Agenda Document Pack - Social Work Resources Committee - 10/09/2025
South Lanarkshire Council · 10 September 2025
Back to Social Work Resources Committee — 10 September 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, 02 September 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, 10 September 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 11 June 2025 submitted for approval as a correct record. (Copy attached) 5 - 12 Monitoring Item(s) 3 Social Work Resources - Revenue Budget Monitoring 2024/2025 Joint report dated 28 July 2025 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 13 - 22 4 Social Work Resources - Revenue Budget Monitoring 2025/2026 Joint report dated 1 September 2025 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 23 - 32 5 Social Work Resources - Capital Budget Monitoring 2024/2025 Joint report dated 12 August 2025 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 33 - 36 6 Social Work Resources - Capital Budget Monitoring 2025/2026 Joint report dated 12 August 2025 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 37 - 40 7 Social Work Resources – Workforce Monitoring – 1 April to 30 June 2025 Joint report dated 11 August 2025 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 41 - 48 Item(s) for Decision 8 Social Work Resources Workforce Plan 2025 to 2027 Report dated 5 August 2025 by the Director, Health and Social Care. (Copy attached) 49 - 98 9 Enhancing Capacity for Quality and Best Value Joint report dated 5 August 2025 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 99 - 102 Item(s) for Noting 10 Self-Directed Support - Update Report dated 11 August 2025 by the Director, Health and Social Care. (Copy attached) 103 - 110 11 Independent Living Fund Scotland - Update Report dated 11 August 2025 by the Director, Health and Social Care. (Copy attached) 111 - 114 2
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12 Children (Care, Care Experience and Services Planning) (Scotland) Bill Call for Views – Response Report dated 12 August 2025 by the Director, Health and Social Care. (Copy attached) 115 - 124 Urgent Business 13 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 11 June 2025 Chair: Councillor Margaret B Walker Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Walter Brogan, Councillor Robert Brown, Councillor Mathew Buchanan, Councillor Janine Calikes, Councillor Maureen Chalmers (substitute for Councillor Elise Frame), Councillor Maureen Devlin, Councillor Colin Dewar, Councillor Mary Donnelly, Councillor Allan Falconer, 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 Archie Buchanan, Councillor Joe Fagan (ex officio), Councillor Elise Frame, Councillor Mark Horsham Attending: Finance and Corporate 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; G Booth, Justice Service Manager (Children and Justice Services); C Cunningham, Head of Commissioning and Performance; P O’Neill, Head of Health and Social Care (East Kilbride and Rutherglen); L Purdie, Head of Children and Justice Services Chair’s Opening Remarks The Chair highlighted that 9 to 15 June 2025 was Carers’ Week. The Chair acknowledged the challenges faced by unpaid carers and recognised the contribution they made to families and communities. 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 26 March 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 – Workforce Monitoring – 1 February to 31 March 2025 A joint report dated 6 May 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 1 February to 31 March 2025:- 2 5
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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 8 March 2025 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 26 March 2025 (Paragraph 5)] 4 Social Work Resource Plan: Quarter 4 Progress Report 2024/2025 A report dated 1 May 2025 by the Director, Health and Social Care was submitted on the Social Work Resource Plan Quarter 4 Progress Report 2024/2025 for the period 1 April 2024 to 31 March 2025. The Social Work Resource Plan 2024/2025 set out the objectives and actions to be managed and delivered by the Resource in the financial year 2024/2025. The Resource Plan measures were rated using a traffic light system of red, amber or green as well as blue (BRAG) which indicated that an action had been completed. Details were provided on:- progress made against all Resource Plan measures, as detailed in paragraph 5.2 and attached as Appendix 2 to the report key achievements made by the Resource to date, as detailed in paragraph 5.3 of the report areas for improvement and associated management actions, as detailed in paragraph 5.4 of the report The Committee decided: (1) that the Quarter 4 Progress report for 2024/2025, as detailed in paragraph 5.2 and Appendix 2 to the report, be noted; (2) that the key achievements made by the Resource to date, as detailed in paragraph 5.3 of the report, be noted; and (3) that the areas for improvement and associated management actions, as detailed in paragraph 5.4 of the report, be noted. [Reference: Minutes of 29 January 2025 (Paragraph 6)] 5 Social Work Resource Plan 2025/2026 A report dated 17 April 2025 by the Director, Health and Social Care was submitted on the Social Work Resource Plan 2025/2026. 6
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Details were provided on the Resource Plan for 2025/2026, attached as Appendix 1 to the report, which outlined the:- key areas of focus for the year ahead resource outcomes measures and actions resourcing of the Plan Following approval at each individual Resource Committee, the Resource Plans for 2025/2026 would be submitted, as a pack, to the meeting of the Executive Committee to be held on 25 June 2025 for noting. The Resource had established several outcomes to support the delivery of the Council Plan, Connect, in 2025/2026. To support those outcomes, the Resource had developed performance measures in an action plan detailed in Section 4 of the Resource Plan. Key or strategic measures would be included in the Council Plan progress reports 2025/2026, with the remaining measures being monitored and reported at Resource level. In line with the Council’s performance management arrangements, a mid-year progress report on measures identified in the 2025/2026 Social Work Resource Plan and an end of year report respectively, would be submitted to future meetings of the Committee. Once approved, the Resource Plan would be made available on the Council’s website. Officers responded to a member’s questions in relation to:- measure 5 – the percentage of reports submitted to the Children’s Reporter within agreed timescales measure 13 – the percentage of care at home hours reduced through the Home Assessment Intervention The Committee decided: (1) that the Resource Plan 2025/2026, attached as Appendix 1 to the report, be approved; (2) that the Resource Plan 2025/2026 be uploaded onto the Council’s website; (3) that it be noted that, following Committee approval, all Resource Plans would be submitted to the Executive Committee on 25 June 2025 for noting; and (4) that it be noted that Progress Reports on the Resource Plan 2025/2026 would be submitted, at Quarter 2 and Quarter 4, to future meetings of this Committee. Councillor Nugent joined the meeting following this item of business 6 Strengthening Justice Services Capacity A joint report dated 21 May 2025 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care was submitted providing an update on the confirmed Section 27 (S27) Grant for Justice Social Work Services funding allocation for South Lanarkshire, and proposals for strengthening local service capacity. Funding allocation for Justice Social Work Services was included in the Scottish Government’s draft budget for 2025/2026 and had been approved by the Scottish Parliament on 25 February 2025. Details of the funding allocation were provided in section 3 of the report. 7
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Part 1 of the S27 grant for Justice Social Work Services (flexible grant element) had included new investment for additional capacity of Justice Social Work Services in line with the National Strategy for Community Justice. The Council had received additional S27 grant funding to support increased workload and development of justice services, of which £0.555 million was available for investment. Areas for investment were detailed at section 4 of the report and included:- Community Payback and Unpaid Work Requirements Moving Forward 2 Change (MF2C) National Strategy for Community Justice Recovery Oriented Justice Service (ROJS) It was proposed that the additional S27 funding be allocated to enhance case management and group work capacity and that the following posts, as detailed in section 5 of the report, be added to the Social Work Resources’ establishment on a permanent basis:- 3 FTE posts of Placement Supervisor on Grade 2, Level 3 Plus 1, SCP 46-48 (£41, 444 to £42,557) 3 FTE posts of Social Worker on Grade 3, Level 4, SCP 72-74 (£57,374 to £58,604) 1 FTE post of Team Leader (Operational Development) on Grade 3, Level 8, SCP 79-80 (£63,125 to £64,072) The overall cost of those posts would be funded from the additional S27 funding received for 2025/2026, as detailed in paragraph 6.1 of the report. A proposal to use £0.149 million of the S27 monies to continue the South Lanarkshire Alcohol and Drug Problem Solving Court would also be considered later in the agenda. The Justice Service Manager (Children and Justice Services) responded to a member’s question in relation to the longer term funding of the posts. Members expressed appreciation of the direction of travel taken by Justice Social Work Services, particularly in relation to work on reduction of custodial sentences. The Committee decided: (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 the additional posts, as detailed in section 5 of the report, be added to the Social Work Resources’ establishment. 7 Investing in Recovery Oriented Justice Services A joint report dated 21 May 2025 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care was submitted providing an update on the impact of the South Lanarkshire Alcohol and Drug Solving Court and Recovery Oriented Justice Service (ROJS). 8
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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 ROJS team. Developed with the support of the Sheriff Principal, the South Lanarkshire Alcohol and Drug Problem Solving Court had been designed to promote a public health approach to those in conflict with the law whose offending was related to their substance use and to protecting the public. This included supporting people into recovery services. The South Lanarkshire Alcohol and Drug Problem Solving Court had become operational in Hamilton in December 2023 and criteria for inclusion was detailed in paragraph 3.4 of the report. The pilot had been 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 which had been made available through the Alcohol and Drug Partnership (ADP) for integrated nursing and peer mentor support within the ROJS team. Detailed information was provided on the reception to, and impact of, the pilot to date at section 4 of the report. Having considered the data analysed, it was recommended that the pilot project be converted to an ongoing part of Justice Social Work Services, in partnership with Hamilton Sheriff Court. It was, therefore, proposed that the following fixed term posts, as detailed in section 5 of the report, be added to the Social Work Resources’ establishment on a permanent basis:- 0.5 FTE post of Team Leader (ROJS) on Grade 3, Level 8, SCP 79-80 (£63,125 to £64,072) 2 FTE posts of Technology Assistants on Grade 3, Level 4, SCP 72-74 (£57,374 to £58,604) The total cost of the staffing proposals was £0.149 million which would be funded from the additional £0.555 million of S27 funding available for investment in 2025/2026, as reported in the previous agenda item. Officers responded to members’ questions on various aspects of the report. The Chair, on behalf of the Committee, congratulated the Justice Social Work Services team for the innovative work they carried out. The Committee decided: (1) that the continuation of the South Lanarkshire Alcohol and Drug Problem Solving Court be supported; (2) that it be supported that the Recovery Oriented Justice Service become an ongoing part of South Lanarkshire Justice Social Work Services; and (3) that the specified fixed term posts, as detailed in section 5 of the report, be made permanent within the Social Work Resources’ establishment. [Reference: Minutes of 28 June 2023 (Paragraph 10)] 8 Winter Planning 2024/2025 Debrief A report dated 19 May 2025 by the Director, Health and Social Care was submitted providing a debrief of the winter preparedness arrangements for the Lanarkshire health and social care system for 2024/2025 and highlighted learning for subsequent years, with reference to anticipated revised national guidance. 9
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The Lanarkshire Winter Plan 2024/2025 had been developed by a multi-agency group which included NHS Lanarkshire (NHSL), both Health and Social Care Partnerships (HSCPs) and councils, the Scottish Ambulance Service (SAS) and wider partners. The winter plan was presented to the Committee on 29 January 2025. The subsequent debrief of the Lanarkshire winter planning had been undertaken in March 2025 and involved representation from those partners who had contributed to its development. The winter plan had been structured in 2 main parts, as detailed in paragraph 4.1 of the report. The first element recognised the significant work undertaken as part of Operation Flow to maximise flow through acute hospitals and associated care pathways. All other aspects of the Lanarkshire-wide winter plan, including the input of the Flow Navigation Centre Plus (FNC+), had been undertaken by the multi-sectorial and multi-agency winter planning group. The debrief focussed on those aspects and information was provided in paragraphs 4.2 to 4.14 of the report. The Scottish Government had brought forward the national ‘lessons learnt’ process from previous years and, consequently, civil service officials had shared the reflections with whole system leaders, as detailed in paragraph 4.14.1 of the report. Officials from the Scottish Government had proposed that winter preparedness for 2025/2026 should be focussed on several key action areas, as detailed in paragraph 4.14.2 of the report. A planning assumption was indicated, in line with 2024/2025, that there would be no additional winter preparedness funding in 2025/2026. Given the updated national approach, alongside revisions to management arrangements, local winter preparedness was now being led by the NHS Lanarkshire Planning Directorate. The Lanarkshire Winter Planning Group would be re-convened ahead of summer 2025 to begin the preparation for winter 2025/2026. That work would be updated and refined to reflect the refreshed national approach and guidance as intimated by the Scottish Government once published. The Committee decided: that the contents of the report be noted. [Reference: Minutes of 29 January 2025 (Paragraph 10)] 9 Care Inspectorate Update for Registered Care Services – 1 January to 31 March 2025 A report dated 15 May 2025 by the Director, Health and Social Care was submitted:- providing an update on the outcome of inspections by the Care Inspectorate for registered services delivered and managed by Social Work Resources for the period 1 January to 31 March 2025 informing of the outcome of inspections by the Care Inspectorate from 1 January to 31 March 2025 for registered external services operating within South Lanarkshire Since the last report to the Committee, 6 of the Council’s registered in-house services had been inspected, as detailed in Table 1 at paragraph 4.2 of the report. A full breakdown of the internal Care Inspectorate gradings was provided in Appendix 1 to the report. There were 151 external registered care services which were regulated and inspected within South Lanarkshire, as detailed in paragraph 5.1 of the report. During the period 1 January to 31 March 2025, 34 of those services had been inspected which included 17 care home services, 5 housing support services, 11 support services and one nurse agency. Those services, and their most recent inspection gradings, were detailed in Appendix 2 to the report. The Head of Commissioning and Performance responded to a member’s question in relation to Blantyre Intermediate Care (Blantyre Life). 10
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The Chair, on behalf of the Committee, acknowledged the recent Care Inspectorate grades of “very good” for all of the in-house inspections conducted in the reporting period. The Committee decided: that the contents of the report be noted. [Reference: Minutes of 29 January 2025 (Paragraph 12)] 10 Notification of Contracts Awarded: 1 October 2024 to 31 March 2025 A report dated 8 May 2025 by the Director, Health and Social Care was submitted on contracts awarded by Social Work Resources in the period 1 October 2024 to 31 March 2025. In terms of Standing Order Nos 21.8 and 22.5 of the Standing Orders on Contracts, Resources were required to notify the relevant Committee of contracts awarded in excess of £50,000. Details of the contracts awarded by Social Work Resources were provided in the appendix to the report. The Committee decided: that the details of the contracts awarded be noted. [Reference: Minutes of 29 January 2025 (Paragraph 14)] 11 Urgent Business There were no items of urgent business. Chair’s Closing Remarks The Chair advised that this would be the last Committee meeting that C Cunningham, Head of Commissioning and Performance would be attending prior to his retirement from the Health and Social Care Partnership in August 2025. The Chair, on behalf of the Committee, thanked Craig for his many years of public service and wished him well for the future. Councillor Ross, the Director, Health and Social Care and Head of Children and Justice Services echoed the Chair’s sentiments. Mr Cunningham responded in suitable terms. 11
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 10 September 2025 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources - Revenue Budget Monitoring 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April 2024 to 31 March 2025 for Social Work Resources 1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [re (1) that the breakeven position as at 31 March 2025 after approved transfers to reserves, as detailed in Appendix B of the report, be noted; and (2) that the proposed budget virements be approved. [1recs] 3. Background 3.1. This is the final revenue budget monitoring report presented to the Social Work Resources Committee for the financial year 2024/2025. 3.2. The report details the financial position for Social Work Resources. Appendix A provides the new service analysis statement, outlining key highlights by Service for the Resource and appendices B to F provides the detailed financial position with variance explanations by budget category. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. As at 31 March 2025, the Resource’s year-end outturn position is showing an underspend of £2.208 million, before transfers to reserves. This is outlined in Appendix A. 5.2. After approved transfers to reserves, the Resource is showing a breakeven position. The total transfers to reserves included £1.189 million approved at the Executive Committee (12 February 2025) and a further £1.019 million approved at the Executive Committee (25 June 2025). This is outlined in appendices A to F. 3 13
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5.3. Children and Families: The year-end outturn across Children and Families, Justice and Performance and Support Services is an underspend of £1.848 million. The total underspend was transferred to earmarked Reserves at the financial year end, to support future Children and Families pressures. This Transfer to Reserves is shown at Appendix C. 5.4. Adults and Older People: The year-end outturn for Adults and Older People, at Appendix D, shows an underspend before transfers to reserves of £0.360 million. This includes a £0.650 million commitment in relation to the element of the budget delegated to the Integration Joint Board (IJB). This is in line with the Probable Outturn position. The commitment reflects the agreed position at Probable Outturn where the Council allowed the IJB to retains this non-recurring underspend within their reserves, earmarked for future care costs, in line with the approach to the integration of health and social care budgets. £0.350 million of the underspend was transferred to reserves for committed repair works across Social Work properties. 5.5. Virements are proposed to realign budgets. These movements have been detailed in the appendices to this report, as appropriate. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. There are inflationary and budget pressures including utilities costs and general inflation pressures which increase the risk of overspend, however these have mitigated through the IJB financial plan for 2024/2025. 7.2 The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the new forecasting within FUSION and work within the Resource and the finance teams, ensures early warning for corrective action to be taken where appropriate. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and, therefore, no impact assessment is required. 8.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 28 July 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent 14
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Previous References Executive Committee – 25 June 2025 Social Work Resources Committee – 26 March 2025 List of Background Papers Financial Ledger and budget monitoring results to 31 March 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kathleen Gowrie, Finance Manager Ext: 2601 (Tel: 01698 452601) Email: Kathleen.Gowrie@southlanarkshire.gov.uk 15
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Appendix A Revenue Budget Monitoring Report Social Work Resources Committee: Period 14 Ended 31 March 2025 (No. 14) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Year End Actual (£000) Variance (£000) % Performance and Support Services 6,099 5,847 252 4.13% Children and Families Services 49,218 48,173 1,045 2.13% Adult and Older People Services 181,344 180,984 360 0.20% Justice Services 856 305 551 64.37% Net Controllable Exp. 237,517 235,307 2,208 0.93% Service Heading Explanation for significant projected outturn variances Performance and Support Services The service has underspent at the year-end mainly due to vacancies that continue to be actively recruited. Children and Families Services The year-end outturn is an underspend, before Transfers to Reserves. There are overspends in residential schools, fostering adoption, kinship care and transport and these have been funded from the non-recurringly temporary budget virement from Adult and Older People Services, the planned reduction in costs achieved from the Budget Recovery Action Plan and underspends within employee costs. Transfers to reserves of £1.858m have been approved by Executive Committee: £0.839m agreed at Probable Outturn (12 February) 2025 and £1.019m to reflect the final spend position (25 June 2025). Adult and Older People Services The year-end outturn is an underspend before Transfers to Reserves. There are underspends in relation to employee costs due to vacancies, utilities and direct payments. These are offset in part by pressures arising from increasing demands for services. This position assumes a commitment of £0.650 million to be held in the IJB Reserve for future care costs (section 5.4). Transfers to reserves of £0.350m have been approved by Executive Committee (12 February) 2025. Justice Services The year-end variance is due to vacancies that continue to be actively recruited. 16
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Appendix B Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 31 March 2025 (No.14) Social Work Resources Summary Revised Annual Budget (£000) Forecast for Year (£000) Forecast Variance (£000) YTD Actual (£000) YTD Variance (£000) Over / Under % Employee Costs 112,335 110,092 2,243 109,560 2,775 Under 2.47% Property Costs 3,969 3,830 139 3,827 142 Under 3.58% Supplies & Services 5,670 5,675 (5) 5,532 138 Under 2.43% Transport & Plant 4,391 4,940 (549) 4,914 (523) Over (11.91%) Administration Costs 1,574 1,824 (250) 2192 (618) Over (39.26%) Payments to Other Bodies 25,502 25,078 424 24,928 574 Under 2.25% Payments to Contractors 147,744 147,587 157 147,640 104 Under 0.07% Transfer Payments 3,606 4,870 (1,264) 4,849 (1,243) Over (34.47%) Financing Charges 393 403 (10) 459 (66) Over (16.79%) Total Controllable Exp. 305,184 304,299 885 303,901 1,283 Under 0.42% Total Controllable Inc. (67,667) (67,971) 304 (68,592) 925 Over (1.37%) Net Controllable Exp. 237,517 236,328 1,189 235,309 2,208 Under 0.93% Transfer to Reserves 0 1,189 (1,189) 2,208 (2,208) Position after Transfer to Reserves 237,517 237,517 0 237,517 0 Variance Explanations Variance explanations are shown in Appendices C-F as appropriate. Budget Virements Budget virements are shown in Appendices C-F as appropriate. 17
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Appendix C Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 31 March 2025 (No.14) Children and Families Services Revised Annual Budget (£000) Forecast for Year (£000) Forecast Variance (£000) YTD Actual (£000) YTD Variance (£000) Over/ under % Notes Employee Costs 18,964 18,070 894 17,933 1,031 Under 5.45% 1 Property Costs 592 603 (11) 558 34 Under 5.74% Supplies & Services 588 533 55 485 103 Under 17.52% 2 Transport & Plant 685 819 (134) 747 (62) Over (9.05%) 3 Administration Costs 329 332 (3) 427 (98) Over (29.8%) 4 Payments to Other Bodies 10,714 10,526 188 10,583 131 Under 1.22% 5 Payments to Contractors 15,234 14,985 249 14,430 804 Under 5.28% 6 Transfer Payments 3,593 4,836 (1,243) 4,807 (1,214) Over (33.8%) 7 Financing Charges 19 23 (4) 37 (18) Over (94.7%) Total Controllable Exp. 50,718 50,727 (9) 50,007 711 Under 1.41% Total Controllable Inc. (1,500) (1,839) 339 (1,834) 334 Over (22.3%) 8 Net Controllable Exp. 49,218 48,888 330 48,173 1,045 Under 2.13% Transfer to Reserves 0 839 (839) 1,858 (1,858) i, ii Position after Transfer to Reserves 49,218 49,727 (509) 50,031 (813) Over (1.62%) Variance Explanations 1. This underspend is a result of social worker vacancies that continue to be actively recruited. 2. This underspend reflects the demand for Supplies for Clients in relation to the Family Hubs, which is a demand led budget and is dependent on the individuals who present at the hubs. 3. This overspend reflects the requirement for transport for both children in the community and looked after children. 4. This overspend is a result of non-recurring costs relating to the replacement of mobile devices. 5. This underspend reflects the impact of the budget recovery plan within the Children & Families Service and a reduction in the number of supported carers. This is offset in part by the increased demand for adoption allowances and fostering placements. 6. The underspend reflects the impact of the budget recovery plan for residential placements in 2024/2025. 7. This overspend is a result of increasing demand for kinship care. 8. This over recovery relates to funding received from the Home Office due to an increase in the number of unaccompanied asylum- seeking young people being supported. Budget Virements None. Approved Transfers to Reserves (£1.858m) Included in the Probable Outturn (£0.839m) i. Children and Family (£0.839m). Underspend will be carried forward to support the pressures in Children & Families into 2025/2026. Additional Transfers at year-end (£1.019m) ii. Children and Family (£1.019m). The additional underspend will be carried forward to support the pressures in Children & Families into 2025/2026. 18
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Appendix D Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 31 March 2025 (No.14) Adults and Older People Services Revised Annual Budget (£000) Forecast for Year (£000) Forecast Variance (£000) YTD Actual (£000) YTD Actual (£000) Over / Under % Notes Employee Costs 81,116 80,269 847 80,116 1,000 Under 1.23% 1, a Property Costs 2,698 2,525 173 2,567 131 Under 4.86% 2 Supplies & Services 4,859 4,904 (45) 4,743 116 Under 2.39% 3 Transport & Plant 3,340 3,813 (473) 3,885 (545) Over (16.32%) 4 Administration Costs 419 702 (283) 929 (510) Over (121.72%) 5 Payments to Other Bodies 13,976 13,740 236 13,567 409 Under 2.93% 6 Payments to Contractors 132,510 132,601 (91) 133,197 (687) Over (0.52%) 7 Transfer Payments 7 23 (16) 26 (19) Over (271.43%) Financing Charges 46 46 0 74 (28) Over (60.87%) Total Controllable Exp. 238,971 238,623 348 239,104 (133) Over (0.06%) Total Controllable Inc. (57,627) (57,629) 2 (58,120) 493 Over (0.86%) 8 Net Controllable Exp. 181,344 180,994 350 180,984 360 Under 0.20% Transfer to Reserves 0 350 (350) 350 (350) i Position after Transfer to Reserves 181,344 181,344 0 181,334 10 Under 0.00% Variance Explanations 1. This underspend is a result of vacancies mainly within Social Workers and Home Carers continue to be actively recruited. 2. This underspend relates to utility costs which are less than budgeted. 3. This is a non-recurring underspend reflects the demand for aids and adaptions for service users based on assessed needs. 4. The projected overspend reflects the current spend on Fleet buses and an action plan is in place to reduce spend. 5. This overspend is due to one-off costs incurred for the replacement of mobile devices and an increase in legal costs in relation to Adults with Incapacity and guardianship orders. 6. This underspend reflects the current demand for Direct Payments. 7. This overspend is across externally purchased supported living and Day opportunities to meet demand based on assessed need. 8. The over recovery of income relates to non-recurring income received from service users in respect of prior year care costs. This is offset in part by an under recovery in residential care homes income. Budget Virements a. Incorporation of Apprentice Levy from Corporate Items. Net effect: £0.340m, Employee Costs £0.340m. Approved Transfers to Reserves (£0.350m) Included in the Probable Outturn (£0.350m) i. Property Maintenance (£0.350m). Underspend will be carried forward to support capital and property maintenance work across Social Work. 19
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 31 March 2025 (No.14) Performance and Support Services Revised Annual Budget (£000) Forecast for Year (£000) Forecast Variance (£000) YTD Actual (£000) YTD Variance (£000) Over / Under % Notes Employee Costs 5,052 4,997 55 4,833 247 Under 4.86% 1 Property Costs 594 602 (8) 589 3 Under 0.51% Supplies & Services 143 160 (17) 205 (62) Over (43.4%) 2 Transport & Plant 261 189 72 177 84 Under 32.18% 3 Administration Costs 278 247 31 268 10 Under 3.60% Payments to Other Bodies 37 37 0 30 7 Under 18.92% Payments to Contractors 0 1 (1) 13 (13) - 0.00% Transfer Payments 0 0 0 0 0 - 0.00% Financing Charges 319 321 (2) 329 (10) Over (3.13%) Total Controllable Exp. 6,684 6,554 130 6,444 266 Under 3.96% Total Controllable Inc. (617) (581) (36) (597) (14) Under 2.29% Net Controllable Exp. 6,067 5,973 94 5,847 252 Under 4.13% Transfer to Reserves 0 0 0 0 - Position after Transfer to Reserves 6,067 5,973 94 5,847 252 Under 4.13% Variance Explanations 1. This underspend is due to vacancies that continue to be actively recruited. 2. This overspend relates to non-recurring costs for the purchase of IT equipment. 3. This underspend relates to Fleet Service charges for drivers being lower than budgeted due to the services for voluntary groups. Budget Virements None. 20
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Appendix F Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 31 March 2025 (No.14) Justice Services Revised Annual Budget (£000) Forecast for Year (£000) Forecast Variance (£000) YTD Actual (£000) YTD Variance (£000) Over / Under % Notes Employee Costs 7,175 6,728 447 6,678 497 Under 6.93% 1 Property Costs 87 102 (15) 113 (26) Over (29.9%) Supplies & Services 80 78 2 99 (19) Over (23.8%) Transport & Plant 105 119 (14) 105 0 - 0.00% Administration Costs 548 543 5 568 (20) Over (3.65%) Payments to Other Bodies 775 775 0 748 27 Under 3.48% Payments to Contractors 0 0 0 0 0 - 0.00% Transfer Payments 6 11 (5) 16 (10) Over (166.7%) Financing Charges 9 13 (4) 19 (10) Over (111.1%) Total Controllable Exp. 8,785 8,369 416 8,346 439 Under 5.00% Total Controllable Inc. (7,929) (7,928) (1) (8,041) 112 Over (1.41%) 2 Net Controllable Exp. 856 441 415 305 551 Under 64.37% Transfer to Reserves 0 0 0 0 - Position after Transfer to Reserves 856 441 415 305 551 Under 64.37% Variance Explanations 1. This underspend is a result of vacancies that continue to be actively recruited. 2. This over recovery relates to non-recurring additional income in respect of the Digital Life programme and Court Services which are offset with expenditure. Budget Virements None. 21
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 10 September 2025 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources - Revenue Budget Monitoring 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April to 11 July 2025 for Social Work Resources provide a forecast for the year to 31 March 2026 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): [re (1) that the forecast to 31 March 2026 of a breakeven position as detailed in Appendix A of the report be noted; (2) that the proposed budget virements be approved; and (3) that the summary update on the Children and Families Budget Recovery Actions (section 6), be noted. [1recs] 3. Background 3.1. This is the first revenue budget monitoring report presented to the Social Work Resources Committee for the financial year 2025/2026. 3.2. The report details the financial position for Social Work Resources. Appendix A provides the service analysis statement, outlining key highlights by Service for the Resource and appendices B to F provides the detailed financial position with variance explanations by budget category. 3.3. This report reflects the actual spend to 11 July 2025 within the Resource budget and reflects the expected outturn forecast on expenditure and income at this date. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. As at 11 July 2025, the Resource’s projected outturn position for 2025/2026 is a breakeven position. This is outlined in Appendix A. 4 23
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5.2. Children and Families: As reported through this Committee, budget pressures within Children and Families continue into 2025/2026 in relation to statutory duties of continuing care and increased costs and requirements for residential placements, fostering and kinship care. 5.3. As an interim solution, while further options are being progressed to bring spend in line with budget, it was noted in the 2025/2026 budget report to Council (26 February 2025) that £7.7 million arising from the reduced pension contributions had been re- directed to Children and Family Services from the delegated Integration Joint Board (IJB) budget (Adult and Older People Services). This is the same as treatment employed in 2024/2025. In addition, a total of £4.2 million held in reserves is also available to support these residual pressures. pressures in Children and Families Services. Section 6 provides an update on the Budget Recovery Actions. 5.4. The Social Work Resource position at 11 July 2025, assumes that funding will be drawn down later in the financial year as required. 5.5. The Resource is working towards managing the remaining budget pressure in Children and Families in 2025/2026 and beyond. 5.6. Virements are proposed to realign budgets. These movements have been detailed in the appendices to this report, as appropriate. 6. Budget Recovery Actions: Summary Update 6.1. Intensive Family Support Service (IFSS) – to-date, 2 young people have returned from external placements to Kinship placements and to the family home. Action for Children are now focussing on a further 3 children returning from external resources to a suitably matched South Lanarkshire placement. This is in line with the previous Budget Recovery Action Report presented to the Committee where the financial forecast included 5 young people being returned from external placements between April and September 2025. 6.2. Transition to Independence - the expansion of the “New Futures” Project with Barnardo’s from 4 to 8 flats has helped to generate additional capacity within the Council’s residential children’s houses. The innovative partnership between the Council’s Housing Services, Social Work Children and Families Services and Barnardo’s has successfully supported young people aged 18 and over who are looked after and accommodated to move to a supported flat in a timely way with the right help in place. Four children from the Council’s Children’s Houses have been matched to these flats, with arrangements being progressed to support these transitions in a safe and timely manner. 6.3. The projected permanent budget shortfall, as reported to Social Work Committee on 26 March 2025, remains unchanged at £3.625 million (down from the initial projected overspend of £10.648 million). Further actions and options are being considered by the Resource to address the budget shortfall, with a dedicated report to be presented to the next meeting of the Committee. 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 main risk associated with the Council’s Revenue Budget is that there is an overspend. There are inflationary and budget pressures including utilities costs and 24
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general inflation pressures which increase the risk of overspend, however these have mitigated through the IJB financial plan for 2025/2026. The risk is managed through 4 weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 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 was also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 1 September 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Financial Ledger and budget monitoring results to 11 July 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Kathleen Gowrie, Finance Manager Ext: 2601 (Tel: 01698 452601) Email: Kathleen.Gowrie@southlanarkshire.gov.uk 25
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Appendix A Revenue Budget Monitoring Report Social Work Resources Committee: Period 4 Ended 11 July 2025 (No. 4) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) % YTD Actual (£000) Performance and Support Services 5,872 5,872 0 0.00% 1,598 Children and Families Services 50,337 50,337 0 0.00% 13,501 Adult and Older People Services 189,707 189,707 0 0.00% 65,384 Justice Services 733 733 0 0.00% 377 Net Controllable Exp. 246,649 246,649 0 0.00% 80,860 Service Heading Explanation for significant projected outturn variances Performance and Support Services No projected year end variances to report. Children and Families Services Although there is no projected year end variance for the Service the forecast does include projected overspends in residential schools, fostering, adoption and kinship care. These are funded on a non- recurring basis from the temporary budget virement from Adult and Older People Services, the planned reduction in costs that will be achieved from the Budget Recovery Action Plan and underspends within employee costs. Adult and Older People Services There is no projected year end variance for the Service however underspends are expected with employee costs due to vacancies, offset by pressures arising from increasing demands for services. Justice Services No projected year end variances to report. 26
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Appendix B Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 11 July 2025 (No.4) Social Work Resources Summary Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 115,186 114,103 1,083 under 4.18% 28,412 Property Costs 3,400 3,401 (1) over (0.05%) 852 Supplies & Services 6,008 6,015 (7) over (0.14%) 1,589 Transport & Plant 4,161 4,388 (227) over (12.83%) 2,702 Administration Costs 1,733 1,824 (91) over (52.37%) 362 Payments to Other Bodies 24,523 24,823 (300) over (3.25%) 6,272 Payments to Contractors 156,296 156,297 (1) under 0.12% 43,650 Transfer Payments 4,380 4,730 (350) over (8.01%) 1,661 Financing Charges 394 394 0 - 0.00% 0 Total Controllable Exp. 316,081 315,975 106 Under 0.03% 85,500 Total Controllable Inc. (69,432) (69,326) (106) under - recover ed 0.18% (4,640) Net Controllable Exp. 246,649 246,649 0 - 0.00% 80,860 Variance Explanations Variance explanations are shown in Appendices B-E as appropriate. Budget Virements Budget virements are shown in Appendices B-E as appropriate. 27
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Appendix C Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 11 July 2025 (No.4) Children and Families Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 18,741 18,091 650 under 3.47% 4,791 1,b,f Property Costs 565 565 0 - 0.00% 109 Supplies & Services 587 587 0 - 0.00% 161 Transport & Plant 617 617 0 - 0.00% 121 a,b Administration Costs 381 381 0 - 0.00% 79 Payments to Other Bodies 10,308 10,608 (300) over (2.91%) 2,804 2,b,d,f Payments to Contractors 15,996 15,996 0 - 0.00% 3,928 c,e Transfer Payments 4,367 4,717 (350) over (8.01%) 1,651 3,b,d Financing Charges 20 20 0 - 0.00% 0 Total Controllable Exp. 51,582 51,582 0 - 0.00% 13,644 Total Controllable Inc. (1,245) (1,245 0 - 0.00% (143) f Net Controllable Exp. 50,337 50,337 0 - 0.00% 13,501 Variance Explanations 1. This underspend is a result of vacancies that are actively being recruited. 2. This overspend is due to the increased demand for adoption allowances and fostering placements 3. This overspend is a result of increasing demand for kinship care. Budget Virements a. Transfer of transport budget from Performance and Support to reflect the Budget Recovery Plan. Net Effect £0.100m: Transfer Payments £.100m. b. Realignment of Budget Recovery Plan actions achieved 2024/2025. Net effect £nil: Employee Costs (£0.197m), Payment to Other Bodies (£0.331m), Transport and Plant (£0.075m), Transfer Payment £0.603m. c. Children’s Social Care Living Wage 2025/2026. Net effect £0.587m: Payment to Contractors £0.587m. d. Scottish Government funding to increase Scottish Recommended rates for fostering and kinship. Net effect £0.117m: Payment to other Bodies £0.035m, Transfer Payments £0.082m. e. Reduction in pension contributions – transfer from Adult & Older People. Net effect £7.685m: Payment to Contractors £7.685m. f. Alcohol and Drug Partnership (ADP) Funding to support birth family members affected by adoption. Net Effect £nil: Income (£0.105m), Employee Costs £0.075m, Payment to Other Bodies £0.030m. 28
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Appendix D Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 11 July 2025 (No.4) Adults and Older People Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 83,687 83,264 423 under 0.51% 20.567 1,a,b,c,d Property Costs 2,177 2,178 (1) over (0.05%) 525 a Supplies & Services 5,163 5,170 (7) over (0.14%) 1,393 a Transport & Plant 3,278 3,495 (217) over (6.62%) 2,446 2,a Administration Costs 552 643 (91) over (52.37%) 228 3,a Payments to Other Bodies 13,762 13,762 0 over (0.34%) 3,506 Payments to Contractors 140,300 140,301 (1) under 0.12% 39,721 a,c,d Transfer Payments 7 7 0 - 0.00% 5 Financing Charges 46 46 0 - 0.00% 0 Total Controllable Exp. 248,972 248,866 106 under 0.04% 68,391 Total Controllable Inc. (59,285) (59,159) (106) under 0.18% (3,007) a Net Controllable Exp. 189,707 189.707 0 - 0.00% 65,384 Variance Explanations 1. This underspend is a result of Social Workers and Home Carer vacancies that are actively being recruited. 2. The overspend reflects the current spend on Fleet buses and an action plan is in place to reduce the spend. In addition, an overspend is forecast relating to repairs and maintenance of the Homecare fleet. 3. This overspend is due to increase in legal costs in relation to Adults with Incapacity and guardianship costs. Budget Virements a. IJB financial plan 2025/2026. Net Effect £nil: Employee Costs £2.315m, Property Costs (£0.519m), Supplies & Services £0.086m, Transport (£0.006m), Administration (£0.002m), Payment to Contractors (£0.392m), Income (£1.482m). b. Reduction in pension contribution – transfer to Children and Families.Net effect (£7.685m): Employee costs (£7.685m). c. Realignment of Carers Act Funding to reflect service delivery. Net Effect £nil: Employee Costs (£1.877m), Payment to Contractors £1.877m. d. Realignment of core budgets to reflect service delivery. Net Effect £nil: Employee costs £1.877m, Payment to Contractors (£1.877m). 29
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 11 July 2025 (No.4) Performance and Support Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 4,955 4,945 10 under 0.20% 1,280 Property Costs 571 571 0 - 0.00% 176 Supplies & Services 143 143 0 - 0.00% 23 Transport & Plant 161 171 (10) over -6.21% 113 a Administration Costs 278 278 0 - 0.00% 29 Payments to Other Bodies 37 37 0 - 0.00% 8 Payments to Contractors 0 0 0 - 0.00% 1 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 319 319 0 - 0.00% 0 Total Controllable Exp. 6,464 6,464 0 - 0.00% 1,630 Total Controllable Inc. (592) (592) 0 - 0.00% (32) Net Controllable Exp. 5,872 5,872 0 - 0.00% 1,598 Variance Explanations None. Budget Virements a. Transfer of budget to Children and Family to reflect the Budget Recovery Plan. Net Effect (£0.100m): Transport & Plant (£0.100m). 30
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Appendix F Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 11 July 2025 (No.4) Justice Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 7,803 7,803 0 - 0.00% 1,774 a Property Costs 87 87 0 - 0.00% 42 Supplies & Services 115 115 0 - 0.00% 12 Transport & Plant 105 105 0 - 0.00% 22 Administration Costs 522 522 0 - 0.00% 26 Payments to Other Bodies 416 416 0 - 0.00% (46) Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 6 0 - 0.00% 5 Financing Charges 9 9 0 - 0.00% 1 Total Controllable Exp. 9,063 9,063 0 - 0.00% 1,835 Total Controllable Inc. (8,330) (8,330) 0 - 0.00% (1,458) a Net Controllable Exp. 733 737 0 - 0.00% 377 Variance Explanations None. Budget Virements a. Incorporation of increase in S27 Grant funding 25/26. Net Effect (£0m): Employee Costs £0.675m, Income (£0.675m) 31
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 10 September 2025 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources - Capital Budget Monitoring 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the capital programme for Social Work Resources for the period 1 April 2024 to 31 March 2025 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendations:- (1) that the Social Work Resources’ Capital Programme of £1.027 million, and expenditure for the year of £0.996 million, be noted. 3. Background 3.1. This is the final capital monitoring report presented to the Social Work Resources Committee for the financial year 2024/2025. 3.2. As noted in the last report to this Committee 26 March 2025, the budget for Social Work Resources for financial year 2024/2025 was £1.027 million. This was the final budget for the year 2024/2025. 3.3. The report details the financial position for Social Work Resources in Appendix A. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. 2024/2025 Capital Programme – Final Position As detailed in Section 3.2, the total capital programme for Social Work Resources for 2024/2025 was £1.027 million. Total expenditure to the 31 March 2025 was £0.996 million, a difference of £0.031 million in comparison to the programme of £1.027 million. 5.3. Any underspend on projects, along with the funding, will carry forward into next financial year as required. An update on the 2025/2026 programme is detailed in a separate report to this Committee. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 5 33
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7. Other Implications 7.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment Management Meetings. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director, Finance and Corporate Resources Professor Soumen Sengupta Director, Health and Social Care 12 August 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Social Work Resources Committee, 26 March 2025 Executive Committee, 25 June 2025 List of Background Papers Financial ledger to 31 March 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Graham Booth, Finance Manager (Strategy) Ext: 2699 (Tel: 01698 452699) E-mail: graham.booth@southlanarkshire.gov.uk 34
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Appendix A South Lanarkshire Council Capital Expenditure 2024 - 2025 Social Work Resources Programme For Period 1 April 2024 – 31 March 2025 Social Work Resources Base Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Actual Expenditure £000 Community Alarms - Analogue to Digital 294 - - 294 298 Swis Plus Replacement 733 - - 733 698 TOTAL 1,027 - - 1,027 996 35
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 10 September 2025 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources - Capital Budget Monitoring 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the progress of the capital programme for Social Work Resources for the period 1 April 2025 to 11 July 2025 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Social Work Resources’ Capital Programme of £0.337 million, and forecast expenditure of £0.337 million, be noted. 3. Background 3.1. This is the first capital monitoring report presented to the Social Work Resources Committee for the financial year 2025/2026. Further reports will follow throughout the year. 3.2. The budget of £0.337 million for Social Work Resources is based on the overall Capital Programme for 2025/2026 approved by the Executive Committee in February 2025, updated to include the budget carried forward from 2024/2025 (Executive Committee, June 2025). 3.3. The report details the financial position for Social Work Resources in Appendix A. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. 2025/2026 Budget As detailed in Section 3.2, the revised capital programme for Social Work Resources for 2025/2026 is £0.337 million. This budget is based on the original programme of projects approved by the Council in February 2025, updated to include budget carried forward from financial year 2024/2025. 5.2. The budget of £0.337 million reflects the level of spend which can be achieved in 2025/2026, based on current estimates. 6 37
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5.3. 2025/2026 Forecast Appendix A shows a forecast for the financial year of £0.337 million. For information, actual expenditure to 11 July 2025 is £0.194 million. 5.4. Glasgow City Region Smart and Connected Social Places: 5G Innovation Fund As noted in the last report to this Committee (26 March 2025), as part of the £0.600 million Glasgow City Region 5G Innovation Fund, the Council had a pilot project at David Walker Gardens that involved the installation of Smart TVs as part of the initiative. 5.5. This pilot project has concluded and will now rollout to other establishments continuing to transform digital communication for elderly residents in care homes, reducing social isolation and enhancing wellbeing. 5.6. The pilot funding was from UK Government funding held within Glasgow City Region and separate to the Council’s capital programme. Funding has been identified within the Adults and Older People service budget to enable full rollout of the technology to the Council’s other two residential care homes (McKillop and Meldrum Gardens) and Blantyre LIFE. 5.7. The evaluation report can be viewed here:- https://glasgowcityregion.co.uk/wp-content/uploads/2025/05/Care-Messenger- FINAL.pdf 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment Management Meetings. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director, Finance and Corporate Resources Professor Soumen Sengupta Director, Health and Social Care 12 August 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent 38
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Previous References South Lanarkshire Council, 26 February 2025 Executive Committee, 25 June 2025 Executive Committee, 27 August 2025 List of Background Papers Financial ledger to 11 July 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Graham Booth, Finance Manager (Strategy) Ext: 2699 (Tel: 01698 452699) E-mail: graham.booth@southlanarkshire.gov.uk 39
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Appendix A South Lanarkshire Council Capital Expenditure 2025 - 2026 Social Work Resources Programme For Period 1 April 2025 – 11 July 2025 Social Work Resources Base Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Forecast Spend £000 Forecast Variance £000 Actual Expenditure £000 Swis Plus Replacement 337 - - 337 337 - 194 TOTAL 337 - - 337 337 - 194 40
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 10 September 2025 Report by: Executive Director (Finance and Corporate Resources Director, Health and Social Care Subject: Social Work Resources – Workforce Monitoring – 1 April to 30 June 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 April to 30 June 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 April to 30 June 2025 relating to Social Work Resources be noted:- attendance statistics. occupational health. accident/incident statistics. discipline, grievance and Dignity at Work cases. analysis of leavers and exit interviews. staffing watch as of 14 June 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 April to 30 June 2025. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of June 2025 for Social Work Resources. The Resource absence figure for June 2025 was 7.3%, this figure has increased by 0.1% when compared to the previous month and is 1.9% higher than the Council- wide figure. Compared to June 2024, the Resource absence figure has increased by 0.3%. Based on absence figures as at June 2025 and annual trends, the annual average absence for the Resource for 2025/2026 is 8.2% compared to a Council-wide annual average figure of 6.0%. 7 41
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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, 395 referrals were made this period. This represents an increase of 15 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 34 accidents/incidents recorded and investigated within the Resource this period. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 14 disciplinary hearings were held within the Resource, this is an increase of 10 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 1 when compared to the same period last year and no Dignity at Work complaints were raised, this figure has remained the same when compared to last year. 4.5. Analysis of Leavers (Appendix 2a) There was a total of 26 leavers this period eligible for an exit interview. This figure has decreased by 4, when compared with the same period last year. Four exit interviews were conducted in this period, this figure has decreased by 3 when compared to the same period last year. 5. Staffing Watch (Appendix 3) 5.1. There has been a decrease of 20 employee in post from 8 March 2025 to 14 June 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. 42
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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 11 August 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 – 11 June 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 43
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2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 6.5 6.5 7.0 April 9.4 8.8 9.4 April 7.4 7.3 7.8 April 5.1 5.2 5.7 May 5.8 5.8 6.6 May 8.4 9.5 8.6 May 6.6 7.0 7.2 May 5.1 5.3 5.6 June 5.5 6.0 6.6 June 8.6 9.2 8.7 June 6.5 7.0 7.3 June 4.7 5.2 5.4 July 5.4 6.5 July 8.8 11.2 July 6.5 8.0 July 3.8 4.1 August 4.8 6.9 August 8.6 11.4 August 6.0 8.4 August 4.1 4.7 September 5.6 7.2 September 9.3 12.0 September 6.8 8.8 September 5.3 6.1 October 6.5 7.5 October 8.5 11.0 October 7.1 8.6 October 5.1 6.0 November 7.3 8.1 November 9.0 10.0 November 7.8 8.7 November 6.2 6.9 December 7.4 7.0 December 9.5 11.6 December 8.1 8.5 December 6.6 7.0 January 7.0 6.7 January 10.3 11.3 January 8.1 8.2 January 6.1 6.7 February 7.0 7.0 February 9.9 11.6 February 7.9 8.5 February 6.4 7.0 March 7.1 7.5 March 9.4 10.7 March 7.9 8.6 March 6.3 6.8 Annual Average 6.3 6.9 7.1 Annual Average 9.1 10.7 10.6 Annual Average 7.2 8.1 8.2 Annual Average 5.4 5.9 6.0 Average Apr-Jun 5.9 6.1 6.7 Average Apr-Jun 8.8 9.2 8.9 Average Apr-Jun 6.8 7.1 7.4 Average Apr-Jun 5.0 5.2 5.6 1780 1016 2796 15640No of Employees at 30 June 2025 No of Employees at 30 June 2025 No of Employees at 30 June 2025 No of Employees at 30 June 2025 Appendix 1 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Social Work Resources APT&C Council WideResource TotalManual Workers 44
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Apr - Jun Apr - Jun 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 119 102 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 4 TOTAL 380 395 Apr - Jun Apr - Jun 2024 2025 Specified Injuries* 0 0 Over 7 day absences 1 0 Over 3 day absences** 1 0 Minor 24 20 Near Miss*** 4 4 Violent Incident: Physical**** 12 5 Violent Incident: Verbal***** 12 5 Total Accidents/Incidents 54 34 Apr - Jun Apr - Jun 2024 2025 Total Number of Hearings 4 14 Total Number of Appeals 0 0 Appeals Pending 0 0 Time Taken to Convene Hearing October - Apr to Jun 2025 0-3 Weeks 4-6 Weeks Over 6 Weeks 7 5 2 Apr - Jun Apr - Jun 2024 2025 Number of Grievances 0 1 Number Resolved at Stage 1 0 0 Number Resolved at Stage 2 0 0 Number Resolved at Stage 3 0 0 Still in Progress 0 1 Apr - Jun Apr - Jun 2024 2025 Number of Incidents 0 0 Number Resolved at Informal Stage 0 0 Number Resolved at Formal Stage 0 0 Number of Appeals 0 0 Appeals in Process 0 0 Still in Process 0 0 *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 11 125 120 CAUSE OF ACCIDENTS/INCIDENTS Appendix 2 SOCIAL WORK RESOURCES 133 158 ****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 45
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Apr - Jun Apr - Jun 2024 2025 Career Advancement 7 10 Child Caring / Caring Responsibilities 0 1 Disatisfaction with terms and conditions 0 0 Further Education 0 2 Moving outwith area 0 2 Personal Reasons 0 7 Poor relationship with managers / colleagues 0 1 Travelling difficulties 0 0 Other 23 3 Total Number of Leavers Eligible for Exit Interview 30 26 Number of Exit Interviews conducted 7 4 Percentage of interviews conducted 23% 15% ANALYSIS OF REASONS FOR LEAVING Appendix 2a SOCIAL WORK RESOURCES 46
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As at 14 June 2025 Total Number of Employees F/T P/T F/T P/T 191 230 923 1395 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 319.33 1436.10 465.66 91.30 31.60 0.00 1.00 0.00 2347.99 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 Salary Bands MALE FEMALE TOTAL 2759 *Full - Time Equivalent No of Employees Appendix 3 JOINT STAFFING WATCH RETURN SOCIAL WORK RESOURCES *Full - Time Equivalent No of Employees Salary Bands 2739 MALE FEMALE TOTAL 47
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 10 September 2025 Report by: Director, Health and Social Care Subject: Social Work Resources Workforce Plan 2025 to 2027 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the Social Work Workforce Plan 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Social Work Resources’ Workforce Plan 2025 to 2027, attached at Appendix 1, be approved. 3. Background 3.1. South Lanarkshire Council is committed to delivering high-quality services that improve the lives of residents across the region. The Council Plan 2022 to 2027 outlines strategic priorities under the themes of People, Planet, and Progress. To support these priorities, the Council has developed a Workforce Strategy that ensures the right people are in the right roles at the right time. 3.2. The Council Workforce Strategy and Planning process provides the framework for workforce planning in the Council. The Strategy and Plans are aligned to current and future Council service needs and details the approach by the Council to ensure that the workforce required is in place to meet those needs. The Council Workforce Strategy and Plan was approved at Executive Committee, 28 May 2025. 3.3. Resource workforce plans detail the key areas of focus for Resources for 2025 to 2027, the current resource workforce profiles, the key workforce challenges and actions identified to address challenges. 3.4. Engagement and consultation to produce workforce plans has been primarily through HR business managers and Resource Management Teams. Resources have undertaken a horizon scanning exercise as part of the Resource planning process to identify key areas of focus which, along with workforce data, has been used to complete workforce planning toolkit templates. In addition, there has been a review of previous actions for the period 2022 to 2025 to identify any ongoing activity to be reflected in 2025 to 2027 plans. This structured approach has enabled the identification of strategic workforce priorities and the development of targeted actions to address them. 4. Social Work Resources Workforce Plan 2025 to 2027 4.1. The new Social Work Resource Workforce Plan is attached in Appendix 1. The workforce planning process identified five key and inter-related priority areas, each with associated challenges and actions, as follows: 8 49
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Recruitment, Attraction, and Retention 4.1.1. The challenges identified were the recruitment and retention of social care staff and the staff demographic. To address this, the Resource will continue to use a ‘grow your own approach’ to develop employees and further develop career pathways within social work. This approach will include succession planning to develop future leaders, expansion of graduate recruitment and career pathways, as well as promotion of the Council as an employer of choice. Transformation 4.1.2. Across the Resource there is ongoing financial pressures and the requirement to deliver statutory services. There are also requirements of the Care Reform Act that have still to be fully assessed and once employee implications are known services will be updated. Digital transformation is progressing with the Resource committed to ensuring that the workforce is developed and supported as part of realising the benefits of this (see 4.1.3.). Skills Gap 4.1.3. The workforce planning process has identified skills gaps across all council resources in relation to digital and change management skills. The Council’s Learning and Development Strategy will address this through development to support change management and also skills development across IT to support digital. Delivery of Key Activities 4.1.4 To deliver the key areas of activity for the Resource, there are challenges relating to increased service demand with ongoing financial pressures, sustainable service delivery and climate change responsibilities, and the progression of digital innovation in service delivery. The Resource will review staffing arrangements to deliver key activities such as maintaining safe staffing levels and service demand pressures. Services will ensure staff qualifications and standards are maintained. Employee Wellbeing 4.1.5. There are challenges across services in terms of absence management, staff resilience and improved employee engagement with the Council as an employer. Personnel Services are recruiting additional resources to support managers in maximising attendance. The service will also continue to review and improve supports to enhance employee wellbeing and engage with Trade Unions in line with Partnership Working arrangements. 4.2. The Workforce Plan will be monitored through the Health and Social Care (HSCP) Senior Management Team, with an update provided to the Committee on an annual basis as will be case for all other Resources and their respective Committees. 5. Employee Implications 5.1. Having a Workforce Strategy and proactive workforce planning process in place ensures an effective workforce is in place to deliver council services. 6. Financial Implications 6.1. There are no additional financial implications directly associated with undertaking the workforce planning process. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or for the environment on this report. 50
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8. Other Implications 8.1. Workforce planning is incorporated into Resource risk registers to acknowledge that having the right workforce with the right skills at the right time is reliant on the key workforce actions progressing. 8.2. Workforce Planning actions will be assessed as part of the Resource risk management arrangement and relevant issues added to the Social Work Risk Register and IJB Risk Register. 8.3. There are some workforce actions addressing national challenges, for example, national campaigns to promote career pathways in local government and funding available for specific training opportunities to address skills shortages. There is a risk that if these actions do not progress nationally that there will be shortfalls in the workforce that can impact on service delivery. 8.4. The National Benchmarking Overview Report 2023-24 noted that the biggest single issue for councils and Health and Social Care Partnerships is the recruitment and retention of staff at all levels. https://www.improvementservice.org.uk/__data/assets/pdf_file/0031/58189/Benchma rking-Overview-Report-2025.pdf That report also highlighted that:- Managing these ongoing recruitment and retention issues, against a context of increasing demand and growing financial pressures is threatening the sustainability of social care services. A national and co-ordinated approach to workforce planning will be essential to address these issues, underpinned by sustainable funding. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy or strategy, and no impact assessments are required. An integrated impact assessment was undertaken for the Workforce Strategy. 9.2. Trade Unions have been involved in the workforce planning process and updated through updates to Joint Trade Union Council Executive. Resource workforce planning activity is reported through Joint Consultative Committees. Professor Soumen Sengupta Director, Health and Social Care 5 August 2025 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Priorities We will work to put people first and reduce inequality 51
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We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes Caring, connected, sustainable communities Thriving business, fair jobs and vibrant town centres Inspiring learners, transforming learning, strengthening partnerships Previous References None List of Background Papers Council Workforce Strategy and Plan 2025 to 2027, Executive Committee 28 May 2025 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: 4668 (Tel: 01698 454668) E-mail: eileen.mcpake@southlanarkshire.gov.uk 52
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1 Social Work Workforce Plan 2025 – 27 8 53
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2 Social Work Workforce Plan 2025 – 27 Social Work Workforce Plan 2025 – 27 1. Introduction 2. Resource Overview 3. Key Resource Activity 4. Resource Workforce Profile 5. Resource Workforce Plan 6. Risk Implications 7. Monitoring the Plan Appendix 1 – Review of 2022-25 Actions Appendix 2 – Social Work Workforce Profile Appendix 3 – 2025 – 27 Social Work Workforce Planning Actions 54
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3 Social Work Workforce Plan 2025 – 27 1. Introduction South Lanarkshire Council delivers a wide range of services across the community that improve the lives of everyone living in South Lanarkshire. At the heart of the Council vision are values based on fairness, empathy, and a commitment to make a difference for the people of South Lanarkshire. The Council strives to be high achieving and high performing and to achieve this requires an available, capable, and resilient workforce. The Council Plan 2022 – 2027 sets out the Council priorities and how these will be delivered. The foundations of the Council plan are based on People, Planet and Progress. To deliver the Council priorities the Council has a Workforce Strategy which sets out the workforce planning framework used to identify the key strategic drivers, service demands and the actions to ensure that the Council has the right people in the right place at the right time to deliver our vision. This framework has been used to produce Resource and Council workforce plans, which outline the workforce challenges and actions for South Lanarkshire Council. The previous workforce plans covered 2022 – 2025 and this Council Workforce Plan covers the period 2025 – 27, to align with the lifecycle of the current Council Plan. 2. Resource Overview 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. 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. 55
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4 Social Work Workforce Plan 2025 – 27 Service Background 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. South Lanarkshire University Health and Social Care Partnership (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 IJB’s intermediate care approach provides reablement and rehabilitation support both within the Blantyre Life Care Campus and at home with integrated support from Home Assessment Teams. 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. 56
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5 Social Work Workforce Plan 2025 – 27 3. Key Resource Activity 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. 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 57
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6 Social Work Workforce Plan 2025 – 27 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 2028. 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. 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. 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. 58
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7 Social Work Workforce Plan 2025 – 27 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 are 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. 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. The Recovery Oriented justice Team uses a public health approach with those in conflict with the law and offending related to substance abuse. The team were established as a pilot and made permanent in June 2025. The innovative work of the 59
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8 Social Work Workforce Plan 2025 – 27 team and multi-agency approach have been recognised at the Scottish Health Awards 2024, where they received an Integrated Heath Award. 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. 60
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9 Social Work Workforce Plan 2025 – 27 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 SCP 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 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 61
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10 Social Work Workforce Plan 2025 – 27 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. 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. 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. National 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. The Care Reform Act was passed in July 2025 and focuses on modernising the way care is delivered and regulated across Scotland. This also extends establishing the National Social Work Agency in 2026, which will promote social work policy and the profession. 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. 62
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11 Social Work Workforce Plan 2025 – 27 4. Social Work Workforce Profile The full workforce profile is attached in Appendix 3. The data reviewed covers the period April 2023 – March 2024. Resources used this data to complete their workforce plans for 2025 – 27. The key highlights from the workforce profile are detailed below. Employee Numbers For April 2023 – March 2024, Social Work Resources employed an average of 2921 employees, equating to 2492 Full Time Equivalent (FTE). The workforce is split across three services; the split of each Service is shown below in Table 1 by headcount (number of employees) and total FTE. Table 1 Employee numbers Social Work Headcount FTE Social Work 2921 2492 Adults and Older People 2119 1793 Children and Justice 566 490 Performance and Support 208 198 Employment Status As of 31 March 2024, SWR employed 2913 employees. There are 37 employees who are in a temporary position, 2833 employees in a permanent position and 43 casual employees. This is detailed in table 2. The majority of the Service’s workforce is employed on a full-time basis, the highest proportion of part time employees is within Adults and Older People Services. Table 2 Employment Status Service Permanent Employees Temporary Employees Casual Employees Total Employees Social Work 2833 37 43 2913 Adults and Older People 2071 18 39 2128 Children and Justice 533 12 4 549 Performance and Support 229 7 - 236 Gender Split The gender split across Services* is detailed in Table 3. The Resource workforce consists of 14.8% male and 85.2% female. Table 3 Gender Split Service Female Male Total Employees Social Work 2445 425 2870 Adults and Older People 1784 306 2090 Children and Justice 447 97 544 Performance and Support 214 22 236 *As at 31 March 2024 and excluding casual employees 63
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12 Social Work Workforce Plan 2025 – 27 Age Range The age range across Services* is detailed in Table 4. Seventy-one percent of the workforce are age 40 or over. Adults and Older People Services has the highest employee numbers aged 65 and above, as well as the highest number of employees aged 50 and above. In addition, Adults and Older People also has the highest number of employees aged 16-19 years. Table 4 Age Range Service 16-19 Years 20-29 Years 30-39 Years 40-49 Years 50-59 Years 60-64 Years 65+ Years No. Employees Social Work 9 286 549 569 941 388 128 2870 Adults and Older People 7 198 361 380 732 309 103 2090 Children and Justice 0 64 132 131 146 50 21 544 Performance and Support 2 24 56 58 63 29 4 236 * As at 31 March 2024, excluding casual employees. Absence The absence rate for the Resource for 2023/24 was 7.23%. The details are in table 5. Table 5 – Absence rates Service Absence 23/24 Social Work 7.23% Adults and Older People 7.82% Children and Justice 6.22% Performance and Support 4.28% Leavers and Turnover From 1st April 2023 to 31st March 2024, 321 employees left the Resource, equating to 219.61 FTE. The turnover rate for the Resource for 2023/24 was 10.99%, this turnover rate is calculated using all leavers. Recruitment During 2023/24 1,164 posts were advertised attracting 4,683 applications. Candidates were appointed to 559 posts. The difference can be attributed to the notional number of vacancies applied to rolling campaigns. This is not a reflection of non-filling of posts. Full details of the workforce profile are attached in Appendix 2. 64
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13 Social Work Workforce Plan 2025 – 27 5. Resource Workforce Plan Resource Workforce plans were produced covering the period 2022 – 25. These plans have been reviewed to provide an update on actions to date and to identify any ongoing activity to be reflected in the 2025 – 27 plans. A summary of the review is included in Appendix 1. During 2024, Resources undertook a horizon scanning exercise as part of the Resource planning process to identify key areas of focus moving forward. Following this, working with HR Business Managers, Heads of Service completed the workforce planning toolkits to consider the workforce requirements to deliver resource plan outcomes, local and national drivers, as well as known and anticipated changes that will impact on the workforce. The workforce profile information was also taken into account as part of this exercise. Common themes emerged across all Resource and the priority workforce planning areas for actions are as follows: • Recruitment / Attraction and / retention • Transformation • Skills gap • Delivery of key activities • Employee well being All of this activity identified the key workforce challenges and the actions for Social Work Resources; a summary is provided in the table below. Summary of Challenges and Actions Priority Identified Need Key Challenges Action Recruitment / Attraction / Retention Recruitment and retention of qualified social workers and social work assistants Staff demographic Further develop career pathways within social work Continue to expand use of ‘grow your own’ approach. Implement robust succession planning. Transformation Budget gap and maintaining service delivery Ongoing financial pressure Manage efficiencies achieved as oracle fusion is embedded Service redesign and focus on delivery of statutory work 65
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14 Social Work Workforce Plan 2025 – 27 Priority Identified Need Key Challenges Action National social care reform Progression of digital and AI enhancements, e.g. technology enabled care. Updates to employees as implications become known Identify skills required to support digital transformation across the Council Skills gap Lack of skills to support organisational transformation Increased requirement for digital upskilling and specialist knowledge Skills development to support organisational change Digital skill development Delivery of Key Resource Activities Regulation and inspection of services Maintenance of safe staffing levels and service demand pressures. Provision of service across a large geographic area Ensure staff qualifications and standards are maintained through Learning and Development Boards Succession planning and continued employee development Recruitment adapted to reflect geography e.g., attending local community group in rural areas to attract more candidates. Employee Well being Maintaining employee wellbeing and resilience Reducing absence Improved employee engagement Provision of employee supports Additional resources to support absence management The Social Work Workforce Action Plan is attached in Appendix 3. 66
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15 Social Work Workforce Plan 2025 – 27 This provides the detail on the actions to deliver the plan, how they will be achieved, who is responsible for the delivery, the expected outcomes, and the timescales to be achieved by. Engagement and consultation to produce workforce plans has been primarily through HR Business Managers and Resource Management Teams, Trade Unions have been updated on activity through JTUC Executive updates and Trade Unions were also asked to provide details of workforce challenges from TU perspective via a survey. 6. Risk Implications The actions identified to assist the Council to achieve the right people with the right skills to deliver services. However, there are risks if these actions cannot be delivered. These are: • Reduced workforce supply is a risk to meeting the Councils requirements • Ability to train and develop staff to create our own talent into specialist roles within required timescales and maintain service delivery • Competing recruitment drives across services and sectors The risks identified with workforce planning will be included in the Resource risk registers. 7. Monitoring the Plan The action plan will be monitored through Resource Management Teams. As the arrangements on national initiatives emerge any significant changes will be reflected in updated action plans. Resource workforce plans will be formally reported through annual updates on actions to Resource Committees. The Council workforce plan will be reported to Executive Committee on an annual basis. 67
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16 Social Work Workforce Plan 2025 – 27 Appendix 1 Review Workforce Plan Actions 2022 – 25 An update on the key actions from the Social Work 2022 – 25 workforce plan is provided below: Priority / identified need Actions Achievements Next Steps 1a Increased demand and reduced workforce pool Revised recruitment practices, utilise employability routes. Revised recruitment practices are now embedded The introduction of essential and desirable criteria in job profiles, assist in shortlisting Oracle fusion, recruitment processes have been reviewed Revised campaigns for home carers, care and support and adult residential. Continues support for the Council MA programme and MA in social care. This will be addressed through further review and revisions to the Recruitment Strategy and the Learning and Development Strategy 1b Succession Planning Succession planning is discussed as part of appraisal process and potential leaders are nominated to join the Leadership Development program, there are currently 22 delegates This will be addressed through further revisions to the Recruitment Strategy and the Learning and Development Strategy 68
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17 Social Work Workforce Plan 2025 – 27 Priority / identified need Actions Achievements Next Steps enrolled from Social Work resources 2a Service Design and Efficiency savings Managing employee impact of savings Staffing implications of IJB budget decisions managed in line with Council processes. The revision of SWITCH2 arrangements in relation to managing employee impact of savings activity will ensure that employee skills are maximised. 2b Service Redesign The Council has a program of transformational reviews to enable services to be delivered in a different way to achieve efficiencies. Within Social work a fieldwork redesign assisted in improving recruitment and retention of qualified social workers The transformational review programme is ongoing and current reviews are within services areas, as well as reviews of overtime reduction and organisational structures. 3a IT / Digital Implementation of Fusion (HR, finance, and procurement) The new system was implemented in August 2024 and processes have been improved to reflect the capability of the new system. The workforce planning process has matured to provide a specific focus to consider the workforce supports for the delivery of a Digital Council 69
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18 Social Work Workforce Plan 2025 – 27 Priority / identified need Actions Achievements Next Steps 3b Implementation of Liquidlogic The implementation of Liquidlogic has been delayed and employee resource to support this has remained in place Implementation of Liquidlogic will require to be support through training, technical and change management resource. 4 Employee Support and Wellbeing Enhance employee support Revised occupational health provision has enhanced the support available to employees Employee supports will continue to be reviewed to ensure the supports are accessible to all employees. There is a review of Maximising Attendance Policy and supporting procedures to ensure that the Council continues to develop good practice to support and engage the workforce 70
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19 Workforce Profile: Social Work Resources Appendix 2 Section 1: Headcount and Full Time Equivalent For the year 2023/24, South Lanarkshire Council (SLC) employed an average of 17,086 employees, equating to 14,046 Full Time Equivalent (FTE). Social Work Resources employs 2921 employees at 2492 FTE, accounting for 17% of the Council’s headcount. The headcount and FTE for each Service is shown in Table 1. Table 1: SLC Headcount and FTE Headcount - 2921 FTE - 2492 Adults and Older People 2119.00 73% Children and Justice 566.17 20% Performance and Support 198.08 7% Adults and Older People 1792.82 72% Children and Justice 489.78… Performance and Support 207.82 8% 71
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20 Section 2: Employment Categories and Hours Worked As at 31st March 2024, Social Work employed 2913 employees, with a combined total of 2931 assignments. 43 employees were categorised as Casual, and of these, 42 employees were employed in their main post as a Casual Employee. These employees are primarily situated within the Adults and Older People Service as Residential Supply Social Care Assistants (88% of all casual workers). Social Work Resources employs the second highest number of Casual Employees within SLC, behind Education, however only account for 6% of all Casual Employees. Table 2: Employment Category Split Resource Permanent Employees Temporary Employees Casual Employees Total Employees South Lanarkshire Council 15377 594 769 16740 Social Work 2833 37 43 2913 Adults and Older People 2074 18 39 2131 Children and Justice 533 12 4 549 Performance and Support 229 7 - 236 *Please note that for all further data sets, Casual Employee figures have been removed. The total number of employees employed by SLC as at 31st March 2024 is therefore 15,971 and Social Work, 2870. The majority of the Council’s workforce is employed on Full Time contracts, which for the purposes of this report, has been taken to mean employees working 35 hours or greater per week at a Full Time Equivalent greater than or equal to 0.90. Term – Time employees who meet this criteria over 39 weeks have also been included in the Full – Time count. Permanent 97% Temporary 1% Casual 2% 72
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21 As shown below, 56% of SLC’s workforce were employed Full Time, with the remaining 44% categorised as Part Time employees as of 31st March 2024. The Full-Time split of Social Work Resources and its Services is shown alongside this. Table 3: Part Time / Full Time Split SWR Split as Percentage Full Time Split of Service Resource Total FT Total PT No. Employees South Lanarkshire Council 9267 6704 15971 Social Work 1864 1006 2870 Adults and Older People 1360 730 2090 Children and Justice 407 137 544 Performance and Support 167 69 236 Full Time 65% Part Time 35% Adults and Older People 64% Children and Justice 74% Performance and Support 71% 73
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22 Section 3: Leavers and Turnover Leavers From 1st April 2023 to 31st March 2024, 1709 employees left the council, equating to 1239.55 FTE. 321 Leavers (220 FTE) held positions within Social Work Resources. Table 4 shows the total leavers by Service and displays the headcount as a percentage of the Resource’s total leavers. Table 4: Leavers by Resource Service Contribution to Resource Leavers Resource No. of Leavers Total FTE South Lanarkshire Council 1709 1239.55 Social Work 321 219.61 Adults and Older People 238 153.62 Children and Justice 62 51.30 Performance and Support 21 14.69 This distribution of leavers is what we would expect from the Resource make-up as shown in Section 1. Adults and Older People 74% Children and Justice 19% Performance and Support 7% 74
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23 Table 5 details all leavers across Social Work and the reason for leaving while Table 6 shows a breakdown of the Top 5 leave reasons by Service. Table 5: Reasons for Leaving Social Work Resources As shown above, the five most common reason for leaving Social Work were Personal Reasons (26%), followed by Retirement (21%), Career Development (16%), Retirement Due to Ill Health (9%) and Termination of Temporary and Fixed Contracts (7%). In total, these five reasons account for over three – quarters of all leavers in the year 2023/24. 0 10 20 30 40 50 60 70 80 90 Total No. Total FTE 75
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24 The top five reasons for leaving by Headcount are shown below for each Service, as a percentage of that Service’s total leavers. Table 6 Social Work 19 Personal Reasons 26% 01 Retirement 21%12 Career Development 16% 02 Retirement Due To Ill Health 9% 09 Termination Of Temporary/Fixed Term/Contract Staff 7% 76
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25 Adults and Older People Children and Justice Performance and Support 19 Personal Reasons 27% 01 Retirement 21% 12 Career Development 13% 02 Retirement Due To Ill Health 11% 09 Termination Of Temporary/Fixed Term/Contract Staff 8% 12 Career Development 26% 01 Retirement 23% 19 Personal Reasons 19%15 Child Care/Caring Responsibilities 8% 17 Moving Outwith Area 5% 19 Personal Reasons 38% 12 Career Development 24% 17 Moving Outwith Area 19% 09 Terminatio n Of Temporary/ Fixed Term/Contr act Staff 10% 01 Retirement 5% 77
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26 Turnover Turnover for the year 2023/24 was calculated as the total number of employees who left the Council from within Social Work Resources between 1st April 2023 and 31st March 2024 (321), divided by the average number of employees in post during the year (2157). The Turnover Rate for Social Work Resources for 2023/24 was 10.99% and is broken down by Service below. This is slightly higher than the Council rate of 10.46%. Table 7: Resource Turnover There is little variance between the Services in terms of Turnover. Although Performance and Support does see a slightly lower rate, all Services and the Social Work rate as a whole, are within half a percent. Performance and Support 10.60% Children and Justice 10.95% Adults and Older People 11.02% Social Work 10.99% 10.30% 10.40% 10.50% 10.60% 10.70% 10.80% 10.90% 11.00% 11.10% 78
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27 Section 4: Age Profile Table 8: Social Work Resources Age Profile Resource 16-19 Years 20-29 Years 30-39 Years 40-49 Years 50-59 Years 60-64 Years 65+ Years No. Employees South Lanarkshire Council 61 1862 3536 3749 4475 1670 618 15971 Social Work 9 286 549 569 941 388 128 2870 Adults and Older People 7 198 361 380 732 309 103 2087 Children and Justice 0 64 132 131 146 50 21 544 Performance and Support 2 24 56 58 63 29 4 236 South Lanarkshire Council has a predominantly older workforce, with 66% of employees being aged 40 or over and the largest age demographic being 50-59, with 28% of the Council’s total employees. Social Work follows the Council trend with 71% of the workforce aged over 40 years, 32% of employees aged between 50 – 59 years, and 50% of the workforce over 50 years. Due to its size, this is driven by the Adults and Older People Service. Although all Services peak at 50 – 59 years, Children and Justice, and Performance and Support have slightly younger workforces, with around 60% of employees aged under 50. Table 9: Proportion of Age Band by Service 16-19 Years 0% 20-29 Years 10% 30-39 Years 19% 40-49 Years 20% 50-59 Years 32% 60-64 Years 14% 65+ Years 5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Adults and Older People Children and Justice Performance & Support 16-19 Years 20-29 Years 30-39 Years 40-49 Years 50-59 Years 60-64 Years 65+ Years 79
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28 Section 5.1: Absence Rate Absence rates for the Council are calculated each calendar month by dividing the total number of workdays lost due to absence by the total number of work days available for that period. The absence rate for South Lanarkshire Council for the year 2023/24 was 5.38%. The absence rate for Social Work Resources was 7.23% and is the highest rate of absence across the Council - this is slightly down on 2022/23, 7.58%. Total Absence % (2023/24) Short Term and Long Term Absence % (2023/24) Despite an initial decline in absences across Q1 and into Q2, absence rates increased sharply from September onwards, with Short Term absences increasing at a greater rate and peaking in December at over 4%. 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% 7.00% 8.00% 9.00% - 1.00 2.00 3.00 4.00 5.00 6.00 Short Term sick % Long Term Sick % Linear ( Short Term sick % ) Linear ( Long Term Sick % ) 80
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29 Table 10 details the absence level of each Service, where we can see that Adults and Older has the highest level of absence. Due to its size, this is a strong contributor to Social Work’s higher absence rate. Table 10: Service Absence Levels Worth noting is that each Service has contributes to the absence rate in different ways. Below is the long and short term absence levels for Adults and Older People, and Children and Justice across the year. Adults and Older People Children and Justice Here we can see that increasing levels of short term absence within A&O are driving up absence rates while C&J sees a sharper increase in long term absences. These absence rates tie into the levels of Turnover seen in Section 3, particularly Table 5, where we see a higher proportion of employees leaving due to Ill Health (retirals and dismissals). Of note also is the Age Profile is section 4 showing, particularly in Adults and Older People, an ageing workforce in frontline work carrying out roles reliant on moving and assisting and manual handling. Adults and Older People, 7.82% Children and Justice, 6.22% Performance and Support, 4.28% - 1.00 2.00 3.00 4.00 5.00 6.00 7.00 Short Term sick % Long Term Sick % Linear ( Short Term sick % ) Linear ( Long Term Sick % ) - 1.00 2.00 3.00 4.00 5.00 6.00 Short Term sick % Long Term Sick % Linear ( Short Term sick % ) Linear ( Long Term Sick % ) 81
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30 Section 5.2: Absence Categories The total number of working days lost in the year 2023/24 for Social Work Resources was 45,163, which accounts for 22% of all working days lost by the Council. Table 11 shows the number of working days lost due to specific categories of absence for the year 2023/24. The top four Reasons for absence are shown and the remaining categories aggregated into Other. Table 11: Days Lost Due to Absence Reason Psychological absences were the leading reason for absence, accounting for 37% of absences throughout the year, followed by Musculoskeletal (21%), Respiratory (11%) and Stomach (10%). Due to the year to year fluctuation of total numbers of absence, absence proportions are compared below. Each absence reason has been calculated as a percentage of ‘working days lost due to absence reason’ divided by ‘total working days lost in year’ to illustrate changes in absence across the years 2022/23 – 2023/24. 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 Musculoskeletal Psychological Stomach Respiratory Other 82
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31 Table 12: Absence Reasons – Year to Year Comparison The Resource absence rate decreased in 2023/24 vs. 2022/23, however psychological absences have seen a proportional increase of 3 points (and Musculoskeletal related absences have risen by 2 points). This trend is in line with the rest of the Council, where the proportion of psychological absences has increased across all Resources year on year. 0% 5% 10% 15% 20% 25% 30% 35% 40% Musculoskeletal Psychological Stomach Respiratory Other 2023/24 2022/23 83
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32 Social Work Resources Strategic Workforce Action Plan 2025 - 27 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Recruitment, attraction and retention Promote the Council as an employer of choice through job adverts Attract more candidates for hard to fill posts E.g. admin / policy and IT Successful recruitment exercises to attract a wider Head of Service and Personnel Adviser (recruitment) Revised recruitment adverts will be provided by the recruitment team and hiring managers will provide context relevant to specific roles and Career progression routes to be promoted December 2025 Within existing resources 84
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33 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications candidate pool Develop career pathways and progression in professional roles, though links with universities and colleges Progression and development of existing employees into professional roles, particularly Social Work Assistant to Social Workers Head of Service and Personnel Adviser (recruitment) Learning and Development Adviser / Service Managers and HR Business Managers December 2025 Within existing resources 85
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34 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Continue to develop ‘grow you own’ approach. Specific roles identified: Social worker Talent pool of developed staff to fill professional roles as they become available Heads of Service and Personnel Adviser (recruitment) Learning and Development Adviser to identify qualification routes and build on existing links with colleges and universities December 2025 Within existing resources Succession planning across all services developed future leaders identified to replace departing senior managers Learning and Organisational Development and Manager HR Business Managers and Resource management teams December 2025 Within existing resources 86
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35 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Proactive recruitment campaigns for hard to recruit posts e.g. Scheduling assistant and home carer Maintain safe staffing levels Service Managers and Recruitment team Performance Manager, Care at home, links with employability and job centres June 2025 Within existing resources Review and explore recruitment practices for home carers Improvement in the shortfall of available, skilled workforce Service Managers and Recruitment team Performance Manager, Care at home Personnel Adviser December 2025 Within existing resources Transformation Continue to explore digital technology to support service Reducing risk and enhancing choice and Head of Service / Head of IT Managers and employees April 2026 Within existing resources 87
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36 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications user independence control through digital technology Progress digital to analogue through existing team Enhancement to community alarm service Head of Adults and Older People / Head of IT Telecare Development Team/ IT project manager April 2026 Within existing resources Review of services to make efficiencies and improvements Prioritised resources to protect service delivery Head of Service and HR Business manager Personnel Adviser and Service manager will progress the implementation of outcomes of the review December 2025 Within existing resources 88
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37 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Progress the actions identified as part of the review of overtime Delivery of services within core staffing and reduce requirement for overtime Heads of Service HR Business manager. The action plan will be monitored through overtime updates to SMT December 2025 Achievement of savings target identified Progress the actions identified from the review of management structures Efficient management structure in place Heads of Service HR Business Manager March 2026 Achievement of savings target identified Skills Gap Provide Leadership development for senior managers Skilled staff to deliver key resource activity Heads of Service L&D Adviser / L&D Board March 2026 Within existing resources 89
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38 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Provide training to digitally upskill the workforce Skilled staff to deliver key resource activity Heads of Service L&D Adviser / L&D Board March 2026 Within existing resources Provide training to raise awareness of sustainability and climate change Awareness of action required to reduce climate impact Heads of Service L&D Adviser / L&D Board March 2026 Within existing resources Provide training to enable employees recognise the impact of trauma and adversity to enable the adoption the Embedding trauma informed practice in all aspect of social work services Heads of Service HR Business manager / L&D Adviser / L&D Board March 2026 Within existing resources 90
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39 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications trauma informed principles Identify steps required to reduce Digital exclusion Employees able to engage with digital services across the Council Head of Personnel Head of IT services, L&D Manager December 2026 Within existing resources Maintain ongoing CPD Maintenance of professional development standards Heads of Services Managers as part of appraisal process March 2026 Within existing resources Delivery of key Resource activity Monitor staffing levels in line with Developed and available staff to Heads of Service HR Business manager March 2026 Within existing resources 91
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40 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications statutory requirements deliver key activity Flexibility in response to demand Review care at home staffing to maximise workforce capacity and skills Skilled and available workforce to meet service demand HR Business Manager / Service Manager (Care at Home) Personnel Adviser, Care at Home Operation Managers December 2026 Within existing resources Implement the findings of national thematic review of social work governance Sufficient governance and assurance arrangements Heads of Service HR Business manager March 2026 Within existing resources 92
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41 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications in place to support safe delivery of services Continue to mitigate the Resource exposure to risk Risks managed within tolerance levels and statutory obligations met. Executive Director / Heads of Service Service Development Manager March 2026 Within existing resources Support implementation new social work IT system through Employee and managers trained and able to operate the Performance and Support Manager Employees / managers / L&D Adviser April 2026 Within existing resources 93
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42 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications business change processes new IT system Take forward the outcome from the Care Inspectorate self-evaluation implementation feedback in Justice Services Maintain performance management and governance arrangements Justice Services Manager Justice Services teams April 2026 Within existing resources Continue to manage the impact of prisoner early release during 2025 Sustained reduction of prison population Justice Service Manager Unpaid work service April 2026 Within existing resources National care service reform Response to any reform proposal from Heads of Service HR Business Manager March 2026 Within existing resources 94
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43 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Scottish Government on social care Assess employee implications of achievement of net zero Developed and available staff to deliver key activity Heads of Service HR Business Manager Key actions require to be compliant with climate and sustainability measures. In some case this requires new skills that are not currently within the existing workforce March 2026 Within existing resources 95
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44 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Maintaining employee health and well being Improved employee engagement across servers Engaged employees will contribute to overall effectiveness of services Head of Personnel All managers across services March 2026 Within existing resources Partnership working with TUs Continue to maintain existing relations with TUs improving employee relations and overall Head of Personnel All managers across services March 2026 Within existing resources 96
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45 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications employee experience Annual review of employee wellbeing initiatives and campaigns to provide to improved supports and increase resilience of employees Supported, engaged, and motivated workforce Head of Personnel All managers across services March 2026 Within existing resources Promote employee recognition through appraisal Supported, engaged, and motivated workforce Head of Personnel All managers across services March 2026 Within existing resources 97
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46 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Employee recognition Supported, engaged, and motivated workforce Head of Personnel All managers across services March 2026 Within existing resources Mentoring and coaching Supported, engaged, and motivated workforce Head of Personnel All managers across services March 2026 Within existing resources Refresher training absence management Supported, engaged, and motivated workforce Head of Personnel All managers across services March 2026 Within existing resources 98
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 10 September 2025 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Enhancing Capacity for Quality and Best Value 1. Purpose of Report 1.1 The purpose of the report is to:- [purpose] update the Committee on the positive impact of the Commissioning and Assurance Team and propose a development of this team to further improve governance and efficiency [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; (2) that proposals for the ongoing development of the Commissioning and Assurance Team (CAT) be approved; and (3) that the addition to the Social Work Resources’ establishment, as detailed in section 5 of the report, be approved. [1recs] 3. Background 3.1 Over recent years Audit Scotland has highlighted significant challenges facing the sustainability of social care, including financial pressures and tensions between cost and quality in the commissioning of social care. 3.2. In recognition of this, in April 2022 the then Commissioning and Quality Assurance Team was established within the South Lanarkshire Health and Social Care Partnership (HSCP), with a focus on ensuring quality and best value through contract monitoring and placement management and thereby contributing to the HSCP’s and the Council’s financial and care governance arrangements. 3.3. The Social Work Resources Committee approved the establishment of the team through the use of fixed term funding from the Scottish Government, and with the ambition that if it delivered as planned then efficiencies would be secured that would enable a proportion to be reinvested into the team and thus enable it to be effectively self-funding on an on-going basis; this ambition was achieved. 4. Proposal for Enhancing Arrangements for Adult and Older People’s Services 4.1. To-date the team has delivered a planned programme of work that has included:- reviewing historical funding arrangements and lapsed contracts to ensure compliance with best practice in procurement and contract management 9 99
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reviewing high-cost care packages to ensure proportionate support for individuals that promote independence delivered complex casework balancing eligibility and risk, including repatriating a number of service users back to South Lanarkshire (as per the Coming Home policy agenda) contributing to targeted improvement activity with external care providers alongside the Care Inspectorate and other local services 4.2. The impact of this has been to secure significant efficiency savings that has contributed to the ability of the South Lanarkshire Integration Joint Board (IJB) to set a balanced budget (as it has a statutory requirement to do) and deliver a year-end balanced position and so mitigating the impact of budget shortfalls on service users and carers. 4.3. Audit Scotland has continued to highlight the need to further commissioning and procurement arrangements with action needed at national and local levels. Given the continuing demand pressures on services and costs pressures on budgets, there is then both an imperative and an opportunity to enhance and extend the work of what will now be referred to as the Commissioning and Assurance Team (CAT). Such a development would enable consistent service monitoring and improvement across all commissioned services, including:- 51 external care homes supporting over 2,500 placements, with an annual spend of £71.673 million 38 supported living and day care providers, supporting adults with additional needs, with an annual spend of £25.346 million 4.4. To sustain and scale this work, it is proposed to permanently expand the CAT as per paragraph 5.1 with:- one Fieldwork Manager one Operations Manager 2 Planning Officers 4 Social Workers 4.5. The proposed Operations Manager will lead statutory work, contract management, and ensure timely reviews. The proposed Fieldwork Manager will oversee quality assurance, negotiate contracts, and manage risk and efficiencies. 4.6. Additionally, 4 vacant Social Worker posts will be realigned to the CAT to support complex casework and the Coming Home policy agenda. 4.7. Benchmarking with a number of other council areas has confirmed that other local authorities have established and are developing similar dedicated quality assurance / contract review teams, with South Lanarkshire’s population profile and service complexity justifying both a comparable arrangement and the enhanced capacity proposed. 5. Employee Implications 5.1. It is proposed that, subject to approval, the posts outlined at paragraph 4.4 are added as permanent posts on the establishment as detailed overleaf. 100
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Post Existing Proposed Number of posts Change Grade SCP Range Hourly Rate Annual Salary Gross Cost incl. on costs 29.7% Total Costs Fieldwork Manager 0 1 1 G5 L1 96 -97 £35.70 - £36.25 £65,149 - £66,153 £84,498 - £85,800 £84,498 - £85,800 Operations Manager 1 2 1 G4 L 2 - 5 82 -88 £29.00 - £31.72 £52,922 - £57,886 £68,640 - £75,078 £68,640 - £75,078 Planning Officer (QAGT) 4 6 2 G3 L4 72 -74 £25.21 - £25.75 £46,006 - £46,991 £59,669 - £60,948 £119,339 - £121,895 Total 5 9 4 £272,477 - £282,773 6. Financial Implications 6.1. To date, the CAT has generated £4.2 million in efficiencies, contributing significantly to the IJB’s financial sustainability, ensuring adherence to the Council’s procurement policy, and supporting care that is person-centred and equitable. 6.2. The cost of the additional posts is £0.282 million. These posts will be funded from the budget released from contractual cost efficiencies secured previously as a result of the redesign and recommissioning activity to date. No additional funding is required from the Council or the IJB. 6.3. The additional posts will support future contractual savings by enabling the review of existing contractual arrangements, ensuring Best Value is achieved and outcomes for service users are continuously improved. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability and environmental implications directly related to this report. 8. Other Implications 8.1. The National Benchmarking Overview Report 2023/2024 has highlighted that The biggest short-term and long-term pressure for council budgets is adult social care, with councils and their partners face significantly growing demands largely due to supporting the increasingly complex needs of people with disabilities and an ageing population. While adult social care is an area of expenditure growth, financial pressures – for example from rising inflation and pay uplifts - are making it difficult to sustain services at their current level. https://www.improvementservice.org.uk/__data/assets/pdf_file/0031/58189/Benchma rking-Overview-Report-2025.pdf 8.2. The CAT will continue to release funding to support the Coming Home agenda i.e. to create opportunities to resource care plans within the local area rather than out of area and to limit hospital delays for adults with complex needs. The CAT have also subsequently been required to focus on requirements from the Scottish Government to establish a register of out of area placements and hospital delays, in conjunction with fieldwork teams, to be submitted routinely to the Scottish Government. 101
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8.3. As part of the Budget Recovery actions being progressed in respect of the structural Children and Families Social Work overspend, similar dedicated capabilities are being developed in respect of contract monitoring and placement management building on the learning and impact of the Adult and Older People’s Team to-date. In the short term it is envisaged that these two workstreams will operate in parallel with the latter intention of coalescing into a single arrangement once the operating model is settled. 9. Integrated Impact Assessment and Consultation Requirements 9.1 There is no requirement to carry out an impact assessment in terms of the proposal contained withing this report. 9.2. Trade Unions have been updated on the proposals within this report and will continue to be updated on progress through the JCC. Professor Soumen Sengupta Director, Health and Social Care Jackie Taylor Executive Director (Finance and Corporate Resources) 5 August 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective and efficient Previous References Social Work Resources Committee (17 March 2021) – Establishment Changes Social Work Resources Committee (21 August 2024) - Children and Families: Locality Based Social Work Services Modernisation Programme and Quality Assurance and Governance Team (QAGT) Update List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ian Beattie, Head of Health and Social Care Tel: 01698 453701 Email: ian.beattie@southlanarkshire.gov.uk 102
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 10 September 2025 Report by: Director, Health and Social Care Subject: Self-Directed Support - Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on delivery of Self-Directed Support (SDS) within South Lanarkshire highlight South Lanarkshire Council’s participation in a Scottish Government- funded SDS Support improvement programme [1purpose] 2. Recommendation(s) 2.2. The Committee is asked to approve the following recommendation(s):- [ (1) that the content of the report be noted. 3. Background 3.1. The Social Care (Self-Directed Support) (Scotland) Act 2013 (the 2013 Act) sets out the duties of relevant authorities to offer choice when arranging care and support including community care services and children’s services. 3.2. The 2013 Act was intended to ensure that care and support is arranged, managed, and delivered in a way that supports choice and control for people. The Act is underpinned by four statutory principles: participation and dignity; involvement; informed choice; and collaboration. 3.3. The Act 2013 requires local authorities to offer people who are eligible for social care four choices concerning how they receive support, taking account of the amount of choice and control the supported person wants over their social care arrangements. The 4 choices, or options, are:- Option 1: The making of a direct payment by the local authority to the supported person for the provision of support. Option 2: The selection of support by the supported person and the making of arrangements for the provision of it by the local authority or an agreed third party (such as a support provider) on behalf of the supported person. Where the support is provided other than by the authority, the relevant amount in respect of the cost of that support is paid by the local authority. Option 3: The selection of support for the supported person by the local authority, the making of arrangements for the provision of it by the authority and, where it is provided by someone other than the authority, the payment by the authority of the relevant amount in respect of the cost of that provision. 10 103
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Option 4: The selection by the supported person of combinations of Options 1, 2 and 3 and, where it is provided by someone other than the authority, the payment by the local authority of the relevant amount in respect of the cost of the support. 3.4. The Scottish Government first published accompanying statutory guidance to the Act in 2014, which was then updated in 2022: https://www.gov.scot/publications/statutory-guidance-accompany-social-care-self- directed-support-scotland-act-2013-2/ 3.5. In 2021, the Scottish Government alongside Social Work Scotland published a Framework of Standards to support best practice and demonstrate what good SDS implementation looks like. The Framework (subsequently supplemented in 2024) comprises 12 standards, each with accompanying practice standards and core components: https://www.gov.scot/publications/self-directed-support-framework-standards- including-standard-descriptor-practice-statement-core-components-practice- guidance-updated-2024/documents/ 3.6 This was then followed by the Scottish Government and COSLA publishing in 2023 its Self-Directed Support: Improvement Plan 2023 to 2027: https://www.gov.scot/publications/self-directed-support-improvement-plan- 20232027/pages/1/ 4. SDS in South Lanarkshire 4.1. Within South Lanarkshire Council, SDS is delivered across all social work operational services: Social Work Children and Justice Services; and Adult and Older People Social Work Services within the Health and Social Care Partnership (HSCP). 4.2. Following a comprehensive assessment, SDS options are considered to ensure personalised care planning. In situations requiring urgent or crisis intervention - such as reablement services following hospital discharge - support is provided immediately, in parallel with the SDS process. Typically, assessments are completed within 4 weeks. Where substantial needs are identified, services are then arranged within a further 6-week period, in line with the Council’s Eligibility Criteria. It should be noted there is often overlap between immediate interventions and longer-term support planning; and service availability - including access to specific supports such as Personal Assistants - can influence the overall timeline for implementation. 4.3. In addition, for external provider organisations are contracted to provide independent information, support and advice in relation to SDS:- Equal Say (advocacy) Take Control (information and advice) Lanarkshire Carers (information, advice and support for carers) Action for Children (support for young carers) 4.4. The local SDS Improvement Board is chaired by the Head of Health and Social Care and is responsible for driving improvement using the Scottish Government’s SDS Improvement Plan. With reference to the SDS Framework of Standards, the Improvement Board are driving forward the following priority changes in relation to Accountability, Transparency and having a Strength and Asset-based approach: 104
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Improve public-facing information in relation to South Lanarkshire Council’s delivery of SDS through involvement with people with living experience of SDS. Increase staff knowledge and skills around employing a relationship-based practice approach to engaging supported people and carers through a refreshed offer of workforce development. Performance 4.5. Table 1 shows the rising number of supported people and carers assessed and supported by Adults and Older People Services over the last three financial years. Table 1 Financial year Number of supported people engaged in an SDS co-produced Assessment Number of unpaid carers who requested to be engaged in an SDS Adult Carer Support Plan 2022/2023 2135 422 2023/2024 3108 426 2024/2025 3350 458 4.6. Table 2 shows the rising numbers of Outcome Support Plans being completed over the same period. Table 2 Financial year Number of Outcome Support Plans completed 2022/2023 366 2023/2024 491 2024/2025 757 4.7. Table 3 shows the increasing activity of Children and Families in relation to numbers of children and young people provide with SDS packages of care. Table 3 Financial year Number of children and young people 2022/2023 205 2023/2024 217 2024/2025 221 4.8. The following performance in respect of SDS was included in the Social Work Resources Quarter 4 Performance Plan representing the cumulative position to March 2025 – Table 4. Table 4 Performance Indicators Status 24/25 Target To-Date Number of people participating in a co-produced SDS Assessment to exercise choice and control over their care. Green 3,000 3,756 Increase number of people in receipt of Options 1, 2 and 3 exercising choice and control over their care. Green 10% 35% Increase spend on adults in receipt of Option 1, 2 and 3 payments. Green 10% 21% 105
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4.9. The Local Government Benchmarking Framework (LGBF) provides a comparator of performance across Scottish councils to support improvement and public transparency. 4.10. The LGBF includes an indicator on Self-Directed Support (Direct payments and managed personalised budgets) spend on adults 18+ as a percentage of total social work spend on adults 18+ is an indicator. South Lanarkshire’s position in Scotland for 2023/2024 dropped from 13th to 15th place. At 6.4%, South Lanarkshire was higher than the family group average of 5.3%, but lower than the Scottish average of 9%. Whilst there was no change within South Lanarkshire from the previous year, there had been a 2.4% increase since 2021-22, in comparison to a 0.8% increase in the family group average during this period and a 0.6% increase nationally. 4.11. Importantly, this LGBF indicator highlights only the social work spend allocated via Direct Payments, Personalised Managed Budgets and Individual Service Fund (ISF) – i.e. Options 1 and 2. It does not recognise local authority managed services - Option 3 - which provide a legitimate choice for individuals or a default position in the legislation for individuals who do not wish to exercise their right to choose. 4.12. The uptake of Options 1 and 2 is likely to be impacted by the changed environment of social care, with providers experiencing recruitment challenges and thus unable to offer pre-pandemic levels of service, alongside a reduction in the availability of Personal Assistants (PAs). 4.13. As per 4.3, the Improvement Board are progressing actions to ensure that individuals wishing to exercise the choice and control of Options 1 and 2 are supported to do so. It is anticipated that performance in this area will improve, however, it should be noted that wider pressures, most notably in relation to workforce supply and the financial challenges facing social care, will continue to be influential. Workforce Development 4.14. An appropriately skilled and knowledgeable workforce is essential to delivering SDS. Tailored learning opportunities are being developed to support new and existing staff in SDS, outcomes-focused work, and relationship-based practice. Over the course of the previous year:- Adults and Older People: in early 2025, over 40 new and existing staff received SDS mandatory training Children and Families: Since April 2024, Children and Families SDS Development Workers delivered mandatory training on SDS and working with children with disabilities to 180 staff 4.15. In addition to formal training, workforce development is supported through regular online sessions aimed at improving practice and raising awareness of local and national resources. Since April 2024, 19 “SDS Briefings” have engaged more than 760 staff and external providers (with recordings then available to council-employed staff on the Council’s intranet). The feedback to these sessions has been positive – for example:- “The Briefings are helpful and support me in my role.” “Incredibly informative and reassuring to know that everyone is receiving the same training.” 106
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Workforce Availability: Personal Assistants 4.16. The sustainability challenges facing the external social care sector were acknowledged in the Scottish Government’s Phase 2 Post-Legislative Scrutiny of the SDS Act (2013). In response to recruitment challenges for Personal Assistants (PAs), the Council has collaborated with employment agencies, Job Centres, and the University of Strathclyde to promote the PA role to a wider audience. Engagement with Supported People and Carers 4.17. The priorities of the SDS Improvement Board outlined in 4.3, and the focus on performance outlined in 4.4, reflect local recognition of the scope for and importance of continued improvement of the delivery of SDS delivery. This includes acknowledgement that assessments can be frustrating for many service users; and could benefit from being more timeous and clearer. 4.18. The establishment of a Carer’s Lead within the Health and Social Care Partnership is facilitating increasing awareness of unpaid carers across adult and older people’s services. This includes supporting staff development and system improvements. Notably an updated Adult Carer Support Plan (ACSP), developed with Lanarkshire Carers, will launch alongside the LiquidLogic case management system when that goes live. In relation to this forthcoming improvement one carer involved noted “This gives carers the chance to reflect on their role before meeting with Social Work staff.” 4.19. Similarly, a new Assessment and Child’s Plan has been developed and rolled out with accompanying training. In addition, the aforementioned updated ACSP will be adapted by Children and Families Social Work to ensure a consistent approach to carer engagement and improvements. 4.20. Work is underway to re-design the South Lanarkshire Council web-site in relation to public-facing information on local SDS processes. Working in conjunction with supported people and carers, and supported by Lanarkshire Carers, the aim for the refreshed web-presence is that the format and content will be more accessible and informative. Enhancing Direct Payment Support 4.21. Recognising the importance of Option One (Direct Payment) in promoting choice and control, in March 2024, the SDS Finance Team took action to improve the clarity and accessibility of information for Direct Payment recipients, including easy-read formats and setting out more clearly role and responsibilities of all those involved. In addition, a regular Direct Payment Review process has been embedded to ensure compliance and provide ongoing support. Working Together for Change 4.22. South Lanarkshire Council has been selected as a site for In Control Scotland’s Working Together for Change programme (September 2025 – March 2026), sponsored by the Scottish Government. 4.23. This initiative will bring together stakeholders from the local SDS community, namely a range of workers from Social Work, and those from commissioned services, third- sector agencies, and people with lived experience. Together, the group will learn about the principles behind SDS and co-develop change ideas about how delivery could be made even better in South Lanarkshire. These ideas will be submitted to the SDS Improvement Board for consideration, ultimately with the aim of contributing to system-wide improvements in SDS delivery. In Control will evaluate the immediate 107
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impact of the programme, and the SDS Improvement Board will lead on measuring the longer-term impact through engagement with stakeholders. 5. Employee Implications 5.1 There are no additional employee implications associated with this report. 6. Financial Implications 6.1 The South Lanarkshire Council spend on SDS has risen year-on-year as evidenced in Table 5. Table 5 Financial Year South Lanarkshire annual committed spend on supported person’s Direct Payment budgets South Lanarkshire annual committed spend on carer’s budgets 2021/2022 £8.377m £1.389m 2022/2023 £10.777m £1.840m 2023/2024 £10.240m £1.335m 2024/2025 £10.289m £1.917m 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 As noted in 4.4, external pressures will continue to impact performance related to Self- directed Support. Additionally, the risk of social work failing to modernise and transform services to meet service demands may result in a budget deficit that will compromise the delivery of statutory functions 8.2. The National Benchmarking Overview Report 2023/2024 has reinforced that the social care sector is currently facing complex and unprecedented pressures and challenges. https://www.improvementservice.org.uk/__data/assets/pdf_file/0031/58189/Benchma rking-Overview-Report-2025.pdf 8.3. The report highlights that it is important to recognise that service expectations have been raised – for example, with respect to choice, control and support as per the Self- Directed Support Act 2013 - amongst communities at a time when the ability of local government to deliver is under greater pressure than ever, and demand is accelerating faster than ever. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and. therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Professor Soumen Sengupta Director, Health and Social Care 11 August 2025 108
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Link(s) to Council Values/Priorities/Outcomes Accountable, effective and efficient Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ian Beattie, Head of Health and Social Care Ext: 3701 (Tel: 01698 453701) Email: ian.beattie@southlanarkshire.gov.uk 109
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 10 September 2025 Report by: Director, Health and Social Care Subject: Independent Living Fund Scotland - Update 1. Purpose of Report 1.1 The purpose of the report is to:- [purpose] provide an update on the re-opening of the Independent Living Fund in Scotland and the Council’s actions to facilitate within South Lanarkshire [1purpose] 2. Recommendation(s) 2.1 The Committee is asked to approve the following recommendation(s):- [ (1) that the content of the report be noted. 3. Independent Living Fund re-opening - Background 3.1 The Independent Living Fund (ILF) was set up in 1988 to support disabled people with high level of needs live independently in the community rather than within residential care. The initial funding stream (Group 1) closed in 1993 to later be replaced with a subsequent funding stream (Group 2), which closed to new applicants in 2010. Subsequently, funds for existing recipients were transferred from the UK Government to the devolved Scottish Government and ILF Scotland was formed to administer this fund. 3.2. In September 2023, the then First Minister announced as part of the 2023 Programme for Government that the ILF would reopen in 2024/2025, with an initial commitment of £9 million to help up to 1,000 disabled people live more independently. 3.3. The re-opened ILF provides lifetime awards that are additional to statutory support from local authorities. These awards aim to enhance independence through activities such as employment, education, hobbies, and maintaining wellbeing. ILF Scotland introduced the following criteria for applicants:- supported person must live in Scotland they must be aged 16 and over at the point of application they must access Self-Directed Support (SDS) they must receive a net weekly budget of at least £800 per week https://ilf.scot/ 4. South Lanarkshire Council – Year One Progress 4.1. Scottish local authorities have several key responsibilities in relation to the re-opened ILF, namely:- 11 111
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Application Facilitation - all applications to the re-opened ILF must be submitted by a local authority worker on behalf of the supported person. This ensures that applications are grounded in statutory care assessments and aligned with local service provision. Eligibility Verification - councils are responsible for verifying that applicants meet ILF criteria. Operational Distribution - each council receives a pro-rata allocation of ILF awards. Governance and Oversight - councils are expected to establish governance models for overseeing ILF applications. Maximising Uptake - councils are encouraged to prioritise ILF applications to avoid underutilisation of funds. 4.2. Initially, the applicant had to have a committed local authority spend of £800 per week. The maximum that any individual could be awarded was set at £330 per week and ILF Scotland anticipated that awards would average £220 per week. In January 2025, acknowledging that the £800 per week local authority threshold excluded many disabled people, ILF Scotland widened the criteria to include supported people whose committed spend was over £485, and who receive significant amount of support from an unpaid carer living within the same household. These additional criteria became known as the “Carer’s component”. 4.3. A fair distribution exercise undertaken by ILF Scotland resulted in South Lanarkshire Council being designated 67 awards for the year 2024/2025. These were distributed pro-rata across fieldwork teams in accordance with established operational resource management processes. 4.4. Potential applications were identified by fieldwork teams and supported through the application process by SDS staff. This ensured that applications met ILF criteria and appropriately reflected individual circumstances aligned with ILF priorities. 4.5. Significant effort was invested in building worker awareness, confidence, and competence regarding ILF and the Re-opened Fund, including:- a workforce-wide online SDS Briefing was delivered in April 2024 a second SDS Briefing in October 2024 showcased successful applications and outcomes extensive information for practitioners and managers on ILF criteria, priorities, and local application processes has been made available on the council intranet, alongside links to the ILF Scotland website 4.6. In addition, 2 members of staff from within Health and Social Care Partnership contributed to the development of an ILF-specific Scottish Social Services Council (SSSC) Open Badge, a digital record of achievement and skill:- https://www.ssscopenbadges.org. 4.7. Alongside national communication from ILF Scotland, the Council’s internet pages were updated in April 2024 with information on ILF in general and the Re-opened Fund in particular. 112
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4.8 Over the course of 2024/2025:- South Lanarkshire Council submitted 56 applications to ILF’s Re-opened Fund. This represented 82% of our overall allocation of 67 - above the national average of 56%. 55 of the 56 submissions applications were accepted - above the national average. At the point of 1 April 2025, 22 applications had converted into an “award in payment”, with 62% receiving the award on the basis of the original criteria and 38% received an award based on the “Carer’s Component”. 4.9. In total, the 2024/2025 Re-opened Fund has provided around £212,000 to disabled people in South Lanarkshire. 4.10. Feedback from ILF Re-opened Fund recipients in South Lanarkshire has been positive:- • “ILF has been really beneficial. My son now gets more hours of support over the weekend. He really enjoys getting out and it’s really impacted positively on his health and wellbeing” • “Having the additional funds from ILF has meant my son is able to pursue his passion and talent for music by employing a music-based Personal Assistant to support him to do music at college. This is something we wouldn’t have been able to do without ILF” • “With ILF Funds we have been able to get additional hours of care which gives us a bit more time on our own to re-charge and spend quality time with our other child who often gets left out because of our caring responsibilities” 4.11. Feedback from ILF Scotland has been that nationally while there was a strong representation of applications relating to supported people with a learning disability, the following groups were under-represented in the first year:- older people people with mental health issues people who use alcohol and drugs young people over the age of 16 4.12. In response, further awareness raising has been undertaken regarding the role of the Re-opened Fund in providing additional support with local managers. Monitoring of the source of applications is also in place to ensure that South Lanarkshire Council make this opportunity available to eligible individuals across the spectrum of disabilities. 5. Employee Implications 5.1 There are no other direct employee implications associated with this report. 6. Financial Implications 6.1 No additional funding was provided to the Council by the Scottish Government in relation to the roles summarised in 4.1. As such the programme of work was undertaken in addition to existing operational demands by a workforce largely unfamiliar with the ILF model. This challenge was reflected nationally, resulting in slower-than-anticipated application rates across Scotland. 113
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6.2. ILF require that the level of financial support provided by a local authority exceeds that provide through the Re-opened Fund. Care has, therefore, been taken to ensure the sustainability of packages of care, and that ILF applications are submitted only where care needs have been assessed as enduring and unlikely to reduce. 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 There are no other implications associated with this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1 This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no 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 11 August 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective and efficient Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ian Beattie, Head of Health and Social Care Ext: 3701 (Tel: 01698 453701) Email: ian.beattie@southlanarkshire.gov.uk 114
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 10 September 2025 Report by: Director, Health and Social Care Subject: Children (Care, Care Experience and Services Planning) (Scotland) Bill Call for Views – Response 1. Purpose of Report 1.1. The purpose of the report is to:- inform the Committee of the Education, Children and Young People Committee Stage 1 Call for Views on the Children (Care, Care Experience and Services Planning) (Scotland) Bill and submitted response on behalf of South Lanarkshire Council [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of this report be noted; and (2) that the appended response to the Children (Care, Care Experience and Services Planning) (Scotland) Bill Stage 1 Call for Views, submitted on 15 August 2025 following consultation with the Chair of Social Work Resources Committee, be noted. 3. Background 3.1. The Children (Care, Care Experience and Services Planning) (Scotland) Bill as introduced changes the services and support provided to people in the children's care system, or who have ever had experience of that system. Those changes include:- giving people who left the care system before their 16th birthday the right to apply for aftercare requiring Scottish Ministers to ensure care-experienced people have access to advocacy services requiring Scottish Ministers to publish guidance which promotes understanding of “care” and “care experience” giving Scottish Ministers powers to limit the profits that can be made from children’s residential care requiring fostering services to register as charities giving Scottish Ministers the power to create a register of foster carers making changes to the children’s hearings system 3.2. The Bill was introduced on 17 June 2025 and is at Stage 1. 3.3. The lead committee for this Bill is the Education, Children and Young People Committee. 12 115
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4. Call for Views 4.1. The Scottish Parliament’s Education, Children and Young People Committee is seeking views on the Children (Care, Care Experience and Services Planning) (Scotland) Bill. is open between 27 June and 15 August 2025. The committee will publish a Stage 1 report before the debate on the general principles. 4.2. The submission timelines for the consultation did not allow for a report being submitted to Committee for approval. Therefore, the response submitted on behalf of South Lanarkshire Council in Appendix 1 of this report, has been agreed in consultation with the Chair of Social Work Committee in order to meet the set deadline. This response has been compiled by Officers from Social Work Resources taking account of local stakeholder views, including South Lanarkshire’s Champions Board, and is consistent with previous related consultations (for example, the Scottish Government Consultation on Developing a Universal Definition of ‘Care Experience’). 5. Employee Implications 5.1. There are no direct employee implications associated with this report. 6. Financial Implications 6.1. There are no direct financial implications associated with this report 7. Climate Change, Sustainability and Environmental Implications 7.1 There are no climate change, sustainability or environmental implications associated with this report. 8. Other Implications 8.1. There are no issues in terms of risk associated with this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1 There is no requirement to carry out an integrated impact assessment, or other impact assessment, in relation to the proposals within this report. Professor Soumen Sengupta Director, Health and Social Care 12 August 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None List of Background Papers https://www.parliament.scot/bills-and-laws/bills/s6/children-care-care-experience-and- services-planning-scotland-bill 116
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Diane Dobbie - Service Manager, Children and Justice Services Ext: 3986 Email: diane.dobbie@southlanarkshire.gov.uk 117
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Appendix 1: Children (Care, Care Experience and Services Planning) (Scotland) Bill. Scottish Parliament Education, Children and Young People Committee South Lanarkshire Council Response to Call for Views Part 1 - Chapter 1 of the Bill What are your views on the aftercare provisions set out in the Bill? South Lanarkshire Council acknowledges the ambition and intent behind the proposed legislation as a vital step toward realising Scotland’s commitment to Keep The Promise for care-experienced children and young people. The aspiration to re-align systems and extend support to those with significant care histories is both commendable and necessary. The proposal to expand eligibility for aftercare provisions to include young people under the age of 16 is, in principle, a positive development. It reflects a compassionate and inclusive approach to ensuring that all children with care experience can access the support they need. However, it is important to recognise the financial and operational realities of delivering such expanded entitlements within a public sector already facing significant fiscal pressures. Broadening access to advice, guidance, and financial support will inevitably place additional demands on throughcare and aftercare services, as well as the wider workforce and infrastructure. At present, there is limited clarity on the financial modelling that underpins these proposals. Without a robust and transparent assessment of the resource implications, there is a risk that the legislation’s laudable aims may outpace the capacity of local authorities to deliver them effectively. Furthermore, while the intention to enhance entitlements is well-meaning, care must be taken to ensure that this does not inadvertently undermine the principle of promoting personal independence in young adulthood. A balanced approach is needed - one that empowers young people while ensuring that support systems remain sustainable and appropriately targeted. What are your views on the corporate parenting provisions set out in the Bill? South Lanarkshire Council recognises the positive intent behind the proposal to extend corporate parenting provisions to individuals who were looked after and accommodated prior to their 16th birthday. This measure reflects a commitment to equity and inclusion, ensuring that a broader group of young people can benefit from the support and guidance offered by corporate parents. In principle, this is a commendable step that aligns with the overarching ambition to improve outcomes for care-experienced young people. However, it is essential to acknowledge the financial and operational realities facing public sector organisations and partner agencies. The current fiscal environment is marked by well-documented constraints, and any expansion of statutory responsibilities must be carefully considered in light of these pressures. Without a detailed options appraisal or robust financial modelling, there is a risk that the proposed extension could outstrip the capacity of services to deliver effectively. Additional demand may inadvertently lead to unmet need across the wider corporate parenting partnership, undermining the very outcomes the legislation seeks to achieve. 118
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What are your views on the advocacy proposals set out in the Bill? South Lanarkshire Council supports the principle of increasing access to advocacy for care- experienced young people. Advocacy plays a vital role in amplifying the voices of those who have experienced care and in highlighting the disproportionate challenges they often face, including poverty, homelessness, and mental health concerns. The intent behind this proposal is both commendable and aligned with the broader ambition to improve outcomes for this group. However, it is important to acknowledge the financial and operational realities of delivering such expanded support within a public sector already under considerable strain. Widening access to advocacy services will inevitably raise expectations around entitlements and support. Without a corresponding uplift in resources, there is a risk that services may struggle to meet these expectations, potentially leading to frustration and unmet need. Moreover, while advocacy is a powerful tool for empowerment, care must be taken to ensure that its expansion does not inadvertently undermine efforts to promote personal independence in young adulthood. A balanced approach is needed - one that strengthens support while also encouraging resilience and autonomy. What are your views on the proposals for guidance in relation to care experience? We recognise that a universal definition of care experience would be helpful and could provide consistency of language for partners and the care experienced community. It would also provide a sense of personal identity to children, young people and families. An agreed definition would also improve awareness and understanding of care experienced circumstances, particularly across universal services. However, it is important to distinguish the terminology or umbrella term of ‘Care Experience’ with ‘Looked after Children’, which is embedded in statue. The current legal definition of ‘Looked After’ which is listed in section 17(6) Children (Scotland) Act 1995, provides the legal circumstances in which a person is considered ‘looked after’ by a local authority. We feel that this along with the accompanied statutory guidance on Looked After Children and the Adoption and Children (Scotland) Act 2007 provides an adequate definition in legal terms. The resource implications of introducing such a definition and the terms of such a definition need careful consideration e.g. in Throughcare and Aftercare and lifelong support of care experienced people. It might raise expectations of increased entitlements being identified and the support needed for families (captured under the definition) to access additional services. Financial modelling and then resourcing would be required. It is also important to recognise the wider implications of potential policy entitlements being provided a statutory basis on the wider public services. The Local Government Benchmarking Framework (LGBF) National Benchmarking Overview Report 2023-24 also highlights that “expenditure within social care, education, and support for care experienced children continues to be sustained and enhanced, growing since 2010/11 by 29%, 19% and 18% respectively. As these areas account for over 70% of the benchmarked expenditure within the LGBF, councils are left with little flexibility but to target increased and disproportionate savings on those areas which are not protected by Scottish Government policies, to provide balance to statutory and ringfenced commitments elsewhere”. 119
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Part 1 - Chapter 2 of the Bill What are your views on proposals designed to limit profits for children’s residential care services? South Lanarkshire Council supports the principle of introducing profit limitation measures for children’s residential services, recognising this as a necessary and ethically grounded step in safeguarding the public interest. Efforts to reduce profit maximisation within the private sector are welcome, particularly in light of growing concerns about the sustainability and transparency of high-cost placements. However, it is essential to acknowledge that these reforms are being considered at a time when Scotland faces a well-documented shortage of residential care capacity. The reliance on private sector provision is not merely a matter of choice but often one of necessity, driven by limited availability within the public and third sectors. Therefore, while profit limitation is a principled move, it must be accompanied by strategic investment in expanding and strengthening public sector and charitable provision. This would not only reduce dependency on high-cost external placements but also ensure that children are cared for in environments that prioritise relationships, stability, and long-term outcomes. Moreover, the introduction of profit caps must be carefully managed to avoid unintended consequences, such as market withdrawal or reduced investment in quality improvement. A phased approach, informed by robust market analysis and stakeholder engagement, would help mitigate these risks while maintaining continuity of care. In parallel, there must be a renewed focus and resourcing provided for commissioning capability – either at local levels or potentially on a Once-for-Scotland basis - councils such that that any reform of the residential care market is matched by public sector capacity to deliver and monitor services effectively. What are your views on proposals to require fostering services to be charities? South Lanarkshire Council acknowledges the principled intent behind the proposal to require independent fostering services to operate as charities. This aligns with the ambition of The Promise to reduce the monetisation of care and ensure that resources are directed towards improving outcomes for children and young people. Charitable status offers a framework for transparency, public accountability, and reinvestment of surplus into service delivery, which is consistent with the values underpinning Scotland’s care reform agenda. However, it is essential to situate this proposal within the current realities of fostering provision in Scotland. National analysis from The Promise Scotland and the Care Inspectorate highlights a persistent and growing shortage of foster carers across the country. Independent fostering agencies (IFAs) currently play a critical role in supplementing local authority capacity, particularly in cases requiring specialist support or urgent placements. These agencies are often perceived as more attractive by prospective carers due to enhanced remuneration, training, and wraparound support - factors that directly influence recruitment and retention. The proposal to mandate charitable status for IFAs may have unintended consequences if not carefully managed. Without a clear transition plan and financial modelling, there is a risk that some providers may exit the market or reduce their capacity, exacerbating existing shortages. This could lead to increased pressure on local authorities, longer waits for placements, and potential disruption to children’s care arrangements. 120
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Moreover, while the move towards charitable status is intended to promote equity and reduce profit-driven motives, it must be balanced against the need to maintain a diverse and resilient fostering landscape. The Scottish Government’s consultation analysis underscores the importance of flexibility, responsiveness, and a child-centred approach in fostering services. Any structural reform must therefore be accompanied by: • A robust impact assessment on market stability and carer availability. • Transitional funding and support for IFAs to adapt to new governance models. • Continued investment in local authority fostering services to reduce reliance on external provision. • Clear communication with carers and providers to manage expectations and maintain confidence in the system. What are your views on proposals to maintain a register of foster carers? South Lanarkshire Council supports the principle of establishing a national register of foster carers as a means of strengthening safeguarding and improving transparency across the fostering system. At present, the absence of a centralised register creates a vulnerability whereby individuals deregistered due to concerns may re-enter the system through another provider without full disclosure. A national register would help mitigate this risk by enabling more consistent data collection and information sharing across agencies. Such a mechanism would not only enhance safeguarding but also promote accountability and oversight, particularly in cases involving transitions between independent and local authority fostering services. However, the implementation of a register must be carefully designed to ensure it complements existing regulatory frameworks and does not inadvertently create administrative burdens that detract from frontline service delivery. In principle, this is a positive and necessary step aligned with the ambition of The Promise. But its success will depend on clear governance, appropriate resourcing, and integration with wider reforms to foster care provision in Scotland. Part 1 - Chapter 3 of the Bill The Bill proposes changes to the Children's Hearing System. These changes include: • allowing children’s hearings and pre-hearing panels to consist of a single member in certain circumstances (currently 3 members are always required) • allowing members of the Children’s Panel to be renumerated • removing the requirement for a child to attend children’s hearings and proceedings before the sheriff • changes in relation to the “grounds hearing” process so, for example, the Principal Reporter can refer cases straight to the sheriff in certain circumstances, or can proceed on the basis of the acceptance of the grounds by relevant persons only • providing a procedure through which automatic relevant person status may be removed. What are your views on the proposed changes to the Children’s Hearings system? South Lanarkshire Council welcomes the proposed reforms to the Children’s Hearings System, recognising their alignment with the ambition to create a more trauma-informed, child-centred approach to decision-making. The introduction of single member panels has the potential to reduce the number of adults a child must engage with during hearings, thereby minimising the adversarial nature of the 121
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process. This could support a more trauma-informed experience for children and young people, helping to foster trust and emotional safety. Currently, panel members are unpaid volunteers who may claim expenses. While this model reflects civic participation, the introduction of remuneration could support recruitment and retention, particularly in areas where volunteer capacity is limited. However, any move towards payment must be carefully considered in light of the significant funding implications and the potential shift in the ethos of volunteer-led decision-making. Removing the requirement for children to appear before a Sheriff is a welcome step towards reducing the formality and potential distress associated with court settings. It is essential, however, that children’s views continue to be meaningfully represented through alternative mechanisms that uphold their rights and agency. Streamlining the grounds hearing process may help to reduce delays and uncertainty for children, expediting decisions that affect their lives. This reform could contribute to more timely and responsive interventions, provided safeguards are in place to ensure due process. Introducing a procedure for the automatic removal of relevant person status could enable more timely adjustments to reflect changes in a child’s circumstances. This may help ensure that decision-making remains focused on the child’s current needs and relationships, though it will be important to ensure that such changes are subject to appropriate oversight and challenge. Part 2 of the Bill - Children's planning What are your views on the proposed changes to Children’s Services Planning set out in section 22 of the Bill. South Lanarkshire Council acknowledges that Integration Joint Boards (IJBs) and Health and Social Care Partnerships (HSCPs) are already key stakeholders in the joint planning of local Children’s Services Plans, as set out in Part 3 of the Children and Young People (Scotland) Act 2014. As recognised in the 2020 Children’s Services Planning Guidance, local authorities and NHS Boards already work in close partnership with other stakeholders to plan and deliver services for children, young people, and families. The existing statutory framework under the 2014 Act reflects and consolidates this well-established collaborative practice. This is particularly relevant where local decisions have been made to delegate one or more children’s social work services (by the Council) or children’s health care services (by the Health Board) to the IJB. It should be noted that IJBs do not directly deliver services - they commission or direct local authorities and health boards to do so, principally through the local HSCP. The proposed legislative changes in the Bill to place the same duty on IJBs as councils and NHS Boards already have to participate in the development and implementation of children’s services plans then can be viewed as similarly reinforcing well-established practice in emphasising whole system planning. It is important, however, that such any such changes are designed to complement and enhance - rather than reconfigure or complicate - the existing statutory framework for children’s services planning. For example, the 2023-2026 national review of Scotland’s Children’s Services Plans highlighted the critical role of council education services strategic planning and in shaping 122
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outcomes for children and families – and so it is important that any legislative changes do that are taken forward here do not dilute their critical contribution here. Critically, it is also important that any new legislation recognises and respects the legitimate local decisions made by councils and health boards regarding the delegation of services to IJBs under the Public Bodies (Joint Working) (Scotland) Act 2014. This is particularly important in light of concerns raised by COSLA and other stakeholders during the parliamentary scrutiny of the former National Care Service (NCS) Bill, which would have enabled Scottish Ministers to transfer functions for children’s social work services from local authorities to a NCS. The now Care Reform (Scotland) Act 2025 makes no provision for the creation of a NCS nor any amendments to the Public Bodies (Joint Working) (Scotland) Act 2014 in relation to children’s services. Given the 2020 Children’s Services Planning Guidance, it is worthwhile considering what is the net gain in practice of progressing this legislative change especially given that there would be an accompanying risk of its introducing additional and unnecessary bureaucracy into an already complicated governance landscape. The Children’s Services Reform Research Concluding Report published by CELCIS in 2024 outlines practical, non- legislative steps to improve strategic planning and collaboration. It highlights the need for greater clarity and alignment in Scotland’s legislative and policy landscape, particularly in relation to overlapping planning and reporting requirements - such as Children’s Services Plans, Corporate Parenting Plans, Local Child Poverty Action Reports, and UNCRC-related reports. Any proposed changes should be focused on streamlining - rather that complicating - existing processes. It is also important to consider the wider implications of the proposals within the Bill for the functions and services that are already the strategic commissioning responsibility of IJBs. In its 2024 report on Integration Joint Board Finance and Performance Audit Scotland clearly stated that: “Social care and primary and community healthcare services in Scotland currently face complex and unprecedented pressures and challenges. These challenges are not easily resolved and are worsening. There is an increased demand for services, deepening challenges in sustaining the workforce, alongside increasing financial pressures. These longstanding challenges have been exacerbated by the cost-of-living crisis, increasing cost of provision of services and a changing policy landscape.” Analysis undertaken by Health and Social Care Scotland identified a combined real-terms budget shortfall between 2024/25 and 2025/26 across all 31 IJBs of £497.5 million, alongside significant concerns about the impact that such financial challenges have on the consistent delivery of national policies, strategic priorities and (importantly) local health and social care services. The expansion of entitlements and supports for young people, while laudable in intent, must be considered in the context of existing financial pressures and service deficits across the social care system in Scotland. Without adequate resourcing, there is a risk that increased responsibilities for children’s services could further strain adult services, undermining the sustainability of care provision across the lifespan. 123
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Any other comments Are there any other comments you would like to make in relation to this Bill? South Lanarkshire Council welcomes the ambition of the proposed legislation, which reflects a principled commitment to improving outcomes for care-experienced children and young people in line with The Promise. The intent to expand entitlements, strengthen safeguarding, and embed trauma-informed practice is commendable. That said, based on the proposals as they stand there is arguably policy-legislation mismatch for much of what is in the Bill. The Council would caution against over-legislation to address matters that can reasonably be addressed through existing legal provisions, policy instruments or administrative guidance. Fundamentally the success of any reforms will depend on their alignment with the financial and operational realities of Scotland’s public sector. As such, the “value added” of a Bill such as this would be significantly strengthened by greater detail on the specifics of the proposed reforms; clarity on how the proposed reforms would contribute to reducing bureaucracy and simplifying governance; and confirmation that the necessary additional financial investment will be made available to ensure that all promises made are actually deliverable in practice. 124