts in other local authorities. This is an area that we welcome continued involvement from Social Work Scotland and Office of the Chief Social Work Adviser with the opportunities a national social work agency could provide in a standardisation of grades and salary scales for qualified social work staff. 8) Collaborative working across justice partnerships Please provide any examples of work with community justice partners, including the third sector, to effectively deliver CPOs. A positive example of working with Community Justice Partners, including those in the third sector, to effectively deliver CPO’s can be evidenced through our strong partnership working arrangements with all of our Alcohol and Drug Partnership (ADP) commissioned services. This includes the following services: • Turning Point Scotland- Reachout service • Equal Say Advocacy Service • The Beacon’s • The GIVIT • My Support Day • SACRO 90
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17 • Navigator Project • Glasgow Council on Alcohol- Peer Educators Service. Justice Services work alongside all of our partners above in order to support individually tailored plans for those on a CPO with the aim to best meet their individual needs. Those who have experienced challenges as a result of their relationship with alcohol and/or drugs are provided with a suite of options as to the local supports and services available to them, so that they can make an informed decision and direct their own care plans by accessing the support services that best meet their needs and the needs of their family. Opportunities for joint partnership working are thereafter promoted and supported by the provision of in-house Justice Support Assistants (Previously known as Lived Experience/Peer Support Workers) who create the links and opportunities between Justice social work services and the wider universal recovery focussed services provided locally. Justice Services plan to expand their staffing complement of support assistants in each locality, UPW and Whole Systems Approach team (16-21 year olds). This joint working approach has enabled a number of people on CPOs to access appropriate supports and services and has also provided the wider whole family approach supports. Positive outcomes have been achieved as a result with some people having been supported to seek residential rehabilitation placements, some have become involved in recovery meetings and networks, have become involved in community activities and events. Others have been supported to attend regular meetings (including Narcotics and Alcoholics Anonymous). 9) Additional information Is there any other relevant information you wish to highlight? This may include: • Areas for improvement and planned next steps. • New ways of working and benefits achieved from these. Local analysis evidenced an increase in CPOs from 2021 to 2023 of 6.23%. Quality assurance reviews re-enforce the practical challenges that service users face daily in relation to access to other services, and in particular substance use support. Attending to this type of support has been found to be more appropriately tasked to support worker staff (where possible) and so enable social work assistant and qualified social workers to focus on intervention and risk management tasks. South Lanarkshire Justice Services commissioned independent evaluation of a test of change peer mentor/social work support worker initiative in 2023. Iconic Consultancy’s concluded the South Lanarkshire Justice peer mentor approach had delivered significant benefits for service users and the wider justice social work teams. The latter was identified through increasing work capacity for statutory duties. In order to now strengthen that approach, we plan to increase our recruitment of those with lived experience throughout all four localities, UPW and Whole Systems Approach Service in 2024. Justice Services remain keen to continue to explore earlier intervention opportunities, where possible, and we aim to provide robust alternatives to CPOs in the future through the provision of strong Diversion from Prosecution (DfP) pathways, and where possible a Structured Deferred Sentence (SDS) approach for those who have been prosecuted via Court. The benefits from engaging at an earlier stage in the process include the ability to avoid conviction if provided with an opportunity for Diversion from Prosecution (DfP). This can 91
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18 have a positive impact; particularly when considering future employment/career opportunities. The ability to work on a voluntary basis with a range of partner services to address areas of identified needs enables an individual to receive supports and services in a timeous manner and for an agreed plan of action to be progressed. South Lanarkshire Justice Services have progressed in partnership with Hamilton Sheriff Court a dedicated Alcohol and Drug Problem Solving Court in December 2023. Through a successful funding application from Corra via the Scottish Government’s Drugs Mission, Justice services were able to match fund from their Section 27 grant to create a Recovery Orientated Justice Social Work team with integrated nursing support. South Lanarkshire ADP contributed funding to Justice Social Work to commission third sector support assistants with lived experience. This has been a unique experience for Justice Social Work, particularly in respect of the commissioning, procurement and tendering process. Whilst award of contract has still to be finalised it is envisaged that this will be concluded in April 2024. The concept of this dual alcohol and drug problem solving court is to provide people whose offending is directly linked to substance use the opportunity to be placed on a structured deferred sentence for 6-9 months with the opportunity to engaged with intensive support, medically assisted treatment and in person support to wider recovery communities. Through the provision of Structured Deferred Sentences there is also an opportunity for the individual to engage with voluntary supports, provided by Justice social work in conjunction with key partners and services that are in-keeping with e individual’s needs. This takes place whilst the individual remains under the scrutiny of the Court for a period and where regular reviews support progress of an agreed plan. This option provides an opportunity for an intensive and robust plan to be put in place and if good progress can be evidenced, the Sheriff has the ability to consider admonition or further appropriate orders. A Structured Deferred Sentence often provides an opportunity for a more flexible approach to interventions and supports and encourages a level of voluntary engagement with tailored plans set to meet the needs of the individual. The following case study relates to an individual who has engaged with a Structured Deferred Sentence as a result of inclusion in the newly dedicated alcohol and drug problems solving Court within Hamilton Sheriff Court: For the purposes of this example, we will call the individual Millie. (Case study H) Millie is a 37-year-old female, she first found herself in conflict with the law aged 15 years old and has since been convicted of nine offences. Her offences to date have included misuse of drugs, theft by shoplifting, vandalism, assault to injury, culpable and reckless conduct, and failure to appear at Court. Millie has been subject to a Community Payback Order previously which she completed. She has received monetary fines and admonishments and has also been remanded to custody on several occasions. Millie began using substances in her teens and first had issues with Heroin and Valium aged seventeen although did not realise she had an addiction. As her addiction has developed, Millie progressed from smoking to injecting Heroin and Crack Cocaine, both separately and together. She has also misused street Valium and prescription medication such as Pregabalin, sleeping tablets and painkillers. Millie has overdosed on several occasions because of this, with more than one occasion where this was near fatal. Millie also has a significant trauma history due to being treated successfully for cervical cancer, being in domestically abusive relationships, having pro-criminal and anti-authority family members, exposure to parental substance use, experience of inconsistent parenting and having her own son taken out of her full-time care. She describes her relationship with professionals in the past as poor and distrusting, advising that she would not be open and 92
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19 honest and would often disengage as she was both unable and unwilling to access support because of her illicit drug use. Millie became involved with the Recovery Orientated Justice Service (ROJS) on 19 December 2023, she was appearing at Hamilton Sheriff Court from HMP Polmont where she was being held on remand. Information about ROJS and Structured Deferred Sentence was explained to both her and the Court on that day and as a result Millie was released from custody and referred into the Hamilton Alcohol and Drug Problem Solving Court on 21 December 2023. On the day of her release, Millie was homeless with no fixed abode and was supported to attend the ROJS office while housing partners identified a suitable temporary flat. Millie spent several hours at the office, and it was during this time that the initial development of a trusting relationship began through general discussion and her being able to speak openly about her past involvement with justice services and her addiction to date. Once a property had been identified, Millie was given financial and practical assistance from ROJS to purchase essential home and food items before she was transported to the property and settled in. The following day ROJS made an internet appeal for basic household items to help make the temporary flat more homely and items such as a TV, microwave, kitchen utensils and soft furnishings were collected and taken to the property. On 21 December 2023, Millie was supported to attend the Hamilton Alcohol and Drug Problem Solving Court and was formally placed on a Structured Deferred Sentence. On the same day she was administered with her Buvidal injection from the ROJS Nurse, this medication had been started while in prison and continuation over the festive period to avoid relapse on Heroin was crucial as this had been her previous pattern when being released from custody. Welfare support and relationship building were the main focus of the Structured Deferred Sentence in the initial weeks due to Millie having a distrust of services due to past experiences. During this time, she was able to speak openly about her childhood experiences, poor relationships, development of her addiction and her hopes for the future. Focussed sessions looking at anxiety management and relapse prevention were arranged with the ROJS Nurse alongside continued Opiate Replacement Treatment through monthly administration of Buvidal. Following the initial reintegration into the community from prison, Millie was supported to attend Recovery Café’s and Cocaine Anonymous meetings in North Lanarkshire and Glasgow, it was requested by her not to attend those available in South Lanarkshire due to past associations with peers she felt best to avoid. Initially Millie suffered significantly high levels of anxiety about entering a group setting but through repeated attendance with support, this has reduced greatly with an increased level of confidence being. Millie was recently able to share some of her story in a group setting with approx. fifty other women, she has advised she would not have been able to do this before working with ROJS. Millie has been supported to attend meetings weekly since then and would like to work towards becoming a volunteer within the Recovery Café’s when she feels more confident in her own long-term recovery. She has spoken with workers about opportunities for training in Acupuncture Detox and an SVQ in Addictions as she would like to help others in the future. Millie has discussed at length about how she never felt as though she would be able to contribute anything positive to her community due to her criminal record and past drug use. She now speaks about having hope for her future and being able to use the most difficult period of her life to do good. Millie’s engagement with ROJS has been positive with significant progress evidenced through her attendance at recovery cafes, keeping all arranged appointments, building a trusting, open and honest relationship with workers and developing positive connections within the recovery 93
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20 community. There have however been some challenges in terms of short lapses with Valium when she has felt overwhelmed or stressed, as this would always have been her coping mechanism in the past. Millie has reached out on the two occasions this has happened however and has requested additional support and has been able to speak about events that led up to the lapse and use supports to address this. Millie has stated that she would not have done this previously and would have disengaged from all support and medical treatment which would have resulted in a full relapse and return to offending behaviours. During these episodes it has been positive for Millie to understand the cycle of change and how lapse/relapse is part of the learning that occurs during a period of change. This has allowed for lapses to be short lived rather than prolonged periods of chaotic and risky drug use which were a feature of her life before. Going forward Millie will continue to be supported to engage with the recovery communities until she is able to do this independently and can volunteer. She is also being supported to identify long term permanent accommodation and will continue to look at relapse triggers, how to cope with anxiety, harm reduction and pro-social activities to fill her time. Millie has also been provided with a new mobile phone through the Digital Lifelines initiative which has been implemented as part of ROJS support, she will also be provided with a mobile Wi-Fi box for her flat with a the view that this and the phone will address digital poverty and isolation and increase her ability to access online recovery meetings, engage with partners such as DWP through her electronic journal and also allow her to maintain contact with family supports. Since being placed on her Structured Deferred Sentence, Millie has not committed any further offences, she has remained in treatment and has not relapsed with Heroin. 94
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Report Agenda Item Report to: Social Work Resource Committee Date of Meeting: 26 March 2025 Report by: Director, Health and Social Care Subject: Justice Services Unpaid Work Service - Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide Committee with analysis of the increase in Community Payback Orders (CPO) with Unpaid Work (UPW) requirements and associated backlog hours from 2019 to 2024. report on Social Work Resource Plan Performance Indicators for Quarters 1 to 3 in 2024/2025 which are not meeting target(s) for those who have committed offences and measures taken to increase immediate commencement of order. notify of key initiatives UPW have been involved in over this period and future digital solution developments. e] 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. CPO with UPW requirements data trends 3.1. Since 2019, South Lanarkshire Council Justice Social Work have seen an increase in CPOs with UPW requirements being imposed by Sheriff Courts. 3.2. Figure 1 shows the 49% increase in CPOs from Quarter 1 2019/2020 to Quarter 3 2024/2025; with Table 1 showing the 37% increase in UPW requirements over this period. Figure 1 13 95
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Table 1 3.3. In respect of UPW hours over this period of time, Figure 2 expresses the increase in hours since 2019/2020. This is a 49% of increase in unpaid work hours from Quarter 1 2019/2020 to Quarter 3 2024/2025 (Table 2). Figure 2 96
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Table 2 3.4. The data shows the total of backlog hours (excluding orders in breach) UPW since 2019/2020 (Table 2). This represents a 110% increase in outstanding hours from Quarter 1 2019/2020 to Quarter 3 2024/2025. 3.5. Whilst there remained COVID-19 restrictions in place from April 2020 to February 2023, court operating arrangements continued throughout, though resumed more fully by Quarter 1 2022/2023. It is most notable during Quarter 3 2022/2023 there was a significant increase in hours imposed from previous quarters with 7,647 new hours imposed within one quarter. 3.6. Through forecasting the potential increase in outstanding UPW hours over the next 5 years, it is estimated these will increase by 57%. (Appendix 1). 3.7. The Scottish Government published national data comparing all 32 local authorities UPW outstanding hours quarterly from May 2020 to May 2024 (Appendix 2). The data evidences that South Lanarkshire’s outstanding hours are not significantly higher than comparable authorities. 3.8. Measures to enhance Justice Social Work’s capacity to create more placements and casework support were supported in Section 27 Justice Social Work Funding – Creating Additional Capacity Committee report October 2024. 97
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4. Areas of Focus 4.1. The Social Work Resource Plan includes specific indicators for the percentage of people seen by their case manager within 5 days; and commencing placement within 7 days. 4.2. The Table 3 overleaf illustrates the percentages Justice Social Work have maintained over Quarters 1 to 3 2024/2025. Table 3 4.3. Justice Social Work have been unable to meet the agreed targets consistently over 2024/2025. The reasons for not meeting the target percentage of 75% are complex, but it is notable that 43% of total UPW orders are level 1 orders - whereby they have been imposed within a Justice of the Peace Court – and, therefore, do not meet the threshold for requiring a Justice Social Work Report. In these cases, Justice Social Work do not know of the individual nor that they have had an order imposed, until the formal court order is sent to the Service. This can be out with the initial 5 days of the order commencing, therefore, making this target unachievable to meet. This in turn results in delaying commencement of placement within 7 days. 4.4. There also continue to be challenges in respect of service users attending appointments for both induction and starting placement. Justice Social Work continue to impress the importance to people at the Justice Court Report stage to attend UPW if they are given this as a sentence. 4.5. Justice Social Work have developed a short life working group to review the 5 and 7 day requirement processes and have put in place the following remedial actions:- At the Justice Court Report interview an appointment with time, date and instructions for attending the UPW base will be given to each person assessed as suitable for UPW as a sentence disposal. Discussions will take place at the Hamilton Court Liaison meeting to request assistance from Scottish Court and Tribunal Personnel for the appointment to be reiterated at the time of court sentencing to the individual. This would include direction for same day attendance at UPW to be instructed and UPW base directions and information to be handed out. Discussions to take place with Justice of Peace court in Hamilton to request direction for same day attendance at UPW to be instructed and UPW base directions and information to be handed out. Same day induction with next day UPW placement commencement to take place at UPW base. 98
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4.6. Justice Social Work have reviewed the text service initiative referred to within the Resource Plan. It has been established that due to the challenges noted in 4.3 and 4.4. current service users telephone numbers are often not available or known to initiate contact. Telephone numbers taken at the time of report interview may have changed or not in service. It has, however, been established that the reminder text service is of benefit when a person has commenced contact and regular placement attendance, as it assists in the prompting and confirmation of their next day to attend. 4.7. The actions noted in 4.5. directly will be reviewed internally after Quarter 1 2024/2025 data is available to assess the impact these have made. 5. Key Initiatives 5.1. South Lanarkshire UPW Service continues to deliver on Community Justice Scotland’s National aims and priorities, specifically in respect to aim 2 Ensure that robust and high quality community interventions and public protection arrangements are consistently available across Scotland. 5.2. This was demonstrated in the recent visit made to UPW Services by the Cabinet Secretary for Justice and Home Affairs on 27 November 2024. The service evidenced a number of key initiatives including the following: 5.2.1. Winter Jacket Appeal The Winter Jacket project is a collaboration with local schools that involves laundered and redistributed jackets donated to children and families who need them most. This initiative, led by the Justice UPW Service, exemplifies the community focused ethos of South Lanarkshire Social Work Justice Services. The service laundered and donated over 300 jackets this season. 5.2.2. Forestry Commission UWS in partnership with the Clyde Climate Forest initiative have contributed to planting nearly 300 trees in Blantyre as part of a strategy to increase tree canopy cover over areas that would be at most risk from climate events in the future. These trees will provide more resilience to extreme weather events as well as improving local air quality and providing a place for nature. 5.2.3. Veterans in Justice In October 2024 South Lanarkshire Justice Service launched its strategy for veterans in justice social work, Supporting Veterans within Justice Social Work – A Vision for the Future (Appendix 3). 5.2.4. This approach has consolidated the services commitment to promoting the needs of people and their families with armed forces experience, through ensuring recognition of their status and appropriate signposting to specialist veteran services as a priority. This is in accordance with the South Lanarkshire Council Armed Forces Covenant Strategy 2024 to 2027. 5.2.5. To ensure that staff are aware, engaged and connected to relevant support services, five veteran representatives from within the justice staff group have been nominated to support justice social work teams. In addition, the service will work towards better identification of people with veteran experience through recording on South Lanarkshire’s Social Work Information System, Liquid Logic, when it commences in June 2025. This will better inform where the need is for future veteran specific services within South Lanarkshire Children and Justice Social Work Services. 99
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5.2.6. Through hosting a visit at UPW services in July 2024 for the Scottish Government’s Veteran Commissioner, the service and its staff were recognised as a beacon for best practice in its approach and was highlighted within the Veterans and the Law 2024 report (Appendix 4). 6. Future Developments 6.1. Improvement Service – Unpaid Work Squad Management Digital Solution 6.1.1. Justice Social Work in conjunction with West Lothian and Glasgow Justice Services have collaborated with the national improvement organisation for local government in Scotland (Improvement Service), to develop a robust digital solution for the management of unpaid work placements and service user order completion. 6.2. Justice Social Work have assisted in developing the quantifiable benefits to a national system that could be adopted by all 32 local authority Justice teams. This was achieved by utilising staff’s expertise in the design phase of the system and feedback to the prototype models developed. 6.3. The benefits that would be realised from this system would be an overall reduction in administration, reliable and consistent data collection, improved risk management and more efficient ability to address non-compliance. 6.4. South Lanarkshire will support the presentation of this model to the Social Work Scotland Justice Committee in March 2025 with a recommendation for implementation across Scotland. 7. Employee Implications 7.1. There are no implications for employees identified within this report. 8. Financial Implications 8.1. Future increase in community sentencing demand should be reflected in national Section 27 funding to support the expansion of service in future years. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of information contained in this report. 10. Other Implications 10.1. It is anticipated through the introduction of part 1 and 2 of the Bail and Release from Custody Act 2023 later this year, that alternatives to remand and custody will continue to realise an increase in community-based alternatives to custody. This will result in an increase in CPOs and UPW requirements and additional pressures on Justice Services to deliver these within budget. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy, and, therefore, no impact assessment is required. 100
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Professor Soumen Sengupta Director, Health and Social Care 12 February 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient, and transparent Ambitious, self-aware and improving Previous References Social Work Resource Committee – 30 October 2024 - Section 27 Justice Social Work Funding – Creating Additional Capacity List of Background Papers Cabinet Secretary visit to South Lanarkshire Justice Social Work November 2024 - WeVideo Media Release - The Winter Jacket Project, led by South Lanarkshire Council’s Justice Unpaid Work Service, donates over 200 jackets to help those less fortunate. Statement provided by Professor Soumen Sengupta. Appendix 1 – Forecast 2030 Unpaid Work Hours Community Payback Orders – Local Authority Comparison Data - Supporting documents - Community Payback Orders – Unpaid Work or Other Activity Requirements – May 2024 - gov.scot (Excel sheet, tab - data for chart) Appendix 3 - Supporting Veterans within Justice Social Work – A Vision for the Future Appendix 4 - Veterans and the Law | Scottish Veterans Commissioner 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 Ext: (Tel: ) 07725886299 E-mail: gillian.booth@southlanarkshire.gov.uk 101
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 26 March 2025 Report by: Director, Health and Social Care Subject: Family Support Strategy – Annual Report 1. Purpose of Report 1.1. The purpose of the report is to:- provide the Committee with an update on South Lanarkshire’s Family Support Strategy and the progress made in shifting resources to community-based support to enhance earlier help and family support services 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report and the Family Support Hub’s Annual Report 2024, attached at Appendix 1, be noted. 3. Background 3.1. The Promise identified the need to significantly upscale family support services and identified whole family support as a priority across Scotland. The Scottish Government established Whole Family Wellbeing Funding (WFWF) as a £500 million investment over the life of this Parliament (2022 to 2026) to:- Support the whole system transformational change required to reduce the need for crisis intervention. Shift investment towards prevention and early intervention. 3.2. In September 2024, the Scottish Government confirmed its intention to extend the timeframe of the programme beyond 2026. 3.3. An Executive Committee Report titled Family Support Strategy and Whole Family Wellbeing Funding was presented and endorsed in March 2023. This report updated members on the national and local drivers informing the development of a local Family Support Strategy; and funding aligned to develop and enhance earlier help and family support services. The Whole Family Wellbeing Strategy outlines a clear ambition that children and families should be able to access preventative, needs-based support when they need it, for as long as they need it. By supporting families at their time of need rather than at crisis point will enable them to flourish and reduce the chances of family breakdown and of children entering the care system. 14 103
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3.4. A Social Work Resources Committee Report titled Family Support Strategy – Family Support Hubs, was presented in March 2024. The report provided an update on the implementation of South Lanarkshire’s Family Support Strategy, including how Social Work Children and Families reconfigured its existing family support workforce and utilised a proportion of WFWF to create 4 community-facing Family Support Hubs. That report outlined key developments and impacts of the Family Support Hubs in their first year in operation. 4. Family Support Hubs 4.1. South Lanarkshire’s Family Support Hubs provide the early social work response to pregnant women, babies, children and young people up to 18 years to prevent an escalation to statutory social work teams by providing intensive whole family support. Services provided include groupwork, pregnancy support, therapeutic interventions, family group decision-making and peer support. There is a Family Support Hubs in each of the Hamilton, East Kilbride, Lanark, and Rutherglen and Cambuslang areas. 4.2. The Annual Report at Appendix 1 details the progress and impact of the Family Support Hubs in their second year of operation. This highlights that:- 75% of new referrals to Children and Families Social Work were dealt with by the Family Support Hubs in this period - a 14% increase from the previous year 87% of families referred for social work assessment during the pre-birth stage were supported by the Family Support Hubs rather than statutory social work teams - an increase of 7% from last year 4.3. A notable development this year was the implementation of the parents plan approach across all of the Family Support Hubs to address concerns for unborn babies and the need for child protection procedures at the pre-birth stage. 4.4. The first Family Support Hub ‘Celebrating Success’ event was held in December 2024. That event showcased the work of staff and featured a number of video testimonials from children, young people and families in receipt of services. 5. Employee Implications 5.1. There are no employee Implications of associated with this report. 6. Financial Implications 6.1. As previously confirmed at the Executive Committee in March 2023, the South Lanarkshire allocation of the WFWF (£1.827 million) was utilised to resource the additional posts associated with the Family Support Hubs. 6.2. In February 2025, Scottish Government announced an increase to the WFWF as part of the proposed Scottish Budget, equating to an additional £6 million across Scotland. It is estimated that this would equate to an additional £0.359 million allocation for South Lanarkshire. Within the context of the WFWF having been static over the previous two years (i.e. no inflationary uplifts), pay awards agreed for staff and the impact of the impending increase in employee National Insurance Contributions, the additional monies for 2025/2026 will help enable maintenance of the Family Support Hubs at current levels. 104
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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. The Family Support Hubs are key components of the local Children’s Services Plan and contribute to the implementation of the Whole Family Wellbeing Strategy. 9. Integrated Impact Assessment and Consultation Requirements 9.1. There is no requirement for an integrated impact assessment and consultation arrangements. 9.2. Engagement and feedback from families continues to be a clear indicator of impact and overwhelming positive, as detailed within Appendix 1. Professor Soumen Sengupta Director, Health and Social Care 26 February 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Deliver on better health and social care outcomes for all Encourage participation in physical and cultural activities Improve achievement, raise educational attainment and support lifelong learning Previous References Executive Committee, 1 March 2023 - Family Support Strategy and Whole Family Wellbeing Funding Social Work Resources Committee. 6 March 2024 - Family Support Strategy – Family Support Hubs List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Sharon Grant - Service Manager, Children and Families Tel: 01698 454887 Email: sharon.grant@southlanarkshire.gov.uk 105
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Annual Report 2024 Background Social work launched locality-based Family Support Hubs on 27 September 2022 after a period of testing the model on a smaller scale. The service priorities and improvement measures are aligned to the Children’s Services Planning Partnership’s implementation of the Whole Family Wellbeing Strategy, which is a partnership approach between health, education, social work and third sector. The overall aim of the strategy is that holistic whole family support will be more readily available to families at the time of need rather than crisis. The ambition is that this will create a transformational early action system change within children’s services that will reduce the need for child protection or looked after procedures and allow a shift in investment towards prevention and early intervention. Most families in South Lanarkshire will receive the help and support they require from universal services but for some children and young people there will be a need for social work to respond in accordance with the local authority’s duty under section 22 of the (Children (Scotland) Act 1995), to safeguard and promote their welfare. The Family Support Hubs have taken over responsibility for responding to these requests for assistance to social work with the aim of preventing an escalation to statutory teams by providing responsive whole family support. The Family Support Hubs are accessible provisions based in Hamilton, East Kilbride, Lanark and Cambuslang localities. Each area has a team of social workers, family support workers, group workers, peer workers, Children 1st staff and therapists who offer families a wide range of different types of support with a shared remit of providing whole family support that prevents crisis, reduces inequalities and improves child development, family functioning and wellbeing. SLC print proof 108
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Family Support Hub Who uses the Family Support Hubs? Referral source Reason for referral Police Education Family Health Social Work Other 64 82 133 157 226 548 714 52% 12% 11% 10% 9% 6% Destitution Drugs/alcohol Mental health Child’s behaviour/needs Family relationships Domestic abuse Other child care Child care concern 0 500 1000 1500 2000 2500 3000 3500 4000 36663666 SLC print proof 109
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Annual Report 2024 Age and gender Locality Hamilton East Kilbride Cambuslang Lanark 2000 1800 1600 1400 1200 1000 800 600 400 200 0 1897 1179 1031 1483 1200 1000 800 600 400 200 0 523 597 47 905 1017 54 716 698 32 106 86 5 83 25 35 Female Male Unknown 0-4 years 5-11 years 12-15 years 16-17 years Unknown SLC print proof 110
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Family Support Hub Types of support provided this year Whole family support • 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. • There have been 6562 allocations for family support to the Hub Social Workers and Support Workers across the 4 localities. • 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. • 76% of parents who attended the Incredible Years Programme reported an improvement in their child’s strengths and difficulties score. • 96% of parents who attended the You and Your Child programme reported an improved understanding of their child’s developmental needs and how to meet these as parents. • We have seen an increase in participation from fathers this year both in our Dad’s Group and across the other programmes. • Across the Hubs there is a range of groups and activities available for children and young people. This includes group work for teens, summer activities and outdoor learning. Pregnancy support • 87% of families referred for social work assessment during the pre-birth stage were supported by the Family Support Hubs rather than Statutory Teams. This is an increase of 7% from last year. • This year the parents plan approach was implemented across all Hubs in an attempt to reduce concern for unborn babies and the need for child protection procedures at the pre birth stage. • The Mellow Bumps programme is available to pregnant women across the 4 localities. • Family Group Decision Making is available to families at the pre birth stage to help them find their own solutions to any challenges they are facing. This service is provided by Children’s 1st and 74 families have been introduced to FGDM this year. SLC print proof 111
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Annual Report 2024 Peer support • Peer support is available to parents from staff who have relevant lived experience. 100 per cent of parents and professionals surveyed said that peer support is an effective way to provide support when there are barriers preventing a parent from engaging with agencies. Therapeutic interventions • 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. This supports the wellbeing needs of families and the workforce. • This year 200 sessions of therapeutic support have been provided to staff and 120 trauma counselling sessions have been provided to children and families. • Recently, in partnership with Education and The Miracle Foundation, the Family Support Hubs have been able to offer Dyadic Therapy to families. So far, 93 sessions of parent/child counselling have been delivered. Alternative therapies • Beauty and holistic therapy treatments are available to families to help improve emotional and physical well-being. 600 treatments have been offered this year and parents consistently tell us they feel great afterwards. SLC print proof 112
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Family Support Hub What difference did the Family Support Hubs make? Referrals to Statutory Social Work Teams Allocations to Statutory Social Work Teams 2019/20 2020/21 2021/22 2022/23 2023/24 9000 8000 7000 6000 5000 4000 3000 2000 1000 0 7921 6690 4514 2869 1914 10886 10887 6357 4171 3001 2019/20 2020/21 2021/22 2022/23 2023/24 12000 10000 8000 6000 4000 2000 0 SLC print proof 113
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Annual Report 2024 Child Protection Registrations Pre-birth Child Protection Investigations 11 14 2022/23 2023/24 Hamilton Lanark East Kilbride Cambuslang 16 14 12 10 8 6 4 2 0 260 250 200 195 178 2019/20 2020/21 2021/22 2022/23 2023/24 300 250 200 150 100 50 0 7 11 5 10 9 12 SLC print proof 114
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Family Support Hub Children coming into care in South Lanarkshire 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Under 1 year 1-4 years 5-11 years 12-15 years 16-17 years 35 30 25 20 15 10 5 0 SLC print proof 115
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Annual Report 2024 Feedback from families I feel like I have managed to implement a few different ideas into my home life and they have worked well. My family feel happier and closer. Parent Having my worker by my side has really helped me manage my mental health better. Young Person The Family Support Hubs have helped me feel I am not on my own. Parent I was worried that I would be judged on my past but the worker has not done this and has helped me be able to look after my baby. ParentI have gained so much and am so glad I participated; I am pleased and have left with excellent knowledge and confidence. Parent SLC print proof 116
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Family Support Hub I always feel listened too and supported and they have great advice and resources they share that helps me and my family. Parent I have learned not to doubt myself so much and better ways of helping my child. Parent Thank you for all the love and support this year. I’m doing amazing and have now returned to school on a full-time basis. Young person The staff are amazing. They always take the time to come up with different ways to help and make me feel less overwhelmed as a parent. Parent I really appreciate all the different types of support available and that they are there to listen no matter what. Parent SLC print proof 117
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Visit the website: www.careopinion.org.uk Freephone: 0800 122 3135 Or scan the QR code with your smart phone. If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk Produced by Communications and Strategy. 067584/Nov24 How to contact us Give us a phone or visit any of our bases. Hamilton Family Support Hub 2 Donaldson Street, Hamilton Phone: 01698 458832 Camglen Family Support Hub 5 Johnson Drive, Cambuslang Phone: 0141 6461008 East Kilbride Family Support Hub Scholars Gate, East Kilbride Phone: 01355 228093 Clydesdale Family Support Hub 40 North Vennel, Lanark Phone: 01555 673209 SLC print proof 118
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 26 March 2025 Report by: Director, Health and Social Care Interim Executive Director (Education Resources) Subject: Response to the Scottish Government Consultation on Developing a Universal Definition of ‘Care Experience’ 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] inform the Committee of the response to the Scottish Government consultation on Developing a Universal Definition of ‘Care Experience’ pose] 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 consultation on Developing a Universal Definition of ‘Care Experience’, submitted on 31 January 2025 following consultation with the Chair of Social Work Resources Committee, be noted. 3. Background 3.1. Under the Children (Scotland) Act 1995, ‘looked after children’ are defined as those in the care of the local authority. This includes children and young people who living with foster carers or formal Kinship Care, living in residential children’s home, or living in residential setting such as schools and secure facility. Scotland’s current definition of ‘looked after’ also includes children under a supervision order living at home. 3.2. Despite the formal definition in statute of ‘Looked After’ children, language and terminology has been evolving following the Independent Care Review and publication of The Promise in February 2020. Currently the term ‘Care Experienced’ is not a statutory definition but is an umbrella term used to explain different categories that are entitled to support in line with the Children (Scotland) Act 1995. It usually refers to young people who are subject to a legal order through Children’s Hearing system or when accommodation has been arranged by the Local Authority through Section 25 Children (Scotland) Act 1995. Care Experienced includes Looked After at home; Looked After away from home in a residential children’s house, in a foster placement or in a formal Kinship Care placement; and young people who are eligible for continuing care and aftercare. 15 119
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3.3. The Promise Report highlighted that universal definitions of care experience are inconsistent, and those with lived experience may have a subjective interpretation of ow it relates to their identity. The Report advocated for a universal and inclusive definition of care experience which encapsulates everyone with even the minimum experience of care. 3.4. The Scottish Government began a consultation on developing a universal definition of ‘Care Experience’ in autumn 2024, the purpose of which was to seek views on the need for a universal definition; what the potential impacts of this could be; to understand views on wider language relating to care; and provide an opportunity to consider a national approach, building on existing good practice. 3.5. The appended response to the consultation has been prepared jointly by Social Work Resources and Education Resources. It has also been informed by the views of local stakeholders, including South Lanarkshire’s Champions Board. A copy of submitted responses to each of the questions is attached at Appendix 1. The submission timelines for the consultation did not allow for a paper being taken to Committee for approval, and so the response at Appendix 1 has been agreed in consultation with the Chair of the Committee such that it could be submitted within the timescales set. 3.6. The Scottish Government has stated that an independent analysis of the responses received will be carried out and a report on the analysis will be published. 4. Summary of consultation responses 4.1. Positive and negatives of a universal definition 4.1.1. Advantages and disadvantages in the adoption of a universal definition of ‘Care Experience’ are anticipated. One advantage is that a universal definition could foster a sense of identity for many through a consistent use of non-stigmatising language, which helps to reduce stigma. A further benefit is that a legal definition could afford greater visibility to ‘Care Experience’ Children and Young People who are not necessarily covered by current legal definitions. Conversely, adoption of a ‘catch-all’ definition would likely lead to a requirement for extensive additional resourcing in terms of benefits and access to support, across Social Work, Education and Health Care services. There is also the risk that access to any entitlements would depend on a child or young person falling within the scope of the new definition, meaning those out with could be even further hidden-from-sight. 4.2. Confusion with existing legislative terms 4.2.1. Whilst a universal definition of ‘Care Experience’ might be helpful in several ways, there is a risk of confusion with existing terms currently in use through statutory legislation. Careful consideration would be needed to ensure that the language landscape does not become more unclear both for corporate parents and for families. 4.3. Good practice 4.3.1. South Lanarkshire can share good practice examples in the positive use of language relating to the local ‘Care Experienced’ population. The work of the Champions Board has already had a positive impact on terms used locally, e.g. the shift from ‘Fostering and Adoptions’ Team to ‘Family Connections’. The high-level Promise Board take the lead in encouraging strengths based and non-stigmatising use of language across the partnership. Additionally, Children’s Hearings Scotland have produced a co-designed animation that brings to life the importance of positive language in the Children’s Hearings system. 120
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5. Employee Implications 5.1. There are no employee implications associated with this report. 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 implications for climate change, sustainability, or the environment in terms of the information contained in this report. 8. Other Implications 8.1. The council’s internal processes, procedures and documents may require to be reviewed and updated to take account of the any changes progressed by the Scottish Government. However, at this point the extent of any potential impact cannot be assessed. 9. Integrated Impact Assessment and Consultation Requirements 9.1 There is no requirement to carry out an equality impact assessment, or other impact assessment, in relation to the proposals within this report. Professor Soumen Sengupta Director, Health and Social Care Anne Donaldson Interim Executive Director (Education Resources) 19 February 2025 Link(s) to Council Values/Priorities/Outcomes Education and learning: inspiring learners, transforming learning, strengthening partnerships People – we need to put people first and reduce inequality Planet – we need to work towards a sustainable future in sustainable places Previous References None List of Background Papers The Promise – the Report of the Independent Care Review (2020) https://thepromise.scot/what-is-the-promise/independent-care-review Developing a universal definition of 'care experience': consultation https://www.gov.scot/publications/consultation-developing-universal-definition-care- experience/pages/2/ 121
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kevin Mullarkey, Children’s Services Partnership Planning Manager E-mail: kevin.mullarkey@southlanarkshire.gov.uk Aine McCrea, Service Manager Children and Justice Social Work E-mail: aine.mccrea@southlanarkshire.gov.uk 122
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Appendix 1: South Lanarkshire Council Response to the Scottish Government Consultation on Developing a Universal Definition of ‘Care Experience’ Question 1 Do you agree or disagree that there is a need for a universal definition to describe ‘care experience’? Agree strongly Agree Neither agree nor disagree Disagree Disagree strongly We agree that a universal definition of care would be helpful and could provide consistency of language for partners and the care experienced community. It would also provide a sense of personal identity to children, young people and families. An agreed definition would also improve awareness and understanding of care experienced circumstances, particularly across universal services. However, it is important to distinguish the terminology or umbrella term of ‘Care Experience’ with ‘Looked after Children’, which is embedded in statue. The current legal definition of ‘Looked After’ which is listed in section 17(6) Children (Scotland) Act 1995, provides the legal circumstances in which a person is considered ‘looked after’ by a local authority. We feel that this along with the accompanied statutory guidance on Looked After Children and the Adoption and Children (Scotland) Act 2007 provides an adequate definition in legal terms. The above legal definition of ‘Looked After’ sets out the circumstances by which a local authority has a range of duties and responsibilities to a child within those categories set out in legislation. Careful consideration would need to take account if a universal definition of care experience were to be introduced in legislation, this could have implications on existing legal definitions. Question 2 What are your views on the potential advantages of developing a universal definition of ‘care experience’? A universal definition of care experience may provide several benefits. It might: • Increase access to advice and support for children and young people particularly across universal provisions. • Provide a personal sense of identity to a wider range of people who may have different experiences of care (formal or informal). • Create equality and provide an opportunity to reset language around The Promise implementation. • Help to normalise the context of children and families and reduce stigma. • Improve common understanding and help make care experienced families more visible and their needs better understood across relevant sectors. 123
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Question 3 What are your views on the potential disadvantages of developing a universal definition of ‘care experience’? We think potential disadvantages may be in the need for extensive additional resourcing e.g. in Throughcare and Aftercare and lifelong support of care experienced people (in an already scarce resourcing landscape). It might raise expectation of increased entitlements being identified and the support needed for families (captured under the definition) to access additional services. Also, extensive resourcing may be required across Education, Social Work and Health services to ensure proper implementation of additional resourcing inked increased rights and entitlements. Financial modelling related to likely expanded services would need to be considered if a universal definition is introduced. There is also potential that an agreed definition may add to an already cluttered ‘language landscape’ of accepted or suggested definitions and explanations. We note that not everyone in the care community identifies themselves as care experienced e.g. within a Kinship arrangement. There is also a risk that people’s rights would depend on whether they identify with formal definition or not. There may also be the risk of some groups being excluded from any definition and therefor being further disadvantaged or hidden from sight, e.g. informal Kinship arrangements, often not known to Social Work services. Further, a universal definition of ‘Care Experience’ may mask the wide ranging and unique childhood of our young people, e.g. a young person who had two weeks in emergency respite at 15 years of age after a childhood of no Social Work involvement, or a young person who has been in foster care since the age of three and has had multiple disrupted placements. In these examples, as well as resulting in the local authority having the same obligation to support up until 27th birthday (resource implications), a universal definition risks homogenising the unique experiences and identities of our young people. Question 4 Do you have any views on the definition of ‘Care Leaver’ as set out in the consultation paper? We agree with the formal definition outlined in current legislation as it relates to care leavers. Question 5 Do you have any views on the statutory definition of ‘Looked After’ as set out in the consultation paper. There is a complicated landscape around different legislation for care experienced young people and any approach to simplify legislation and policy is welcome. There requires to be consistency across legislation, which in turn will have a significant impact on looked after statutory guidance in Scotland and other children’s services related legislation. 124
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Question 6 What experience of care would you expect to be covered by any definition of “care experience”? Please choose all that apply. Looked After at Home Kinship Care (looked after children who have been placed with kinship carers by the local authority) Kinship Care (non-looked after children who live with a kinship carer, these children may be subject to an order under Section 11 of the Children (Scotland) Act 1995 or may be living in a completely private arrangement with extended family, with no local authority involvement ) Foster Care Residential Care Residential Special School Supported Accommodation Secure Care Adoption Other – please provide details We think that an inclusive definition of care would be best in terms of recognising care experienced identity. However, the current legal framework in Scotland provides an adequate legal definition relating to looked after children and young people. Question 7 Do you have any other comments about a proposed universal definition of ‘care experience’? A universal definition of care experience could help simplify and strengthen understanding of what it means to be ‘care experienced’ particularly in terms of personal identity. Although, any proposed changes would mean that legislation related to access to benefits and entitlements may need to be refreshed. ‘Care Experience’ as it relates to a sense of identity could be introduced as a universal definition, but within this maintaining the current definition in legislation, as this informs to access and entitlements. Question 8 Do you have any comments on the existing language of care? There is some confusion with children and young people who may be subject to compulsory supervision orders and who remain at home with parents. Those young people who continue to reside with their parents at home do not believe the terminology of being ‘Looked After’ best describes their circumstances. There is a level of confusing language when describing children and young people who have been previously looked after. Confusion currently exists between the term ‘Care Experience’ and the legal definition of ‘Looked After’. 125
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Question 9 Do you have any suggestions on potential ways to change and improve the language of care? We have consulted our Champions Board, and they have told us that there can be too great a focus on terminology and language and whilst it is important to reduce stigma, this should be done in a meaningful way. We also note that South Lanarkshire’s Promise Board is having a positive impact with partners, encouraging a strength based and non-stigmatising ethos in the use of language. Question 10 Are you aware of good practice to change and improve the language of care? At a local level there has been significant emphasis driven by South Lanarkshire’s Champions Board to understand the impact of language. This focus has led to several initiatives and a shift in how the wider workforce use language around the context of care experienced children, young people and families. South Lanarkshire’s Champions Board informed the renaming of our Fostering and Adoption Service as ‘Family Connections’ and a move away from using the term ‘placement’. In May, ‘Our Hearings, Our Voice’ (OHOV) Children’s Hearings Scotland launched the Articulate Animation, co-written, designed and voiced by some of the Board Members. The short film made by Braw Talent brings to life the importance of language in the Children’s Hearings System. A joint initiative with Children’s Hearings Scotland and the Scottish Children’s Reporter Administration (SCRA), the animation stems from the work of the Language Leaders. These examples highlight that there is real commitment at a local level to adopt language that supports consistency, reduces stigma and promotes a sense of identity across the wider partnership. 126