Agenda Document Pack - Social Work Resources Committee - 11/06/2025
South Lanarkshire Council · 11 June 2025
Back to Social Work Resources Committee — 11 June 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 03 June 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, 11 June 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 26 March 2025 submitted for approval as a correct record. (Copy attached) 5 - 14 Monitoring Item(s) 3 Social Work Resources – Workforce Monitoring – 1 February to 31 March 2025 Joint report dated 6 May 2025 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 15 - 22 4 Social Work Resource Plan 2024/2025 Quarter 4 Progress Report Report dated 1 May 2025 by the Director, Health and Social Care. (Copy attached) 23 - 46 Item(s) for Decision 5 Social Work Resource Plan 2025/2026 Report dated 17 April 2025 by the Director, Health and Social Care. (Copy attached) 47 - 68 6 Strengthening Justice Services Capacity Joint report dated 21 May 2025 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 69 - 72 7 Investing in Recovery Oriented Justice Services Joint report dated 21 May 2025 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 73 - 78 Item(s) for Noting 8 Winter Planning 2024/2025 Debrief Report dated 19 May 2025 by the Director, Health and Social Care. (Copy attached) 79 - 86 9 Care Inspectorate Update for Registered Care Services - 1 January to 31 March 2025 Report dated 15 May 2025 by the Director, Health and Social Care. (Copy attached) 87 - 104 10 Notification of Contracts Awarded - 1 October 2024 to 31 March 2025 Report dated 8 May 2025 by the Director, Health and Social Care. (Copy attached) 105 - 110 2
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Urgent Business 11 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 26 March 2025 Chair: Councillor Margaret B Walker Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Robert Brown, Councillor Mathew Buchanan, Councillor Maureen Devlin, Councillor Colin Dewar, Councillor Mary Donnelly, Councillor Allan Falconer, Councillor Elise Frame, Councillor Geri Gray (substitute for Councillor Janine Calikes), Councillor Celine Handibode, Councillor Graeme Horne, Councillor Martin Hose, Councillor Eileen Logan, Councillor Hugh Macdonald, Councillor Catherine McClymont, Councillor Carol Nugent, Councillor John Ross, Councillor Graham Scott, Councillor David Watson, Councillor Kirsty Williams (Depute) Councillors' Apologies: Councillor Walter Brogan, Councillor Archie Buchanan, Councillor Janine Calikes, Councillor Joe Fagan (ex officio), Councillor Mark Horsham Attending: Finance and Corporate Resources G Booth, Finance Manager (Strategy); K Gowrie, Finance Manager (Resources); 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); D Dobbie, Service Manager (Children and Justice); M Kane, Service Development Manager; M McConnachie, Adult and Older People Service Manager; J O’Boyle, Technology Enabled Care Service Manager Order of Business The Committee decided: that the items of business be dealt with in the order minuted below. 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 29 January 2025 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Social Work Resources – Revenue Budget Monitoring 2024/2025 A joint report dated 7 March 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 2024 to 24 January 2025 against budgeted expenditure for 2024/2025 for Social Work Resources, along with a projection for the year to 31 March 2025. 2 5
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As at 24 January 2025, there was an underspend of £1.189 million, before transfers to reserves. Following the probable outturn exercise, the forecast for the budget to 31 March 2025 was a breakeven position, as approved at the Executive Committee on 12 February 2025. Virements proposed to realign budgets were detailed in appendices B to F to the report. The Committee decided: (1) that the forecast to 31 March 2025 of a breakeven position after approved transfers to reserves, as detailed in Appendix B of the report, be noted; and (2) that the proposed budget virements be approved. [Reference: Minutes of 29 January 2025 (Paragraph 3) and Minutes of the Executive Committee of 12 February 2025 (Paragraph 3)] 4 Social Work Resources – Capital Budget Monitoring 2024/2025 A joint report dated 24 February 2024 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 2024 to 24 January 2025. 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 24 January 2025 was £0.529 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 29 January 2025 (Paragraph 4) and Minutes of the Executive Committee of 26 June 2024 (Paragraph 6)] 5 Social Work Resources – Workforce Monitoring – December 2024 and January 2025 A joint report dated 5 March 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 December 2024 and January 2025:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews Staffing Watch as at 14 December 2024 The HR Business Manager responded to members’ questions on various aspects of the report. The Committee decided: that the report be noted. [Reference: Minutes of 29 January 2025 (Paragraph 5)] 6
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6 Social Work Resources’ Risk Register Update A report dated 5 March 2025 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. A wider suite of areas that were subject to proportionate monitoring, mitigation and review was detailed in Appendix 2 to the report. Throughout the COVID-19 pandemic, risk register update reports had been provided to the Social Work Resources Committee at each meeting rather than the normal annual report to Resource Committees. That arrangement was not intended to be indefinite and, following consideration by the Chair and Depute Chair, risk register reports would now be provided to the Committee on a 6-monthly basis. Officers responded to members’ questions on various aspects of 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 29 January 2025 (Paragraph 7)] 7 Strengthening Public Protection A joint report dated 7 March 2025 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care was submitted on developments to strengthen local public protection capacity with due regards to Adult Support and Protection, Mental Health, and Adults with Incapacity legislation. Public protection remained a core priority for the Council and the Health and Social Care Partnership (HSCP), with a focus on supporting the most vulnerable. The public protection landscape continued to be particularly challenging, with increased activity being seen across legislation relating to Adult Support and Protection, Mental Health and Adults with Incapacity. There was a welcome, albeit challenging, emphasis on preventative action which included suicide prevention, as set out in the Scottish Government and COSLA ‘Creating Hope Together Strategy’. Information on Creating Hope Together, which was Scotland’s Suicide Prevention Strategy for the period 2022 to 2032, was provided in paragraph 4.1 of the report. To enhance the focus on suicide prevention within local public protection arrangements, it was proposed that a post of Senior Practitioner post on Grade 3, Level 8, SCP 79-80 (£62,251 to £63,479) be added to the Social Work Resources’ establishment on a permanent basis. The post would have links to the Child and Adult Protection Committees and support shared understanding of mental health and suicide. The post would be funded from the monies retained to recommission mental health services arising from previous contract reviews, as detailed in paragraph 6.1 of the report. The Committee decided: (1) that the content of the report be noted; and (2) that the changes to the Social Work Resources’ staffing establishment, as detailed in section 5 of the report, be approved. 7
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8 Strengthening Technology Enabled Care Capabilities A joint report dated 7 March 2025 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care was submitted on the ongoing development of Technology Enabled Care (TEC) by the Council. TEC played a pivotal role in achieving the strategic goal of supporting people to live independently and safely at home. The South Lanarkshire University Health and Social Care Partnership (HSCP) TEC team was responsible for essential elements such as programming, monitoring, installing and recycling digital alert alarms as well as troubleshooting digital alert alarms faults. Some of the recent activities undertaken by the TEC team were a new requirement arising from the Council’s transformation from analogue to digital telecare. The Digital Team had been 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 as highlighted in the report, it was proposed that the following 8.4 FTE fixed-term posts, as detailed in section 5 of the report, be made substantive to ensure the safety and reliability of the community alarm service:- 4 FTE posts of Digital Telecare Assistants on Grade 2, Level 2 to 4, SCP 39-57 (£37, 285 to £46.290) 4 FTE posts of Technology Assistants on Grade 1, Level 1 to 2, SCP 20-23 (£30,063 to £31,095) 0.4 FTE post of Telecare Development Officer on Grade 3, Level 4, SCP 72-74 (£56,843 to £58,062) The funding of the posts was outlined in section 6 of the report as follows:- funding earmarked by the South Lanarkshire Integration Joint Board (IJB) would be used for the Digital Telecare Assistants budget released by the reduction in external expenditure, as detailed in paragraph 6.1.2, would fund the Technology Assistant posts NHS Lanarkshire had agreed to fund the Telecare Development Officer post for the duration of the existing member of staff’s employment The Committee decided: (1) that the content of the report be noted; and (2) that the changes to the Social Work Resources’ staffing establishment, as detailed in section 5 of the report, be approved. 9 Adoption Allowance Scheme A report dated 11 March 2025 by the Director, Health and Social Care was submitted providing an update on proposed changes to the current Adoption Allowance Scheme. A National Review of Care Allowances had been published in 2018 which highlighted that each local authority was 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 had a duty to assess someone’s need for adoption support services and to provide this support. 8
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Adoption Support Services and Allowances (Scotland) Regulations 2009 came into force on 28 September 2009, replacing the Adoption Allowances (Scotland) Regulations 1996. Under those Regulations, South Lanarkshire Council, as an adoption agency, could make payments to adoptive parents who met the criteria for adoption allowances. The adoption and fostering regulations stipulated that a financial assessment required to be undertaken in advance of the payment of an Adoption Allowance. The central principle was that an Adoption Allowance was payable to an adoptive parent for the purpose of supporting the placement of the adoptive child or the continuation of adoptive arrangements after an adoption order was made. An Adoption Allowance could be provided following a financial assessment of the family and when it was required to cover additional expenditure related to the needs of the child. The assessment had to take account of income and expenditure and, on that basis, the cost of meeting a child’s needs. On 29 August 2024, 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 had been provided to implement those changes. This marked the first time a set minimum rate had been introduced which all local authorities had to pay. This had been implemented for foster carers and kinship carers within South Lanarkshire. Prior to the introduction of the SRA, Adoption Allowances had been paid at the same rate as the Fostering Allowance. No additional funding had been provided and there was no requirement to pay Adoption Allowances at the same rate as the SRA. As part of the Budget Recovery Plan prepared to address the Children and Families recurring funding gap of £10.6 million, a review of Adoption Allowances had been completed. The Sustainability and Value Option Approach had been used for appraisal, as detailed in paragraph 4.7 of the report. The proposed changes to Adoption Allowances, appraised as ‘benchmarking and efficiencies’, would meet the Council's statutory requirements. The proposed changes would result in a reduction in expenditure of £0.082 million per annum, as detailed in paragraph 6.1 of the report. The proposed changes to the payment of Adoption Allowances were set out in section 4 of the report as follows:- the introduction of a start-up grant of £750 per child placed which would replace the current pre-Adoption Allowance setting a maximum time limit of 3 years for payment of Adoption Allowances Adoption Allowances would no longer be paid for young people turning 18 (as of 1 April 2025), unless there were exceptional circumstances Following the 3-year time limit period, adoptive parents would be able to request a further adoption support plan. This would include a full financial assessment which ensured the maximisation of universal benefits, or additional funding and independent scrutiny through presentation at South Lanarkshire’s Adoption and Fostering Panel. Carers with young people turning 18 as of 1 April 2025 would be notified of those changes which, if endorsed by the Committee and approved by the Executive Committee on 30 April 2025, would take effect from 1 July 2025. If required, families would be supported to seek advice from the Money Matters Team to ensure all efforts had been made to maximise income from benefits. 9
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Adoption Allowances were paid quarterly in advance and, if a payment had been made for a young person where the allowance would now end, families would not be asked to repay any such allowance. No effort would be made to recover payments already made to families. For carers who were in receipt of current Adoption Allowance payment for young people over 18 years of age, individual meetings would take place to discuss an appropriate timescale to bring those payments in line with the new criteria. The Service Manager (Children and Justice) responded to a member’s question in relation to SRA for Foster and Kinship Carers and confirmed there was no requirement to pay Adoption Allowances at the same rate as the SRA. The Committee decided: that the proposed changes to the current Adoption Allowance Scheme, as detailed at section 4 of the report, be endorsed. The Committee recommended to the Executive Committee: that the proposed changes to the current Adoption Allowance Scheme be approved. [Reference: Minutes of 6 March 2024 (Paragraph 8)] 10 Review of Emergency Social Work Services A joint report dated 7 March 2025 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care was submitted providing an update on the Emergency Social Work Services (ESWS) Review. As part of the Budget Recovery Plan prepared to address the Children and Families recurring funding gap of £10.6 million, a review of ESWS had been completed. The Sustainability and Value Option Appraisal Option approach was used for the review to ensure that resources were focused on statutory duties, as detailed in paragraphs 4.1 to 4.3 of the report, and 4 models of service delivery were considered. The ESWS Review options appraisal, with scoring, was attached in the appendix to the report and highlighted that Option 2 provided the highest overall weighting, reducing dependency on the availability list and on-call rota. Detailed information on the recommended future delivery model (Option 2) for ESWS was provided in section 5 of the report. The changes to the ESWS establishment associated with this delivery model were detailed at section 6 of the report as follows:- retention of the 1 FTE Fieldwork Manager on Grade 5, Level 2, SCP 96-97 (£80,504 to £81,747) creation of 2.5 FTE posts of Operations Manager on Grade 4, Level 2 to 5, SCP 87-92 (£70,397 to £75,884) reduction of the number of Team Leader posts from 5 FTE to 2.5 FTE on Grade 3, Level 8, SCP 85-86 (£68,380 to £69,365) increasing the number of Social Work Assistant posts from 2.69 FTE to 5 FTE on Grade 2, Level 4, SCP 63-65 (£50,417 to £51,520) deletion of the 1.03 FTE Social Worker post on Grade 3, Level 4, SCP 79-80 (£62,541 to £63,479) While the review of ESWS recommended a service redesign, this would not generate a financial contribution to the Budget Recovery Plan and alternative options would require to be identified. A budget recovery report would be submitted to a future meeting of the Committee, as detailed in paragraph 7.2. 10
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The Service Manager (Children and Justice) responded to members’ questions on various aspects of the report. The Committee decided: (1) that the review of Emergency Social Work Services (ESWS) be noted; (2) that the preferred model from the Options Appraisal, as detailed at section 5 of the report, be noted; (3) that the posts identified, as detailed at section 6, Table 1 of the report, be approved to be added to the establishment for ESWS; and (4) that the intention to bring a further budget recovery report back to Committee with other options be noted. [Reference: Minutes of the Executive Committee of 25 June 2008 (Paragraph 24)] 11 Sustaining Social Work Children And Families Services: Budget Recovery Update A joint report dated 17 February 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 reviews in relation to:- Adoption Allowances, as detailed in section 5 of the report Emergency Social Work Services (ESWS), as detailed in section 6 of the report externally procured provision, as detailed in section 7 of the report The full year anticipated benefit to be realised when the actions were complete totalled £6.963 million and the phased achievement of those would continue to be monitored. An updated budget recovery report would be brought to the Committee in September 2025 which would outline other actions and options being considered by the Resource to address the budget deficit. The Committee decided: (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 it be noted that an updated budget recovery report would be brought back to Committee on 10 September 2025. [Reference: Minutes of 29 January 2025 (Paragraph 9)] 11
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12 South Lanarkshire Justice Social Work Community Payback Annual Report 2023/2024 A report dated 7 February 2025 by the Director, Health and Social Care was submitted:- notifying the Committee of South Lanarkshire’s Community Justice Scotland Community Payback Order (CPO) Annual Report 2023/2024 highlighting the main themes from South Lanarkshire’s Community Payback Annual Report 2023/2024 The CPO Annual Report 2023/2024, attached as Appendix 1 to the report, had been submitted to Community Justice Scotland (CJS) on 29 September 2024 in accordance with section 2272M of the Criminal Procedure (Scotland) Act 1995. The format of the CPO Annual Report 2023/2024 differed from previous reports. A template of questions and case studies for local areas to complete had been developed by Justice Social Work, the Scottish Government and Social Work Scotland. The questions focused on examples of how the work reduced the risk of reoffending and addressed the underlying needs of substance use and mental health. The report provided information in relation to case studies, unpaid work and new areas of development. The Committee decided: that the content of the South Lanarkshire Community Payback Order Annual Report 2023/2024 be noted. [Reference: Minutes of 6 December 2023 (Paragraph 12)] 13 Justice Services Unpaid Work Service - Update A report dated 12 February 2025 by the Director, Health and Social Care was submitted:- providing an analysis of the increase in Community Payback Orders (CPO) with Unpaid Work (UPW) requirements and associated backlog hours from 2019 to 2024 reporting on Social Work Resource Plan Performance Indicators for Quarters 1 to 3 in 2024/2025 which were not meeting target(s) for those who had committed offences and measures taken to increase immediate commencement of Order notifying of key initiatives UPW had been involved in over this period and future digital solution developments Since 2019, South Lanarkshire Council’s Justice Social Work had seen an increase in CPOs with UPW requirements being imposed by Sheriff Courts. Section 3 of the report provided detailed analysis and data trends for CPOs with UPW requirements from Quarter 1 2019/2020 to Quarter 3 2024/2025. Measures to enhance Justice Social Work’s capacity to create more placements and casework were supported by the Committee on 30 October 2024. Section 4 of the report provided details on the specific indicators, included in the Social Work Resource Plan for Quarters 1 to 3 in 2024/2025. Justice Social Work had been unable to meet agreed targets consistently over 2024/2025, the reasons for which were complex, as detailed in paragraphs 4.3 and 4.4 of the report. A short life working group had been established to review the commencement of Order and placement, and remedial actions, as detailed in paragraph 4.5 of the report, had been put in place. 12
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Information was provided on a range of key initiatives that UPW had been involved in at section 5 of the report. Furthermore, information was provided on future developments at section 6 of the report, which included a collaboration of Justice Social Work and West Lothian and Glasgow Justice Services with the national improvement organisation for local government in Scotland (Improvement Service) to develop a robust digital solution for the management of UPW placements and service user order completion. The Justice Service Manager (Children and Justice Services) responded to members’ questions on various aspects of the report. The Committee decided: that the content of the report be noted. [Reference: Minutes of 30 October 2024 (Paragraph 7)] 14 Family Support Strategy – Annual Report A report dated 26 February 2025 by the Director, Health and Social Care was submitted providing 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. Information was provided on the establishment of the 4 community-facing Family Support Hubs, with their Year 2 Annual Report attached as an appendix to the report. A short video was shown on the Family Support Hubs in South Lanarkshire. The Service Manager (Children and Justice) responded to members’ questions on various aspects of the report and, where information was not readily available, undertook to provide this to relevant members. The Committee decided: that the contents of the report and the Family Support Hub’s Annual Report 2024, attached at Appendix 1, be noted. [Reference: Minutes of 6 March 2024 (Paragraph 11) and Minutes of the Executive Committee of 1 March 2023 (Paragraph 7)] 15 Response to the Scottish Government Consultation on Developing a Universal Definition of ‘Care Experience’ A joint report dated 19 February 2025 by the Director, Health and Social Care and the Interim Executive Director (Education Resources) was submitted on the Council’s response to the Scottish Government’s consultation on Developing a Universal Definition of ‘Care Experience’. A consultation on developing a universal definition of ‘Care Experience’ was commenced by the Scottish Government in autumn 2024. The response had been jointly prepared by Social Work and Education Resources and had also been informed by the views of local stakeholders, including South Lanarkshire’s Champions Board. The consultation response, which had been agreed in consultation with the Chair of the Committee due to the timescales for submission, was provided in the appendix to the report. The Committee decided: (1) that the content of the report be noted; and 13
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(2) that the appended response to the Scottish Government’s consultation on the Developing a Universal Definition of ‘Care Experience’, submitted on 31 January 2025 following consultation with the Chair of the Social Work Resources Committee, be noted. 16 Urgent Business There were no items of urgent business. 14
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 11 June 2025 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources – Workforce Monitoring – 1 February to 31 March 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 February to 31 March 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 1 February to 31 March 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 8 March 2025 [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 1 February to 31 March 2025. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of March 2025 for Social Work Resources. The Resource absence figure for March 2025 was 8.6%, this figure has increased by 0.1% when compared to the previous month and is 1.8% higher than the Council- wide figure. Compared to March 2024, the Resource absence figure has increased by 0.7%. Based on absence figures as at March 2025 and annual trends, the annual average absence for the Resource for 2024/2025 is 8.1%, compared to a Council-wide average figure of 5.9%. 3 15
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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, 267 referrals were made this period. This represents a decrease of 11 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 19 accidents/incidents recorded and investigated within the Resource this period. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 8 disciplinary hearings were held within the Resource, this is an increase of 6 when compared to the same period last year. No appeals were heard by the Resource and no appeals were pending, these figures have remained the same when compared to last year. One grievance hearing took place within the Resource, this figure has increased by one when compared to the same period last year and 7 Dignity at Work complaints were raised, this is an increase of 7 when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There were a total of 11 leavers this period eligible for an exit interview. This figure has decreased by 15, when compared with the same period last year. One exit interview were conducted in this period, this figure has decreased by 6 when compared to the same period last year. 5. Staffing Watch (Appendix 3) 5.1. There has been a decrease of 22 employee in post from 14 December 2024 to 8 March 2025. 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. 16
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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 6 May 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Social Work Resources – 26 March 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 17
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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 7.0 February 11.0 9.9 11.6 February 7.5 7.9 8.5 February 5.9 6.4 7.0 March 7.0 7.1 7.5 March 10.9 9.4 10.7 March 8.2 7.9 8.6 March 6.4 6.3 6.8 Annual Average 6.0 6.3 6.9 Annual Average 11.0 9.1 10.7 Annual Average 7.6 7.2 8.1 Annual Average 5.7 5.4 5.9 Average Apr-Mar 6.0 6.3 6.9 Average Apr-Mar 11.0 9.1 10.7 Average Apr-Mar 7.6 7.2 8.1 Average Apr-Mar 5.7 5.4 5.9 1768 1025 2793 15626No of Employees at 31 March 2025 No of Employees at 31 March 2025 No of Employees at 31 March 2025 No of Employees at 31 March 2025 Appendix 1 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Social Work Resources APT&C Council WideResource TotalManual Workers 18
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Feb - Mar Feb - Mar 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 85 88 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 1 2 TOTAL 278 267 Feb - Mar Feb - Mar 2024 2025 Minor 12 11 Near Miss*** 1 0 Violent Incident: Physical**** 16 1 Violent Incident: Verbal***** 8 7 Total Accidents/Incidents 37 19 Feb - Mar Feb - Mar 2024 2025 Total Number of Hearings 2 8 Time Taken to Convene Hearing October - Feb to Mar 2025 0-3 Weeks 4-6 Weeks Over 6 Weeks 6 1 1 Feb - Mar Feb - Mar 2024 2025 Number of Grievances 0 1 Still in Progress 0 1 Feb - Mar Feb - Mar 2024 2025 Number of Incidents 0 7 Still in Process 0 7 *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. 3 6 94 84 CAUSE OF ACCIDENTS/INCIDENTS Appendix 2 SOCIAL WORK RESOURCES 95 87 ****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 19
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Feb - Mar Feb - Mar 2024 2025 Career Advancement 4 4 Child Caring / Caring Responsibilities 0 1 Further Education 1 0 Moving outwith area 1 1 Personal Reasons 1 1 Other 19 4 Total Number of Leavers Eligible for Exit Interview 26 11 Number of Exit Interviews conducted 7 1 Percentage of interviews conducted 27% 9% ANALYSIS OF REASONS FOR LEAVING Appendix 2a SOCIAL WORK RESOURCES 20
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As at 8 March 2025 Total Number of Employees F/T P/T F/T P/T 189 232 927 1411 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 320.84 1449.61 472.02 84.80 33.60 0.00 1.00 0.00 2364.87 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 Salary Bands MALE FEMALE TOTAL 2781 *Full - Time Equivalent No of Employees Appendix 3 JOINT STAFFING WATCH RETURN SOCIAL WORK RESOURCES *Full - Time Equivalent No of Employees Salary Bands 2759 MALE FEMALE TOTAL 21
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 11 June 2025 Report by: Director, Health and Social Care Subject: Social Work Resource Plan 2024/2025: Quarter 4 Progress Report 1. Purpose of Report 1.1. The purpose of the report is to:- present the Social Work Resource Plan 2024/2025 Quarter 4 Progress Report for the period 1 April 2024 to 31 March 2025 [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the Social Work Resource Plan 2024/2025 Quarter 4 Progress Report, as summarised in paragraph 5.2. and attached as Appendix 2, be noted; (2) that the key achievements made by the Resource to date, as detailed in paragraph 5.3., be noted; and (3) that the areas for improvement and associated management actions, as detailed in paragraph 5.4., be noted. 3. Background 3.1. The Social Work Resource Plan 2024/2025 was approved by the Committee on 22 May 2024, and sets out the outcomes, measures and actions to be managed and delivered by the Resource for the financial year 2024/2025. 3.2. The Resource Plan follows the agreed corporate structure and style. The Plan is a key element of the Council’s performance management arrangements and provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the Outcomes set out in the Council Plan Connect 2022 to 2027. 4. Resource Outcomes 2024/2025 4.1. The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2024/2025. These are detailed in Appendix 1. 5. Quarter 4 Progress Report 2024/2025 5.1. Progress against all Resource Plan measures is contained in the Quarter 4 Progress Report 2024/2025, attached as Appendix 2. This report has been produced from the Council’s performance management reporting system IMPROVe, and uses a traffic light format with the following definitions to give a status report on each measure: 4 23
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Status Definition Blue Project complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available Contextual Included for ‘information only’, to set performance information in context 5.2. Measures which are classified as ‘red’ and/or ‘amber are considered in detail at section 5.4. of this report. To ensure adequate scrutiny of performance across all Resources, the Council’s Performance and Review Scrutiny Forum may consider ‘red’ and/or ‘amber’ measures at a future meeting. The overall summary of progress to date is set out in the table below. Status Measures Statistical Project Total % Blue 0 10 10 37% Green 10 2 12 44% Amber 2 0 2 7% Red 2 1 3 11% Report later/Contextual 0 0 0 0% Totals 14 13 27 100% (Data correct 13 May 2025) 5.3. Key achievements for 2024/2025, to date, are noted below:- Connect Outcome Communities and Environment Resource Outcome Achievement Strengthen engagement with service users and carers In 2024/2025, South Lanarkshire University Health and Social Care Partnership received a total of 685 stories from service users, patients, their families and carers via Care Opinion. Care Opinion is enhancing our understanding of people’s experiences with health and care and has been crucial in helping us build on our strengths while also identifying areas for improvement, allowing us to make targeted refinements wherever appropriate. Connect Outcome Health and Wellbeing Resource Outcome Achievement Care and protect children, young people and adults from risk of harm Equal Say, the adult Advocacy commissioned service, completed its first year of Operation in October 2024. Quarterly reports show increased activity in referrals of over 150 per quarter, and prominent advocacy issues associated with Mental Health Legislation, Adults with Incapacity, and Adult Support and Protection. Lanarkshire Advocacy Planning Working Group are refreshing the Lanarkshire Advocacy Plan 2020 to 2025 ensuring that Advocacy supports the voice of service users and carers be heard and the importance of those Advocacy services to the most vulnerable 24
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groups within our communities. Promote self-care and self- management Lanarkshire Carers continues to develop and evolve its “CarerSpace” online portal to start or continue a conversation. It is a toolkit developed by carers for carers that helps explore various aspects of a carers life, focusing on what matters to them. Once submitted staff from Lanarkshire Carers can pick up the conversation with the carer. Take Control, the commissioned service for independent advice and information on Self-directed Support, has worked with 400 South Lanarkshire residents exercise choice and control over their care and support arrangements. Community Justice Outcome Improvement Plan (CJOIP) is progressed The Recovery Orientated Justice Service approach aligns with the CJOIP, in respect of priority aim 1, Optimise the use of diversion and intervention at the earliest opportunity. The service embeds a public health approach that aligns with local and national objectives to reduce crime and reducing risks associated with drug related deaths, by providing tailored support to those in the justice system who experience harm, as a result of alcohol and drug use. A mid-term review (December 2024) found that SL Alcohol and Drug Problem Solving Court (ADPSC) had achieved systemic and individual success. Both qualitative and statistical data reported improvements in the lives of service users, with offending and substance use generally decreasing for most service users since being placed on Structured Deferred Sentencing. • 100% of service users on Structured Deferred Sentencing who use substances had been provided pathways into either wider employment, housing, and some form of health and welfare opportunities. • 97% of service users on Structured Deferred Sentencing disposal were sustaining or had completed their period of support. • 97% of service users received medically assisted treatment and/or recovery plans in conjunction with access to community-oriented recovery networks. • 100% of service user families with lived experience had been provided with advice and support in the recovery journey. Note, the numerical figure may change significantly dependent upon definitions and measurements used. Full details of the mid-term review will be reported to Social Work Committee in June 2025. Disadvantaged people/groups are provided with access to timely support and interventions See Hear Strategic Working Group hosted an information event in Hamilton on 29 May 2024. Twenty-two organisations contributed to the event focused on sensory services for hearing and sight. The Director attended the event, thanking all the services for their continued support to South Lanarkshire Residence. Work with our communities to deliver person- centred care and support Care at Home teams, including Home Assessment, have been subject to inspection by the Care Inspectorate during 2024/2025. The feedback has been positive throughout with almost all areas of inspection graded as ‘very good’ or ‘good’ and inspectors highlighting significant strengths in relation to the delivery of care; positive outcomes for people; strong leadership; and a highly trained workforce. The gradings and positive feedback are testament to the substantial programme of redesign and modernisation over the last five years in response to the serious concerns identified by the Care Inspectorate in 2019. 25
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Connect Outcome Children and Young People Resource Outcome Achievement Improve the health and wellbeing of children, young people and families A new partnership project, led by Social Work and Housing in cooperation with Barnardo’s and supported by the National Lottery Community Fund, has been helping young people transition from care into their own accommodation. The project was developed with the assistance of the members of the South Lanarkshire Champions Board, a group of care-experienced young people who advocate for the needs of their peers and shape services within the South Lanarkshire area. The Futures project provides wrap around support to young people leaving care and moving to independent living for the first time. This is done by providing four, furnished training flats together with intensive support to assist the young people in developing skills for setting up their home, maintaining a successful independent tenancy and building local community connections and networks before moving to fully independent living. Connect Outcome Delivering the Plan and achieving Best Value Resource Outcome Achievement Digital and ICT services meet the needs of the council and its customers As part of the Glasgow City Region Smart & Connected Social Places (SCSP) 5G Innovation Fund, South Lanarkshire University Health and Social Care Partnership has engaged with Care Messenger Holdings Ltd to deliver an innovative project that provides commercial LG Smart TV products to residents living within David Walker Gardens care home for older people. Residents who wish to participate in the project can communicate directly via text message or video call with care home staff, their families, befrienders or other professionals, via their TV. Initially 20 TVs were installed within residents' rooms, and this has since been offered to all 50 residents across the whole care home. Early evaluation indicates a positive impact on social isolation and loneliness with improved wellbeing of residents and increased connectivity with families. Care home staff have also found that this enhances other forms of communication that they use to support residents. 5.4. Areas for improvement Measures that have been classified as ‘red’ (not on course to achieve target or major slippage) or ‘amber’ (minor slippage against timescale or shortfall against target) are noted below, together with the reason why, and the management action now being taken, where required. Measure Comments/Progress Action by Manager (where applicable) Percentage of reports submitted to the Children’s Reporter within agreed timescales. To date, 72% (214 out of 298) of reports submitted to the Children's Reporter were sent within agreed timescales. Reporting in early 2024/2025 highlighted a performance issue against this measure (58% in Q1 and 52% in Q2). Action was taken by the service to increase local monitoring and establish regular meetings with the Scottish Children's Reporters Administration. Whilst the year- to-date position has not met the 75% annual target, improvement actions appear to be making an impact and performance has continued to 26
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Measure Comments/Progress Action by Manager (where applicable) improve from 85% in quarter 3, to 91% in quarter 4. Percentage of people on CPO unpaid work requirement seen within five working days by their case manager. In 2024/2025, 761 CPOs with Unpaid Work requirements were issued, of these 511 (67%) were inducted within the 5 working days target. Of the 761 orders which were issued, 723 (95%) have now been inducted. The 5% which remain outstanding are as a result of reasons including service users not attending scheduled appointment, illness, paid employment, or a return to custody. To date, 61% (212 out of 350) of Level 1 orders were seen within timescales, whilst 73% (299 out of 411) of Level 2 orders were inducted within timescales. In 2024/2025, 45% of CPOs with Unpaid Work requirements were Level 1 orders, where there is no justice social work report requested by the court prior to the order commencing and, therefore, the service is unable to engage with the service user before court appearance or monitor their outcomes in court. A text reminder service has been implemented for all unpaid work service users to encourage attendance at unpaid work. This is supported by 4 weekly reviews for all non- attenders as standard, regardless of circumstances, to ensure robust management of the order(s). Percentage of people starting their placement within seven days of a CPO unpaid work. In 2024/2025, 761 CPOs with Unpaid Work requirements were issued, of these 497 (65%) started their placement within the 7 working days target. Of the 761 orders which were issued, 723 (95%) have now started their placement. The 5% which remain outstanding are as a result of reasons including service users not attending scheduled appointment, illness, paid employment, or a return to custody. To date, 59% (205 out of 350) of Level 1 orders started their placement within timescales, whilst 71% (292 out of 411) of Level 2 orders started within timescales. Percentage of care at home hours reduced through Home Assessment Team intervention. In 2024/2025, care packages were reduced on average by 29% following Home Assessment Team (HAT) intervention. In the same period, the service supported over 1,000 episodes of care; and 50% of service users who completed HAT intervention either required reduced or no support following intervention. Performance has fallen slightly short of the 30% annual target. A review of the service model and criteria for the service is currently underway which is expected to result in changes to pathways, increasing the flow and capacity through HAT which will have a positive impact on performance going forward. Implement the new Social Work IT system by October 2024. The project to implement the new social care information system (Liquidlogic) is in the final stages of implementation. Of the key project milestones, inclusive of data migration, system configuration, system integrations, testing and business readiness, the vast majority of activity is now complete. The remaining actions being concluded to ensure the system can go live relate to one final piece of configuration related to Self-directed Support and Sourcing Care, final testing of data being migrated and ensuring the service is trained and ready to embrace the new 27
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Measure Comments/Progress Action by Manager (where applicable) system. The focus of activity over the coming months will be drawing these to a conclusion such that the system can successfully go live. 6. Employee Implications 6.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable, and in turn the Performance Appraisal process for individual employees. 7. Financial Implications 7.1. The outcomes within the Resource Plan are reflected in the respective annual Resource Revenue and Capital budgets and, longer term, within the framework of the council’s approved Financial Strategy. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change or environmental implications as a result of this report. 8.2. The council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2024/2025. 9. Other Implications 9.1. A significant element of the delivery of the outcomes in the Community Plan 2022 to 2032 will come through the achievement of the actions contained within Connect. 9.2. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 10. Integrated Impact Assessment and Consultation Requirements 10.1. Many of the actions detailed within the Resource Plan reflect ongoing strategies and policies which will be or have been the subject of consultation and impact assessment. Professor Soumen Sengupta Director, Health and Social Care 1 May 2025 Link(s) to Council Values/Priorities The Resource Plan has been structured upon the Vision, Values and Outcomes in the Council Plan Connect 2022 to 2027 Previous References Social Work Resources Plan 2024/2025 –Social Work Resources Committee on 22 May 2024 28
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List of Background Papers Council Plan Connect 2022 to 2027 – South Lanarkshire Council on 15 June 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ciana Stewart, Planning and Performance Manager E-mail: Ciana.stewart@southlanarkshire.gov.uk 29
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Appendix 1 Social Work Resource Objectives 2024/2025 Connect Outcomes Resource Outcomes Communities and Environment • Social Work Resources embeds sustainable development across services • Strengthen engagement with service users and carers Education and Learning No Resource Outcomes for this Connect Outcome Health and Wellbeing • Promote early intervention and prevention to achieve healthy, active lives and reduce inequalities • Care and protect children, young people and adults from risk of harm • Work with our communities to deliver person-centred care and support • Continue to support carers good health and wellbeing alongside their caring role • Promote self-care and self-management • Community Justice Outcome Improvement Plan is progressed • Disadvantaged people/groups are provided with access to timely support and interventions • For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all • Help people to continue to live within their homes and communities through integrated community health and social care services Children and Young People • Improve the health and wellbeing of children, young people and families Housing and Land No Resource Outcomes for this Connect Outcome Our Economy No Resource Outcomes for this Connect Outcome 30
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IMPROVe - SLC Performance Management System Report printed on 21 May 16:16 Quarter 4 : April 2024 - March 2025 South Lanarkshire Council Social Work Resource Plan (This represents the cumulative position to March 2025) Performance Report 2024-25 Appendix 2 4 31
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IMPROVe - SLC Performance Management System Report printed on 21 May 16:16 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Green Amber Red Report later / Contextual Total Communities and Environment 1 0 0 0 1 Education and Learning 0 0 0 0 0 Health and Wellbeing 9 2 2 0 13 Children and Young People 0 0 0 0 0 Housing and Land 0 0 0 0 0 Our Economy 0 0 0 0 0 Delivering the plan and achieving best value 0 0 0 0 0 Total 10 2 2 0 14 Page 1 32
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IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Communities and Environment Social Work Resources embeds sustainable development across services Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Evidence the use of recycled stock as a percentage of all Equipu activity. To date, 1,117 (22%) items from a total of 5,009 have been recycled, with 364 of those items recycled in quarter 4. Performance exceeds the annual target of 10% of recycled stock. In quarter 4, 364 (19%) items were recycled from a total of 1,953 items. People are encouraged to return all previously issued equipment to ensure recycled items are available to select as first choice and the measure exceeds target. Green 10% 22% ------ ------ ------ Health and Wellbeing Care and protect children, young people and adults from risk of harm Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of parental attendance at initial Child Protection Planning meetings. To date, 95% of parents invited to initial Child Protection Planning meetings attended. Parents will continue to be encouraged to attend all Children Protection meetings. This will be revisited at Locality Team meetings to ensure a focus remains on familial participation. Green 85% 95% ------ 89% 89% Percentage of children seen by a supervising officer within 15 days. To date, 85% of children were seen by a supervising officer within 15 days of CSO being made at a hearing, performance continues to exceed the annual target of 75%. Green 75.0% 85.0% 94.0% 89.0% 57.0% Page 2 33
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IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - 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Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing Care and protect children, young people and adults from risk of harm Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of reports submitted to the Children’s Reporter within agreed timescales. To date, 72% (214 out of 298) of reports submitted to the Children's Reporter were sent within agreed timescales. Reporting in early 2024/25 highlighted a performance issue against this measure (58% in Q1 and 52% in Q2). Action was taken by the service to increase local monitoring and establish regular meetings with the Scottish Children's Reporters Administration. Whilst the year to date position has not met the 75% annual target, improvement actions appear to be making an impact and performance has continued to improve from 85% in quarter 3, to 91% in quarter 4. Amber 75.0% 72.0% 82.0% 77.0% 53.0% Percentage of our care experienced children and young people accommodated in residential placements. As at 31 March 2025, there were a total of 721 Looked After Children, 652 (90%) were looked after in a community setting and 69 (10%) were looked after in a residential setting including local authority houses, secure accommodation and residential schools, this position has been maintained since 2021. This reflects South Lanarkshire’s commitment to shift the way care is delivered to Looked After Children, with continued support to children and young people within the community. Green 10.0% 10.0% 10.0% 10.0% 10.0% Percentage of statutory supervising officer visits completed within timescale for local authority welfare guardianship orders. To date, there was a total of 243 local authority guardianship visits due with 91% (220) being completed in time, exceeding the annual target. In quarter 4, there was a total of 55 local authority welfare guardianship visits due with 93% (51) being completed in time, exceeding the target of 75%. Performance reports remain available to the locality teams providing current performance levels. Green 75% 91% 94% 93% 94% Page 3 34
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IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - 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Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing Care and protect children, young people and adults from risk of harm Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of statutory supervising officer visits completed within timescale for private welfare guardianship orders. To date, there was a total of 2214 private guardianship visits due with 87% (1932) being completed in time, exceeding the annual target. In quarter 4, there was a total of 392 private guardianship visits due with 90% (353) being completed in time, exceeding the target of 75%. Performance reports remain available to the locality teams providing current performance levels. Green 75% 87% 95% 93% 92% Promote self-care and self-management Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of people participating in a co-produced SDS Assessment to exercise choice and control over their care. To date 3,756 co-produced assessments have been approved exceeding the annual target of 3,000 assessments. In quarter 4, 1,031 co-produced assessments were approved, this exceeds the quarterly target of 750 co-produced assessments. Green 3,000 3,756 0 ------ 3,459 Increase number of people in receipt of options 1, 2 and 3 exercising choice and control over their care. To date, 5,822 have received self-directed support care packages, exercising choice and control over their care. This is a 35% increase from the quarter 1 position of 4,314 people and exceeds the annual 10% target. In quarter 4, a total of 4,609 people were in receipt of self-directed support care packages exercising choice and control over their care. Green 10% 35% 0% 0% 0% Increase spend on adults in receipt of option 1, 2 and 3 payments. The annual commitment for adults in receipt of self-directed support care packages was £85.8m. This is a 21% increase from the 2023/24 quarter 4 position of £70.8m. The service exceeds the annual 10% target, as some services will end, decrease or increase throughout the course of the year. Green 10% 21% 0% 0% 0% Page 4 35
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IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of people on CPO unpaid work requirement seen within five working days by their case manager. In 2024/25, 761 CPOs with Unpaid Work requirements were issued, of these 511 (67%) were inducted within the 5 working days target. Of the 761 orders which were issued, 723 (95%) have now been inducted. The 5% which remain outstanding are as a result of reasons including service users not attending scheduled appointment, illness, paid employment, or a return to custody. In 2024/25, 45% of CPOs with Unpaid Work requirements were Level 1 orders, where there is no justice social work report requested by the court prior to the order commencing and therefore the service is unable to engage with the service user before court appearance or monitor their outcomes in court. To date, 61% (212 out of 350) of Level 1 orders were seen within timescales, whilst 73% (299 out of 411) of Level 2 orders were inducted within timescales. A text reminder service has been implemented for all unpaid work service users to encourage attendance at unpaid work. This is supported by 4 weekly reviews for all non-attenders as standard, regardless of circumstances, to ensure robust management of the order(s). Red 75.0% 67.0% 68.0% 69.0% 72.0% Page 5 36
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IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of people starting their placement within seven days of a CPO unpaid work. In 2024/25, 761 CPOs with Unpaid Work requirements were issued, of these 497 (65%) started their placement within the 7 working days target. Of the 761 orders which were issued, 723 (95%) have now started their placement. The 5% which remain outstanding are as a result of reasons including service users not attending scheduled appointment, illness, paid employment, or a return to custody. In 2024/25, 45% of CPOs with Unpaid Work requirements were Level 1 orders, where there is no justice social work report requested by the court prior to the order commencing and therefore the service is unable to engage with the service user before court appearance or monitor their outcomes in court. To date, 59% (205 out of 350) of Level 1 orders started their placement within timescales, whilst 71% (292 out of 411) of Level 2 orders started within timescales. A text reminder service has been implemented for all unpaid work service users to encourage attendance at unpaid work. This is supported by 4 weekly reviews for all non-attenders as standard, regardless of circumstances, to ensure robust management of the order(s). Red 75.0% 65.0% 65.0% 67.0% 70.0% Percentage of Justice Social Work reports submitted to Court by the due date. To date, 97% (1767 out of 1822) of Justice Social Work reports have been submitted within timescale and performance continues to exceed the 95% target for this measure. In quarter 4, 99% (453 out of 459) of Justice Social Work reports have been submitted within timescale. This position has increased from 97% in quarter 3. Green 95.0% 97.0% 99.0% 98.0% 98.0% Page 6 37
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IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing Help people to continue to live within their homes and communities through integrated community health and social care services Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of care at home hours reduced through Home Assessment Team intervention. In 2024/25, care packages were reduced on average by 29% following Home Assessment Team (HAT) intervention. In the same period, the service supported over 1,000 episodes of care; and 50% of service users who completed HAT intervention either required reduced or no support following intervention. Performance has fallen slightly short of the 30% annual target. A review of the service model and criteria for the service is currently underway which is expected to result in changes to pathways, increasing the flow and capacity through HAT which will have a positive impact on performance going forward. Amber 30.0% 29.0% 0.0% 0.0% 0.0% Page 7 38
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Complete Green Amber Red Report later Total Communities and Environment 1 0 0 0 0 1 Education and Learning 0 0 0 0 0 0 Health and Wellbeing 8 2 0 0 0 10 Children and Young People 1 0 0 0 0 1 Housing and Land 0 0 0 0 0 0 Our Economy 0 0 0 0 0 0 Delivering the plan and achieving best value 0 0 0 1 0 1 Total 10 2 0 1 0 13 Page 8 39
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IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work Health and Wellbeing Community Justice Outcome Improvement Plan is progressed Action Measures Comments/ Progress Status Embed the national model for Community Justice with our partners in South Lanarkshire. Present a progress report on the priorities set out within the Community Justice Outcome Improvement Plan 2024-2029 by March 2025. Report to be provided to Social Work committee in June 2025. Complete Contribute to a reduction of the national prison population through the use of SDS assessments and diversion from prosecution. Provide a report to Social Work Resources Committee on progress by March 2025. Report to be provided to Social Work committee in June 2025. Complete For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for thebenefits of all Action Measures Comments/ Progress Status Promote the use of alternatives to remand in South Lanarkshire. Provide a report to Social Work Resources Committee on the use of diversion from prosecution, SDS assessments, movement restriction conditions, restriction of liberty orders and bail supervision as alternatives to remand by March 2025. Report to be provided to Social Work committee in June 2025. Complete Care and protect children, young people and adults from risk of harm Action Measures Comments/ Progress Status Monitor public protection activity. Report annually to the Community Planning Partnership on public protection activity. The Adult Protection annual report and Biennial Report 2022-24 was presented the to the CPP for discussion at a meeting on 4 Dec 2024. Complete Page 9 40
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IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work Health and Wellbeing Care and protect children, young people and adults from risk of harm Action Measures Comments/ Progress Status Chief Social Work Officer to provide professional advice and guidance to the Council in accordance with legislative duties. Provide an annual report on key challenges, developments and improvements across Social Work including service quality, performance and delivery of statutory functions by September 2024. Action complete – document now published on SLC internet Complete Communities and Environment Strengthen engagement with service users and carers Action Measures Comments/ Progress Status Continue to support the culture where consultation and participation is part of the planning, development and delivery of all our services. Quarterly locality performance report on Care Opinion stories to support evaluation, consultation and engagement with service users and carers. South Lanarkshire University Health and Social Care Partnership continues to actively promote Care Opinion in various Partnership forums and management meetings. In quarter 4, a total of 162 stories were received from service users, patients and their families which is an increase of one story from quarter 3. As of 1 April 2024, 685 stories have been received. Complete Page 10 41
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IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work Health and Wellbeing Work with our communities to deliver person-centred care and support Action Measures Comments/ Progress Status Ensure monitoring, compliance and control of delivered services Provide bi-annual reports to Social Work Committee on internal registered care services Action complete - brought forward and reported to Social Work Resources Committee on 29 January 2025 Complete Continue to support carers good health and wellbeing alongside their caring role Action Measures Comments/ Progress Status Report on services and supports provided to adult carers by commissioned services. Provide quarterly reports to Senior Management Team and report to Social Work Resources Committee on the support and services provided by commissioned third sector organisations. Lanarkshire Carers presented their quarter 3 performance report at a regular monitoring meeting on 19 February 2025. In Q3, 301 new carers identified, 342 Adult Carer Support Plans undertaken, 1233 carers engaged and supported, and 6210 carers accessing services. The highest support needs identified as part of the Adult Carer Support Plan conversation are information and advice, short breaks, emotional support, and practical support. The contract for Carers Supports and Services (Adults) with Lanarkshire Carers has been extended, with a final year’s extension to the existing arrangement due from 1 June 2025 until 31 May 2026. Complete Page 11 42
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Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work Health and Wellbeing Disadvantaged people/groups are provided with access to timely support and interventions Action Measures Comments/ Progress Status Report on MAT Standards 6-10. Report to Social Work Resources Committee on the performance of MAT Standards 6-10. Strong progress has been made on the ten MAT standards across 2024-25, five standards remain green, four are provisionally green and one amber, however, MAT 7 remains red at quarter 4. In regard to MAT standards 6 to 10; Psychologists within NHSL Addictions Services are leading on MAT 6 and 10 which are provisionally green, the service is working closely with the Psychology service to support staff in the MAT 10 implementation; the CAReS service is on track to complete the training required for the MAT 6 submission; MAT 7 remains red and plans to change to Vision Anywhere to improve information exchange between Specialist Addictions Service and Primary Care General Practice have been put on hold as INPS/Cegedim, the providers of Vision systems, have gone into Administration; MAT 8 is green and the commissioned organisation will work alongside South Lanarkshire’s ADP (Alcohol and Drug Partnership) to ensure individuals impacted by substance use who require independent advocacy services are supported; MAT 9 is amber and an interim working group was formed within NHS Lanarkshire’s Addictions services to review data to identify the number of patients who require input from both mental health and addictions. 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Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work Children and Young People Improve the health and wellbeing of children, young people and families Action Measures Comments/ Progress Status Report on services and supports provided to young carers by commissioned services. Quarterly reports to Senior Management Team and a report to Social Work Resources Committee on the support and services provided by commissioned third sector organisations. Child and Family Services meet with the Young Carers Service for regular monitoring meetings. In quarter 3, the number of young carers supported with South Lanarkshire Young Carers Service (SLYCS) was 216, with 27 cases closed from previous quarter, and 26 new young carers this quarter. Action for Children (AfC) support young carers and their families financially by signposted to dedicated Welfare Rights staff within South Lanarkshire’s Money Matters. In quarter 3, AfC staff applied for a combined sum of £12,080 in funding from Lanarkshire Carers short breaks bureau to support families. AfC Young Carers Service also accessed £8,750 from the new Action for Children Family Fund. The Young Carers Service continue to work with Universal Connections, Money Matters, Covey befriending, Healthy Valleys, LCCC, NHS, CAMHS and KOOTH. Young Carers from SLYC were also involved in the co-production of the UNCRC webinar film. The contract for Carers Supports and Services (Young Carers) with Action for Children has been reviewed and now extended, with a final year’s extension to the existing arrangement due from 1 July 2025 until 30 June 2026. Complete Page 13 44
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Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work Health and Wellbeing Promote early intervention and prevention to achieve healthy, active lives and reduce inequalities Action Measures Comments/ Progress Status Deliver early intervention support through the locality Family Support Hubs. Strengthen GIRFEC Pathways across children’s services to deliver early family support by group work, parenting support and peer support. Strengthen the support pathway for vulnerable unborn babies and their families. Holistic family support continues to be delivered from four family support hubs, reducing onward referrals to the locality teams. A parenting support groupwork pathway has successfully been implemented with key partners to ensure a coordinated approach to supporting parents through evidence-based programmes and locally developed engagement programmes routed in getting it right for every child principles. There has been an increase in engagement from fathers, both in the dads group and across other programmes. Referrals being dealt with by the family support hubs remain consistent, ensuring that family support is readily available to children and their families when this is needed rather than at a point of crisis. Each of the hubs have continued to deliver the full range of family supports provision. The teams consist of social workers, family support workers, peer support workers, group workers, therapists and Children 1st workers who provide families with a wide range of different family support with the shared remit of preventing crisis, reducing inequalities and improving child development, family function and wellbeing. Green Page 14 45
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Social Work IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work Delivering the plan and achieving best value Digital and ICT services meet the needs of the council and its customers Action Measures Comments/ Progress Status Deliver the implementation programme to replace the existing Social Work IT system within timescale Implement the new Social Work IT system by October 2024. The project to implement the new social care information system (Liquidlogic) is in the final stages of implementation. Of the key project milestones, inclusive of data migration, system configuration, system integrations, testing and business readiness, the vast majority of activity is now complete. The remaining actions being concluded to ensure the system can go live relate to one final piece of configuration related to Self – Directed Support and Sourcing Care, final testing of data being migrated and ensuring the service is trained and ready to embrace the new system. The focus of activity over the coming months will be drawing these to a conclusion such that the system can successfully go live. Red Health and Wellbeing Help people to continue to live within their homes and communities through integrated community health and social care services Action Measures Comments/ Progress Status Maintain the delivery of Care at Home support. Retender for Care at Home services. New tender and framework to be in place by 1 July 2024. Concluding procurement process for care at home services to ensure arrangements are in place. 27 Care at Home Providers continue to be appointed to the Procured Services Arrangement. Phase 4 closed on 31 January 2025 and is currently being evaluated. Green Page 15 46
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 11 June 2025 Report by: Director, Health and Social Care Subject: Social Work Resource Plan 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- present the Social Work Resource Plan 2025/2026 for approval and note the monitoring arrangements [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the Resource Plan 2025/2026, attached as Appendix 1, be approved; (2) that the Resource Plan 2025/2026 be uploaded onto the Council’s website following consideration by the Committee; (3) that, following Committee approval, all Resource Plans be presented to the Executive Committee on 25 June 2025 for noting; and (4) that Progress Reports on the Resource Plan 2025/2026 be provided at Quarter 2 and Quarter 4 to future meetings of the Committee. 3. Background 3.1. The Resource Plans for 2025/2026 were prepared in line with the corporate Resource Planning guidance. 3.2. The Resource Plan is a key element of the Council’s performance management arrangements. It provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the priorities and outcomes set out in the Council Plan Connect 2022 to 2027. 3.3. Performance management is a keystone of Best Value and ensures that the Council can demonstrate sound governance arrangements. The Resource Plan is one part of the Council’s framework for planning and budgeting and demonstrates how this leads to effective front line service delivery. 3.4. As part of this framework, the Resource Plan reflects the aspirations of the Council Plan and the Community Plan as well as being complemented by the details of individual Service, Business and other Plans. Ultimately, these details are included in the key work objectives of individual officers. This demonstrates the ‘Golden Thread’ of performance management which ensures a clear understanding of the Council’s vision, values, priorities and outcomes at all levels. 3.5. The current format for performance reporting has been established since 2007 and is used for Executive Directors’ reports to the Chief Executive, Resource Management Teams, Resource Committees and the Performance and Review Scrutiny Forum. The focus has been on reporting progress on Council outcomes, statutory 5 47
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performance indicators, other key performance measures and high level Resource outcomes. Progress reports are provided at Quarter 2 and Quarter 4 to the Committee. 3.6. In preparing the Plan, account has also been taken of the need to ensure a robust response to Risk Management and Control. Risks associated with delivery of the actions in this Resource Plan have been identified and evaluated and are listed in the Resource Risk Register. Where necessary, controls or further actions to mitigate these risks have been agreed. Such actions are tracked through the Resource Risk Control Plan which is kept under review by the Risk Sponsor for the Resource. 3.7. Following approval at individual Resource Committees, all Resource Plans will be presented, as a pack, to the Executive Committee on 25 June 2025 for noting. 4. Resource Plan 2025/2026 4.1. The Resource Plan 2025/2026 is attached as Appendix 1 and is structured around the following headings:- 1. Introduction 2. Key areas for the year ahead 3. Resource outcomes 4. Measures and actions 5. Resourcing the Plan 4.2. Resource Outcomes 2025/2026 The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2025/2026. To support these outcomes, the Resource has developed performance measures in an action plan which is set out in section 4 of the Resource Plan. Key or strategic measures will be included in the Council Plan Connect Progress Reports 2025/2026, with the rest being monitored and reported at Resource level. 4.3. Monitoring and reporting As part of the performance management arrangements, the Committee will receive a mid-year update of progress on the measures in the Resource Plan covering the period 1 April 2025 to 30 September 2025 (Quarter 2) as well as an end of year progress report covering the full year 1 April 2025 to 31 March 2026 (Quarter 4). 5. Employee Implications 5.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable and, in turn, the Performance Appraisal process for individual employees. 6. Financial Implications 6.1. The outcomes within the Resource Plan are reflected in the respective Resource Revenue and Capital budgets and, longer term, within the framework of the Council’s approved Financial Strategy. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change or environmental implications as a result of this report. 7.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. 48
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All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2025/2026. 8. Other Implications 8.1. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 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. 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 17 April 2025 Link(s) to Council Values/Priorities/Outcomes The Resource Plan has been structured upon the Vision, Values, Priorities and Outcomes in the Council Plan Connect 2022 to 2027 Previous References None List of Background Papers Council Plan 2022 to 2027 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Liam Purdie, Head of Children and Justice Services and Chief Social Work Officer E-mail: Liam.Purdie@southlanarkshire.gov.uk 49
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Section Contents 1.0 Introduction 2.0 Key areas of focus for the year ahead 3.0 Resource outcomes 4.0 Measures and actions 5.0 Resourcing the Plan 52
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Section One – Introduction I am pleased to introduce our Resource Plan for 2025-26 which sets out our intended outcomes and priorities for the year ahead. This is the main annual business planning document for the Resource, reflecting the Council’s key priorities as set out in the Council Plan and the directions provided to the Council within the South Lanarkshire Integration Joint Board (IJB) Strategic Commissioning Plan (SCP). The overall aim of Social Work Resources is to promote social welfare and provide effective care and support to meet the needs of vulnerable people in South Lanarkshire. We are committed to working with partners to provide responsive and accessible services that meet a range of defined standards for service provision, and that support local people to maximise their potential, maintain their independence and improve outcomes. We support and protect children, young people, adults, older people, and their carers as well as adults involved with the justice system. There is a statutory requirement for the council to appoint a professionally qualified Chief Social Work Officer (CSWO) who must be registered with the Scottish Social Services Council (SSSC). The role of the CSWO is to provide professional advice and guidance to the local authority, South Lanarkshire IJB, elected members, and officers in the provision of Social Work services, whether commissioned or directly provided. A copy of the CSWO Report is available to download from the Council website. Social Work Resources delivers services that are shaped by statutory duties set out in legislation within a complex and changing environment. Population challenges, deprivation and health burdens place greater demands upon existing resources, whilst the establishment of multi-agency approaches support wider and agreed strategic objectives that are realistic and focused on the safety and protection of our local communities. Service background In terms of how the Resource is currently structured, there are three distinct areas of service as outlined below: Children and Justice services support and care for children, young people, and their families so that, wherever possible, young people can remain with their own families in their own communities. The service takes an innovative approach to provide family support and promote the welfare and development of children and young people, ensuring they have a voice and can participate in decisions about their lives. Social Work Resources have a duty to protect children; whilst this is a shared responsibility with other agencies and the community, Social Work has responsibility to investigate allegations of child abuse. These responsibilities are carried out in the framework of jointly agreed child protection procedures. Justice services work within the context of a South Lanarkshire Community Justice Partnership to enable people to participate effectively in response to the problems and consequences of crime. Services are offered in courts, local offices, and specialised teams to people referred by the courts, prisons, and other agencies. A key aim of the partnership is to offer support to people in conflict with the law to reduce their offending behaviour and promote community safety. This is done by helping a person resettle following a period in prison, addressing responsibility for offending, providing programs that offer realistic alternatives and raising awareness about how offending affects victims. 53
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South Lanarkshire University Health and Social Care Partnership (South Lanarkshire University HSCP) supports the operational delivery of community-based health and social care services for adults and older people on behalf of the South Lanarkshire IJB; which has responsibility for the strategic direction of the delivery of health and social care for adults and older people in South Lanarkshire. Staff deliver statutory services under a range of legislation including the Social Care (Self-directed Support) (Scotland) Act 2013, Adult Support and Protection (Scotland) Act 2007, Mental Health (Care and Treatment) (Scotland) Act 2003 and Adults with Incapacity (Scotland) Act 2000. Identifying assessed needs and planning support to meet those needs is undertaken collaboratively with adults, carers, and other partners, enabling people to have choice and control over their care. The IJBs intermediate care approach provides reablement and rehabilitation support both within the Blantyre Life Care Campus and at home with integrated support from the Home Assessment Teams. Performance and Support Services Performance and Support Services support the work of operational services within Social Work Resources and the South Lanarkshire University HSCP through a range of administrative and business support functions, including frontline operations; data processing; handling customer enquiries; and supporting record management. A dedicated team provides services and support in areas of consultation and engagement; information governance; complaints handling; regulation and inspection; and risk management. The provision of management and performance information supports statutory and local planning and performance, including the completion of Scottish Government returns and statutory performance indicators as required by service needs. In developing and then taking forward this plan, we build on what we have achieved and what we have experienced over recent years to ensure that we deliver services which are fit for purpose, sustainable, and protect those at most risk and support those with the greatest needs across all our communities. For all the adversity and uncertainty ahead, our ambitions are only matched by the drive and commitment of staff across our services. We remain committed to innovating and engaging with local communities, partners, and other stakeholders as we face the future together. Professor Soumen Sengupta Director, Health and Social Care 54
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Section Two – Key areas of focus for the year ahead 2.0. Overview The Resource has identified the main challenges, risks and new developments which will have significant impact on the delivery of services in the coming year. These are outlined briefly below. 2.1. Challenges and service demand The Social Work (Scotland) Act 1968 places a duty on all local authorities to “promote social welfare”. This legislative framework is both complex and ever changing and requires Social Work Resources to manage and change service delivery in line with new requirements. Scottish policy in health and social care is guided by Scotland’s Health and Social Care Standards, the embedding of human rights, the delivery of “The Promise” to children, young people and families, and engagement in community justice planning. Within social work, the vision requires a skilled and valued workforce with a focus on prevention, early intervention, and enablement. Social Work Resources takes consideration of the risks in service delivery, planning, and decision-making processes. Social Work managers provide strategic and operational oversight of risks across all service areas and provide an update on the risks affecting Social Work at each meeting of the Social Work Resources Committee. In the coming year Social Work Resources will continue to take forward all necessary actions, where appropriate, to mitigate or reduce the Resource’s exposure to these risks, in line with tolerance levels defined within the Council’s Corporate Risk Management Strategy. The financial position within Social Work Resources continues to be challenging with a cost-of- living crisis and increased morbidity with people living longer in poorer health. The Local Government Benchmarking Framework (LGBF) National Benchmarking Overview Report 2023- 24 recognises the requirement for social care services to meet statutory obligations whilst experiencing sustained demand and ongoing workforce challenges. Children and Families services has experienced budgetary pressures over recent years with residual pressures within residential placements, fostering and kinship care. The service set out its long-term intentions and budget recovery plan to Social Work Resources Committee during 2024, making use of the Sustainability and Value Option Appraisal Screening Scale to sustain financial balance in future years. Options and proposals designed to manage budget pressures have been reported regularly to Committee throughout the year, with decisions taken to establish Intensive Family Support Services and develop a joint project with Barnardo’s to support young people transition to independent living. The IJB has a statutory obligation to set a balanced budget and as is the case across Scotland, it continues to be faced with significant challenges in respect of the delivery of social care services over the coming years. Based on the information available, the projected funding gap over the three years from 2026-27 to 2028-29 is currently estimated to be £60 million, of which £29 million relates directly to adult and older people social care services. The IJB continues to be committed to prioritising resources to protect services and supports for the most vulnerable and at-risk throughout South Lanarkshire. The financial challenges are likely to be exacerbated by the overall population projection for South Lanarkshire which is expected to increase by 2% from 319,020 in 2018 to 325,243 by 55
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2028 (Graph 1). This increase focuses largely on those aged over 65 to 74 and 75+ with an expected rise of 20.8% and 25%, respectively. Conversely, the younger population is reducing, putting further pressure on the potential labour market and an already challenged workforce within social work and social care. With a decline in all younger age groups, with exception of those aged 25 to 44 which is expected to increase by just 2%, the growing demands from the older population are expected to impact directly on the future delivery of Social Work services. Graph 1 2.2. Regulation and inspection of services The Care Inspectorate is the independent scrutiny and improvement organisation responsible for regulating and inspecting care and support services for adults, children, and criminal justice social work services. A number of different approaches are undertaken by the Care Inspectorate including service specific inspections, thematic inspections, reviews, and supported self-evaluations. A national thematic review of social work governance and assurance arrangements was conducted across all local authorities and health and social care partnerships in Scotland during 2024. The intention was to establish how well social work governance and assurance arrangements support the delivery of safe and effective statutory duties and support the accountability of staff whilst upholding social work values. The findings, published in March 2025, will be taken forward by the council and IJB. South Lanarkshire Justice Services volunteered to be part of the Care Inspectorate’s self- evaluation process, trialling the new self-evaluation template in relation to performance management, quality assurance and governance. The service was found to have comprehensive governance arrangements in place and a strong culture of learning and innovation, with leaders demonstrating an inclusive and participatory approach. The service will take forward an implementation plan focussing on feedback. 56
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2.3. Recruitment and retention In recent years, the Council has faced ongoing challenges in recruiting and retaining Social Workers in a very competitive labour force market. In response, a modernisation programme across social work services resulted in the addition of a senior practitioner role to secure and establish capacity and resilience within the locality structure. Having recruited mainly from within the organisation, the retention of an experienced workforce has been achieved whilst developing a supportive management structure for social workers, including those newly qualified. Care at Home staffing levels have also steadily improved following a period of active recruitment. This has enabled the service to fully embed Home Assessment Teams within each locality area. The next stage of service development and redesign for Children and Justice Services will be focused on the transition and delivery of Self-directed Support for young people affected by disability. Justice services is embarking on the implementation of a Justice Social Work MAPPA team following a review of case load complexity in line with Social Work Scotland’s Setting the Bar Review in 2022. The service will also improve capacity of supervisors within the Unpaid Work Service in response to the number of new orders imposed by Scottish Courts and Tribunal Services. 2.4. Justice The South Lanarkshire Community Justice Partnership (CJP) supported early releases from prison during summer 2024, following a range of emergency circumstances put in place in response to the unmanageable population levels experienced by the Scottish Prison Service (SPS). Key partners ensured all appropriate persons were provided with early intervention, including screening for adult and child protection concerns, a housing interview and support with accommodation. The Prisoners (Early Release) (Scotland) Bill, passed on 26 November 2024, will support a sustained reduction in the prison population in the immediate and longer- term, resulting in further early releases during 2025. South Lanarkshire Justice Social Work Services are working with Social Work Scotland to identify potential ways in which they can provide the Pan Lanarkshire Court Services with additional opportunities to reduce the need to place people on remand and short-term sentences. To date arrangements have been put in place to provide the Sheriff with verbal standdown reports in respect of bail supervision and electronic monitoring. This will maximise the number of cases where bail supervision could be considered within the daily court schedule. The Children (Care and Justice) (Scotland) Act 2024 sets out to end the use of Young Offenders Institutions for children (those under 18 years of age) in Scotland. A priority of Justice services is to further develop provisions and pathways for young people (aged 16-21) involved in conflict with the law, ensuring young people involved are not criminalised and are provided with intensive and targeted support. In its commitment to the Lanarkshire Armed Forces Covenant, the Justice Social Work Unpaid Work service has developed the Positive Futures initiative for Armed Forces veterans who enter the Justice system. The service supports veterans with challenges in relation to substance use, employability, healthy living and mental health and signposts them to a range of specialist veteran organisations for ongoing support. The Scottish Veterans Commissioner commended the work of South Lanarkshire Council in the ‘Veterans and the Law’ report, published in October 2024, describing the initiative as best practice for the ‘life changing’ impact described by veterans involved in the initiative. 57
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2.5. Children, young people, and families Scotland’s promise to children and young people with experience of care that they will grow up loved, safe and respected is taken forward by The Promise Plan 2024/2030. The national plan was launched in June 2024 and provides a route map on the collaborative working that must continue to fulfil The Promise by 2030. Plans are in place locally to grow the membership of care experienced Champions in the coming year, focusing on the recruitment of younger Champions to ensure all views and opinions are represented. A tender for £1.2 million over a 3-year period to provide an Intensive Family Support Service started in February 2025. An approved provider will be commissioned to work with identified children in high-cost residential care. The costs would be funded from the anticipated annual savings from a reduction in placements, with the overall aim to support children and young people either within their family home or through alternative community options. Focussing on the whole family approach, parents and carers are working collaboratively in the development of the Family Support Hubs. Feedback is encouraged through Care Opinion and at specific consultation events for all family members including children and young people. Recognising their achievements to date, the Family Support Hubs were selected as finalists in the category “Care for Mental Health Award” at the Scottish Health Awards 2024. An area of further development will be to introduce an evidence-based training and resource programme which will focus on emotional health and wellbeing for all children, their parents, and carers. South Lanarkshire Children and Families Services and Housing Services, in partnership with Barnardo’s, successfully received a grant from the Big Lottery fund to provide a number of young people with long term accommodation and housing support. Currently supported by the Throughcare and Aftercare team, the young people will be supported by Barnardo’s staff, the Council’s Throughcare Housing Officer and offered employability support to develop the skills and confidence to enable them to live an independent lifestyle before fully preparing for independent living. The partnership work of the project was recognised when reaching the final stages of the Scottish Housing Awards 2024. The Child Friendly Complaints Handling principles and guidance were publicly launched in July 2024 by the Scottish Public Service Ombudsman. The guidance outlines the new approach for public bodies to involve children and young people in complaints that may affect them and ensure the rights of the child under the United Nations Convention on the Rights of the Child (UNCRC) are met throughout the complaints process. 2.6 South Lanarkshire University Health and Social Care Partnership Delivering the Strategic Commissioning Plan (SCP) intentions issued by the IJB are a priority for Social Work Resources. The SCP 2025-28 was approved by the IJB in March 2025. The Plan sets out a vision for integrated, person-centred health and social care and focuses on five strategic goals: • Nurture • Access • Flow • Recovery • Protect South Lanarkshire University HSCP is actively engaged with partners to reduce the number of delayed discharge episodes within hospitals through the ongoing implementation of an Optimal Discharge Planning Target Operating Model. The creation of a “community beat” has 58
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improved the appropriateness of social work referrals within hospital settings and is providing a better indication of the number of social work referrals that community teams can process. Collaborative working across the South Lanarkshire Alcohol and Drug Partnership (ADP) has made significant progress in response to the rise in drug related deaths across Scotland. The Medication Assisted Treatment Standards (MAT) are embedded across South Lanarkshire and include trauma training for staff and the commissioning of an advocacy service. Digital technology is evident across new developments in residential care services and empowering individuals to live independently within the community. The Glasgow Region 5G Innovation Fund has awarded eleven innovative approaches to use digital and data enabled smart technology to improve social connections within communities across Scotland. A successful bid for a time limited project to introduce a Smart TV messaging service within a South Lanarkshire care home has enabled residents to engage in direct contact with care home staff, family and friends via calls, text messages and video links through their Smart TV. Options to expand within other care homes will be explored. Meanwhile, the transition to the national Digital Alarm Receiving Centre (ARC) and the launch of phases 2 and 3 of the Amazon Healthcare Project in 2025, will allow people living within their own home to voice- activate their community alarm service to call the ARC, connect with their support networks via video, and participate in daily wellbeing checks, thus reducing risks and enhancing choice and control through innovative technology. South Lanarkshire University HSCP is committed to delivering the legislative requirements in relation to the Carers (Scotland) Act 2016. Lanarkshire Carers is the commissioned service supporting adult carers in South Lanarkshire, whilst Action for Children support young carers. The planned recommissioning of carer support within South Lanarkshire for both young people and adults will progress during 2025. Care Opinion provides a platform for service users to share feedback on their health and social care experiences. It has become a vital part of South Lanarkshire University HSCP, helping to evaluate services, support staff morale, and design improvements based on real experiences. The platform enhances our understanding of people's experiences with health and care services, ensuring that as we continue to promote its use, we remain responsive to those who engage with us. This alignment with our values supports safe, effective care delivery across South Lanarkshire. The impact of Care Opinion is reflected in its success with statistics showing that, in its early stages, the South Lanarkshire University HSCP has far exceeded the national average with record levels of engagement. 2.7 Cost of Living The UK is experiencing the worst cost-of-living crisis in 40 years. While all sectors of society are seeing prices rise, the impacts are greatest for those on the lowest incomes. The council recognises the immense pressures being faced by households across South Lanarkshire and acknowledges the additional demands on council services as a result. The council has in place a range of support which can help households manage scarce resources and services will continue to explore all avenues to support the most vulnerable in the year ahead. 2.8 Social Work IT System Replacement The replacement of the Social Work case management IT System is underway. To date significant progress has been made and a fully comprehensive familiarisation and training plan will be put in place to support business change processes for implementation. 59
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2.9 National Social Care Reform The 2021 findings and recommendations of The Independent Review of Adult Social Care in Scotland (IRASC) prompted COSLA and the Scottish Government to set out their intentions to work together to reform the social care system and enhance the rights for people accessing care support. A non-statutory National Care Service advisory board will be established with forthcoming amendments to the Bill to remove the requirement to legislate for structural reform in order to achieve the outcomes of the review. 2.10 Sustainable Development and Climate Change The council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. It is expected that, as a public body, the council leads by example and uses its role to influence area-wide climate change action and sustainability. The Sustainable Development and Climate Change Strategy (2022-27) sets out how the council aims to develop sustainably and tackle climate change. 60
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Section Three – Resource outcomes 3.1 Resource outcomes Social Work Resources has established the following Resource outcomes to support the delivery of Connect outcomes in 2025-26. Connect Outcomes Resource Outcomes Communities and Environment • Social Work Resources embeds sustainable development across services Education and Learning No Resource Outcomes for this Connect Outcome Health and Wellbeing • Care and protect children, young people, and adults from risk of harm • Provide assurance on the quality of registered care services • For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all • Help people to continue to live within their homes and communities through integrated community health and social care services • Promote early intervention and prevention to achieve healthy, active lives and reduce inequalities Children and Young People • Improve the health and wellbeing of children, young people, and families Housing and Land No Resource Outcomes for this Connect Outcome Our Economy No Resource Outcomes for this Connect Outcome 3.2. Delivering the Plan and achieving Best Value In working towards the six outcomes, the council aims to continually improve and ensure effective and efficient use of resources, and our business will be conducted with integrity, transparency and will operate to the highest standards. Social Work Resources has established the following Resource Outcomes to support Delivering the Plan and achieving Best Value. Delivering the Plan and achieving Best Value Resource Outcomes • Digital and ICT services meet the needs of the council and its customers 61
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Section Four – Measures and actions 4.0 Performance measures and action plan This section of the Resource Plan is divided into two parts: part (a) sets out our main performance measures against our outcomes; and part (b) describes the key actions we will take in the coming year to respond to the challenges ahead and improve services and outcomes. 4.a. How we will measure our performance The impact of Covid-19 and the current recruitment challenges continue to have an effect on performance for some services. The table below shows our performance measures, with the actual data last reported to Committee and the target for the last financial year and 2025-26. Additional context for the results/targets is provided within the note’s column, where applicable. Resource Outcome: Social Work Resources embeds sustainable development across services Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 1. Evidence the use of recycled stock as a percentage of all Equipu activity £155,580 10% 10% C01.06 Adult and Older No change from 24/25 2. Recycle and reuse community alarms per month n/a n/a 60 01.06 Adult and Older New measure for 25/26 Resource Outcome: Care and protect children, young people, and adults from risk of harm Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 3. Percentage of parental attendance at initial Child Protection Planning meetings 89% 85% 85% 04.05 Children and Justice No change from 24/25 4. Percentage of children seen by a supervising officer within 15 days 57% 75% 75% 03.04 Children and Justice No change from 24/25 National target 75% 5. Percentage of reports submitted to the Children’s Reporter within agreed timescales 53% 75% 75% C03.04 Children and Justice No change from 24/25 National Target 75% 6. Percentage of care experienced children and young people 10% 10% 10% C04.08 Children and Justice No change from 24/25 National target 10% 62
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Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes accommodated in residential placements 7. Percentage of statutory supervising officer visits completed within timescale for local authority welfare guardianship orders 94% 75% 75% C03.04 Adult and Older People No change from 24/25 8. Percentage of statutory supervising officer visits completed within timescale for private welfare guardianship orders 92% 75% 75% C03.04 Adult and Older People No change from 24/25 Resource Outcome: Provide assurance on the quality of registered care services Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 9. Percentage of internal care services graded 'good' or better in Care Inspectorate inspections n/a n/a 75% 07.10 Children and Justice and Adult and Older People New measure for 25/26 Resource Outcome: For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 10. Percentage of people on CPO unpaid work requirement seen within five working days by their case manager 72% 75% 75% 03.02 Children and Justice No change from 24/25 National target 75% 11. Percentage of people starting their placements within seven 70% 75% 75% 03.02 Children and Justice No change from 24/25 National target 75% 63
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Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes days of a CPO unpaid work sentence 12. Percentage of Justice Social Work reports submitted to Court by due date 98% 95% 95% C03.02 Children and Justice No change from 24/25 National target 95% Resource Outcome: Help people to continue to live within their homes and communities through integrated community health and social care services Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 13. Percentage of care at home hours reduced through Home Assessment intervention n/a 30% 30% 03.01 Adult and Older No change from 24/25 14. Percentage of people on a Drug Treatment and Testing Order (DTTO) seen within 2 days n/a n/a 95% 03.06 Adult and Older New measure for 25/26 15. Number of people participating in a co- produced SDS Assessment to exercise choice and control over their care. 3,459 3,000 3,000 03.05 Adult and Older People No change from 24/25 Resource Outcome: Improve the health and wellbeing of children, young people, and families Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 16.Reduce the number of babies living away from their families n/a n/a 10% 04.04 Children and Justice New measure for 25/26 Demonstrate the impact of the Family Support Hubs 64
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4.b What actions will we take in 2025-26 Resource Outcome: Care and protect children, young people, and adults from risk of harm Action Milestones/Steps we will take to deliver our actions Links Service 1. Provide strategic leadership and oversight of the delivery of public protection services and improved outcomes for children, young people, and adults Hold quarterly meetings of the Chief Officer’s Group (Public Protection) to monitor, scrutinise and evaluate public protection activity including performance, Learning Reviews, audit, and evaluation outcomes 03.04 Children and Justice and Adult and Older People New measure for 25/26 Resource Outcome: Provide assurance on the quality of registered care services Action Milestones/Steps we will take to deliver our actions Links Service 2. Consult and engage with service users, carers, other providers, and community forums in the process of self- evaluation of delivered care services Evaluate Care Opinion activity across services biannually 03.02 Performance and Support Services New measure for 25/26 Resource Outcome: For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all Action Milestones/Steps we will take to deliver our actions Links Service 3. Contribute to a reduction of the national prison population supporting individuals on release Evaluate the impact of the work of the Community Justice Partnership, reporting to Social Work Committee by December 2025. 03.02 Children and Justice New measure for 25/26 Resource Outcome: Help people to continue to live within their homes and communities through integrated community health and social care services Action Milestones/Steps we will take to deliver our actions Links Service 4. Commission independent services to ensure information, advice and support is available for people who provide care Tender of commissioned carers services to be completed by March 2026 03.04 Adult and Older People New measure for 25/26 65
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Resource Outcome: Promote early intervention and prevention to achieve healthy, active lives and reduce inequalities Action Milestones/Steps we will take to deliver our actions Links Service 5. Launch phases 2 and 3 of the Amazon Healthcare Project Project evaluation to be completed by March 2026 03.06 Children and Justice New measure for 25/26 6. Evaluate the potential to expand the Smart TV messaging service within residential services Project evaluation to be completed by September 2025 03.02 Adult and Older People New measure for 25/26 Resource Outcome: Improve the health and wellbeing of children, young people, and families Action Milestones/Steps we will take to deliver our actions Links Service 7. Engage families in receiving whole family support Demonstrate the impact of the Family Support Hubs within an annual report by March 2026 03.06 Children and Justice New measure for 25/26 Resource Outcome: Digital and ICT services meet the needs of the council and its customers Action Milestones/Steps we will take to deliver our actions Links Service 8. Deliver the implementation programme to replace the existing Social Work IT system within timescale Develop a fully comprehensive familiarisation and training plan to support business change processes for implementation 07.04 Performance and Support 66
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Section Five – Resourcing the plan 5.0. Introduction In this section we consider the resources needed to implement our plan, including funding and staffing. 5.1. Revenue budget 2025-26 The Resource has a Net Revenue Budget of £246.046 million. The table below allocates this budget across the services: Net budget by service £ million % Performance and Support Services 5.974 17.0 Adult and Older People 197.490 80.3 Children and Families 41.846 2.4 Justice and Substance Misuse 0.736 0.3 Total 246.046 100 5.2. Capital budget 2025-26 The following capital budget of £0.416 million is allocated: Capital Programme £ million Implementation of new IT Social Work Case Management System 0.416 Total 0.416 5.3. Resource employees Social Work Resources has 2822 employees as of February 2025. We support these employees to deliver their duties through a range of policies including personal appraisal and a robust training framework. The number of employees (per headcount) by service is as follows: Service Number of employees Adult and Older Peoples Services 2039 Children and Justice Services 535 Performance and Support 247 Total 2821 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 or email equalities@southlanarkshire.gov.uk 67
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 11 June 2025 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Strengthening Justice Services Capacity 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the confirmed Section 27 Grant for Justice Social Work Services funding allocation for South Lanarkshire, and proposals for strengthening local service capacity e] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the update in relation to confirmed Section 27 (S27) grant funding for 2025/2026, and proposals for local investment, be noted; and (2) that it be approved that the additional posts, as detailed in section 5, be added to the Social Work Resources’ establishment. [1recs] 3. Background 3.1. Funding allocation for Justice Social Work Services was included in the Scottish Government’s draft budget for 2025/2026, which was approved by the Scottish Parliament on 25 February 2025. 3.2. The budget includes additional investment of £5 million in justice social work and £15 million of continued funding which was provided to support COVID-19 recovery efforts and bail services, which will now be baselined and reoccurring for future years to help build capacity in Justice Social Work Services. 3.3 A total of £3.1 million nationally will also be repurposed. This includes £1.5 million of funding which is linked to the decommissioning of a justice social work third sector legacy service and £1.6 million of funding from the bail supervision and structured deferred sentences incentivisation schemes, which end on 31 March 2025. The new investment and the baselining of £15 million builds on the £11.4 million of new investment provided in 2024/2025. 3.4. This allocation includes a share of £2.5 million of investment to support the commissioning of third sector justice services in line with previous years. It will be for the local authority areas working with justice partners and third sector to target this funding in collaboration. The allocation of funding includes financial provision for the Caledonian Women and Children’s Service Equality Programme and the Caledonian Women and Children’s Service Violence Against Women and Girls Programme. 6 69
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3.5. Part 1 of the S27 Grant for Justice Social Work Services (flexible grant element) has included new investment for additional capacity of Justice Social Work Services in line with the National Strategy for Community Justice. 3.6. South Lanarkshire Council have received an additional S27 grant funding to support increased workload and development of justice services of which £0.555 million is available for investment. 4. Areas for Investment Community Payback and Unpaid Work Requirements 4.1. The March 2025 Committee paper Justice Services Unpaid Work Service - Update referenced increased workload challenges coupled with an outstanding backlog of hours along with a significant increase in new orders being made. 4.2. Through forecasting the potential increase in outstanding Unpaid Work hours over the next 5 years, it is estimated that these will increase by 57%. As such, it is proposed to allocate additional funding to the unpaid work supervisor role as outlined in section 5 of this report. In addition, £0.035 million would be allocated to support increasing Personal Protection Equipment, materials and fleet costs for 2025/2026. Moving Forward 2 Change (MF2C) 4.4. The Moving Forward 2 Change (MF2C – formerly Moving Forward: Making Change) programme provides one-to-one and group work to help people convicted of sexual offences address the underlying cause of their behaviour to prevent further offending. Data analysis informs that over the last 3 years there has been a 50% increase in Community Payback Orders with this programme’s requirements. Given this, alongside the reduction of custodial sentences for those that do not pose an imminent risk of sexual harm, an increase in statutory orders with MF2C requirements is likely. 4.5. As such, it is proposed to allocate additional funding to qualified social work posts to enhance undertake case management and group work capacity as outlined in section 5 of this report. National Strategy for Community Justice 4.6. The local reporting requirements for the national strategy require a significant level of information from operational justice services, analysis and co-ordination of data. In addition, there is a greater level of demand on Justice Services with respect to General Data Protection Requirements; and also contract procurement processing. 4.7. As such it is proposed to allocate additional funding to team leader capacity to undertake and develop Community Justice reporting, procurement activity and data protection requirements in justice social work services as outlined in section 5 of this report. 4.8. The post requires to be set at team leader grade due to it holding line management responsibilities for the Community Justice Co-ordinator post. In addition the role will have lead responsibilities for performance management and quality assurance framework development in Justice. Recovery Orientated Justice Service 4.9. In June 2023 the Committee approved the recommendations within the Reducing Drug Deaths: The South Lanarkshire Alcohol and Drug Problem Solving Court Report, including the use of fixed term funding from The Corra Foundation for 0.5 team leader 70
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and 2 FTE qualified social workers as part of the local Recovery Oriented Justice Service (ROJS). The Corra Foundation funding concludes in September 2025. 4.10. Analysis of the Alcohol and Drug Problem Solving Court and the work of the ROJS indicates that this innovative public health approach to justice services approach is yielding positive results for service users. A separate report is being presented to this (June 2025) meeting of the Committee recommending continuation of the service with a proposal to utilise S27 monies to make the posts referred to at 4.9. permanent. 5. Employee Implications 5.1. It is proposed that the following posts should be added to the Social Work Resources’ establishment on a permanent basis:- Post No of posts Grade SCP range Hourly rate Annual salary Gross Cost inc on costs 29.7% Total cost Placement Supervisor 3 G2 L3 Plus 1 46-48 £17.51- £17.98 £31,954- £32,812 £41,444 - £42,557 £124,333- £127,670 Social Worker 3 G3 L4 72-74 £24.24- £24.76 £44,236- £45,185 £57,374 - £58,604 £172,121 - £175,813 Team Leader (Operational Development) 1 G3 L8 79-80 £26.67- £27.07 £48,670- £49,400 £63,125 - £64,072 £63,125- £64,072 Total £359,579- £367,555 6. Financial Implications 6.1. The total cost of the staffing proposals at 5.1 is £0.367 million. In addition, a further £0.035 million will be invested in the unpaid work service as outlined at 4.2. The overall cost will be funded from the additional S27 funding received for 2025/2026 (as per 3.6). 6.2 As per 4.10, a separate report is being presented to this (June 2025) meeting of the Committee recommending continuation of the South Lanarkshire Alcohol and Drug Problem Solving Court with a proposal to utilise £0.149 million of S27 monies to make the associated and currently fixed-term posts permanent. 6.3 The total cost of the proposals is £0.551 million and will be funded from the additional monies from the S27 budget. 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 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. 71
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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. Professor Soumen Sengupta Director, Health and Social Care 21 May 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 Resources Committee - Justice Services Unpaid Work Service - Update - 26 March 2025 List of Background Papers National Strategy for Community Justice Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Gillian Booth - Service Manager Children and Justice Social Work Tel: 07725886299 E-mail: gillian.booth@southlanarkshire.gov.uk 72
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 11 June 2025 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Investing in Recovery Oriented Justice Services 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the impact of the South Lanarkshire Alcohol and Drug Problem Solving Court and Recovery Oriented Justice Service e] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the continuation of the South Lanarkshire Alcohol and Drug Problem Solving Court be supported; (2) that the Recovery Oriented Justice Service becoming an ongoing part of South Lanarkshire Justice Social Work Services be supported; and (3) that the specified fixed term posts be made permanent within the Social Work Resources’ establishment, as detailed in section 5 of this report. [1recs] 3. Background 3.1. Problem-solving justice is an umbrella term given to court-based approaches tackling problematic social, health and lifestyle issues linked to repeated patterns of offending. 3.2. In June 2023 the Committee approved the initiation of an innovative project to pilot an Alcohol and Drug Problem Solving Court in South Lanarkshire. This was to be the first in Scotland to directly support dual substance use, with interventions delivered in South Lanarkshire by the Recovery Oriented Justice Service (ROJS) team. 3.3. Developed with the support of the Sheriff Principal, the South Lanarkshire Alcohol and Drug Problem Solving Court has been designed to promote a public health approach to those in conflict with the law whose offending is related to their substance use and to protecting the public. This includes supporting people into recovery services. 3.4. The South Lanarkshire Alcohol and Drug Problem Solving Court became operational in Hamilton in December 2023, the criteria for inclusion being individuals:- aged between 25 and 55 years old having previously been subject to a Community Payback Order/custody/diversion from prosecution or at risk of custody having a drug use dependency or regular use that contributes to offending (this can include alcohol) 7 73
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being motivated to voluntarily engage with a structured deferred sentence for between 6 and 9 months, and to undertake an appropriate treatment plan 3.5. The pilot was resourced using a combination of funding from the Section 27 (S27) Grant for Justice Social Work Services and The Corra Foundation (following a successful application via the Scottish Government Drug Task Force) as well as additional resource made available through the Alcohol and Drug Partnership (ADP) for integrated nursing and peer mentor support within the ROJS team. 3.6. Having considered the data analysed of the reception to and impact of the pilot to- date, and given the additional S27 grant funding now confirmed for the council (as separately reported to this meeting of the Committee), a recommendation is now being proposed to convert the pilot project to an on-going part of the South Lanarkshire Justice Social Work Services in partnership with Hamilton Sheriff Court. 4. Alcohol and Drug Problem Solving Court – Analysis of Impact To-date 4.1. The ROJS is a multidisciplinary team made up of a team leader, two qualified social workers, one specialised addictions nurse and two peer mentors from the community justice organisation SACRO. 4.2. The ROJS assesses cases for suitability for the Alcohol and Drug Problem Solving Court. If an individual is assessed as suitable for the Alcohol and Drug Problem Solving Court their case is transferred from general Court business to the dedicated Court, with their being dedicated Alcohol and Drug Problem Solving Court Sheriffs overseeing the person’s progression. 4.3. The ROJS team provide support direct from the Court, with Social Workers attending all Alcohol and Drug Problem Solving Court reviews and offering support for the person to attend. Individuals subject to structured deferred sentences receive rapid access to treatment and support services, with health needs prioritised. Individual action plans that incorporate choice and a rights-based approach to best meeting identified needs are created in conjunction with the individual and their family or loved ones. 4.4. Importantly transition planning is an integral feature of the process, with those who engage supported to have a positive exit from the Justice system with continued supports in the community. The ROJS team engage heavily with third sector organisations to encourage those on the order to engage with their local recovery communities and wider support networks to assist with their recovery journey. 4.5. Independent analysis of the pilot to-date has provided evidence that indicates that this public health approach to justice services is yielding positive results. 4.6. Analysis of quantitative data has found that offending and substance use decreased for most individuals since being placed on a structured deferred sentence, with over 95% of those: On a structured deferred sentence who use substances having been provided pathways into either wider employment, housing, and some form of health and welfare opportunities. On a structured deferred sentence disposal sustaining or had completed their period of support. 74
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Receiving medically assisted treatment and/or recovery plans in conjunction with access to community-oriented recovery networks. Of service user families with lived experience having been provided with advice and support in the recovery journey. 4.7. Qualitative data from those with lived experiences and their families has further illuminated the nature of the improvements in the lives of those who have engaged. “I’m a different person since this happened. I’ve got a new perspective on life, better values, better goals. I want to move forward … I feel like I’ve turned everything around.” “My experiences with sheriffs were ‘yes, sir’ but this guy would talk to you, like ‘how are you feeling?’, ‘do you recognise this was wrong?’– it never felt like a judge, but someone who was caring, someone who was actually interested … a lot of positivity off the judge, and a lot of support from this team.” “The workers are all saying they’d like me to go on and be a mentor or something because I’ve had addictions for that long and I’m still here and I could give out good advice. It would be good to mentor people, to guide them and say, ‘this is my experience’ … save their life maybe … because I’m still here and I should [not] be.” “I don't know where to begin with thanking you. [SACRO] have been the driving force behind [my family members change] since you [worked with] him. We all appreciate what you do for people in need!” 4.8. The pilot project and the work of the ROJS staff has also been strongly supported by and positively commented upon by the Court Sheriff and staff. “The ROJS staff really do go above and beyond. The level of effort and commitment is commendable. I think we even see this with the service users in the court room, with members of the ROJS team … social work give practical support, and this can be taking the person to hospital, helping with housing forms, and even encouragement from day to day with peer mentors. It is the best example of an analytic approach.” 4.9. The project has also received national interest and recognition, notably winning the prestigious Integrated Care Award at the 2024 Scottish Health Awards. 4.10. With the impending expiration of The Corra Foundation funding (September 2025) and in order then to continue the Alcohol and Drug Problem Solving Court, it is proposed to allocate the additional S27 funding that has now been confirmed to make the team leader and the two qualified social workers posts within ROJS permanent. 4.11. The independent analysis of the impact of the Alcohol and Drug Problem Solving Court is continuing so as to both contribute to national learning and, subject to the approval of the recommendations here, inform the further development of the local service. 5. Employee Implications 5.1. It is proposed that the following posts should be added to the Social Work Resource establishment on a permanent basis:- 75
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Post No of posts Grade SCP range Hourly rate Annual salary Gross Cost inc on costs 29.7% Total cost Team Leader (ROJS) 0.5 G3 L8 79-80 £26.67- £27.07 £48,670- £49,400 £63,125 - £64,072 £31,563- £32,036 Social Worker (ROJS) 2 G3 L4 72-74 £24.24- £24.76 £44,236- £45,185 £57,374 - £58,604 £114,747- £117,209 Total £146,310- £149,245 6. Financial Implications 6.1. As separately reported to Committee, Part 1 of the S27 Grant for Justice Social Work Services (flexible grant element) has included new investment for additional capacity of Justice Social Work services in line with the National Strategy for Community Justice. South Lanarkshire Council have received additional S27 grant funding to support increased workload and development of justice services. 6.2. The total cost of the staffing proposals at 5.1 is £0.149 million, to be funded from the additional £0.555 million S27 funding available for investment in 2025/2026. 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 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. 8.2. It is recognised that the Scottish Courts and Tribunals Service may require to respond to necessary court scheduling requirements dependant of business priorities. In the event of any change to the current operating model justice social work services will ensure a public health approach ethos continues within the service and current resources are directed appropriately 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. Professor Soumen Sengupta Director, Health and Social Care 21 May 2025 76
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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 Resources Committee - Reducing Drug Deaths: The South Lanarkshire Alcohol and Drug Problem Solving Court - 28 June 2023 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Gillian Booth - Service Manager Children and Justice Social Work Tel: 07725886299 E-mail: gillian.booth@southlanarkshire.gov.uk 77
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 11 June 2025 Report by: Director, Health and Social Care Subject: Winter Planning 2024/2025 Debrief 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide a debrief of the winter preparedness arrangements for the Lanarkshire health and social care system for 2024/2025 and highlight learning for subsequent years with reference to anticipated revised national guidance [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the contents of the report be noted. 3. Background 3.1. Planning for Winter 2024/2025 commenced in August 2024 and, as in previous years, was undertaken in accordance with national guidance. The Lanarkshire approach to winter planning is a multi-agency approach across NHS Lanarkshire (NHSL), North and South Lanarkshire Integration Joint Boards (IJBs) and both councils together with the respective supports (for example, the Scottish Ambulance Service (SAS) and NHS 24. 3.2. National guidance was published on 24 September 2024 which set out the national expectations for those areas that local winter plans would be expected to address. The 4 winter planning priorities outlined follow a journey through the health and social care system:- Priority One: Prioritise care for all people in our communities, enabling people to live well with the support they choose and utilise effective prevention to keep people well, avoiding them needing hospital care. Priority Two: Ensure people receive the right care, in the right place at the right time, this includes prioritising care at home, or as close to home as possible, where clinically appropriate. Priority Three: Maximise capacity and capability to meet demand and maintain integrated health, social care and social work services, protecting planned and established care, to reduce long waits and unmet need. Priority Four: Focus on supporting the wellbeing of our health and social care workforce, their capacity and improving retention, as well as valuing and supporting Scotland’s unpaid carers. 3.3. The Lanarkshire winter plan for 2024/2025 developed by a multi-agency group including representatives NHSL, both Health and Social Care Partnerships (HSCPs) and councils, SAS and wider partners. Alongside being submitted to the Scottish 8 79
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Government by their due timescales, the winter plan was shared widely across the key partners and presented to key governance groups. 3.4. The winter plan was presented to this Committee at its meeting of 29 January 2025. 3.5. Through the winter period data available to support system monitoring and, where appropriate, opportunities for improvement were utilised daily in overseeing system pressures and where to prioritise input to support improved patient flow. This data also provided early warning of potential difficulties in relation to system flow at all levels across the NHSL and both HSCPs. The Public Health Scotland/National Services Scotland (NSS) real time dashboards for winter planning and Social Work Services were also available to assess performance and any emerging issues. 3.6. In per best practice and previous practice, the subsequent debrief of the Lanarkshire winter planning was undertaken in March 2025 and involved representatives from the partners who had contributed to its development (see 3.3). 4. Winter Preparedness Debrief 4.1. The Lanarkshire winter plan was structured in 2 main parts:- 4.1.1. The first element recognised the significant work undertaken as part of Operation Flow to maximise flow through acute hospitals and associated care pathways. The key objective for Operation Flow was and remains that patient safety is enhanced and staff wellbeing improved through a reduction in hospital occupancy and maintaining sustained improvement across all key performance metrics by:- managing demand across the system maintaining a positive admission and discharge balance maximising outflow. 4.1.2. A separate and detailed report on this has been presented to the NHSL Board at its January 2025 meeting and is accessible here:- Urgent and Unscheduled Care Festive Period and Actions Going Forward 4.1.3. All other aspects of the Lanarkshire-wide winter plan – including the input of the Flow Navigation Centre Plus (FNC+) - were undertaken via the multi-sectorial and multi- agency winter planning group (see 3.6). This debrief report focuses on those aspects. 4.2. Discharge Without Delay 4.2.1. Actions were taken to further embed the Discharge Without Delay programme and its related aspects across Lanarkshire, for example, utilisation of Planned Date of Discharge (PDD); harmonisation of Home Assessment Team services across both HSCP areas; support for individuals to receive end-of-life care in their own homes as preferred location of death through district nursing services. 4.2.2. Since the peak winter period, there has been a significant reduction in the number of delayed discharges with the position for North and South Lanarkshire currently below the Scottish average and below national target (i.e. reflecting a positive performance position). 4.3. Flow Navigation + Plus (FNC+) 4.3.1. The introduction and expansion of the FNC+ played a major role in the wider system response to managing winter pressures. Increased multidisciplinary staff presence within the FNC + Plus was essential to managing demand, for example, SAS 80
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Advanced Nurse Practitioners (ANPs) collaborating to maximise call before you convey opportunities; physiotherapists providing assessments of musculoskeletal presentations (which equates to 40% of all calls from NHS 24 meeting that criteria); and primary care clinicians working to identify patients that community staff could respond to. In addition, the first beds within NHSL’s new virtual wards became available in November 2024, with five patient pathways initially introduced: Hospital at Home; Call Before Convey; Respiratory Rapid Response; Outpatient Parenteral Antimicrobial Therapy; and Mental Health. 4.3.2. Further detail is provided within the report to the NHSL Board referred to in 4.1.2. 4.4. Social Care Provider Sustainability 4.4.1. Independent providers of social care in Scotland – notably care homes and care at home providers – have highlighted the continued difficult operating environment in which they operate. The majority of providers were able to support care as required over the winter period in Lanarkshire 4.5. Primary Care Access 4.5.1. As in previous years, the availability of national winter monies enabled a local enhanced service to support general practices over the peak winter. Over two-thirds of GP practices in Lanarkshire were accessible over the public holidays on 26 December 2024 and 2 January 2025 as well as Saturday 28 December 2024 and thereafter on all the Saturdays during January 2025. 4.5.2. There was also an extended public holiday pharmacy service available to ensure that people can both access prescriptions as well as being available for re-direction from NHS24, Primary Care Out of Hours Service (PCOOH), FNC+ and Emergency Departments where possible. 4.6. General Practice Sustainability 4.6.1. In common with the situation across Scotland, general practices across Lanarkshire are contending with demand and capacity challenges. Weekly reports were provided to Scottish Government on system pressures throughout the winter period and any GP practices that were unable to provide the full range of services that they would normally do were contacted by to ensure all possible support was provided to ensure sustainability issues could be managed. 4.7. Primary Care Out of Hours Service (PCOOH) 4.7.1. The establishment of an updated multi-disciplinary clinical model operating in the PCOOH Service has reduced the number of occasions when alternative arrangements require to be introduced, with these arrangements were enhanced over the winter period. 4.8. Contingency Arrangements for Additional Deaths 4.8.1. Whilst there was no reason to assume that there will be above average mortality rates when compared to other winters, as part of the routine contingency planning required every winter, additional mortuary capacity was identified for over the winter period. These contingency arrangements were not required over winter 2024/2025. 4.9. Vaccine Programme 4.9.1. Following final advice on the winter flu and COVID-19 booster programme from the Joint Committee on Vaccination and Immunisation (JCVI), vaccines were offered to all the eligible groups. The local programme utilised a range of ‘pop-up’ clinics in health centres, clinics and various local community facilities; local pharmacies for those aged 75 years and over; hospital outpatient departments at weekends; and 81
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three ‘mass vaccination centres’ at Muirhead Clinic (Chryston), Braidfute Retail Centre (Lanark) and Eddlewood Community Centre (Hamilton). In addition to this, there were a range of services designed to offer vaccines to any who are in geographical areas or part of a thematic/ethnic group where take up of vaccine may be lower than for the general population. 4.9.2. Despite the above, there was a reduction in vaccination uptake in comparison to last winter, with the greatest drop in the more affluent SIMD groupings; and a continued reduction in the number of health and social care staff vaccinated. 4.10. Carers Support 4.10.1. Both HSCPs worked closely with Lanarkshire Carers as well as a range of voluntary organisations such that increased levels of support were available to carers to support them to be able to continue to undertake their caring roles. Funding from the Carers (Scotland) Act 2016 allocation 2024/2025 was used to enhance operational services for carers, with a particular emphasis on Self-Directed Support (SDS). Internal capacity within both HSCPs has been strengthened to enable frontline staff in managing increasing demand with regards to supporting carers. This has seen a sharp increase in the number of carers being identified and, therefore, able to be signposted to the respective supports. 4.11. Staff Wellbeing 4.11.1. There was consistent messaging throughout the winter period with a view to ensuring that staff health and wellbeing was embedded and championed at all levels across the respective organisations. Staff Health and Wellbeing Week showcased the support, resources, initiatives and opportunities provided to help support staff to manage their health and wellbeing. Again, like the wider approach to winter planning, this recognised pressures which are system-wide; and a shared approach to manage the dynamic between the imperative to maintain staff health and well-being alongside the significant demand being placed on health and social care services. 4.11.2. Council and Health Board employed staff were also able to access a range of materials to support health and wellbeing through their respective employee programmes. 4.12. Wider Resilience 4.12.1. The winter plan was developed as a dynamic plan and one that was able to cope with change depending on the issues that emerged during the period. This had also been recognised from a Local Resilience Planning (LRP) perspective and a specific multi- agency planning exercise hosted by North Lanarkshire Council took place in November 2024 to test system-wide planning. 4.12.2. This particular winter period was subsequently marked by a highly unusual red weather warning - Storm Eowyn - in late January 2025 to which LRP partners – including NHSL, both councils and both HSCPs – responded effectively. 4.13. Local Insights 4.13.1. Notable insights identified through the local debrief process included:- importance of maximising the Lanarkshire Optimal Discharge Planning Target Operating Model scope to further enhance utilisation of Home Assessment Teams in North and South Lanarkshire opportunities from expanding number virtual beds and range of patient pathways 82
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value of more tailored awareness-raising of benefits of flu vaccination to population cohorts, supported by dissemination of up-to-date evidence to staff need for additional and early work to increase the uptake rate of flu vaccine for staff ahead of coming winter continued necessity for staff leave and rostering to reflect appropriate service continuity importance of contingency and emergency planning training and testing by LRP value of further evaluating impact of different components of winter response to inform future preparations 4.14. National Lessons Learnt 4.14.1. Scottish Government have brought forward the national “lessons learnt” process from previous years, and consequently civil service officials have shared the following reflections with whole system leaders:- Winter preparedness planning takes a comprehensive whole system approach in responding to a surge in demand for health and social care services over the winter season. However, the winter period is only one such period where services experience a surge in demand. The intention is that winter preparedness planning also supports NHS Boards and HSCPs in surge planning throughout the year. Whilst some progress was made to broaden out the winter plan for 2024/2025 to encompass both winter and generalised surge planning, more work is required to develop this further. A key challenge is the extent to which an annual winter preparedness plan will wish to focus on specific challenges identified for a forthcoming winter, versus the action associated with more general surge preparedness which will not need to change as much from year to year. It is, therefore, suggested that a different approach is taken in future whereby separate general whole system Surge Guidance is developed which is less likely to need to be significantly updated on an annual basis. This would then be supplemented by any supplementary national planning and preparedness which may be required alongside the Surge Planning Guidance setting out any specific additional actions to support services associated with each winter. The purpose of Surge Planning Guidance will be to support health and social care systems to work in a whole system way to respond to both anticipated and unanticipated surges in demand. Whilst winter is a key trigger for increased demands, it is not the only one, and dedicated surge planning guidance will build on what individual parts of the system already to prepare for surges in demand in a more co-ordinated, whole system approach, improving resilience over not only winter, but any period where there is increased demand. Reviewing feedback on the actions within the current winter plan through this lens suggests further work will need to be undertaken to more fully understand actions which are specific to addressing surges in demand, versus those which are part of ongoing work to improve patient flow and meet general demand. For example, whilst actions such as enhancing flow navigation centres and reducing ambulance turnaround times may have specific elements associated with addressing surges in demand, they are also key elements of ongoing improvement, reform and renewal work aimed at meeting service demand more generally. Surge Planning will, therefore, build on and integrate with broader reform and renewal work (particularly that associated with the forthcoming Service Renewal Framework) and delivery planning to ensure it is appropriately focussed on supporting specific, whole system actions required when there is an additional surge in demand, versus those actions being taken to address more systemic and long-term capacity and demand management. This will build on the work of 83
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the Whole System Dashboard to help identify surges which occur both within the winter season and at other times. Moving Surge Planning to its’ own dedicated guidance will allow future winter preparedness to be more sharply focussed on the key annual activities and actions associated with the winter season in particular. 4.14.2. Scottish Government officials have then proposed that winter preparedness for 2025/2026 is focussed on the following key action areas:- Annual vaccination campaign for winter respiratory viruses, with a particular focus on workforce vaccination across NHS, social care and other relevant community settings. National and local public winter messaging campaigns, such as the NHS 24 winter messaging campaign and NHS Inform. Support the mental health and wellbeing of frontline staff who may face increased stress associated with responding to winter pressures. Actions to mitigate against specific pressures arising from the four-day public holiday period over Christmas and New Year (building on the 2017 Improving health and social care service resilience over public holidays report). Action to put in place and utilise enhanced reporting and analysis of data on system pressures throughout the winter, such as via the Whole Systems Pressures Dashboard. Any specific additional actions which can be put in place over winter period (above and beyond that set out in Surge Guidance) regarding reducing delayed discharges; preparing the Primary Care sector, and in particular around Pharmacy First, NHS24 and SAS preparedness; managing flow of demand into unscheduled care services; and protection of planned care services. It has also been noted that much of the winter preparedness for 2024/25 was predicated on the assumption that pressures would be broadly in line with that seen in recent years. However, higher than anticipated levels of winter viruses placed additional pressure on the system beyond what had been anticipated. Drafting of the winter plan for 2025/2026 will aim to mitigate this potential optimism bias with the intention of better preparing the system in the event of another winter where pressures are higher than anticipated. In addition, in line with 2024/2025 there will be an internal facing scoping of any ‘in extremis’ measures which can be held in reserve over the winter to be deployed in the event of exceptional circumstances. 4.15. Scottish Government officials have indicated that there is a planning assumption that, in line with 2024/2025, there will be no additional specific winter preparedness funding in 2025/2026. 4.16. For many years, the annual winter plan has been principally led by South Lanarkshire University HSCP. Given the updated national approach above (4.14.1. and 4.14.2.) alongside revisions to management arrangements, local winter preparedness planning is now being led by the NHS Lanarkshire Planning Directorate. 4.17. Building on the completion of the local debrief process and its learning points, the Lanarkshire winter planning group will be re-convened ahead of summer 2025 to begin the preparation for winter for 2025/2026. That work will be updated and refined to reflect the refreshed national approach and guidance as intimated by Scottish Government above (see 4.14.1.and 4.14.2.) once published. It should be noted that the overall approach adopted in Lanarkshire to planning for winter 2024/2025 chimes 84
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with the updated approach proposed by Scottish Government for 2025/2026 and onwards. 5. Employee Implications 5.1. Within the context of previously highlighted workforce challenges for health and social care – both in Lanarkshire and across Scotland – additional health care staffing capacity funded and secured over the winter period mitigated the impact of workforce challenges. 5.2. As per 4.11.1. and 4.11.2. there was consistent messaging throughout the winter period with a view to ensuring that staff health and wellbeing was embedded and championed at all levels across the respective organisations. Again, like the wider approach to winter planning, this recognised pressures which are system-wide; and a shared approach to manage the dynamic between the imperative to maintain staff health and well-being alongside the significant demand being placed on health and social care services. 5.3. It has been confirmed that the vaccination programme for staff for 2025/2026 will be exclusively for flu (except for those staff who will qualify for any other vaccines due to their personal health issues). It is recognised that additional and early work is required to increase the uptake rate of flu vaccine for health and social care staff ahead of coming winter. Work is now underway to devise a programme that covers all social care staff who would be eligible to be vaccinated. This will detail the respective approach for each area and the various vaccination centres that would be available for staff to access and the respective times of availability to each. This will be accompanied by an ongoing communications process. 6. Financial Implications 6.1. A number of funding sources were utilised to cover the cost of the additional health care services introduced to provide the various mitigating actions described above. In total, around £4.0 million was utilised in funding within NHSL for all the additional health care services. 6.2. As per 4.15. Scottish Government officials have indicated that there is a planning assumption that, in line with 2024/2025, there will be no additional specific winter preparedness funding in 2025/2026. This will then have potential implications for what arrangements and which additional supports can be prioritised as part of future planning. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications arising from this report. 8. Other Implications 8.1. Winter pressures were identified within the South Lanarkshire IJB and the Council’s Social Work Resources’ Risk Register, being increased to very high through the winter period; and thereafter lowered as the impact reduced through March 2025 to present. The framing of that risk is being revisited to reflect the anticipated new guidance from Scottish Government (4.14.1.). 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. 85
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Professor Soumen Sengupta Director, Health and Social Care 19 May 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Working with and respecting others Previous References Social Work Resources Committee – 29 January 2025 List of Background Papers Scottish Government (2017) Improving health and social care service resilience over public holidays: report https://www.gov.scot/publications/improving-health-social-care-service-resilience-over- public-holidays-9781788514965/documents/ Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Cunningham, Head of Health and Social Care Phone: 01698 453704 E-mail: craig.cunningham@lanarkshire.scot.nhs.uk 86
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 11 June 2025 Report by: Director, Health and Social Care Subject: Care Inspectorate Update for Registered Care Services - 1 January to 31 March 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the outcome of inspections by the Care Inspectorate for registered services delivered and managed by Social Work Resources for the period 1 January to 31 March 2025 inform the Committee on the outcome of inspections by the Care Inspectorate from 1 January to 31 March 2025 for registered external services operating within South Lanarkshire [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): - [recs] (1) that the content of the report be noted. [1recs] 3. Background 3.1. The Care Inspectorate is the independent scrutiny and improvement organisation responsible for regulating and inspecting care and support services for adults, children and criminal justice social work services. It has the authority to place recommendations, requirements or issue an improvement notice seeking authority through the courts to close a registered service where there is failure to comply with or meet scrutiny and standards outlined within:- The Regulation of Care (Scotland) Act 2001 Health and Social Care Standards The Health and Care (Staffing) (Scotland) Act 2019 3.2. The Care Inspectorate carries out inspections based on a range of Quality Assurance Frameworks linking to the Health and Social Care Standards. https://www.careinspectorate.com/index.php/publications-statistics/147- professionals-registration/quality-frameworks 3.3. The quality framework is structured around 6 key questions:- 1. How well do we support people’s wellbeing? 2. How good in our leadership? 3. How good is our staff team? 4. How good is our setting? 5. How well is care and support planned? 9 87
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6. What is our overall capacity for improvement? 7. “How well do we support children and young people’s rights and wellbeing?” 3.4. This additional question has been included within the quality frameworks for secure accommodation services and care homes for children and young people and school care accommodation (special residential schools). 3.5. There have been no further quality framework publications since the last report. 3.6. Evaluations are combined from the key questions outlined above, alongside the quality indicators and grades: 6 Excellent, 5 Very Good, 4 Good, 3 Adequate, 2 Weak, 1 Unsatisfactory. Within the six-point scale, there is now also a grading key which can be seen below. The six-point scale 6 Excellent Outstanding or sector leading 5 Very Good Major strengths 4 Good Important strengths, with some areas for improvement 3 Adequate Strengths just outweigh weaknesses 2 Weak Important weaknesses – priority action required 1 Unsatisfactory Major weaknesses – urgent remedial action required Grading Key (I) Grading resulting from an inspection (C) Grading resulting from an upheld or partially upheld complaint (E) Grading resulting from an enforcement (A) Grading resulting from information submitted/not submitted by the provider 3.7. Inspection grades are published by the Care Inspectorate online:- https://www.careinspectorate.com/index.php/publications-statistics/93- public/datastore 4. Inspection Outcomes - Internal 4.1. The Council is responsible for 30 registered in-house care services, noting that some of these services are delivered from alternative sites. These services, their most recent inspection gradings and any changes in registration are detailed in Appendix 1. 4.2. Since the last report, 6 of the Council’s registered in-house services have been inspected (Table 1). Table 1 – Recent inspections (Internal) Date of Inspection How well do we support people’s wellbeing? How well is our care and support planned? How good is our setting? How good is our staff team? How good is our leadership? What is the overall capacity for improvement? Key Q 1 Key Q 2 Key Q 3 Key Q 4 Key Q 5 Key Q 6 Children’s Houses – Care Home Service Hunters Crescent 05/02/2025 5 5 5 5 5 Not Assessed Langlea Avenue 27/02/2025 5 5 5 5 5 Not Assessed 88
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4.3. Hunters Crescent provides care and accommodation for looked after young people. Langlea Avenue provides care and accommodation for cared for young people. The Care Inspection teams found that both Hunters Crescent and Langlea Avenue have significant strengths in aspects of the care provided and how these supported positive outcomes for children and young people. It was identified that both care home services showed a commitment to continuing care to ensure that young people were able to focus on education, employment and health and wellbeing. This was identified as an area of excellence by the Care Inspectorate. 4.4. David Walker Gardens offers residential care and support to a maximum of 50 older people, of whom a maximum of four places will be for those 50 years and above. There were 39 people living in the service at the time of this inspection visit. The inspection team found there to be significant strengths in supporting positive outcomes for people. An area for improvement in November 2022 had been noted. The service was requested to review their quality assurance processes. The Care Inspectorate found that this had been improved, and the service was able to demonstrate how this supported management to have a full overview of the service. The grade had been re-assessed for quality from a 'good' to a 'very good'. 4.5. Rutherglen Care at Home Service is registered to provide care and housing support to people living in the community. Care and support are provided to people with a range of support needs in their own homes across the Rutherglen, Cambuslang and surrounding areas. At the time of the inspection, the service was providing care at home support to 305 people. The inspection team found there to be significant strengths in aspects of the care provided and how these supported positive outcomes for people. 4.6. Blantyre Immediate Care is registered as a combined housing support and care at home service. The service provides a short-term step down reablement service to a maximum of 20 adults over 50 years of age who are experiencing a time of transition, recovery from illness, or crisis in their life for up to a maximum of 42 days. At the time of the inspection, support was being provided to 20 people. The inspection team found there to be significant strengths in supporting positive outcomes for people. Date of Inspection How well do we support people’s wellbeing? How well is our care and support planned? How good is our setting? How good is our staff team? How good is our leadership? What is the overall capacity for improvement? Key Q 1 Key Q 2 Key Q 3 Key Q 4 Key Q 5 Key Q 6 Care Home Service David Walker Gardens 09/03/2025 5 5 5 5 5 Not Assessed Housing Support Service Rutherglen Care at Home Service 05/02/2025 5 5 Not Assessed 5 5 Not Assessed Blantyre Intermediate Care 06/02/2025 5 5 Not Assessed 5 5 Not Assessed Care and Support Service (South) 17/03/2025 5 Not Assessed Not Assessed 5 Not Assessed Not Assessed 89
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4.7. Care and Support Service (South) is a support service for people with a learning disability. The service aims to provide a high-quality care service that supports people to stay in their own tenancies as valued members of the community. To enable people to lead as independent a life as possible. At the time of this inspection, the service was being provided to 25 people in their own tenancies across the South Lanarkshire area. The inspection team found there to be significant strengths in supporting positive outcomes for people. The Care Inspectorate observed, positive, caring and nurturing relationships between staff and people. Staff supported people at an appropriate pace and involved each person when delivering support. 4.8 Thematic Review – Justice Services The Care Inspectorate completed a thematic review of Justice Services in respect of the priorities outlined within the National Strategy for Community Justice. South Lanarkshire Justice Services volunteered to be part of the Care Inspectorate’s self- evaluation process, trialing the new self-evaluation template created by the Care Inspectorate in relation to performance management, quality assurance and governance. A report on that engagement and the feedback provided was presented to the Social Work Resources Committee at its meeting of 29 January 2025. The national report of the thematic review can be accessed here: Justice Social Work – Self-evaluation of performance, quality and outcomes: A national review 5. Inspection Outcomes - External 5.1. There are 151 external registered care services regulated and inspected within South Lanarkshire. These include care homes for adults, older people, and children; short break services; support services (day opportunities); care at home services, housing support services, school care accommodation for children aged 10 to 18, and nurse agencies. 5.2. During the period 1 January 2025 to 31 March 2025, thirty-four of these services were inspected: seventeen care home services; five housing support services; eleven support services and one nurse agency. These services and their most recent inspection gradings are detailed in Appendix 2. 5.3. The Care Inspectorate reported that one external provider service operating with South Lanarkshire had declined gradings and were assessed as good (4) in more than one indicator (Table 2) during this period. 5.4 There are now 25 external independent care homes for children and young people across South Lanarkshire. Children from 26 other placing local authorities tend to use these small children’s houses. Those placing authorities will be responsible for the Care Management of the children and young people placed there, but whilst placed in South Lanarkshire those children and young people will require education and health care services. Childrens Services Partnership and Childrens Commissioners are made aware to these services. 90
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Table 2 – Recent inspections (External) 5.5. Auchlochan Homecare is registered to provide a care at home service to people in their own homes. The service is provided by MHA Auchlochan who have gone into administration. Administrators have appointed Healthcare Management Solutions to oversee and run the service. People who receive a service live in Auchlochan retirement village which is located close to the village of Lesmahagow in Lanark. At the time of the inspection, 38 people were being supported by the service. 5.6. The Care Inspectorate undertook an inspection of Auchlochan Homecare in March 2025, with the service assessed as good (4) across four out of the five indicators scrutinised. A decline in gradings was highlighted compared to the previous inspection gradings. Inspectors identified that improvements are required in the oversight, recording and reporting of information, with relevant information being reported to the Care Inspectorate in line with legislation, ensuring that care and support is consistent with the Health and Social Care Standards. It was also identified by the Care Inspectorate that the provider should ensure completion of the quality assurance processes in place in order to support improvements within the service. 5.7. Netherlethame is a care home for children and young people. The service provider is Common Thread Group and is registered to care for three children and young people. Netherlethame is a large rural property near Strathaven. 5.8. The Care Inspectorate undertook a follow up inspection of Netherlethame in February 2025, to examine progress made in relation to requirements and areas for improvement made at a full inspection in April 2024. Despite some progress being made in relation to the four requirements set at the last inspection, these were all assessed as not met and gradings of weak (2) across all indicators were advised. This inspection highlighted the importance of the provider undertaking an analysis of the variety of incidents that are recorded, including child protection referrals and occasions when young people are missing from home. This would support staff to capture learning, identify future support needs and more effectively manage risk. Within the report it had been highlighted that there had been a period of time since the last inspection that young people's safety had been compromised with some poor outcomes identified. The process of risk assessment had been poor, with minimal reflection as an organisation on decision making. 6. Employee Implications 6.1. There are no direct employee implications in relation to this report. Date of Inspection How well do we support people’s wellbeing? How well is our care and support planned? How good is our setting? How good is our staff team? How good is our leadership? What is the overall capacity for improvement? Key Q 1 Key Q 2 Key Q 3 Key Q 4 Key Q 5 Key Q 6 Support Service Auchlochan Homecare 10/03/2025 5 4 Not Assessed 4 4 Not Assessed Children’s Houses – Care Home Service Netherlethame 26/02/2025 2 2 2 2 2 Not Assessed 91
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7. Financial Implications 7.1. There are no direct financial implications in relation to this report. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 9. Other Implications 9.1. The context of this report relates to the following risk within the Council and the Social Work Risk registers:- Failure to comply with or meet the expected standards, scrutiny levels, or improvement as identified by regulatory bodies. – Social Work residual risk scoring of 12. 9.2. A review of all recommendations and actions cited within Care Inspectorate reports for in-house services has been undertaken by officers. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function, or strategy, or recommend a change to existing policy, function, or strategy and, therefore, no impact assessment is required. Professor Soumen Sengupta Director, Health and Social Care 15 May 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs. Working with and respecting others. Accountable, effective, efficient, and transparent. Previous References None List of Background Papers https://www.careinspectorate.com/index.php/publications-statistics/93-public/datastore Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Liam Purdie, Head of Children and Justice Services and Chief Social Work Officer Ext: 4887 (Phone: 01698 454887) Email: liam.purdie@southlanarkshire.gov.uk 92
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Appendix 1: Internal Care Inspectorate Gradings as of 31 March 2025 Year of inspection Service Latest Inspection How well do we support people's wellbeing? How well is our care and support planned? How good is our setting? How good is our staff team? How good is our leadership? 2025 Care at Home Care and Support Service (South) 17/03/2025 5 Not Assessed Not Assessed 5 Not Assessed Care Home Service David Walker Gardens 09/03/2025 5 5 5 5 5 Children & Young People Langlea Avenue 27/02/2025 5 5 5 5 5 Care at Home Blantyre Intermediate Care 06/02/2025 5 5 Not Assessed 5 5 Care at Home Rutherglen Care at Home Service 05/02/2025 5 5 Not Assessed 5 5 Children & Young People Hunters Crescent 05/02/2025 5 5 5 5 5 2024 Care at Home Hamilton Home Care Service 03/12/2024 5 5 Not Assessed 5 5 Care at Home East Kilbride Home Care Service 19/11/2024 5 Not Assessed Not Assessed 5 Not Assessed Care Home Older McKillop Gardens* 28/11/2024 5 5 5 5 5 Home First (HAT) Home Assessment Team (Hamilton & Clydesdale) 30/10/2024 5 5 Not Assessed 5 4 Home First (HAT) Home Assessment Team (East Kilbride & Rutherglen) 23/09/2024 5 5 Not Assessed 5 4 Care at Home Clydesdale Homecare 24/05/2024 5 5 Not Assessed 5 5 Care Home Older Meldrum Gardens 18/01/2024 5 5 5 5 5 2023 Children’s House Station Road 22/09/2023 4 4 4 4 4 Children & Family South Lanarkshire Council - Adoption Service 27/03/2023 4 5 Not Assessed 5 5 Children & Family South Lanarkshire Council - Fostering Service 27/03/2023 5 5 Not Assessed 5 4 2022 Children’s House Bardykes Road 29/07/2022 5 5 5 5 5 Children’s House Hillhouse 30/06/2022 5 5 5 5 5 Children’s House Rosslyn Avenue 13/05/2022 5 5 5 5 5 2019 Day Services Harry Heaney Centre 10/05/2019 5 5 5 5 5 Day Services South Lanarkshire Lifestyles - Fairhill 22/01/2019 5 5 5 5 5 C&F Supported Carers Service 22/01/2019 5 5 Not Assessed 5 5 93
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Year of inspection Service Latest Inspection How well do we support people's wellbeing? How well is our care and support planned? How good is our setting? How good is our staff team? How good is our leadership? 2017 Day Services South Lanarkshire Lifestyles Eastfield 15/11/2017 5 5 5 5 4 Day Services Meldrum House 05/06/2017 5 5 5 5 5 Day Services South Lanarkshire Lifestyles - Stonehouse 26/05/2017 5 5 5 4 5 Day Service Lesmahagow Neighbourhood Centre 07/02/2017 5 5 6 5 5 2016 Day Service South Lanarkshire Lifestyles East Kilbride 13/12/2016 5 5 5 5 5 Day Service Newberry Rooney 22/11/2016 5 5 5 5 4 2015 Day Service Lifestyle Lanark, Harry Smith Complex 12/08/2015 6 6 6 6 6 94
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Appendix 2: Care Inspectorate Gradings – South Lanarkshire External Providers as of 31 March 2025 CSNumber Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2003001376 Care Home Service Older People Voluntary or Not for Profit Abbeyfield Rutherglen Society Limited 11/11/2024 30/10/2024 3 4 4 3 3 Same CS2003001385 Care Home Service Learning Disabilities Voluntary or Not for Profit Clannalba 26/10/2022 23/03/2025 5 4 4 5 5 Same CS2003001386 Care Home Service Learning Disabilities Voluntary or Not for Profit New Ridgepark 13/01/2025 12/12/2024 4 4 3 3 3 Same CS2003001388 Care Home Service Learning Disabilities Private Castle Street Care Home, Living Ambitions Limited 02/09/2024 02/08/2024 3 3 4 4 4 Same CS2003001398 Care Home Service Mental Health Problems Voluntary or Not for Profit Sheriff Park Service 10/12/2024 14/11/2024 5 6 6 6 5 Same CS2003001400 Care Home Service Learning Disabilities Voluntary or Not for Profit Lanark Project 22/09/2022 27/03/2025 5 4 5 5 5 Same CS2003001401 Care Home Service Learning Disabilities Voluntary or Not for Profit Threshold Support Services - Residential 15/01/2025 09/12/2024 4 4 4 4 3 Same CS2003010439 Care Home Service Mental Health Problems Private Southview 08/07/2024 02/07/2024 3 3 3 3 3 Same CS2003010440 Care Home Service Older People Private Greencross 02/04/2024 21/03/2024 5 4 4 4 4 Same CS2003010566 Care Home Service Older People Private Clinton House Nursing Home 20/11/2023 25/10/2023 4 4 4 4 4 Same CS2003010577 Care Home Service Older People Private Greenhills Care Home 25/03/2025 29/10/2024 3 3 3 3 3 Same CS2003010597 Care Home Service Older People Private Westwood House Nursing Home 05/12/2023 26/10/2023 4 4 4 4 4 Same CS2003015114 Care Home Service Learning Disabilities Voluntary or Not for Profit Scottish Autism - South West Area Services - Staikhill 21/05/2024 10/05/2024 4 4 4 4 4 Same CS2003015475 Care Home Service Physical and Sensory Impairment Voluntary or Not for Profit Lanarkshire Houses 06/02/2023 26/01/2023 4 5 5 5 4 Same CS2003041409 Care Home Service Older People Private Abbey Lodge Care Home 25/11/2024 13/11/2024 5 4 4 5 4 Same CS2003041861 Care Home Service Respite Care and Short Breaks Voluntary or Not for Profit South Lanarkshire Short Break Service 13/02/2020 27/04/2022 5 4 5 5 5 Same CS2003046475 Care Home Service Older People Private Whitehills Care Home 21/10/2024 16/10/2024 3 3 3 3 3 Same 95
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CSNumber Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2003047729 Support Service Other than Care at home Voluntary or Not for Profit Hamilton Towers Resource Centre 20/07/2018 18/06/2018 4 4 4 4 4 Same CS2003050656 Care Home Service Older People Private Lindsayfield Lodge 19/04/2024 01/03/2024 5 5 5 5 4 Same CS2004058239 Housing Support Service Voluntary or Not for Profit Scottish Autism - South West Scotland Services 08/10/2024 26/09/2024 5 5 Not Assessed 5 5 Same CS2004061323 Housing Support Service Voluntary or Not for Profit The Richmond Fellowship Scotland - South Lanarkshire 1 15/03/2024 26/02/2024 5 5 Not Assessed 4 5 Same CS2004061324 Support Service Care at Home Voluntary or Not for Profit The Richmond Fellowship Scotland - South Lanarkshire 1 - Care at Home 15/03/2024 26/02/2024 5 5 Not Assessed 4 5 Same CS2004061337 Housing Support Service Voluntary or Not for Profit The Richmond Fellowship Scotland - East Renfrewshire & South Lanarkshire 2 01/10/2024 23/08/2024 5 6 Not Assessed 5 6 Same CS2004066246 Housing Support Service Voluntary or Not for Profit Abbeyfield Strathaven & District Society Ltd 13/07/2023 22/06/2023 5 5 Not Assessed 5 5 Same CS2004068390 Housing Support Service Voluntary or Not for Profit Hamilton Supported Living Service - Housing Support Service 12/02/2025 21/01/2025 5 5 Not Assessed 5 4 Same CS2004068399 Support Service Care at Home Voluntary or Not for Profit Hamilton Supported Living - Care at Home Service 12/02/2025 21/01/2025 5 5 Not Assessed 5 4 Same CS2004068451 Housing Support Service Voluntary or Not for Profit Source Housing Support Service 04/03/2020 06/03/2025 6 6 Not Assessed 6 5 Same CS2004068454 Support Service Care at Home Voluntary or Not for Profit Source Housing Support Service 04/03/2020 06/03/2025 6 6 Not Assessed 6 5 Same CS2004069240 Support Service Care at Home Private Real Care Agency 27/01/2025 09/01/2025 3 3 Not Assessed 3 3 Same CS2004071231 Support Service Care at Home Voluntary or Not for Profit Rutherglen Community Carers 25/03/2025 28/02/2025 5 5 Not Assessed 5 5 Same 96
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CSNumber Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2004079128 Housing Support Service Voluntary or Not for Profit The Hamilton Project 02/09/2019 05/08/2019 5 5 Not Assessed 5 5 Same CS2004079130 Housing Support Service Voluntary or Not for Profit The Lanark Project 03/11/2017 19/10/2017 5 5 Not Assessed 5 5 Same CS2004080095 Housing Support Service Private Real Care Agency 27/01/2025 09/01/2025 3 3 Not Assessed 3 3 Same CS2005102377 Care Home Service Older People Private Arberglen Care Home 02/07/2024 20/06/2024 3 3 3 3 3 Same CS2005108192 Care Home Service Older People Private Beechgrove Care Home 13/06/2022 21/03/2025 5 4 5 4 5 Same CS2005110586 Care Home Service Children & Young People Voluntary or Not for Profit Action for Children - Silverton Short Breaks 16/05/2024 28/02/2024 5 5 5 5 5 Same CS2006115094 Care Home Service Older People Private Rosaburn House 21/10/2024 25/09/2024 4 4 4 5 4 Same CS2006117311 Care Home Service Older People Private Miltongrange Nursing Home 16/07/2024 17/06/2024 4 4 4 4 4 Same CS2006131737 Care Home Service Older People Private Woodhurst Care Centre 15/05/2024 09/05/2024 4 4 3 4 3 Same CS2006137442 Care Home Service Learning Disabilities Private Collisdene Care Centre 09/10/2024 25/09/2024 4 3 3 3 3 Same CS2007142366 Housing Support Service Voluntary or Not for Profit Wheatley Care South Lanarkshire Personalised Support Services 06/01/2020 15/11/2019 5 5 Not Assessed 4 5 Same CS2007143644 Support Service Care at Home Voluntary or Not for Profit Touchbase Lanarkshire 17/02/2025 09/01/2025 5 5 4 5 5 Same CS2007144696 Care Home Service Children & Young People Private Kyllimoons Care Home 12/05/2023 20/03/2023 6 6 6 6 6 Same CS2007144754 Care Home Service Children & Young People Private Tanglewood 19/09/2024 02/05/2024 6 6 6 6 6 Same CS2008169473 Care Home Service Children & Young People Private Rowallan 07/03/2025 08/11/2024 5 5 5 5 5 Same CS2008172862 Care Home Service Older People Private Croftbank House 24/03/2025 14/03/2025 5 4 4 5 5 Same CS2008184563 Care Home Service Older People Private Dunvegan Lodge Care Home 02/02/2024 30/01/2024 4 4 4 5 5 Same CS2008191123 Housing Support Service Voluntary or Not for Profit Threshold Support Services - Housing Support 24/07/2024 05/07/2024 5 5 Not Assessed 5 5 Same 97
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CSNumber Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2008192338 Support Service Care at Home Voluntary or Not for Profit Threshold Support Services - Care at Home 24/07/2024 05/07/2024 5 5 Not Assessed 5 5 Same CS2008192910 Support Service Care at Home Voluntary or Not for Profit Auchlochan Homecare 21/03/2025 10/03/2025 5 4 Not Assessed 4 4 Decline CS2009193751 Support Service Other than Care at home Private Dunvegan Lodge Day Care 25/09/2022 13/05/2022 5 5 4 5 5 Same CS2009194187 Care Home Service Learning Disabilities Voluntary or Not for Profit Cherry Tree Court 20/02/2024 25/01/2024 5 5 4 4 5 Same CS2009233687 Housing Support Service Voluntary or Not for Profit Eva Burrows 1st Stop Accommodation Project 21/07/2017 24/05/2017 6 6 Not Assessed 6 5 Same CS2010250122 Housing Support Service Private CERA - East Kilbride 25/11/2024 04/11/2024 4 4 Not Assessed 4 4 Same CS2010250137 Support Service Care at Home Private CERA - East Kilbride 25/11/2024 04/11/2024 4 4 Not Assessed 4 4 Same CS2010270301 Care Home Service Children & Young People Private Devonside 20/12/2024 15/11/2024 4 4 4 4 4 Same CS2010272692 Support Service Other than Care at home Voluntary or Not for Profit East Kilbride & District Dementia Carers' Group 09/07/2019 03/07/2019 5 5 6 5 6 Same CS2010275360 Support Service Care at Home Voluntary or Not for Profit Up2Us Support Service 09/05/2023 21/04/2023 5 5 Not Assessed 5 4 Same CS2010275380 Housing Support Service Voluntary or Not for Profit Up2Us Support Service 09/05/2023 21/04/2023 5 5 Not Assessed 5 4 Same CS2010279555 Nurse Agency Private Initial Healthcare Ltd 17/10/2023 14/09/2023 4 5 Not Assessed 5 4 Same CS2011281083 Support Service Care at Home Private Priory Supported Living in Scotland 20/05/2024 18/04/2024 4 4 Not Assessed 4 4 Same CS2011281086 Housing Support Service Private Priory Supported Living in Scotland 20/05/2024 18/04/2024 4 4 Not Assessed 4 4 Same CS2011285878 Care Home Service Older People Private Flemington Care Home 17/06/2024 31/05/2024 3 3 3 4 3 Same 98
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CSNumber Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2011286888 Housing Support Service Private Right There Pathways 28/02/2020 13/11/2019 5 5 Not Assessed 4 4 Same CS2011289574 Housing Support Service Voluntary or Not for Profit Women's Aid South Lanarkshire and East Renfrewshire 16/05/2019 04/04/2019 6 6 Not Assessed 5 6 Same CS2011300687 Care Home Service Older People Private Douglas View Care Home 10/06/2024 23/05/2024 5 4 4 5 5 Same CS2011300794 Care Home Service Older People Private Cathkin House Care Home 25/09/2023 17/08/2023 5 4 4 5 4 Same CS2011301120 Care Home Service Older People Private Avonbridge Care Home 24/02/2025 23/01/2025 3 4 4 4 5 Same CS2011301463 Care Home Service Older People Private Lornebank Care Centre 15/04/2024 13/03/2024 4 4 4 4 4 Same CS2011304632 Care Home Service Older People Private Duncraggan Care Home 27/02/2025 11/02/2025 3 3 3 4 3 Same CS2012306827 Support Service Care at Home Private Bluebird Care (South Lanarkshire) 28/08/2019 18/03/2025 4 4 Not Assessed 4 4 Same CS2012307320 Care Home Service Children & Young People Private Green Pastures 03/02/2025 21/01/2025 5 5 5 5 5 Same CS2012310877 Housing Support Service Voluntary or Not for Profit Charles Brownlie House 18/04/2024 25/03/2024 5 5 Not Assessed 5 5 Same CS2012311539 Care Home Service Learning Disabilities Private Millburn Homes 17/05/2022 17/03/2025 4 4 5 4 4 Same CS2013320586 Care Home Service Older People Private Victoria House Care Home 17/10/2024 10/10/2024 4 3 4 4 4 Same CS2013322705 Care Home Service Older People Voluntary or Not for Profit Lower Johnshill 17/06/2024 02/05/2024 4 3 4 3 4 Same CS2014331925 Care Home Service Children & Young People Private Blairbeth Road 02/10/2024 29/08/2024 5 5 5 5 5 Same CS2015336900 Care Home Service Children & Young People Private Duneaton 14/05/2024 12/03/2025 4 4 4 4 4 Same CS2015339267 Support Service Care at Home Voluntary or Not for Profit Scottish Autism - South West Scotland Services 08/10/2024 26/09/2024 5 5 Not Assessed 5 5 Same CS2015339598 Care Home Service Older People Private Avonhaugh Nursing Home 27/03/2025 24/03/2025 4 4 4 5 4 Same CS2015342773 Support Service Care at Home Private Angels Home Care Lanarkshire Ltd 11/10/2023 04/10/2023 5 Not Assessed Not Assessed Not Assessed 4 Same 99
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CSNumber Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2015343491 Care Home Service Children & Young People Private The Cottage 20/01/2025 20/12/2024 5 5 5 5 5 Same CS2015343505 Support Service Care at Home Private Care Solutions Central Scotland 30/01/2024 05/10/2023 4 5 Not Assessed 5 4 Same CS2016349466 Care Home Service Children & Young People Private Care Visions - The Knowe 13/03/2025 21/02/2025 5 5 5 5 5 Same CS2016350030 Care Home Service Older People Private Georgia Park Care Home 24/02/2025 11/02/2025 3 3 4 4 3 Same CS2016350328 Support Service Care at Home Private Heather's Bespoke Care 05/02/2025 22/01/2025 5 5 Not Assessed 4 4 Same CS2016350565 Support Service Care at Home Private Home Instead South Lanarkshire 18/11/2024 24/10/2024 5 5 Not Assessed 5 5 Same CS2016350780 Care Home Service Mental Health Problems Private Clyde Valley Care Home 27/03/2025 25/03/2025 5 4 4 5 5 Same CS2016351239 Care Home Service Alcohol & Drug Misuse Private Calderglen House 28/04/2023 18/04/2023 4 4 4 4 4 Same CS2016352774 Housing Support Service Voluntary or Not for Profit Hanover Housing Support Service - Care (East) 06/05/2022 08/03/2022 5 5 Not Assessed 5 5 Same CS2017353798 Support Service Care at Home Private Bespoke Clinical Care 11/07/2024 13/06/2024 5 6 Not Assessed 5 4 Same CS2017353831 Support Service Care at Home Voluntary or Not for Profit Together in Lanarkshire 20/07/2020 25/02/2020 5 5 5 5 5 Same CS2017354591 Support Service Care at Home Voluntary or Not for Profit Sense Scotland Supported Living Lanarkshire 2 & surrounding area 14/12/2023 22/11/2023 5 5 Not Assessed 5 5 Same CS2017354593 Housing Support Service Voluntary or Not for Profit Sense Scotland Supported Living Lanarkshire 2 & surrounding area 14/12/2023 22/11/2023 5 5 Not Assessed 5 5 Same CS2017358108 Care Home Service Older People Private Abbeydale Court Care Centre 28/11/2024 26/11/2024 4 4 3 4 4 Same CS2017360075 Support Service Care at Home Voluntary or Not for Profit Abbeyfield Strathaven & District Society Ltd 13/07/2023 22/06/2023 5 5 Not Assessed 5 5 Same CS2017361020 Care Home Service Older People Private Rutherglen Care Home 13/02/2025 20/01/2025 3 4 3 3 3 Same 100
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CSNumber Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2018363986 Support Service Care at Home Private All New Beginnings Ltd 01/10/2024 06/09/2024 4 3 Not Assessed 5 4 Same CS2018365629 Care Home Service Children & Young People Private Glenochar 15/10/2024 10/09/2024 4 4 4 4 4 Same CS2018365850 Nurse Agency Private Newcross Healthcare Scotland 25/05/2023 06/04/2023 5 Not Assessed Not Assessed Not Assessed 5 Same CS2018365959 Care Home Service Older People Private Bothwell Castle Care Home 08/02/2024 25/01/2024 5 5 5 4 5 Same CS2018368484 Care Home Service Learning Disabilities Voluntary or Not for Profit Arran House Care Home 23/07/2024 05/07/2024 5 5 5 4 5 Same CS2018369578 Housing Support Service Private Constance Care South Lanarkshire 31/07/2024 10/07/2024 3 3 Not Assessed 3 3 Same CS2018369579 Support Service Care at Home Private Constance Care South Lanarkshire 31/07/2024 10/07/2024 3 3 Not Assessed 3 3 Same CS2018370582 Support Service Care at Home Private Care1 Professional Services Ltd 07/11/2024 29/10/2024 3 3 Not Assessed 4 3 Same CS2018371827 Care Home Service Children & Young People Private Clyde Valley House 19/12/2022 08/11/2022 5 5 5 5 5 Same CS2019372791 Care Home Service Children & Young People Private Lettershaws Farm Cottage 15/07/2024 24/06/2024 4 4 4 4 4 Same CS2019373277 Care Home Service Children & Young People Private Forest View 11/01/2024 23/11/2023 6 6 6 6 6 Same CS2019376139 Support Service Care at Home Private JKL Care Service Ltd 07/12/2022 06/10/2022 5 4 Not Assessed 4 5 Same CS2019376883 Care Home Service Older People Private Crosslaw House Care Home 23/05/2024 02/05/2024 4 4 3 4 3 Same CS2019377045 Care Home Service Children & Young People Private Drummond House 19/07/2023 26/05/2023 5 5 5 5 5 Same CS2019377305 Care Home Service Children & Young People Voluntary or Not for Profit Stanmore Care Home Service 21/09/2024 08/08/2024 3 3 3 3 3 Same CS2019377387 Support Service Other than Care at home Voluntary or Not for Profit Stanmore Lifeskills 20/09/2022 16/06/2022 5 4 5 4 4 Same CS2019377460 Housing Support Service Voluntary or Not for Profit Wheatley Care South Lanarkshire Self Directed Support Service 28/03/2025 5 5 5 5 5 101
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CSNumber Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2019377604 School Care Accommodation Service Residential Special School Voluntary or Not for Profit Blackwood Manor 18/03/2022 16/02/2022 5 5 5 5 5 Same CS2019378407 Support Service Care at Home Voluntary or Not for Profit Wheatley Care South Lanarkshire Self Directed Support Service 28/03/2025 5 5 Not Assessed 5 5 CS2019378604 Care Home Service Older People Private Abercorn House Care Home 26/02/2024 14/02/2024 5 5 5 5 5 Same CS2019378609 Care Home Service Older People Private Forefaulds Care Home 04/02/2025 31/01/2025 4 4 4 4 4 Same CS2020379227 Care Home Service Children & Young People Private Heath House 03/04/2024 07/02/2024 4 4 4 4 4 Same CS2020379342 Care Home Service Children & Young People Private Glengeith Farmhouse 18/08/2023 27/07/2023 4 4 4 4 4 Same CS2020379357 Care Home Service Children & Young People Private Netherlethame 21/03/2025 26/02/2025 2 2 2 2 2 Same CS2020379379 Support Service Care at Home Private Lica Homecare Ltd 25/07/2024 18/07/2024 4 4 Not Assessed 4 3 Same CS2020380197 Care Home Service Children & Young People Private Nurture One Ltd 01/07/2024 27/05/2024 4 4 4 4 4 Same CS2020380764 Support Service Care at Home Private Newcross Healthcare Scotland Care at Home 04/02/2025 19/12/2024 3 3 Not Assessed 3 2 Same CS2021000031 Support Service Care at Home Private Bespoke Care Services Ltd 15/11/2023 18/10/2023 4 4 Not Assessed 4 4 Same CS2021000285 Care Home Service Children & Young People Private Crawford House 10/10/2024 27/08/2024 2 2 2 2 2 Same CS2022000052 Support Service Care at Home Private Trust Community Care Limited 06/01/2025 03/12/2024 3 3 Not Assessed 3 3 Same CS2022000101 Care Home Service Children & Young People Voluntary or Not for Profit Stepdown Cambuslang and Carntyne 12/07/2024 10/06/2024 4 4 4 4 4 Same CS2022000306 Care Home Service Children & Young People Private Coalburn House 06/01/2025 09/12/2024 4 4 4 4 4 Same CS2022000327 Care Home Service Older People Private Ryan Meadows Care Home 24/03/2025 06/03/2025 4 3 4 3 4 Same 102
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CSNumber Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2023000164 Nurse Agency Private Response Healthcare Solutions LTD 18/03/2025 28/02/2025 4 Not Assessed Not Assessed Not Assessed 4 CS2023000263 Support Service Care at Home Private Carluke Dignity Care 18/03/2025 28/02/2025 4 4 Not Assessed 4 4 CS2023000264 Housing Support Service Private Carluke Dignity Care 18/03/2025 28/02/2025 4 4 Not Assessed 4 4 CS2023000393 Support Service Care at Home Private Divine Care and Support Services (Scotland) Limited 05/12/2024 19/11/2024 3 3 Not Assessed 3 3 Same CS2023000425 Support Service Care at Home Private Okola Care Ltd Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed CS2024000136 Housing Support Service Private Angels Home Care 11/10/2023 04/10/2023 5 Not Assessed Not Assessed Not Assessed 4 Same CS2024000141 Care Home Service Older People Voluntary or Not for Profit St. Catherine's Care Home 18/12/2024 11/12/2024 5 5 5 5 5 Same CS2024000171 Housing Support Service Private JKL Care Service Ltd 07/12/2022 06/10/2022 5 4 Not Assessed 4 5 Same CS2024000242 Support Service Care at Home Private Friends For Life Healthcare Services Ltd Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed CS2024000338 Care Home Service Children & Young People Private Anitas Dawn Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed CS2024000340 Nurse Agency Private MacLaren Healthcare Ltd Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed CS2024000349 Support Service Care at Home Private SRS Care Solutions (Central) Ltd 28/02/2025 30/01/2025 4 4 Not Assessed 3 3 Same CS2024000404 Care Home Service Children & Young People Private 82 Main Street Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed CS2024000414 Housing Support Service Private Care1 Professional Services LTD 07/11/2024 29/10/2024 3 3 Not Assessed 4 3 Same 103
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CSNumber Care Service Subtype Service Type Service Name Publication of Latest Grading Last inspection Date Support Wellbeing Care and Support Planning Setting Staff Team Leadership Grade change CS2024000435 Support Service Care at Home Private Adigo Care Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed CS2024000436 Housing Support Service Private Adigo Care Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed CS2025000004 Support Service Care at Home Private MacLaren Homecare Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed CS2025000005 Housing Support Service Private MacLaren Homecare Ltd Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed CS2025000068 Housing Support Service Private Lica Homecare Ltd 25/07/2024 4 4 Not Assessed 4 3 CS2025000103 Care Home Service Older People Private Ashlea Court Care Home Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed CS2025000122 Care Home Service Older People Private Bankhouse Care Home Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed Source: https://www.careinspectorate.com/index.php/publications-statistics/93-public/datastore 104
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 11 June 2025 Report by: Director of Health and Social Care Subject: Notification of Contracts Awarded: 1 October 2024 to 31 March 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide notification in line with Standing Orders on Contracts to Committee of contracts awarded by Social Work Resources during the period 1 October 2024 to 31 March 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the details of the contracts awarded be noted. [1recs] 3. Background 3.1. It is a requirement of Clauses 21.8 and 22.5 of the Standing Orders on Contracts that details of the acceptance of all tenders above £50,000 be reported retrospectively to the relevant Committee for noting, other than those under Clause 21.3 where the award is not the lowest in a price only tender, or costs exceed the approved financial provision. In these instances, a report is submitted to the appropriate Committee and subsequent authority to award is granted by that Committee. 4. Contract Awards 4.1. Contracts awarded for the period 1 October 2024 to 31 March 2025, on the basis of lowest offer and/or most economically advantageous offer submitted, are detailed in Appendix 1. 5. Employee Implications 5.1. Contract management, including performance appraisal, will be undertaken by both Social Work Resources and the Procurement Service. 6. Financial Implications 6.1. Appropriate budgetary provision is available for each of the contracts awarded. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no Climate Change, Sustainability and Environmental Implications arising from the information presented in this report. 10 105
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8. Other Implications 8.1. There are no direct risks or implications for sustainability in terms of the information contained in this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduced a new policy, function or strategy or recommend a change to an existing policy funding or strategy and, therefore, no impact assessment is required. 9.2. There was no requirement to undertake any consultation in terms of the information contained within this report. Professor Soumen Sengupta Director, Health and Social Care 8 May 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Social Work Resources Committee – 29 January 2025 List of Background Papers Previous References Standing Orders on Contracts Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Emma Smith, Corporate Procurement and Transactions Manager Ext: 5329 (Tel: 01698 455329) E-mail: emma.smith@southlanarkshire.gov.uk 106
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Appendix 1 Contracts Awarded by Social Work Resources over £50,000 in value Contract Reference Number Contract Description Provider Name Contract Value Start Date End Date Extension Date Contract Award Date SLC/SW/23/040 Care Home Service for Adults with Learning Disabilities – Cherry Tree Court The Richmond Fellowship Scotland £22,817,154 01-Apr-2024 31-Mar-2029 31-Mar-2031 23-Sep-2024 SLC/SW/24/058 Care Home for Adults with Mental Health Difficulties, Neurodiverse and Learning Difficulties – Catalina House St Philips Care Caledonia Ltd £333,331 01-Oct-2024 30-Sep-2027 30-Sep-2028 10-Oct-2024 SLC/SW/23/097 Provision of Outdoor Learning Activities for Family Support Hubs, Children and Young People South Lanarkshire Leisure & Culture Ltd £125,000 04-Nov-2024 03-Nov-2027 03-Nov-2029 17-Oct-2024 SLC/SW/24/001 Specialist Residential Care- Pine Cottages Mental Health Care (UK) £870,369 01-Nov-2024 31-Oct-2027 - 17-Oct-2024 SLC/SW/24/040 Specialist Residential Care for CM-7199061 at Graham Anderson House The Disabilities Trust £258,312 15-Oct-2024 14-Apr-2025 14-Oct-2025 17-Oct-2024 SLC/SW/23/035 Care at Home and Housing Support Services Procured Services Arrangement (PSA) – Phase 3 Care Solutions Homecare Ltd, Medd Care Services Ltd, Adigo Care, Care1 Professional Services Ltd, Oncall Care Services Ltd, Trust Community Care Limited £714,300,000 01-Jul-2024 30-Jun-2034 30-Jun-2039 25-Oct-2024 SLC/PS/SW/22/006 Accommodation and Intensive Support for Young People Catch Scotland £1,119,195 01-Nov-2024 31-Oct-2026 31-Oct-2028 01-Nov-2024 107
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Contract Reference Number Contract Description Provider Name Contract Value Start Date End Date Extension Date Contract Award Date SLC/PS/SW/18/001 Adult Supported Living: phases 5 & 6 Deafblind Scotland, Blue Triangle (Glasgow) Housing Association Ltd, Cornerstone Community Care t/a Cornerstone, Lanarkshire Care Partners, Mochridhe Limited £242,837,766 01-Mar-2020 14-Sep-2035 - 12-Dec-2024 SLC/SW/24/056 Residential Placement (AS) at Ochil Tower School Ochil Tower School £222,450 01-Aug-2024 31-Jul-2025 - 13-Dec-2024 SLC/SW/23/107 Intensive Family Support Service Action For Children Services Ltd £4,335,526 06-Jan-2025 05-Apr-2028 05-Apr-2030 23-Dec-2024 SLC/SW/23/096 Short Break and Respite Service for Adults with Learning Disabilities Sense Scotland £2,940,197 01-Apr-2025 31-Mar-2027 31-Mar-2028 24-Dec-2024 SLC/SW/25/007 Provision of Amazon Healthcare Devices & Support Censis Technology Solutions Ltd £160,000 01-Apr-2025 31-Mar-2026 - 07-Mar-2025 SLC/SW/23/116 Adult Supported Living for Individual Supported Person Enhance Living Support Services Ltd £448,818 17-Mar-2025 31-Mar-2026 31-Mar-2027 18-Mar-2025 108
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Contract extensions awarded over £50,000 in value Contract Reference Number Contract Description Provider Name Contract Value Extension Value Start Date End Date Extension Date SLC/PS/SW/22/014 Supply of Homecare Uniforms - Tunics & Trousers Haven Products Ltd £270,000 £90,000 31-Dec-2024 30-Dec-2025 23-Dec-2024 SLC/PS/SW/23/104 Child Poverty Practice Accelerator Fund (CPAF) Covey Befriending £79,897 £19,974 01-Feb-2024 26-Apr-2025 13-Jan-2025 SLC/PS/SW/19/003/B Adult and Young Peoples Carer Service Action For Children Services Ltd £5,294,427 £272,185 01-Jul-2025 30-Jun-2026 01-Feb-2025 SLC/PS/SW/19/003/A Adult and Young Peoples Carer Service Lanarkshire Carers Centre Ltd £5,294,427 £792,227 01-Jul-2020 31-May-2026 04-Feb-2025 SLC/SW/23/119 Care at Home Services Homecare Scotland Care Services Ltd £177,254 £34,680 20-Feb-2023 30-Sep-2025 27-Mar-2025 109
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