Agenda Document Pack - Social Work Resources Committee - 19/11/2025
South Lanarkshire Council · 19 November 2025
Back to Social Work Resources Committee — 19 November 2025 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 11 November 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, 19 November 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 10 September 2025 submitted for approval as a correct record. (Copy attached) 5 - 10 Monitoring Item(s) 3 Social Work Resources – Revenue Budget Monitoring 2025/2026 Joint report dated 21 October 2025 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 11 - 18 4 Social Work Resources - Capital Budget Monitoring 2025/2026 Joint report dated 22 October 2025 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 19 - 22 5 Social Work Resources – Workforce Monitoring – 1 July to 30 September 2025 Joint report dated 8 October 2025 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 23 - 28 6 Social Work Resource Plan - Quarter 2 Progress Report 2025/2026 Report dated 23 October 2025 by the Director, Health and Social Care. (Copy attached) 29 - 48 7 Social Work Resources’ Risk Register Update Report dated 22 October 2025 by the Director, Health and Social Care. (Copy attached) 49 - 58 Item(s) for Decision 8 Enhancing Self-directed Support Capacity Joint report dated 23 October 2025 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources). (Copy attached) 59 - 64 Item(s) for Noting 9 Sustaining Social Work Children and Families Services: Budget Recovery Actions Joint report dated 23 October 2025 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources). (Copy attached) 65 - 74 10 Winter Preparedness 2025/2026 Report dated 27 October 2025 by the Director, Health and Social Care. (Copy attached) 75 - 80 11 Emergency Early Release 2025 – Section 3C Prisoners and Criminal Proceedings (Scotland) Act 1993 Joint report dated 10 October 2025 by the Director, Health and Social Care and Executive Director (Housing and Technical Resources). (Copy attached) 81 - 90 2
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12 Prevention of Domestic Abuse Scotland Bill Call for Views Response Report dated 27 October 2025 by the Director, Health and Social Care. (Copy attached) 91 - 98 13 Care Inspectorate Update for Registered Care Services - 1 April to 31 August 2025 Report dated 30 September 2025 by the Director, Health and Social Care. (Copy attached) 99 - 114 14 Notification of Contracts Awarded: 1 April to 30 September 2025 Report dated 22 October 2025 by the Director, Health and Social Care. (Copy attached) 115 - 118 Urgent Business 15 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Elizabeth-Anne McGonigle Clerk Telephone: 07385 403101 Clerk Email: elizabeth-anne.mcgonigle@southlanarkshire.gov.uk 3
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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 10 September 2025 Chair: Councillor Margaret B Walker Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Walter Brogan, Councillor Robert Brown, Councillor Archie Buchanan, Councillor Mathew Buchanan, Councillor Maureen Chalmers (substitute for Councillor Janine Calikes), Councillor Margaret Cowie (substitute for Councillor Catherine McClymont), Councillor Maureen Devlin, Councillor Colin Dewar, Councillor Mary Donnelly, Councillor Allan Falconer, Councillor Elise Frame, Councillor Celine Handibode, Councillor Graeme Horne, Councillor Mark Horsham, Councillor Martin Hose, Councillor Eileen Logan, Councillor Hugh Macdonald, Councillor Carol Nugent, Councillor John Ross, Councillor Graham Scott, Councillor David Watson, Councillor Kirsty Williams (Depute) Councillors' Apologies: Councillor Janine Calikes, Councillor Joe Fagan (ex officio), Councillor Catherine McClymont Attending: Finance and Corporate Resources G Booth, Finance Manager (Strategy); K Gowrie, Finance Manager (Resources); E Maxwell, HR Business Manager; E-A McGonigle, Administration Adviser; A Norris, Administration Assistant Health and Social Care/Social Work Resources S Sengupta, Director; I Beattie, Head of Health and Social Care (Hamilton and Clydesdale); D Dobbie, Service Manager (Children and Justice); P O’Neill, Head of Health and Social Care (Rutherglen/Cambuslang and East Kilbride); L Purdie, Head of Children and Justice Services 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Social Work Resources Committee held on 11 June 2025 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Social Work Resources – Revenue Budget Monitoring 2024/2025 A joint report dated 28 July 2025 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care was submitted providing information on the actual expenditure against the revenue budget for the period 1 April 2024 to 31 March 2025. After approved transfers to reserves, the Resource showed a breakeven position. The total transfers to reserves included £1.189 million approved at the Executive Committee on 12 February 2025 and a further £1.019 million approved at the Executive Committee on 25 June 2025. 2 5
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Virements were proposed to realign budgets, which were detailed in appendices B to F to the report. The Committee decided: (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. [Reference: Minutes of 26 March 2025 (Paragraph 3) and Minutes of the Executive Committee of 12 February 2025 (Paragraph 3) and 25 June 2025 (Paragraph 3)] 4 Social Work Resources – Revenue Budget Monitoring 2025/2026 A joint report dated 28 July 2025 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care was submitted comparing actual expenditure for the period 1 April to 11 July 2025 against budgeted expenditure for 2025/2026 for Social Work Resources, along with a projection for the year to 31 March 2026. As at 11 July 2025, the Resource’s projected outturn position was a breakeven position, as detailed in Appendix A to the report. A Service analysis statement, which outlined key highlights by Service for the Resource, was also provided in Appendix A to the report. Virements were proposed to realign budgets, which were detailed in appendices B to F to the report. An update was provided in section 6 of the report on Children and Families Services budget recovery actions. This included updates on:- the Intensive Family Support Service (IFSS) transition to independence – expansion of the ‘New Futures’ project with Barnardo’s Officers responded to members’ questions on various aspects of the report. The Committee decided: (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 Services budget recovery actions, as detailed in section 6, be noted. [Reference: Minutes of South Lanarkshire Council of 26 February 2025 (Paragraph 2)] 5 Social Work Resources – Capital Budget Monitoring 2024/2025 A joint report dated 12 August 2025 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care was submitted providing information on the Social Work Resources’ capital programme for the period 1 April 2024 to 31 March 2025. The capital programme for Social Work Resources for 2024/2025 was £1.027 million. Total expenditure to 31 March 2025 was £0.996 million, which was an underspend of £0.031 million. Any underspend on projects would carry forward into 2025/2026. 6
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The Committee decided: that the Social Work Resources’ Capital Programme of £1.027 million, and expenditure for the year of £0.996 million, be noted. [Reference: Minutes of 26 March 2024 (Paragraph 4)] 6 Social Work Resources – Capital Budget Monitoring 2025/2026 A joint report dated 12 August 2025 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care was submitted advising of progress on the Social Work Resources’ capital programme for 2025/2026 and summarising the expenditure position for the period 1 April to 11 July 2025. The revised Social Work Resources’ capital programme for 2025/2025 amounted to £0.337 million and was based on the original programme of projects approved by the Council on 26 February 2025, updated to include the budget carried forward from 2024/2025. The forecast for the financial year, as detailed in Appendix A to the report, was £0.337 million. Actual expenditure as at 11 July 2025 was £0.194 million. An update was provided on the Glasgow City Region Smart and Connected Social Places 5G Innovation Fund pilot project at David Walker Gardens, Rutherglen. The funding for the pilot was from UK Government funding held within Glasgow City Region and separate to the Council’s Capital Programme. Funding had been identified within the Integration Joint Board Adults and Older People Service’s budget to enable full rollout of the technology to McKillop and Meldrum Gardens, and Blantyre LIFE. A video entitled “Bridging the digital divide for elderly residents: Care Messenger” was presented to the Committee which demonstrated the use and the impact of the technology at David Walker Gardens, Rutherglen. Officers responded to a member’s questions on various aspects of the report and, where information was not readily available, undertook to provide this to the relevant member. The Committee decided: that the Social Work Resources’ Capital Programme of £0.337 million, and forecast expenditure for the year of £0.337 million, be noted. [Reference: Minutes of 26 March 2025 (Paragraph 4) and Minutes of South Lanarkshire Council of 26 February 2025 (Paragraph 3) and Minutes of the Executive Committee of 25 June 2025 (Paragraph 6) and 27 August 2025 (Paragraph 4)] Councillor Horne joined the meeting during this item of business 7 Social Work Resources – Workforce Monitoring – 1 April to 30 June 2025 A joint report dated 11 August 2025 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care was submitted on the following employee information for Social Work Resources for the period 1 April to 30 June 2025:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews Staffing Watch as at 14 June 2025 7
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Officers responded to a member’s question in relation to the Resource absence figure. The Committee decided: that the report be noted. [Reference: Minutes of 11 June 2025 (Paragraph 3)] 8 Social Work Resources’ Workforce Plan 2025 to 2027 A report dated 5 August 2025 by the Director, Health and Social Care was submitted on Social Work Resources’ Workforce Plan 2025 to 2027. The Council Workforce Strategy and Planning process provided the framework for workforce planning in the Council and across Resources. The Executive Committee approved the Council Workforce Strategy and Plans on 28 May 2025. The Council Workforce Strategy and Plans were aligned to current and future Council service needs and detailed the approach required to ensure the necessary workforce was in place to meet those needs. The Social Work Resources’ Workforce Plan 2025 to 2027, together with the Action Plan, was attached as an appendix to the report. The workforce planning process had identified 5 key and inter-related priority areas, each with associated challenges and actions as follows:- recruitment, attraction and retention transformation skills gap delivery of key activities employee wellbeing The Workforce Plan would be monitored through the Health and Social Care Partnership (HSCP) Senior Management Team and an update would be provided to the Committee annually. Officers responded to members’ questions on various aspects of the report and, where information was not readily available, undertook to provide this to relevant members. The Committee decided: that the Social Work Resources’ Workforce Plan 2025 to 2027, attached at Appendix 1, be approved. [Reference: Minutes of 7 September 2022 (Paragraph 9) and Minutes of the Executive Committee of 28 May 2025 (Paragraph 7)] Councillor Horsham left the meeting during this item of business 9 Enhancing Capacity for Quality and Best Value A joint report dated 5 August 2025 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources) was submitted providing an update on the positive impact of the Commissioning and Assurance Team (CAT) and proposed development of this team to further improve governance and efficiency. Audit Scotland had continued to highlight the need for further commissioning and procurement arrangements, with action required at national and local levels. Given the continued demand on services and cost pressures on budgets, there was an opportunity to enhance and extend the work of the CAT, as detailed in paragraph 4.3 of the report. 8
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To sustain the scale of this work, it was proposed to permanently expand the CAT, as detailed in paragraph 5.1 of the report, as follows:- 1 FTE post of Fieldwork Manager on Grade 5, Level 1 SCP 96-97 (£65,149 to £66,153) 1 FTE post of Operations Manager on Grade 4, Level 2 to 5, SCP 82-88 (£52,922 to £57,886) 2 FTE posts of Planning Officer (Quality and Governance Team) on Grade 3, Level 4, SCP 72-74 (£46,006 to £46,991) Additionally, 4 vacant Social Worker posts would be realigned to CAT to support complex casework and the Coming Home policy agenda. Benchmarking with a number of other local authority areas had confirmed that they had established, or were developing, similar, dedicated quality assurance/contract review teams. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the contents of the report be noted; (2) that the 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. [Reference: Minutes of 17 March 2021 (Paragraph 9) and 21 August 2024 (Paragraph 11)] 10 Self-Directed Support - Update A report dated 11 August 2025 by the Director, Health and Social Care was submitted:- providing an update on the delivery of Self-Directed Support (SDS) within South Lanarkshire highlighting the Council’s participation in a Scottish Government funded SDS improvement programme Section 4 of the report provided detailed information in relation to SDS in South Lanarkshire under the following headings:- performance workforce development workforce availability: personal assistants engagement with supported people and carers enhancing direct payment support Working Together for Change – the Scottish Government funded improvement programme the Council was participating in Officers responded to a member’s question in relation to SDS provision in rural locations. The Committee decided: that the contents of the report be noted. Councillor Scott left the meeting during this item of business 9
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11 Independent Living Fund Scotland - Update A report dated 11 August 2025 by the Director, Health and Social Care was submitted providing an update on the re-opening of the Independent Living Fund (ILF) in Scotland and the Council’s actions to facilitate it within South Lanarkshire. Detailed information on the Council’s actions and progress in relation to the re-opened ILF in 2024/2025, including feedback from recipients of the fund, was provided in paragraphs 4.4 to 4.12 of the report. Officers responded to members’ questions on various aspects of the report and, where information was not readily available, undertook to provide this to relevant members. The Committee decided: that the contents of the report be noted. 12 Children (Care, Care Experience and Services Planning) (Scotland) Bill Call for Views - Response A report dated 12 August 2025 by the Director, Health and Social Care was submitted informing of the Education, Children and Young People Committee’s Stage 1 Call for Views on the Children (Care, Care Experience and Services Planning) (Scotland) Bill and the response submitted on behalf of the Council. The Children (Care, Care Experience and Services Planning) (Scotland) Bill was introduced on 17 June 2024 and was at Stage 1. Views had been sought by the Scottish Parliament’s Education, Children and Young People Committee between 27 June and 15 August 2025. The response had been prepared by officers from Social Work Resources, taking account of local stakeholder views. The response, which was agreed in consultation with the Chair of the Committee due to the timescales for submission, was provided in the appendix to the report. The Committee decided: (1) that the content of the report be noted; and (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 the Social work Resources Committee, be noted. 13 Urgent Business There were no items of urgent business. 10
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 19 November 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 5 September 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; and (2) that the proposed budget virements be approved. [1recs] 3. Background 3.1. This is the second 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 5 September 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 5 September 2025, the Resource’s projected outturn position for 2025/2026 is a breakeven position. This is outlined in Appendix A. 5.2. Children and Families: As reported previously, the Resource is working towards managing the budget pressures in Children and Families in 2025/2026 and beyond. Regular updates on the Budget Recovery Actions have been provided to Members with a further update included in a later paper to this Committee. 3 11
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5.3. 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 2025/2026 and the Children and Families Recovery Plans. The risk is managed through 4 weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the forecasting within FUSION and work within the Resource and 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 21 October 2025 Link(s) to Council Values/Objectives Accountable, Effective, Efficient and Transparent Previous References Social Work Resources Committee – 10 September 2025 List of Background Papers Financial Ledger and budget monitoring results to 5 September 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 12
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Appendix A Revenue Budget Monitoring Report Social Work Resources Committee: Period 6 Ended 5 September 2025 (No. 6) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) % YTD Actual (£000) Performance and Support Services 6,197 6,172 25 0.40% 2,506 Children and Families Services 52,617 52,918 (301) -0.57% 21,063 Adult and Older People Services 192,383 192,383 0 0.00% 93,913 Justice Services 881 605 276 31.33% 407 Net Controllable Exp. 252,078 252,078 0 0.00% 117,889 Service Heading Explanation for significant projected outturn variances Performance and Support Services The projected year end variance is a result of vacancies that are being actively recruited. Children and Families Services The projected year end variance for the Service includes forecast 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. Underspends are expected with employee costs due to vacancies. Subject to Members’ approval, these underspends would be offset by an earmarked transfer to the IJB reserve to address anticipated budget pressures. This is currently assumed within the employee cost projected outturn position. Justice Services The projected year end variance is a result of vacancies that are being actively recruited. 13
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Appendix B Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 5 September 2025 (No.6) Social Work Resources Summary Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 120,280 118,781 1,499 under 8.92% 47,187 Property Costs 3,384 3,409 (25) over (1.15%) 976 Supplies & Services 6,000 6,072 (72) over (15%) 2,386 Transport & Plant 4,318 4,538 (220) over (19.71%) 3,146 Administration Costs 1,724 1,799 (75) over (13.44%) 468 Payments to Other Bodies 25,092 25,392 (300) over (2.79%) 9,607 Payments to Contractors 156,178 156,651 (473) under (2.76%) 63,353 Transfer Payments 4,375 4,735 (360) over (150.88%) 2,442 Financing Charges 394 394 0 - 0.00% 0 Total Controllable Exp. 321,745 321,771 (26) over (0.01%) 131,565 Total Controllable Inc. (69,667) (69,693) 26 over - recovered (0.04%) (13,676) Net Controllable Exp. 252,078 252,078 0 - 0.00% 117,889 Variance Explanations Variance explanations are shown in Appendices B-E as appropriate. Budget Virements Budget virements are shown in Appendices B-E as appropriate. 14
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Appendix C Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 5 September 2025 (No.6) Children and Families Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 20,725 19,843 882 under 4.26% 7,958 1,a,b Property Costs 548 548 0 - 0.00% 166 Supplies & Services 579 579 0 - 0.00% 204 Transport & Plant 617 717 (100) over (16.21%) 273 2 Administration Costs 366 366 0 - 0.00% 103 Payments to Other Bodies 10,767 11,067 (300) over (2.79%) 4205 3,c Payments to Contractors 15,878 16,311 (433) over (2.73%) 5,877 4 Transfer Payments 4,362 4,712 (350) over (8.02%) 2,425 5 Financing Charges 20 20 0 - 0.00% 0 Total Controllable Exp. 53,862 54,163 (301) over (0.56%) 21,211 Total Controllable Inc. (1,245) (1,245 0 - 0.00% (148) Net Controllable Exp. 52,617 52,918 (301) over (0.57%) 21,063 Variance Explanations 1. This underspend is a result of vacancies that are actively being recruited. 2. The overspend reflects the current demand/use of pool cars which has increased reflecting service need. 3. This overspend is due to continuing pressures in relation to the increased demand for adoption allowances and fostering placements. 4. This overspend relates to the budget pressure for residential placements continuing into 2025/2026. 5. This overspend is attributable to kinship care due to budget pressures continuing into 2025/2026 and the increased demand and cost of kinship care allowances. Budget Virements a. Incorporation of Pay award 2025/2026. Net effect: £1.066m: Employee Costs £1.066m. b. Employer National insurance increase. Net effect: £0.919m: Employee Costs £0.919m c. Children and young people’ change fund from Reserves (final year of 2022/2023 Investment): Net effect 0.306m: Payment to Other Bodies £0.306m 15
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Appendix D Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 5 September 2025 (No.6) Adults and Older People Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 86,328 86,032 296 under 0.34% 34.153 1,a,b Property Costs 2,178 2,203 (25) over (1.15%) 531 Supplies & Services 5,163 5,215 (52) over (1.01%) 2,125 Transport & Plant 3,432 3,552 (120) over (3.50%) 2,717 2 Administration Costs 558 633 (75) over (13.44%) 276 3,d Payments to Other Bodies 13,758 13,756 0 over 0.00% 5,328 Payments to Contractors 140,300 140,340 (40) over (0.03%) 59,475 c, Transfer Payments 7 17 (10) over (142.86%) 9 Financing Charges 46 46 0 - 0.00% 0 Total Controllable Exp. 251,768 251,794 (26) over 0.01% 104,614 Total Controllable Inc. (59,385) (59,411) 26 over (0.04%) (10,701) Net Controllable Exp. 192,383 192.383 0 - 0.00% 93,913 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 and volume of applications in relation to Adults with Incapacity and guardianship costs. Budget Virements a. Incorporation of Pay award 2025/2026. Net effect: £0.867m: Employee Costs £0.867m. b. Employer National insurance increase. Net effect: £1.777m: Employee Costs £1.777m c. Temporary realignment of budget. Net effect £nil. Payment to Contractors (£0.130m), Administration £0.130m 16
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 5 September 2025 (No.6) Performance and Support Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 5,277 5,232 45 under 0.85% 2,134 a,b Property Costs 571 571 0 - 0.00% 231 Supplies & Services 143 163 (20) over (13.99%) 37 Transport & Plant 164 164 0 - 0.00% 119 Administration Costs 278 278 0 - 0.00% 47 Payments to Other Bodies 37 37 0 - 0.00% 9 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. 6,789 6,764 25 under 0.37% 2,578 Total Controllable Inc. (592) (592) 0 - 0.00% (72) Net Controllable Exp. 6,197 6,172 25 under 0.40% 2,506 Variance Explanations None. Budget Virements a. Incorporation of Pay award 2025/2026. Net effect: £0.190m: Employee Costs £0.190m. b. Employer National Insurance increase. Net effect: £0132m: Employee Costs £0.132m. 17
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Appendix F Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 5 September 2025 (No.6) Justice Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 7,950 7,674 276 under 3.47% 2,942 a Property Costs 87 87 0 - 0.00% 48 Supplies & Services 115 115 0 - 0.00% 20 Transport & Plant 105 105 0 - 0.00% 37 Administration Costs 522 522 0 - 0.00% 42 Payments to Other Bodies 532 532 0 - 0.00% 65 b Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 6 6 0 - 0.00% 8 Financing Charges 9 9 0 - 0.00% 0 Total Controllable Exp. 9,326 9,050 276 - 2.96% 3,162 Total Controllable Inc. (8,445) (8,4450) 0 - 0.00% (1,458) b Net Controllable Exp. 881 605 276 - 31.33% 407 Variance Explanations 1. This is a result of vacancies which are actively being recruited Budget Virements a. Employer National Insurance increase. Net effect: £0148m: Employee Costs £0.148m. b. Incorporation of Scottish Government funding for Intensive Support Packages. Net Effect £nil: Payments to Other Bodies £0.115m, Income (£0.115m). 18
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 19 November 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 to 5 September 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 second 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 (June 2025). There has been no change to this budget since the last report to this Committee. 3.3. The report details the financial position for Social Work Resources in Appendix A. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. 2025/2026 Budget As detailed in Section 3.2, the revised capital programme for Social Work Resources for 2025/2026 is £0.337 million. 5.2. 2025/2026 Forecast Appendix A shows a forecast for the financial year of £0.337 million. For information, actual expenditure to 5 September 2025 is £0.337 million. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 4 19
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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 22 October 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 25 June 2025 List of Background Papers ▪ Financial ledger to 5 September 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 20
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Appendix A South Lanarkshire Council Capital Expenditure 2025/2026 Social Work Resources Programme For Period 1 April 2025 – 5 September 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 - 337 TOTAL 337 - - 337 337 - 337 21
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 19 November 2025 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources – Workforce Monitoring – 1 July to 30 September 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 July to 30 September 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 July to 30 September 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. [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 July to 30 September 2025. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of September 2025 for Social Work Resources. The Resource absence figure for September 2025 was 8.5%, this figure has increased by 0.8% when compared to the previous month and is 2.4% higher than the Council-wide figure. Compared to September 2024, the Resource absence figure has decreased by 0.3%. Based on absence figures as at September 2025 and annual trends, the annual average absence for the Resource for 2025/2026 is 8.1% compared to a Council- wide annual average figure of 6.0%. 5 23
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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, 474 referrals were made this period. This represents an increase of 113 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 42 accidents/incidents recorded and investigated within the Resource this period. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 24 disciplinary hearings were held within the Resource, this is an increase of 21 when compared to the same period last year. No appeals were heard by the Resource, and no appeals were pending, this has remained the same when compared to last year. Two grievance hearings took place within the Resource, this figure has remains unchanged when compared to the same period last year and 3 Dignity at Work complaints were raised, this figure has increased by 2 when compared to last year. 4.5. Analysis of Leavers (Appendix 2a) There was a total of 31 leavers this period eligible for an exit interview. This figure has increased by 9, when compared with the same period last year. Eleven exit interviews were conducted in this period, this figure has increased by 11 when compared to the same period last year. 5. Employee Implications 5.1. There are no implications for employees arising from the information presented in this report. 6. Financial Implications 6.1. All financial implications are accommodated within existing budgets. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 8. Other Implications 8.1. There are no implications for sustainability or risk in terms of the information contained within this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 9.2. There was no requirement to undertake any consultation in terms of the information contained in this report. 24
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Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 8 October 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 – 10 September 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 25
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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 6.8 July 8.8 11.2 9.0 July 6.5 8.0 7.5 July 3.8 4.1 4.3 August 4.8 6.9 7.1 August 8.6 11.4 8.7 August 6.0 8.4 7.7 August 4.1 4.7 4.7 September 5.6 7.2 7.7 September 9.3 12.0 10.0 September 6.8 8.8 8.5 September 5.3 6.1 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 10.1 Annual Average 7.2 8.1 8.1 Annual Average 5.4 5.9 6.0 Average Apr-Sep 5.6 6.5 7.0 Average Apr-Sep 8.9 10.4 9.1 Average Apr-Sep 6.6 7.8 7.7 Average Apr-Sep 4.7 5.1 5.3 1780 1017 2797 15628 Appendix 1 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Social Work Resources APT&C Council WideResource TotalManual Workers No of Employees at 30 September 2025 No of Employees at 30 September 2025 No of Employees at 30 September 2025 No of Employees at 30 September 2025 26
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Jul - Sep Jul - Sep 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 106 161 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 2 12 TOTAL 361 474 Jul - Sep Jul - Sep 2024 2025 Over 7 day absences 4 0 Over 3 day absences** 2 0 Minor 8 19 Near Miss*** 2 4 Violent Incident: Physical**** 7 9 Violent Incident: Verbal***** 9 10 Total Accidents/Incidents 32 42 Jul - Sep Jul - Sep 2024 2025 Total Number of Hearings 3 24 Time Taken to Convene Hearing October - Jul to Sep 2025 0-3 Weeks 4-6 Weeks Over 6 Weeks 8 3 13 Jul - Sep Jul - Sep 2024 2025 Number of Grievances 2 2 Still in Progress 2 2 Jul - Sep Jul - Sep 2024 2025 Number of Incidents 1 3 Still in Process 1 3 ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS RECORD OF DIGNITY AT WORK ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different Appendix 2 SOCIAL WORK RESOURCES 104 145 *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. 36 28 113 128 CAUSE OF ACCIDENTS/INCIDENTS 27
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Jul - Sep Jul - Sep 2024 2025 Career Advancement 0 9 Child Caring / Caring Responsibilities 0 1 Moving outwith area 0 4 Personal Reasons 0 8 Other 22 9 Total Number of Leavers Eligible for Exit Interview 22 31 Number of Exit Interviews conducted 0 11 Percentage of interviews conducted 0% 35% ANALYSIS OF REASONS FOR LEAVING Appendix 2a SOCIAL WORK RESOURCES 28
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 19 November 2025 Report by: Director, Health and Social Care Subject: Social Work Resource Plan: Quarter 2 Progress Report 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- provide the Social Work Resource Plan Quarter 2 Progress Report 2025/2026, for the period 1 April to 30 September 2025 [1purpose] 2. Recommendations 2.1. 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 Work Resource Plan 2025/2026 was approved by Committee on 11 June 2025, and sets out the outcomes, measures and actions to be managed and delivered by the Resource for the financial year 2025/2026. 3.2. The Resource Plan follows the agreed corporate structure and style. The Plan is a key element of the Council’s performance management arrangements and provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the Outcomes set out in the Council Plan Connect 2022 to 2027. 4. Progress 4.1. The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2025/2026. These are detailed in Appendix 1. 4.2. Progress against all Resource Plan measures is contained in the Quarter 2 Progress Report 2025/2026, attached as Appendix 2. This report has been produced from the Council’s performance management reporting system IMPROVe, and uses a traffic light format with the following definitions to give a status report on each measure: Status Definition Blue Project complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available Contextual Included for ‘information only’, to set performance information in context 6 29
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4.3. Measures which are classified as ‘red’ and/or ‘amber are considered in detail at section 5.4. of this report. To ensure adequate scrutiny of performance across all Resources, the Council’s Performance and Review Scrutiny Forum may consider ‘red’ and/or ‘amber’ measures at a future meeting. The overall summary of progress to date is set out in the table below. Status Measures Statistical Project Total % Blue 0 0 0 0% Green 12 5 17 71% Amber 0 0 0 0% Red 3 1 4 17% Report later/Contextual 1 2 3 12% Totals 16 8 24 100% (Data correct 15 October 2025) 4.4. Key achievements for 2025/2026, to date, are noted below:- Connect O u t c o m e Communities and Environment Resource Outcome Achievement Strengthen engagement with service users and carers Since 1 April 2025 there have been over 75 individual submissions of people’s experience within Justice Services shared on Care Opinion. The stories highlight the impact interventions and relationship-based practice has had through their journey in justice services. This feedback is being used as part of developing Justice’s Outcome framework in partnership with Matter of Focus later in the year. Additionally, South Lanarkshire University Health and Social Care Partnership’s blog on ‘The power of lived experiences in Justice Services’ appeared on the national Care Opinion website. The blog spotlights the innovative work underway across the partnership in Justice Services, with the dedication to listening and learning truly prevalent. The blog speaks volumes to how important it is to champion Care Opinion, with the “strong, proactive network of Care Opinion Champions, who play a pivotal role in encouraging and supporting staff” being integral in this success. Connect O u t c Health and Wellbeing 30
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o m e Resource Outcome Achievement Promote self-care and self- management Take Control, the commissioned Support for independent advice and information on Self-Directed Support, has now established a base within one of our local offices. They continue to bring service users and carers together in the provision of specific topic information such as recruitment of personal assistants, independent living funds, and managing direct payments. Continue to support carers good health and wellbeing alongside their caring role Lanarkshire Carers is celebrating 30 years of Caring in Lanarkshire. During Carers Week, June 2025, a range of activities were undertaken to raise awareness to carers supports and services. South Lanarkshire University Health and Social Care Partnership raised awareness to Carers Week (Caring in the workplace) with the flag raising ceremony, information sessions for staff, and publication of a carer’s information booklet. Lanarkshire Carers continues to develop online tools to assist carers to think about their caring situation. Lanarkshire Carers, Carer Connected representatives, continue to share their lived experience and assist services to improve planning and delivery. They have visited the Scottish Parliament, heard about Local Development Plans, and engaged with “No Need to Fall” workshops. For those who have committed offences safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all MAPPA (Multi Agency Public Protection Arrangements) Lanarkshire aims to minimise the potential risks posed by serious violent and sexual offenders. To ensure the safety of the public and reduce the risk of harm, MAPPA can use a variety of safeguarding measures such as surveillance, curfews, electronic tagging, and sexual offence prevention orders. MAPPA Lanarkshire is delivered through a partnership between South and North Lanarkshire Councils and is one of 10 areas across the country which were each established in 2007. Each MAPPA area works with a number of different organisations including Police Scotland, the Scottish Prison Service, and the NHS. The team at MAPPA Lanarkshire won the title of Outstanding External Partner at the Police Scotland Lanarkshire Excellence Awards at a ceremony held on Tuesday 6 May within the Hamilton Town House. Disadvantaged people/groups are provided with access to timely support and interventions The Decider Skills Groupwork Programme for men in South Lanarkshire Justice Services was launched in July 2025. This groupwork is based on Cognitive Behavioural Therapy and Dialectical Behavioural Therapy and focuses on mental wellbeing and emotional regulation. The skills are designed to help people identify their own thoughts, feelings and behaviours and thus enable them to be more resilient, resourceful, responsible, mindful of their actions and as such support the development of more pro-social behaviours. This has been implemented within the Hamilton/Blantyre locality 31
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team and to date 6 groups have commenced There have been 51 referrals in total with 32 people engaged and continuing to attend. Connect Outcome Children and Young People Resource Outcome Achievement Improve the health and wellbeing of children, young people and families South Lanarkshire Family Connections Team established the Birth Roots support service in August 2025 to support birth parents whose children have been adopted. The service is due to launch in October 2025 and offers a safe, understanding space where parents whose children have been adopted can talk, take part in group activities, or just spend time with others who have been through something similar. There is no pressure, the team want to listen and walk alongside participants and offer 1 to 1 support; group sessions; peer support; support with letterbox contact; practical support; support with access to other health and wellbeing services; and support and advice on dealing with trauma and loss. Connect Outcome Delivering the Plan and achieving Best Value Resource Outcome Achievement Digital and ICT services meet the needs of the council and its customers Landlines in the UK are going digital. The existing analogue technology (the PSTN - Public Switched Telephone Network) which has supported phone, broadband and community alarm services for decades is being retired and switched off in January 2027. In advance of this the Council embarked on a large-scale programme to replace over 7,000 community alarms with new digital-ready devices and to implement new digitally ready Alarm Receiving Centre software, replacing outdated systems with a more resilient cloud-based solution. This work was completed over the summer of 2025 and offers efficiencies through flexible working, better data access and improved response to service interruption through the introduction of enhanced monitoring capability. 4.5. Areas for improvement with measures that have been classified as ‘red’ (not on course to achieve target or major slippage) or ‘amber’ (minor slippage against timescale or shortfall against target) are noted below, together with the reason why, and the management action now being taken, where required. Measure Comments/Progress Action by Manager (where applicable) Recycle and reuse community alarms The Technology Enable Care (TEC) team aims to identify and recycle 60 alarms per month; this target has not been achieved for reporting period. To date, 273 alert alarms in total have been reused, saving O2 is switching off the 2G network, which means the service need to replace around 3,000 older digital alert alarms with newer 4G models. Unfortunately, the old 2G alarms cannot be recycled, which has temporarily affected 32
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Measure Comments/Progress Action by Manager (where applicable) £46,200 and contributing to environmental sustainability. In quarter 2, there was a total of 82 alert alarms recycled and reused contributing to savings of £13,776. the recycling performance. Once all the new alarms are installed, the service expect the recycling performance figures to return to normal. This situation is out with South Lanarkshire Council’s control. Percentage of people on CPO unpaid work requirement seen within five working days by their case manager. To date, 69% (203 out of 296) Community Payback Orders with an Unpaid Work requirement were inducted within 5 working days. In quarter 2, this has decreased to 67% (81 out of 121) from 69% in quarter 1. To date, 39% of orders imposed were Level 1 orders (orders where there is no justice social work report requested by the court prior to the order commencing and therefore the service is unable to engage with the service user before court appearance). Both Level 1 and Level 2 orders saw a decrease in performance from Q1 to Q2. Level 1 orders: 58% (23/40) inducted within timescale in Q2, down from 63% in Q1. Level 2 orders: 73% (58/80) inducted within timescale in Q2, down from 74% in Q1. The average days from the order imposed to Social Work receiving notification is: Level 1: 0.8 days Level 2: 1 day The service is actively monitoring these metrics to identify and implement improvements following notification. In response to the growing number of people who receive unpaid work who for health or other reasons are not able to attend or fully engage with such an order, the service has introduced a new assessment tool at the justice social work report stage. The primary aim of this assessment is to help the report author evaluate, Percentage of people starting their placement within seven days of a CPO unpaid work. To date, 68% (200 out of 296) Community Payback Orders with an Unpaid Requirement commenced within 7 working days. In quarter 2, 65% (79 out of 121) Community Payback Orders with an Unpaid Requirement commenced within 7 working days which is a decrease in performance from 69% in quarter 1. 33
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Measure Comments/Progress Action by Manager (where applicable) through engagement with the unpaid work service, whether unpaid work is an appropriate disposal option for each individual. This will ensure more information is provided to the court regarding those who are considered suitable or unsuitable for such a disposal. Develop a fully comprehensive familiarisation and training plan to support business change processes for implementation of the Social Work IT system replacement The implementation of the new system continues to work towards a revised go live timescale. Whilst the project remains behind the originally planned timeline, significant work is being progressed in relation to final system configuration, data migration, testing and training. The Project Plan is currently under review with a revised timescale for go live to be confirmed. There is a number of dependencies to determine a revised date, one of which is the availability of the supplier to support an updated timescale. 4.6. In addition to the content of Appendix 2, the following recent national recognition for local services are of note:- The Family Support Hubs are a finalist at the 2025 COSLA Excellence Awards. Blantyre Life and the SMART TV Innovation at David Walker Gardens Care Home are both finalists at the 2025 Scottish Health Awards. The Barnado’s Future Project has been shortlisted for the Chartered Institute of Housing Awards 2025 as a finalist for the Marion Gibb Award for Equality in Housing. 5. Employee Implications 5.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable, and in turn the Performance Appraisal process for individual employees. 6. Financial Implications 6.1. The outcomes within the Resource Plan are reflected in the respective annual Resource Revenue and Capital budgets and, longer term, within the framework of the council’s approved Financial Strategy. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change or environmental implications as a result of this report. 7.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2025/2026. 34
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8. Other Implications 8.1. A significant element of the delivery of the outcomes in the Community Plan 2022 to 2032 will come through the achievement of the actions contained within Connect. 8.2. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 9. Integrated Impact Assessment and Consultation Requirements 9.1. Many of the actions detailed within the Resource Plan reflect ongoing strategies and policies which will be or have been the subject of consultation and impact assessment. 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 23 October 2025 Link(s) to Council Values/Priorities/Outcomes The Resource Plan has been structured upon the Vision, Values and Outcomes in the Council Plan Connect 2022 to 2027 List of Background Papers Council Plan Connect 2022 to 2027 – approved by the Council on 15 June 2022 Social Work Resources Plan 2025/2026 – approved by Social Work Committee on 11 June 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ciana Stewart, Planning and Performance Manager Tel: 01698 453743 E-mail: Ciana.stewart@southlanarkshire.gov.uk 35
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Appendix 1 Social Work Resource Objectives 2025/2026 Connect Outcomes Resource Outcomes Communities and Environment • Social Work Resources embeds sustainable development across services Education and Learning No Resource Outcomes for this Connect Outcome Health and Wellbeing • Care and protect children, young people, and adults from risk of harm • Provide assurance on the quality of registered care services • For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all • Help people to continue to live within their homes and communities through integrated community health and social care services • Promote early intervention and prevention to achieve healthy, active lives and reduce inequalities Children and Young People • Improve the health and wellbeing of children, young people, and families Housing and Land No Resource Outcomes for this Connect Outcome Our Economy No Resource Outcomes for this Connect Outcome Delivering the Plan and achieving Best Value • Digital and ICT services meet the needs of the council and its customers 36
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IMPROVe - SLC Performance Management System Report printed on 11 Nov 14:06 Quarter 2 : April 2025 - September 2025 South Lanarkshire Council Social Work Resource Plan (This represents the cumulative position to September 2025) Performance Report 2025-26 6 37
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IMPROVe - SLC Performance Management System Report printed on 11 Nov 14:06 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Green Amber Red Report later / Contextual Total Communities and Environment 1 0 1 0 2 Education and Learning 0 0 0 0 0 Health and Wellbeing 11 0 2 0 13 Children and Young People 0 0 0 1 1 Housing and Land 0 0 0 0 0 Our Economy 0 0 0 0 0 Delivering the plan and achieving best value 0 0 0 0 0 Total 12 0 3 1 16 Page 1 38
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IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Communities and Environment Social Work Resources embeds sustainable development across services Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Evidence the use of recycled stock as a percentage of all Equipu activity. To date, there have been a total of 2,239 items issued, of which (16%) 363 were recycled. The service is currently on target to meet / exceed the performance measure at this point in the financial year. The service ability to achieve the target as they progress through the year will be determined by the availability of recycled equipment within the Equipu store. In quarter 2, there was a total of 1,049 items, of which 18% (190) were recycled. The target of 10% has been achieved for the reporting period. Green 10% 16% ------ ------ 22% Recycle and reuse community alarms per month To date, 273 alert alarms in total have been reused, saving £46,200 and contributing to environmental sustainability. In quarter 2, there was a total of 82 alert alarms recycled and reused contributing to savings of £13,776. The TEC team aims to identify and recycle 60 alarms per month; this target has not been achieved for reporting period. O2 is switching off the 2G network, which means the service need to replace around 3,000 older digital alert alarms with newer 4G models. Unfortunately, the old 2G alarms cannot be recycled, which has temporarily affected the recycling performance. Once all the new alarms are installed, the service expect the recycling performance figures to return to normal, this situation is out with South Lanarkshire’s control. Red 720 273 ------ ------ ------ Page 2 39
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IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - 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Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing Care and protect children, young people and adults from risk of harm Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of parental attendance at initial Child Protection Planning meetings. To date there has been 93% parental attendance at initial Child Protection Planning meetings, and performance remains on target for the remainder of this year. Parents will continue to be encouraged to attend all Children Protection meetings. This will be revisited at Locality Team meetings to ensure a focus remains on familial participation. Green 85% 93% 89% 89% 95% Percentage of children seen by a supervising officer within 15 days. The year to date position of 100% continues to exceed the annual target. Performance in quarter 2 has maintained the position of 100% as reported in quarter 1. Green 75.0% 100.0% 89.0% 57.0% 85.0% Percentage of reports submitted to the Children’s Reporter within agreed timescales. To date 87% (128 out of 147) reports submitted to the Children's Reporter within timescale. In quarter 2, 86% (59 out of 69) reports were submitted within timescales. This is an increase in performance from 85% in quarter 1. Green 75.0% 87.0% 77.0% 53.0% 72.0% Percentage of care experienced children and young people accommodated in residential placements. As at 30 September 2025, there were a total of 737 Looked After Children, 668 (91%) were looked after in a community setting and 69 (9%) were looked after in a residential setting including local authority houses, secure accommodation and residential schools, the target has been maintained since 2021. This reflects South Lanarkshire’s commitment to shift the way care is delivered to Looked After Children, with continued support to children and young people within the community. South Lanarkshire are driving forward their commitment to supporting children and young people, where possible, in the community. The balance of care is being maintained despite: increasing volumes of unaccompanied asylum seeking children (UASC) referrals; increase in the volume of remands to secure care following the implementation of the Care and Justice (Scotland) Act 2024 and supporting young people’s rights to access continuing care. Green 10.0% 9.0% 10.0% 10.0% 10.0% Page 3 40
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IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing Care and protect children, young people and adults from risk of harm Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of statutory supervising officer visits completed within timescale for local authority welfare guardianship orders. To date, there was a total of 131 local authority guardianship visits due with 89% (116) being completed in time, exceeding the target. In quarter 2, there was a total of 56 local authority welfare guardianship visits due with 86% (48) being completed in time, exceeding the target of 75%. Performance reports remain available to the locality teams providing current performance levels. Green 75% 89% 93% 94% 91% Percentage of statutory supervising officer visits completed within timescale for private welfare guardianship orders. To date, there was a total of 941 private guardianship visits due with 82% (770) being completed in time, exceeding the target. In quarter 2, there was a total of 415 private guardianship visits due with 83% (344) being completed in time, exceeding the target of 75%. Performance reports remain available to the locality teams providing current performance levels. Green 75% 82% 93% 92% 87% Provide assurance on the quality of registered care services Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of internal care services graded 'good' or better in Care Inspectorate inspections Data taken from Care Inspectorate Datastore as at 31 August 2025. The Care Inspectorate carries out inspections based on a range of Quality Assurance Frameworks linking to the Health and Social Care Standards. Registered services are graded: 6 Excellent, 5 Very Good, 4 Good, 3 Adequate, 2 Weak, 1 Unsatisfactory. The Council is responsible for 30 registered in-house care services. On review of the last datastore information, all 30 in house care services were graded 4 or above across all six key questions. The percentage of internal care services graded 'good' or better is 100%. All gradings remained the same as previous inspections. Green 75.0% 100.0% 0.0% 0.0% 0.0% Page 4 41
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IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - 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SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of people on CPO unpaid work requirement seen within five working days by their case manager. To date, 69% (203 out of 296) Community Payback Orders with an Unpaid Work requirement were inducted within 5 working days. In quarter 2, 67% (81 out of 121) Community Payback Orders with an Unpaid Work requirement were inducted within 5 working days which is a decrease in performance from 69% in quarter 1. The service continues to monitor performance closely at an operational level and implement improvement actions where required. To date, 39% of orders imposed were level 1 orders. There is no justice social work report requested by the court prior to Level 1 orders commencing and therefore the service is unable to engage with the person before court appearance or monitor their outcomes in court. This continues to impact performance. Red 75.0% 69.0% 69.0% 72.0% 67.0% Percentage of people starting their placement within seven days of a CPO unpaid work sentence. To date, 68% (200 out of 296) Community Payback Orders with an Unpaid Requirement commenced within 7 working days. In quarter 2, 65% (79 out of 121) Community Payback Orders with an Unpaid Requirement commenced within 7 working days which is a decrease in performance from 69% in quarter 1. The service continues to monitor performance closely at an operational level and implement improvement actions where required. To date, 39% of orders imposed were level 1 orders. There is no justice social work report requested by the court prior to Level 1 orders commencing and therefore the service is unable to engage with the person before court appearance or monitor their outcomes in court. This continues to impact performance. Red 75.0% 68.0% 67.0% 70.0% 65.0% Percentage of Justice Social Work reports submitted to Court by the due date. To date, 97% (930 out of 956) of Justice Social Work reports have been submitted within timescale. In quarter 2, 98% (438 out of 449) of Justice Social Work reports have been submitted within timescale this is an increase from 97% in quarter 1. Green 95.0% 97.0% 98.0% 98.0% 97.0% Page 5 42
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SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - 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SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing Help people to continue to live within their homes and communities through integrated community health and social care services Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of care at home hours reduced through Home Assessment Team intervention. To date, 471 care episodes have been successfully completed, with care packages being reduced by 36%. In quarter 2, 246 care episodes were successfully completed, with care packages being reduced by 34% when comparing hours required at start of intervention to end. Green 30.0% 36.0% 0.0% 0.0% 29.0% Percentage of people on a Drug Treatment and Testing Order (DTTO) seen within 2 days To date, of those placed on DTTO commencing within 2 days of order being imposed has remained at 100%. In quarter 2, there were no DTTO orders made. This reflects the public health approach justice services promotes within its recommendations to court supporting a more trauma informed and flexible structured deferred sentence model and Community Payback Orders with drug and alcohol treatment requirements instead. Green 95.0% 100.0% 0.0% 0.0% 0.0% Help people to continue to live within their homes and communities through integrated community health and social care services Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of people participating in a co-produced Self-Directed Support Assessment to exercise choice and control over their care. To date, 2,062 co-produced assessments have been approved with performance remaining on target to achieve the annual target of 3,000 assessments. In quarter 2, 938 co-produced assessments were approved. This exceeds the quarterly target of 750 co-produced assessments and is consistent with trends in relation to this measure over recent years and may be broadly indicative of rising demand for Social Work assistance with social care needs. Green 3,000 2,062 ------ 3,459 3,756 Children and Young People Improve the health and wellbeing of children, young people, and families Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Reduce the number of babies living away from their families To be reported quarter 4. Report Later 10.0% ------ 0.0% 0.0% 0.0% Page 6 43
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Complete Green Amber Red Report later Total Communities and Environment 0 0 0 0 0 0 Education and Learning 0 0 0 0 0 0 Health and Wellbeing 0 5 0 0 1 6 Children and Young People 0 0 0 0 1 1 Housing and Land 0 0 0 0 0 0 Our Economy 0 0 0 0 0 0 Delivering the plan and achieving best value 0 0 0 1 0 1 Total 0 5 0 1 2 8 Page 7 44
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IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work Health and Wellbeing Care and protect children, young people and adults from risk of harm Action Measures Comments/ Progress Status Provide strategic leadership and oversight of the delivery of public protection services and improved outcomes for children, young people, and adults Hold quarterly meetings of the Chief Officer’s Group (Public Protection) to monitor, scrutinise and evaluate public protection activity including performance, Learning Reviews, audit, and evaluation outcomes The Chief Officer’s Group (Public Protection) met on 21 May 2025 and 20 August 2025, updates on public protection activity including performance, Learning Reviews, audit and evaluation outcomes were provided, the next meeting is scheduled for 26 November 2025. Green Provide assurance on the quality of registered care services Action Measures Comments/ Progress Status Consult and engage with service users, carers, other providers, and community forums in the process of self-evaluation of delivered care services Evaluate Care Opinion activity across services biannually Care Opinion is an independent platform used to gather feedback on the services provided by the SLUHSCP. In quarter 2, SLUHSCP received 248 stories through this platform. Of these, 92% were rated as positive, and covered a vast range of our services reflecting the quality of care across the SLUHSCP. SLUHSCP Care Opinion stories are now available on the SLC and SLHSCP websites to increase visibility. Green For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all Action Measures Comments/ Progress Status Contribute to a reduction of the national prison population supporting individuals on release Evaluate the impact of the work of the Community Justice Partnership, reporting to Social Work Committee by December 2025 Report to Social Work Committee to be provided in quarter 3. Report Later Page 8 45
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Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work Health and Wellbeing Help people to continue to live within their homes and communities through integrated community health and social care services Action Measures Comments/ Progress Status Commission independent services to ensure information, advice and support is available for people who provide care Tender of commissioned carers services to be completed by March 2026 The Carer Partnership noted at its meeting on 25 June that Future Commissioning of Carers Supports and Services was underway. Contact has been made with the procurement services and timelines for completing of contracts is in the planning stage. Green Promote early intervention and prevention to achieve healthy, active lives and reduce inequalities Action Measures Comments/ Progress Status Launch phases 2 and 3 of the Amazon Healthcare Project Project evaluation to be completed by March 2026 The Technology Enabled Care (TEC) team continue to progress the Amazon Healthcare Project, aimed at enhancing digital support for service users. Ongoing support is provided to intermediate care (IC) service users and updated care surround guides have been placed in each IC bedroom in response to service user feedback. An initial Phase 3 workshop on medication prompting was held with staff within the Clydesdale locality, with follow up process mapping workshops to be completed in October 2025. Procurement has been completed and approved for the development of a friends and family video calling app for Care Surround funded by a Glasgow City Region Smart and Connected Social Places grant. Green Evaluate the potential to expand the Smart TV messaging service within residential services Project evaluation to be completed by September 2025 South Lanarkshire University HSCP extended the use of Smart TVs across residential and intermediate care services in August and September 2025, following a positive evaluation of the project within David Walker Gardens. The technology has enabled residents to communicate directly via text message or video call with care home staff, their families, and friends via their TV having a positive impact on improved wellbeing of residents and increased connectivity with families. Green Page 9 46
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IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - 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Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - 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Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Tuesday 11 November 2025 Resource Plan actions and measures South Lanarkshire Council - Social Work Children and Young People Improve the health and wellbeing of children, young people and families Action Measures Comments/ Progress Status Engage families in receiving whole family support Demonstrate the impact of the Family Support Hubs within an annual report by March 2026 To be reported quarter 4. Report Later Delivering the plan and achieving best value Digital and ICT services meet the needs of the council and its customers Action Measures Comments/ Progress Status Deliver the implementation programme to replace the existing Social Work IT system within timescale Develop a fully comprehensive familiarisation and training plan to support business change processes for implementation The implementation of the new system continues to work towards a revised go live timescale. Whilst the project remains behind the originally planned timeline, significant work is being progressed in relation to final system configuration, data migration, testing and training. The Project Plan is currently being reviewed and updated to confirm a revised timescale for go live. There is a number of dependencies to determine a revised date, one of which is the availability of the supplier to support an updated timescale. Red Page 10 47
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 19 November 2025 Report by: Director, Health and Social Care Subject: Social Work Resources’ Risk Register Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present an update on the Risk Register actions for Social Work Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the content of the report be noted. 3. Background 3.1. The Council’s Risk Management Strategy promotes consideration of risk in service delivery, planning and decision-making processes. The Strategy requires Resources to record and review risks and control actions regularly. Social Work Resources follow the guidance in developing, monitoring and updating the risk register on an ongoing basis. 3.2. The purpose of the risk register is to ensure that Social Work Resources is fully aware of its top risks; that these risks are prioritised; and that controls are in place to eliminate or minimise the impact of the risks. 3.3. The Resource scores these risks in accordance with the Council scoring mechanism, based on likelihood and impact. This results in risks being scored between one and 25 (low – very high). 3.4. Risks are scored on their inherent score (risk if we do nothing) and their residual risk (risk after applying controls). 3.5. The Council’s universal risk tolerance levels are outlined within the Council’s Risk Management Strategy 2020. The current ideal risk profile is defined as:- no more than 10 per cent of residual risks at a very high level no more than 15 per cent of risks at a high level around 50 to 60 per cent of residual risks at a medium level no more than 30 per cent of residual risks at a low level 3.6. The Social Work Resources Risk Register was last reported to the Committee on 26 March 2025. 7 49
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4. Update 4.1. All risks on the Social Work Risk Register are reviewed regularly and the scoring revised - upwards or downwards - to reflect the impact of mitigating actions and/or changes in circumstances that may result in a different risk rating. Risks scored 20 to 25 are considered to be very high risks and risks scored 10 to 16 are considered to be high risks. Very high and high risks are monitored closely. The top risks identified for the Resource, that is those that are residually scored as being very high and high, are attached at Appendix 1. Risks evaluated residually as being medium or low risk will be monitored to ensure that they continue to be adequately managed. 4.2. Table 1 below shows the Social Work Resources risk heat map, which details the total number of risks for each individual residual risk score. Table 1 – Top risks heat map Likelihood 5 Almost certain 1 4 Likely 5 3 Possible 3 9 2 Unlikely 1 1 Rare 1 Negligible 2 Minor 3 Moderate 4 Major 5 Catastrophic Impact 4.3. Table 2 below notes the overall risk profile for Social Work Resources. Table 2 – Top risks risk profile Risk category Risk rating Number of risks Percentage of risks 1 Very high (20-25) 1 5% 2 High (10-16) 14 73% 3 Medium (5-9) 4 22% 4 Low (1-4) 100% 4.4. Appendix 2 provides a comparison of risk scores for 2024 and 2025. This appendix also details changes in risk descriptions. 4.5. Table 3 below highlights changes in relation to very high risks since the previous report to Committee in March 2025. Table 3 – Current Top Risks for Social Work Resources Risk March 2025 September 2025 Residual Inherent Residual Inherent Market provider capacity 12 25 20 25 Funding and budgetary pressures 16 20 16 20 Cost-of-living crisis 16 20 16 20 50
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Risk March 2025 September 2025 Residual Inherent Residual Inherent Winter pressures 12 25 16 25 Workforce supply 12 12 16 20 Information governance compliance - - 16 20 4.6. The main changes to the overall risk register since the last report to Committee in March 2025 are summarised below:- Winter Pressures This risk has been reviewed and escalated to reflect what is already known from previous trends across the winter period. Similar to previous years’ it is predicted that demand for health and social care services will increase significantly as a result of the impact of winter flu, other associated viruses and seasonal changes where issues such as deteriorating weather impact on health and wellbeing. Increased demand associated with this could be significant for services which are already responding to existing high levels of demand. Market Provider Capacity The risk level here has been escalated from a scoring of 12 (high) to a scoring of 16 high to very high. This reflects a growing fragility within the independent sector nationally and as being experienced locally. Additional uncertainties include changes to employer National Insurance contributions, which will impact all sectors. Furthermore, the UK Government’s announcement in May 2025 to end overseas recruitment for social care workers is expected to exacerbate workforce shortages and hinder the recruitment of suitably skilled staff, placing further strain on service provision across Scotland. Workforce Supply The risk level has been reviewed and increased from 12 (high) to 16 (high) to reflect ongoing challenges with recruitment and retention of staff. This risk is not unique to South Lanarkshire with a similar position being experienced across all sectors nationally. Information Governance Compliance The risk level from a corporate perspective has been escalated, and whilst it remains within the residual risk category of high, the scoring has increased from a 12 to a 16. Services continue to face challenges in meeting statutory timescales under the UK General Data Protection Regulation and the Data Protection Act 2018, particularly in the context of competing statutory demands. The volume of subject access requests has more than doubled, rising from 116 in 2019/2020 to 234 in 2024/2025. This increase is partly attributed to the Redress for Survivors (Historical Abuse in Care) (Scotland) Act 2021. Integration Joint Board (IJB) Strategic Commissioning Outcomes The risk level here has been reduced from very high to medium. This reflects the recognition of the robust governance arrangements that the Integration Joint Board is recognised as having in place to support the development and agreement of realistic and achievable outcomes (as confirmed by the IJB’s External Auditors in the South Lanarkshire IJB Annual Audit Report for 2024/2025), thereby strengthening the Council’s capacity to meet its responsibilities. 51
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National Care Service (Scotland) Bill The risk previously associated with the former National Care Service (Scotland) Bill has been removed from the register (reflecting the report presented to the Council’s Executive Committee of 27 August 2025). Care Reform (Scotland) Act 2025 This is a new risk with its level identified high given that the delivery of currently uncosted amendments to the legislation may require significant additional funding at a time. 4.7. Social Work Resources works closely with a number of public sector partners with whom there is an interplay in relation to risks and risk management. The partner with whom there is the greatest level of external dependencies continues to be the South Lanarkshire IJB. 4.8. The IJB has an approved risk management strategy and a risk register which details the IJB’s approach to risk and how it identifies and manages risks to mitigate against any subsequent impacts. The very high and high risks on the IJB risk register are:- financial sustainability – very high workforce availability and capacity – very high performance delivery – high failure to meet public protection and legislative requirements – high 4.9. The IJB’s External Auditors have provided positive assurance on the adequacy and effectiveness of South Lanarkshire IJB’s framework of governance, risk management and control arrangements (as detailed within the South Lanarkshire IJB Annual Audit Report for 2024/2025). 5. Employee Implications 5.1. There are a number of proposed risks which have workforce implications. Where this is the case, the appropriate controls and actions have been included in the risk control cards and progress will be monitored. 6. Financial Implications 6.1. There are a number of proposed risks which are classified under the heading of financial. Where this is the case, the appropriate controls and actions have been included in the risk control cards and progress will be monitored. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1. Whilst the profile detailed in Table 3 remains outwith the ideal universal risk exposure defined by the Risk Management Strategy, there has been a reduction in the number of very high and high risks and as such is now closer to the ideal risk exposure level. This is in part due to the revision to risk bandings and tolerance levels within the Strategy. 8.2. The Council’s Central Risk Management Team annually review Resource compliance with the Risk Management Strategy. The outcome of the 2024/2025 review identified that Social Work Resources achieved 100 per cent compliance, scoring 45 out of a possible 45. All risk control actions due for completion during 2024/2025 have been 52
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completed. There are currently no risk control actions due for completion during the remainder of 2025/2026. 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 22 October 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective and efficient Previous References Social Work Resources Committee 26 March 2025 – Social Work Resources’ Risk Register Update Social Work Resources Committee 30 October 2024 – Update of Social Work Resources Risk Register and Risk Control Plan Council Executive Committee 27 August 2025 - Care Reform (Scotland) Act – Update List of Background Papers South Lanarkshire Integration Joint Board 2024/2025 Annual Audit Report: https://audit.scot/publications/south-lanarkshire-integration-joint-board-annual-audit- 202425 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Martin Kane, Service Manager, Performance and Support Services Ext: 3700 E-mail: martin.kane@southlanarkshire.gov.uk 53
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Appendix 1 - Social Work Resources Risk Register (as at September 2025) Extract of risks with residual score category of Very High and High Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score 1 Very High (20-25) Failure in market and provider capacity 25 Procurement network oversight meetings in place Local engagement with providers Commissioning Assurance Team in place for Adult and Older People’s services to review block contracts and thereafter expand the quality assurance aspect of the remit. Care at Home, Supported Living and Care Homes Provider Forums 20 Funding and budgetary pressures 20 Regular/standing financial reports to Social Work Resources Committee Identification and implementation of transformational and service redesign opportunities. 16 The Resource fails to support households most impacted by the cost-of-living crisis resulting in increased levels of poverty, debt, and damage to health. 20 Emergency social work assistance Section 12 payments of the Social Work (Scotland) Act 1968 16 Inability of the council to respond to winter demand pressures 25 Debrief of Winter Plan 2024/2025 Winter Plan 2025/2026 Resilience Planning and Local Resilience Partnership (LRP) Contingency and Business Continuity Plans in place 16 Workforce supply and availability of suitably qualified and skilled staff is not sufficient to meet Health and Care (Staffing) (Scotland) Act 2019, current service models resulting in an inability to deliver core and statutory services. 20 South Lanarkshire Council Workforce Planning review for 2025 to 2027 Lanarkshire Health and Social Care Workforce Plan 2025 to 2028 in progress Regular workforce monitoring. Quarterly and annual reporting on compliance with Health and Care (Staffing) (Scotland) Act 2019 requirements via NHS Lanarkshire Health Improvement Scotland returns. 16 54
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Information governance compliance 20 Awareness raising/training Information Governance Group in place Information Governance Strategy 16 Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score 2 High (10-16) The council fails to comply with or meet the expected standards, scrutiny levels, or improvement as identified by regulatory bodies 25 Positive inspections of services Robust levels of scrutiny and governance in place Operational management oversight groups Eligibility framework to identify those with critical and substantial needs 12 The council’s public protection protocols and procedures are insufficient in preventing harm and abuse to people 25 Multi-agency public protection procedures in place Public Protection Learning Review protocol in place Public protection and PREVENT training in place 12 The council does not have the appropriate emergency / business continuity plans; contingency arrangements or partnerships in place to respond to/or recover from a pandemic/endemic event. 25 Business continuity plans in place Range of supports in place to allow agile working (IT, equipment, furniture) Participation in local/national resilience exercises 12 IT development and functionality does not keep pace with changing service requirements 20 IT investments, in support of the council’s priority ICT projects include a comprehensive business case. 12 Fraud, theft, organised crime and cyber-attacks. 20 Training and awareness materials at all levels. Refreshed approach to training and awareness being developed to take account of legislation 12 Inability to take the necessary action due to funding constraints, to combat climate change and work toward achieving net zero carbon emissions by 2045, thereby contributing to negative and irreversible environmental, social and economic impacts on the council and its residents. 12 Sustainable development and climate change is mainstreamed across the council and associated Plans, Policies and Strategies 12 The council is materially affected by the review into historic childhood abuse 16 Cross Resource Working Group led by the Chief Social Work Officer in place, meets on a regular basis 12 55
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*The council is materially affected by the implications arising from the Care Reform (Scotland) Act 2025 16 Ongoing horizon scanning of consultation and feedback from other stakeholders to determine any other impact on local services and providers 12 Disruption to council services as a result of industrial action 16 Operational services have plans in place to address the impact of the industrial action 12 ‘*’ indicates new risk added this year 56
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Appendix 2: Comparison 2025 and 2024 Social Work Resources Risk Register Risk Category Key risk 2024 Residual risk score 2025 Residual risk score Change in residual risk scores 1 Very High (20-25) Funding and budgetary pressures 16 16 = Cost of living crisis 16 16 = Winter pressures 16 16 = Workforce supply and availability of suitably qualified and skilled staff is not sufficient to meet Health and Care (Staffing) (Scotland) Act 2019, current service models resulting in an inability to deliver core and statutory services. 12 16 Failure in market and provider capacity 12 20 The council does not fully deliver the strategic outcomes required of the IJB as outlined in their Strategic Commissioning Plan 16 9 2 High (10-16) Achieve standards and scrutiny levels identified by regulatory bodies 12 12 = Public protection and legislative duties 12 12 = Workforce availability and capacity 12 16 Business continuity, response and recovery 12 12 = IT developments and functionality 12 12 = Fraud, theft, organised crime and cyber attacks 12 12 = National Care Service 12 N/A Sustainable development and climate change objectives 12 12 = Historic Child Abuse 12 12 = Disruption to council services due to industrial action 12 12 = Refugee resettlement and asylum seeker dispersal programme 9 9 = Failure to comply with equality duties 9 9 = Implications of the SFRS unwanted fire alarm signals policy 8 8 = Risks Removed from top risks The Council is materially affected by the implications arising from the National Care Service Bill. 57
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 19 November 2025 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Enhancing Self-Directed Support Capacity 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the Committee on the impact of the Self-Directed Support (SDS) Finance Team and propose a further development to maintain and enhance effective governance and accountability [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the positive impact of the SDS Finance Team be noted; (2) that the proposal for the further development of the SDS Finance team 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. 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 4 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. 8 59
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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. 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. At its 10 September 2025, Committee received a report that provided an update on delivery of SDS within South Lanarkshire. This report expands on the actions that have been taken to enhancing Direct Payment governance and support with proposals for further strengthening given increasing demands. 4. Strengthening Direct Payment Governance and Support. 4.1. The Council currently pay approximately £10.5 million per annum to adult and older people supported persons and carers who have chosen SDS option 1 - Direct Payments. Direct payments, which totalled approximately £7 million in 2021, have increased significantly over recent years as more people have exercised this choice. 4.2. Direct payment agreements include a requirement for the Council to monitor and review the payment at specific periods. In line with the statutory guidance to accompany the Social Care (Self-directed Support) (Scotland) Act 2013 and the CIPFA guidance, a collaborative and co-ordinated social work and finance approach was put in place in 2021 to ensure the efficient, effective and proportionate monitoring of direct payments. 4.3. The SDS Finance Team established has ensured that direct payment funding is focused on the achievement of service user outcomes in line with the guidance. A key priority for the team has therefore been to focus on the SDS payments made and their appropriate use. On reviewing this, since their establishment in 2021 the Team have been instrumental in ensuring SDS payments have been recovered as follows:- 2021/2022 £0.599 million 2022/2023 £0.816 million 2023/2024 £1.011 million 2024/2025 £1.006 million 2025/2026 as of 24 September 2025 £0.441 million 4.4. The positive impact of the SDS Finance team has significantly enhanced the outcomes secured through the effective allocation of locality SDS budgets. Governance arrangements have been strengthened ensuring direct payments are appropriate and the stewardship of public funds is accounted for properly. 4.5. Recognising the ongoing recruitment challenges and the operational service demands, the support available from the SDS Finance team also contributed to releasing frontline Social Work staff from routine finance related activity, allowing them to focus on their statutory duties around assessment, support planning, reviews and public protection. SDS budget approval processes, and in turn sourcing of care services, are also more efficient and accurate. 4.6. In addition to financial recovery, the SDS Finance Team’s proactive engagement has strengthened direct payment recipients’ understanding of SDS funding terms. The 60
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Team’s guidance continues to improve compliance, though this remains a key focus for further development. 4.7. The SDS Finance team currently comprises of one Finance Adviser, one Finance Officer and 2 Finance Assistants who oversee direct payment reviews across South Lanarkshire. In respect of SDS planning, data input, compliance, governance, budget approvals and invoice resolution, frontline fieldwork staff are also supported by 6 Finance Assistants. These fieldwork-based roles are managed by the Finance Officer in the SDS Finance team to ensure alignment with financial oversight objectives. 4.8. Given the increases in the number and value of direct payments have increased and, recognising that the pro-active recovery of outstanding debt is corporate strategic priority for the Council, it is important to ensure that effective monitoring of direct payments is in place. As such it is proposed to permanently expand the SDS Finance Team as follows:- one SDS Finance Officer 2 SDS Finance Assistants 4.9. The appointment of the SDS Finance Officer will enhance operational capacity and strengthen governance within the SDS Finance Team, addressing current challenges related to span of control and workload distribution. The additional SDS Finance Officer will ensure the timely progression of both regular and statutory direct payment reviews is maintained across the localities. The SDS Finance Officer will also contribute to ensuring compliance with the Finance and Corporate debt processes. 4.10. The 2 SDS Finance Assistants will enhance capacity to maintain the robust monitoring and review of the increased number of direct payments, ensuring ongoing effective financial stewardship and accountability in the management of direct payments and debt recovery. 5. Employee Implications 5.1 It is proposed that, subject to approval, the posts outlined at paragraph 5.1 are added as permanent posts on the establishment as detailed below. Post Existing Proposed Number of posts Change Grade SCP Range Hourly Rate Annual Salary Gross Cost incl. on costs 29.7% Total Costs SDS Finance Officer 1 2 1 G3 L2 – 4 63 - 74 £22.36 - £25.75 £40,805 - £46,991 £52,924 - £60,948 £52,924 - £60,948 SDS Finance Assistants 8 10 2 G2 L3 46 - 48 £17.72 - £18.21 £32,340 - £33,232 £41,945 - £43,102 £83,890 - £86,204 Total 9 12 3 £136,814 - £147,152 6. Financial Implications 6.1. A total of £3.873 million has been recovered since 2021 as a result of the effective review of direct payments. This recovery is anticipated to continue and would be supported by the inclusion of the additional staff highlighted at paragraph 5.1. This has ensured that direct payment funding is focused on the achievement of service user outcomes in line with the guidance. The cost of the additional posts is £0.147 million. 61
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It is proposed that these posts will be funded from the budget released through the ongoing review of direct payments. No additional funding is required from the Council or the Integration Joint Board (IJB). 6.2. The additional posts will support the increase in direct payments, promote the service user’s understanding of SDS funding terms, maintain compliance with the regulations and contribute to compliance with corporate debt recovery processes, ensuring effective governance is maintained and service user outcomes continue to be 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 highlighted the following:- The biggest short-term and long-term pressure for council budgets is adult social care. Councils and their partners face significant increasing 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/Ben chma rking-Overview-Report-2025.pdf 8.2. The SDS Finance Team will continue to review direct payments and will contribute to compliance with corporate debt recovery arrangements in order to maintain compliance with SDS guidance and to ensure the funding available is directed to best effect. 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 be updated on progress through the JCC. Professor Soumen Sengupta Director, Health and Social Care Jackie Taylor Executive Director, Finance and Corporate Resources 23 October 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective and efficient 62
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Previous References Social Work Resources Committee (2 June 2021) – Self-Directed Support - Direct Payments Monitoring Social Work Resources Committee (10 September 2025) – Self-Directed Support - 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 63
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 19 November 2025 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Sustaining Social Work Children and Families Services: Budget Recovery Actions 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Committee with an update of progress on actions outlined within the Children and Families Budget Recovery Plan 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted. 3. Background 3.1. This report should be read in conjunction with the previous Social Work Committee report titled: Sustaining Social Work Children and Families Services: Budget Recovery Actions dated 26 March 2025. There was a commitment at the March Committee to bring an updated budget pressures and budget recovery actions. 3.2. Social Work Resources and Finance and Corporate Resources have been working closely to identify next step options to further support bringing spend in line with the allocated budget. There is an intense scrutiny on the actions and increased monitoring and governance of decision making that impact on financial decision making. 3.3. Appendix 1 provides a breakdown of the Children and Families recurring funding gap of £10.6 million. This report will provide an update in relation to the actions taken to address the recurring budget gap going forward as well as options to be further explored to reduce the budget pressures going forward. 4. Ensuring Resources are Focused on Statutory Duties 4.1. As reported in March 2024 the service is using the Sustainability and Value Option Appraisal Screening Scale designed to ensure that options to address the budget gap for children and family services as well as adult and older people’s services are based on an understanding of assessment of need and risk in order to deliver the statutory duties on behalf of the Council. The development and use of this Option Appraisal Screening Scale have been noted by Audit Scotland and is now adopted to support the identification of actions to enable Social Work Children and Families Services to be sustained within the allocated budget. 9 65
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4.2. The Sustainability and Value Option Appraisal approach adopted is summarised as follows:- Ref Screening Scale Index 1 Benchmarking and Efficiencies 2 Service Redesign or Reduction with no/limited impact on outcomes 3 Service Redesign or Reduction with impact on outcomes 4 Legislative and Registration Requirements 5 Public Protection 4.3. The aim of the Sustainability and Values Options Appraisal approach is to protect those activities that belong within the “red” zones by firstly securing the optimum value of budget and expenditure reductions within the benchmarking and efficiencies “green” zone and also the service redesign or reduction with no/limited impact on outcomes “yellow” zone; and then considering budget and expenditure reductions within the service redesign or reduction with impact on outcomes “amber” zone. Appendix 2 5. Budget Recovery Savings To Date 5.1. The previous Committee report of March 2025 identified savings and efficiencies made in the following areas as summarised at Table 1. Table 1 – Budget Recovery Actions to Address Shortfall, as Agreed to Date Service Saving 2024/2025 £m Counselling Service 0.220 Out of Contract Services 0.203 Transition to Independent Living (Section 6.2) 1.600 Intensive Family Support Service (IFSS) (Section 6.1) 4.500 Review of Adoption Allowances 0.082 Review of Externally Procured Provision 0.118 Transfer of budgets from Performance and Support and Justice Services 0.240 Total 6.963 5.2. 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, a temporary budget realignment of £7.7 million from Adult and Older People Services arising from the reduction in pension contributions is included in the Children and Family Services budget for 2025/2026 as noted in the Integration Joint Board (IJB) Financial Plan for 2025/2026. In addition, £4.2 million is held in reserves to support these residual pressures. 5.4. The Social Work Resource position as reported to Committee in September 2025, assumes that funding will be drawn down later in the financial year as required. 66
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5.5. The Resource is working towards managing the remaining budget pressure in Children and Families in 2025/2026 and beyond. Section 6 provides an update on 2 key initiatives while section 7 proposes further budget recovery actions. 6. Budget Recovery Actions: Summary Update 6.1. Intensive Family Support Service (IFSS) – to date, 4 young people have returned from externally funded placements to reside in the south Lanarkshire area. Action for Children are continuing their work with other young people to support their return at a later date. This is in line with the previous Budget Recovery Action Report presented to the Committee where the financial forecast included five young people being returned from external placements between April and September 2025. In line with the recovery plan timelines (and the full impact of this programme detailed in Table 1), a further 5 placements require to be achieved in the last half of 2025/2026. 6.2. Transition to Independent Living – 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. 6.3. 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. The Project has been shortlisted for the Chartered Institute of Housing Awards 2025 as a finalist for the Marion Gibb Award for Equality in Housing. A further 4 placements are to be achieved in the last quarter of 2025/2026, which will allow us to achieve the full year impact of £1.6 million in 2026/2027 (as included in Table 1). 7. Further Budget Recovery Actions 7.1 The Resource is continuing to actively explore all options to ensure it can operate safely and effectively within the budget allocated by the Council, including potential spend-to-save options to secure medium-to- long term financial returns. Paragraph 7.2 details one area that is being progressed, with paragraphs 7.3 to 7.8 detailing 2 further areas currently being explored. 7.2. Commissioning and Assurance – At its 10 September 2025 meeting, the Committee approved proposals for the ongoing development of the Adults and Older People Commissioning and Assurance Team (CAT). That report highlighted that similar dedicated capabilities were being developed in respect of contract monitoring and placement management for Children and Families Social Work and building on the learning and positive impact of the Adult and Older People CAT. 7.3. 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. the Resource have now identified vacant posts to be redesignated and aligned for the creation of a Children and Families and Justice Commissioning and Assurance Team. The Team will bring enhanced focus to ensuring quality and best value through contract monitoring and placement management and thereby contributing to the Resource’s and the Council’s financial and care governance arrangements. It is estimated that £0.5 million of recurring efficiencies will be achieved by the creation of this team, in addition to securing best value. 67
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7.5. Modular Housing Solutions – Modular housing units can offer comfortable, good quality semi-independent living for young people, at much lower cost than either long term rental or purchasing properties. Depending on the size and design, modular homes can cost around £400 to £1,500 per square meter compared to £3,000 per square meter for conventional buildings. 7.6. Officers are exploring the viability of using modular housing as an innovative semi- independent pathway which could create additional capacity within the Council’s children’s house estate to accommodate 5 young people who are currently in external residential care. This would be a spend- to-save initiative with the estimated cost of the of 5 modular units on the grounds of the council’s existing children’s houses being £0.375 million. The costs will be funded from the saving achieved in year 1. It is projected that reducing external placements by 5 will contribute £1.250 million on a recurring basis. 7.7. Barnardo's Gap Homes (High Support) – Officers are in early discussions with Barnardo’s Children’s Charity regarding their Gap Homes initiative, which provides supported living for young people leaving care with ongoing high-level needs. Following successful pilots with Renfrewshire and Stirling councils, Barnardo’s plans to build 50 Gap Homes across the UK, organised into clusters of 5 properties: 4 individual homes and one staffed house designed to replicate a family environment. A recent large donation from a charitable trust will fully fund the capital costs of constructing these high-quality modular homes. 7.8. The project will take 28 months to complete and participating local authorities are asked to either block commission all units, or spot purchase individual placements. The current commissioning cost is estimated at £3,000 per person per week and offers considerably better value compared to high-cost placements which are averaging £5,500 per week. It is projected that reducing external placements by 4 will contribute £0.500 million towards the budget gap on a recurring basis. 7.9. Information on the Barnardo’s Gap Home can be accessed using the following link Gap Homes | Barnardo's. 7.10. Officers will continue to progress these further budget recovery plan actions and report back to future Committees as appropriate. 8. Financial Implications 8.1. As reported to Committee on 25 March 2025, the annual recurring projected shortfall in the Children and Families Budget was £10.6 million, with the full year anticipated benefit to be realised when the actions are complete of £6.963 million. 8.2. The phased achievement of these actions continues to be monitored, and the savings anticipated from the IFSS and Transition to Independence are progressing as expected in the first 6 months of the financial year. 8.3. The budget shortfall of £3.625 million requires to be addressed. 8.4. Other proposed actions at section 7 will contribute towards this shortfall. The creation of the Commissioning and Assurance team (paragraph 7.2) will result in an anticipated reduction in expenditure of £0.1 million in 2026/2027, and a further £0.2 million in both 2027/2028 and 2028/2029. In total the recurring reduction of £0.5 million is expected. 68
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8.5. The modular build initiative (paragraph 7.5) will result in a net saving of £0.125 million in 2027/2028 and £1.250 million on a recurring basis thereafter. This action is dependent on appropriate design and planning permissions. 8.6. The Barnardo’s Gap project (paragraph 7.7), subject to successfully being accepted by Barnardo’s as a partner, will result in a saving of £0.5 million in 2028/2029 as this project has a 2-year build and implementation timescale set by Barnardo’s. 8.7. These 3 further proposed actions (section 7) have the potential to contribute £2.250 million towards the budget deficit. 8.8. Taking into account the savings from actions reported and approved (£6.963 million), as well as those proposed in section 7, total recurring savings of £9.213 million can be realised. This in turn has the potential to reduce the budget gap from £3.625 million to £1.375 million. 8.9. Interim funding will be required to achieve financial balance until further options are identified and implemented. These funding options will include the utilisation of the earmarked reserve for Children and Families pressures and employee turnover arising from vacancies. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no climate change, sustainability, and environmental implications with this report. 10. Other Implications 10.1. In order to protect statutory services and address the budget pressures there is a requirement for Social Work Children and Families Social Work to actively review on an ongoing basis what and how services will be delivered; and the Council needs to determine its risk appetite for significant change in line with the current financial challenges. The Sustainability and Options Appraisal Screening Tool will inform future decision making re any changes to services. 10.2. The actions described within this report will mitigate the following risks within the Social Work Resources Risk Register:- Funding and budgetary pressures – very high. Workforce Availability and Capacity – high. Meeting Public Protection and Legislative Duties – high. 10.3. The current budget pressures on the allocated budget are not sustainable and all options for savings and efficiencies need to be considered. All options carry consequences which need to be balanced against the risks to financial sustainability and the Council’s ability to deliver its statutory duties with regards to Social Work Children and Family services. In order to protect statutory services and address the budget pressures there is a requirement for Social Work Children and Families to review how services will be delivered, and the Council needs to determine its risk appetite for significant change in line with the current financial challenges. 10.4. South Lanarkshire Council Children and Families continues to perform strongly in relation to the number of children accommodated. Comparative measures from the Local Government Benchmarking Framework 2023/2024 show that the Council consistently ranks above the Scottish average across several key indicators, reflecting a positive and robust approach to service delivery: 69
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10.5. The percentage of children being looked after in the community - South Lanarkshire’s position remains above the Scottish average. The overall numbers of children and young people looked after in a community setting and those supported in the community has increased. This reflects South Lanarkshire’s commitment to shift the way care is delivered to Looked After Children from residential-based provision to a community–based model, with the council being one of the best performing local authorities for keeping children in a community resource. 10.6 The gross cost of "Children Looked After" in residential based services per child per week - Costs for “Children Looked After” in a residential setting in 2023/2024 are reported as £4,975 for South Lanarkshire compared to the Scottish average. This below the Scottish average rate of £5,282 per week. 10.7. The gross cost of "Children Looked After" in a community setting per child per week - Costs for “Children Looked After” in a community setting for 2023/2024 show South Lanarkshire as £390 per week compared to the Scottish average of £475 per week. South Lanarkshire Council has maintained a position of lower costs than the Family Group and Scottish average. 11. Integrated Impact Assessment and Consultation Requirements 11.1. The appropriate Impact Assessments have been completed and will be completed as required. 11.2. Full consultation has been and will be undertaken where necessary with staff, managers, Trade Unions and key stakeholders. Professor Soumen Sengupta Director, Health and Social Care Jackie Taylor Executive Director (Finance and Corporate Resources) 23 October 2025 Link(s) to Council Values/Priorities/Outcomes Caring, connected, sustainable communities Our children and young people thrive People live the healthiest lives possible Previous References Social Work Resources Committee – 26 March 2025 List of Background Papers none Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- 70
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Liam Purdie, Head of Children and Justice Services Telephone: 01698 454887 Email: liam.purdie@southlanarkshire.gov.uk 71
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Appendix 1 Services Annual Budget 2024/2025 Recurring Annual Shortfall £m £m In-house Residential Care 5.087 (0.417) External Residential Care 4.910 (8.393) Throughcare including UASC 0.000 0.396 Supported Living External 0.116 0.116 Assessment and Care Management 14.969 0.113 Community Based Services 1.526 (0.169) Fostering and Adoption 6.879 (1.444) Kinship Care 3.545 (0.954) Other Services 1.279 0.068 Young Person Service 1.144 0.036 Children and Families Shortfall 39.530 (10.648) Budget Recovery Actions to Address Shortfall, as Agreed to Date £m Counselling Service (Social Work Committee, 21 August 24) 0.220 Out of Contract Services (Social Work Committee, 21 August 24) 0.203 Transition to Independent Living (Social Work Committee, 29 January 25) 1.600 Intensive Family Support Service (IFSS) (Social Work Committee, 29 January 25) 4.500 Review of Adoption Allowances (section 5) 0.082 Review of Emergency Social Work Service (section 6) - Review of Externally Procured Provision (section 7) 0.118 Transfer of budgets from Performance and Support and Justice Services (section 8.2) 0.240 Total Financial Benefit of Recovery Actions Agreed to Date 6.963 Revised Recurring Annual Shortfall after Full Implementation of the Recovery Actions Agreed to Date 3.625 72
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Appendix 2 73
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 19 November 2025 Report by: Director, Health and Social Care Subject: Winter Preparedness 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an overview of arrangements that have been and are being put in place to ensure health and social care services are as prepared as they can be for the winter months 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted. [1recs] 3. Background 3.1. In Lanarkshire annual ‘whole system’ planning is undertaken in preparing health and social care services in such a way as to mitigate the risks normally associated with winter. This multi-agency approach is led by NHS Lanarkshire in collaboration with South and North Lanarkshire Councils, South and North Lanarkshire Integration Joint Boards (IJBs), the Scottish Ambulance Service (SAS), and other partners. 3.2. The preparations undertaken for winter 2025/2026 build on the learning from Winter 2024/2025 (as reported to the Committee at its May 2025 meeting) and aligns with the national shift towards continuous surge preparedness, as outlined in the Scottish Government and COSLA draft (and at the time of writing, still to be published) Surge and Winter Preparedness in Health and Social Care Services - National Planning Priorities and Principles. The latter emphasises that surges in demand are no longer confined to winter and require a sustained, integrated response; and reinforces three overarching principles for surge and winter planning:- person centred and person led care as embodied through the Getting it Right for Everyone (GIRFE) Principles strong leadership and partnership working across the whole Health and Social Care system implement local and national actions that have a robust evidence-base, to improve outcomes for individuals, such as the Discharge Without Delay 3.3. The NHS Lanarkshire Board was presented with and gave formal approval to the system-wide approach to tackling winter challenges at its meeting of 2 October 2025: https://www.nhslanarkshire.scot.nhs.uk/download/2025-october-2-board-papers/ 10 75
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4. Overview 4.1. A whole-system planning event was held on 8 August 2025 at South Lanarkshire Council HQ, convened by the Chief Executives of NHS Lanarkshire, South Lanarkshire Council and North Lanarkshire Council. The event sought to:- ensure that a collective understanding of performance, positive achievements, areas of reflection and learning from winter 2024/2025 across the Lanarkshire system agree a shared understanding of impact of 2024/2025 winter planning investment to inform planning for 2025/2026 confirm specific actions to ensure local services respond to system wide pressures maintaining patient, client and workforce safety, during periods of peak pressure agree actions to ensure partners learns from and evaluate the impact of local actions, including agreement on how the impact of winter planning initiatives will be evaluated going forward and mechanisms for sharing learning across the system 4.2. The following principles have been identified as central to Lanarkshire’s approach:- whole-system integration and collaboration consistent practice of core care fundamentals targeted operational improvements data-driven decision making workforce enablement and empowerment and role clarity patient safety and experience empowering operational staff 4.3. The key actions now being progressed include:- implementing agreed improvement activity and scaling up tested models of care, for example, expansion of the Community Respiratory Service (currently operating in Clydesdale) and maximising use of virtual capacity – to reduce hospital occupancy and reduce levels of delayed discharge using predictive analytics to model expected demand and guide proactive planning, including early identification of risks ensuring sufficient staffing across the whole system during peak activity and holiday periods effective contingency planning and management to ensure that patients and staff can access health and care facilities as required during periods of adverse weather enhancing vaccination uptake 4.4. Specific areas of development include:- recruitment of additional staff to facilitate 7-day opening of Ambulatory Care Units across all three Acute Hospital sites to reduce overcrowding and long waits for patients in Emergency Departments expansion of Acute Hospital Flow teams to provide further support to ward-based teams for expediting patient discharges additional Allied Health Professionals working across community services and Acute “front door” areas to reduce the need for admission to hospital 76
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extended opening of some GP practices and Community Pharmacies during weekends and Public Holidays to reduce the pressure on Emergency Departments and Primary Care Out of Hours services an increase in home care packages to maximise discharges and keep people safe in their community action to increase vaccination uptake 4.5. Improved delayed discharge performance is a key output of the Lanarkshire Whole Systems Unscheduled Care Delivery Plan for 2025/2026 as agreed with Scottish Government. Central to this is whole system improvement focused on embedding the Lanarkshire Optimal Discharge Planning Target Operating Model (TOM): https://www.nhslanarkshire.scot.nhs.uk/operation-flow-resources/ 4.6. Actions include fully delivering Discharge Without Delay Programme principles in all in-patient sites, ensuring timely discharge planning and full use of multi-disciplinary teams; and providing access to increased community capacity such as Hospital at Home, community palliative care and community respiratory teams. 4.7. The most published validated data for Scotland in relation to the rate of patients in delay against a national target of no more than 34.6 per 100,000 population, showed that South Lanarkshire was just above the national target (at 35.8 per 100,000) and below the Scottish average – see Figure 1. Fig 1: Number of patients in delay (per 100,000) - All Delays - validated data 4.8. North and South Lanarkshire Health and Social Care Partnerships (HSCPs) are collaborating on Improvement Plans and on the ongoing developments in referral processes for post-hospital assessment or care. In addition, local data analysis has identified the average same day cancellation rate for supported discharges over the year-to-date across the Lanarkshire acute sites of around 30%, with a high of 40% in June 2025. HSCP staff continue to support escalation processes within the acute sites to help reduce these occurrences and the attendant loss of capacity to system flow. 4.9. As in previous years, a local enhanced service to support general practices over the peak winter period has been agreed. The practices involved will be supported in communicating this to their respective patient lists. Similarly, the respective details will be shared with NHS 24, the Primary Care Out of Hours Service (PCOOH) and FNC+ such that as many people as possible can be diverted to their own GP practice during these typically very busy times for the wider ‘unscheduled care’ system. 77
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4.10. There will be also an extended public holiday pharmacy service available to ensure that people could both access prescriptions as well as being available for re-direction from NHS24, PCOOH Service, FNC+ and Emergency Departments where possible. 4.11. The winter vaccination programme commenced in September with a focus on flu-only cohorts. Particular emphasis is being placed on increasing flu vaccination uptake between health and social care staff through the reintroduction of peer immunisers. The approaches being taken this year are seeking to explicitly address feedback from previous programmes, including difficulty securing time away from work; attending appointments outside of working hours; limited appointment availability, and insufficient information. 4.12. For health care staff, the total number of staff appointments available has been increased to more than 9,000. Staff can also book into any citizen clinic slots that become available through cancellations or rescheduling. In addition, NHS Lanarkshire has relaunched the peer immuniser programme across acute and community settings. More than 200 peer immunisers across acute and community sites have been identified and equipped with the necessary information to deliver flu vaccines to their peers. 4.13. The peer immunisation programme cannot be extended to social care staff as under the current Patient Group Direction (PGD), only specified registered practitioners can administer the influenza vaccine. So, the emphasis for social care staff has been on increasing and promoting local and accessible provision. Clinics have been scheduled across community hubs and local fieldwork sites, with work ongoing to identify additional venues within social care estates. In addition The SAS vaccination bus will be deployed where appropriate. More than 9,000 dedicated staff appointments are available, in addition to the option for staff to book into released citizen appointments across the programme. A targeted communications and engagement campaign has been developed for both in-house and independent sector social care staff (the latter with engagement from Scottish Care). This includes manager packs and posters with QR booking links, multi-channel staff messaging, and short “voices” content featuring senior leaders and frontline social care staff. These materials emphasise the role of vaccination in protecting service users, colleagues, and families. 4.14. Adverse Weather events are defined by reference to the Met Office Weather Warning system. NHS Lanarkshire and both North and South Lanarkshire Councils have policies in place in relation to adverse weather that applies wherever severe weather may obstruct staff from being able to attend work, and/or where severe weather poses a significant risk to the health, safety and wellbeing of staff. A series of actions is open to the organisations – individually and in collaboration - in managing adverse weather and these have been refined over many years of winter planning. These include working with and through the LRP and with pre-identified voluntary organisations. 5 Employee Implications 5.1. Previous reports to the Social Work Resources Committee, NHS Board and both IJBs have highlighted the impact of workforce challenges for health and social care – both in Lanarkshire and across Scotland – that are directly impacting on the ability to meet current demand fully. 5.2. As workforce supply challenges persist across health and social care, this has led to increased competition for recruitment and retention at local, regional and national level. This poses an ongoing risk and emphasises the need to develop new and transformational roles in response to growing demand across health and social care. Developing these new and transformational roles will help ensure there will be a 78
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sustainable supply of workforce to meet future health requirements of an ageing population in Lanarkshire, and across Scotland. 5.3. Capacity planning is a key area of action for both North and South Lanarkshire HSCPs and is being supported by both councils and NHS Lanarkshire. All services are scoping and making contingency arrangements in respect of staffing levels to respond to, and as required, prioritise the potential needs over the period. Additional staff will be sought to cover a number of areas where it is recognised that maximising flow will be essential to maintaining safe systems of care. Work is also progressing on the recruitment of various staff who will support system “flow’ across the winter period. 6. Financial Implications 6.1. It is anticipated that around £5.645 million will be utilised across all the additional services which will be provided for over winter 2025/2026. For the majority of these services, they will operate from mid-December 2025 through to mid-March 2025. A number of funding sources are being utilised to meet the cost of the additional services being introduced to support enhanced staffing and services across the peak winter period. Funding sources include nationally provided Unscheduled Care monies, and the financial plans of both the NHS Board plus the two IJBs. 6.2. Learning from previous winters has identified that historically there has been slippage in the use of funding allocated for that period. To address this, a responsive change control process has been introduced. This will enable funding to be redirected to other parts of the system if it cannot be used as scheduled. The aim is to ensure that available resources are used effectively for the benefit of patients, service users, and staff through the winter period. 6.3. Alongside the actions designed to increase capacity and resilience across the whole system over the winter period, proposals for developing further both Frailty and Ambulatory care models were given NHS Board approval at the end of August 2025, with a combined recurring cost of £4.105 million. Following approval, recruitment to the posts identified in these proposals is underway. 6.4. A robust evaluation process will be in place for all initiatives supported via the above funding to ensure that the system is informed for planning for 2026/2027. 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. Maintaining and improving performance within the context of significant financial challenges and uncertainties will be ambitious in Lanarkshire, reflecting similar challenges being experienced across Scotland – hence the importance of improving consistency of demand management (including addressing levels of referrals for social care assessments and levels of on-the-day cancellations of supported discharges) as part of the consistent application of the Optimal Discharge Planning TOM. 8.2. Learning from recent months and years has underscored the need for continued multi- disciplinary team working to better meet service demands; and the need for a cohesive whole system approach to delivering health and social care going forward. The experience of recent years has emphasised the interdependencies between primary care (including independent contractor services), community care, secondary care, and social care; and shown that one component of health and social care delivery being overwhelmed with demand can have consequential knock-on effects on the other component parts of the system. 79
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8.3. Given the foregoing, even with mitigations in place, there is a significant risk that the systems across the HSCP and NHS Lanarkshire and beyond will be under extreme pressure over the winter period. This risk has been moved from ‘medium’ to ‘very high’ on both the Social Work Resources and the IJB risk register. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function, or strategy, rather a strengthening of existing systems, therefore, no Integrated Impact Assessment is required. 9.2. Work has been – and continues to be - undertaken at both local and national levels on the public messaging in relation to the different pathways/routes into health care services the public are being asked to follow during the winter months. As will be appreciated from the foregoing range of initiatives, there are many areas where the public will be asked to assist in managing the impact of winter this year. North and South Lanarkshire HSCPs, both Councils and NHS Lanarkshire are actively involved in seeking to ensure the messages are appropriate, shared widely and understood. Professor Soumen Sengupta Director, Health and Social Care 27 October 2025 Link(s) to Council Values/Priorities/Outcomes ♦ Accountable, effective, efficient, and transparent ♦ Working with and respecting others Previous References Social Work Resources Committee (May 2025) - Winter Plan Debrief List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Paul O'Neill - Head of Health and Social Care Tel. 01698 453700 Email: paul.o’neill@lanarkshire.scot.nhs.uk 80
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. Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 19 November 2025 Report by: Director, Health and Social Care Executive Director (Housing and Technical Resources) Subject: Emergency Early Release 2025 – Section 3C Prisoners and Criminal Proceedings (Scotland) Act 1993 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the release planning arrangements in lieu of parliamentary approval to use emergency release powers in Section 3C Prisoners and Criminal Proceedings (Scotland) Act 1993 provide a current overview of financial and resource implications for Community Justice Partners (CJP) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted. [1recs] 3. Background 3.1. On 2 October 2025 the Cabinet Secretary for Justice and Home Affairs delivered a statement to the Scottish Parliament stating that the Scottish prisoner population numbers were placing the Scottish Prison Service (SPS) under unsustainable pressure (Appendix 1). 3.2. The prisoner population on 2 October 2025 was at 8,363. This is higher than at previous early release points in 16 May 2024 (8,348) and 19 October 2024 (8,322). 3.3. The Cabinet Secretary for Justice and Home Affairs laid draft regulations seeking Parliamentary approval to use the emergency release powers in Section 3C of the Prisoners and Criminal Proceedings (Scotland) Act 1993. 3.4. The Scottish Parliament formally passed the regulations into law on the 5 November 2025. 3.5. This will be the third episode of early release arrangements initiated in Scotland since June 2024. 3.6. Following the emergency release that took place during COVID-19 a further period of release commenced on 26 June 2024 under implementation of Section 11 Bail and Release from Custody Act 2024. This meant those serving less than 180 days would be released, if meeting the criteria, over 4 weeks of release tranches. 11 81
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3.7. Release arrangements took place again on 18 February 2025 under Prisoners (Early Release) (Scotland) Act 2024. This scheme was known as Short Term Prisoner 40, with most prisoners serving under 40% of their sentence (under 4 years). 4. Release Criteria and Arrangements 4.1. The regulations provide that only short-term prisoners would be released under this power. That means that only individuals serving less than 4 years will be released. 4.2. A governor veto process will also apply which allows a prison Governor-in-Charge the power to stop the release of an eligible prisoner if they consider they would pose an immediate risk of harm to a specific individual or group of individuals if released. 4.3. It is estimated that 650 people will be eligible for consideration of release, based on the veto arrangements in June 2024, 25% of persons were excluded resulting in 450 persons being eligible for release. 4.4. Furthermore, only those who are due to be released within 180 days of the regulations coming into force can be considered for release under the emergency release power. 4.5. The following groups of prisoners would not be eligible for release under this legislation:- long term prisoners – serving sentences of four years or longer life sentenced prisoners (including Order of Lifelong Restrictions) remand prisoners terrorist prisoners individuals serving extended sentences individuals subject to supervised release orders individuals subject to the sex offender notification requirements individuals liable for removal from the UK or subject to extradition individuals subject to non-harassment orders anyone sentenced on or after 28 March 2026 individuals serving sentences following conviction under relevant sections of the Abusive Behaviour and Sexual Harm (Scotland) Act 2016 (2016 Act), Domestic Abuse (Scotland) Act 2018 (2018 Act), or the Domestic Abuse (protection) (Scotland) Act 2021 (the 2021 Act) individuals who have served a sentence for an offence under those offences, the conviction for which is not spent (for the purposes of the Rehabilitation of Offenders Act 1974) 4.6. SPS pre-release meetings will take place prior to each release trance and CJP will be invited to attend if required. 4.7. The Data Sharing Agreement for attendance at SPS pre-release meetings and release lists in place in February 2025 will remain in place for this release event with no additional updates required. A Data Protection Impact Assessment (DPIA) is in place for both South Lanarkshire Council Justice Social Work and Housing Services. 4.8. The national Throughcare Service Upside has commenced operation supporting the majority of short term prisoner releases. There are some exceptions (historical sexual and domestic abuse offences) and Justice Social Work will support these individuals if throughcare offers are accepted. 82
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4.9. Releases would begin on 11 November 2025, and the process will run until 30 April 2026. 4.10. At this point it is not clear how many South Lanarkshire residents will be returned on early release. Estimated figures for the first release tranche are around 28 for South Lanarkshire, however, SPS have confirmed that initial lists should be expected to be with Housing Services by October 2025. 4.11. Similar to the initial release arrangements in June 2024 Justice Social Work Services have been asked to assess eligible people for any immediate risk of harm to themselves (veto checks) or others based on current records. 4.12. There will be approximately three lists required to be checked (under 50 people) prior to the first release. This work has required to be prioritised and may have an impact on other high risk management task, including parole reports, multi-agency public protection arrangements (MAPPA) meetings and supervision of throughcare persons. Veto checking will be monitored and if overtime resource is required approval will be sought from Chief Social Work Officer. 4.13. Arrangements will be made during the forthcoming tranches of release to identify and feedback to SPS and Scottish Government any significant issues or challenges experienced by South Lanarkshire CJP. 4.14. Following the completion of the previous process in July 2024, the Scottish Government and SPS held workshops with key partners and stakeholders in August 2024, to understand the different views on the process from a range of operational perspectives with a view to informing any future use of the power, and identify where feedback could be built into existing release processes. The following areas were considered: Communication 4.14.1.It was reflected that communciation with key partners and victim supportorganisations at an earlier stage would have improved consistant messaging and understanding of the processes. 4.14.2.Whilst partners accepted SPS had to complete detailed checks to assure appropriate release, they noted that this approach meant that partners were not always able to speak with those prisoners scheduled for release until the Monday or Tuesday in the week they were released. This generated resource pressures for some partner organisations and meant that at times only the prisoner’s immediate needs or issues could be supported. In some cases, the limited notice of these decisions impacted the support to the individual being released (or the opportunity to reallocate resources to support other releases). 4.14.3.The SPS have set out their communication stragegy with the above in good time in October 2025 and this should negate similar issues arising. There will continue to be challenges where there are people released on bail (outstanding offences) or provided back date sentences which create immeidate release. Information Sharing 4.14.4.It was felt that there had been some inconsistency in what information was to be shared and when, and, at times, there had been a lack of clarity around what information could be shared between organisations in relation to the release of a prisoner (including the lists of who was due to be released). 83
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4.14.5.In this release tranche there will continue to be SPS single points of contact in each establishment, and feedback on previous immediacy of connection and response to community partners has been taken into account. Release Tranches 4.14.6.The previous early release tranches had released individuals on a Wednesday and Thursday each week. It was noted that avoiding releases on a Friday was valuable and something which should be maintained in any future use of the power. It was also noted, however, that this arrangement did compress the release process, and that consideration should be given to allowing releases on a Monday/ Tuesday/ Wednesday/Thursday each week to space out releases in each tranche. 4.14.7.This will be implemented for the pending release period and should improve release implementation. 4.15. South Lanarkshire CJP have been provided all initial information regarding the anticipated release measures. CJP planning and information sharing meetings led by Justice Social Work Services will be held as and when required throughout the release tranches. National Social Work Scotland and SPS meetings will be held weekly in November 2025 and will be a conduit for providing feedback from South Lanarkshire CJP should significant issues present. 5. Employee Implications 5.1. Further information will be provided to determine workforce implications through the course of the release arrangements. 6. Financial Implications 6.1. Scottish Government has given no indication to date that additional funding will be provided in managing an early release and arranging additional temporary accommodation. 6.2. No additional funding from the Scottish Government has been assigned to CJP to support additional tasks associated with the pre-planning or release arrangements. 6.3. The Scottish Government have advised Council Justice Social Work Services that they should utilise funding within Section 27 grants. 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. The following initial implications are of note:- increase in housing options advice at an early release stage (Housing Services) increase demand upon the housing and homelessness service, including the need for additional temporary accommodation (Housing Services) increase expected in Bail supervision assessment and monitoring provision (Pan Lanarkshire Court Social Work) increase in Electronic Monitoring assessments (Pan Lanarkshire Court Social Work) increase in referral to Recovery and Substance Support Services (in-house and commissioned services) 84
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potential impact on adult services (assessment and social care provision) 8.2. As this release is of a larger scale than previous early release programmes, it will have a significant impact on an already pressurised housing service ensuring accommodation is available to those requiring this. The process will require individual engagement with all prisoners prior to release to assess their housing and support needs followed by work to meet those needs upon release. 8.3. Given the well documented pressure in the housing system, it is likely additional housing demand will result in increased homelessness. It is anticipated that additional temporary accommodation will, therefore, be required. Housing Services will strive to meet temporary accommodation needs within furnished properties within our communities, however, given the significant pressure already upon the homelessness service, it is likely that there will be a need to use emergency accommodation such as Bed and Breakfast at an additional cost to the homelessness service. However, where possible, more suitable temporary accommodation will be identified to support and minimise the negative impact of homelessness on release from prison, including the risk of reoffending. 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. No consultation took place as the proposed releases are taking place under statute. There is, however, a multi-agency working group who have been exploring risks and preparing to manage resource and public protection issues in advance of the proposed release. Professor Soumen Sengupta Director, Health and Social Care Stephen Gibson Executive Director (Housing and Technical Resources) 10 October 2025 Link(s) to Council Values/Priorities/Outcomes ♦ Accountable, effective, efficient, and transparent ♦ Fair, open, and sustainable ♦ Ambitious, self-aware, and improving Previous References Social Work Resources Committee – 29 January 2025 List of Background Papers Appendix 1 – Director of Justice Letter 2 October 2025 Contact for Further Information 85
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If you would like to inspect the background papers or want further information, please contact:- Name: Gillian Booth, Service Manager - Children and Justice Social Work Phone: 07725886299 Email: gillian.booth@southlanarkshire.gov.uk Name: Pamela Newey, Area Housing Manager Phone: 07795454296 Email: pamela.newey@southlanarkshire.gov.uk 86
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St Andrew’s House, Regent Road, Edinburgh EH1 3DG www.gov.scot Justice Directorate Cat Dalrymple, Director E: DirectorofJustice@gov.scot ___ 2 October 2025 Dear Colleague As you will be aware, there has been a significant increase in the prison population over recent months, with the current population at 8363 as of 2 October. Scotland is not alone in the UK in facing challenges with a high prison population. Despite the continuing action taken the recent increases in the prison population are placing significant and unsustainable pressure on the prison estate. I am writing to you to set out the immediate actions the Scottish Government intends to take to respond to these unsustainable prison population levels. As set out in a statement to Parliament today, Thursday 2 October 2025, the Cabinet Secretary for Justice and Home Affairs has laid draft regulations seeking Parliamentary approval to use the emergency release powers in section 3C of the Prisoners and Criminal Proceedings (Scotland) Act 1993. Scottish Ministers consider that an emergency early release is necessary and proportionate to ensure the prison service can maintain the security and good order of prisons and the health, safety and welfare of prisoners and prison staff. I am acutely aware that using emergency early release is a significant step and this is not a decision which has been taken lightly. The Scottish Prison Service and Scottish Government have already undertaken measures to optimise use of the prison estate and work towards achieving sustainable population levels. However, the increasing number of prisoners in custody is now at a level where immediate action is needed to protect the safety and security of those living and working in prisons. The regulations which have been laid today set out the criteria and timescales for the proposed release processes, and I wanted to provide you with some more detail on those points. 11 87
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St Andrew’s House, Regent Road, Edinburgh EH1 3DG www.gov.scot Firstly, regarding the criteria for release, the regulations provide that only short-term prisoners would be released under this power, should Parliament approve the regulations. That means that only individuals serving less than four years will be released. Furthermore, only those who are due to be released within 180 days of the regulations coming into force can be considered for release under the emergency release power. The following groups of prisoners would not be eligible for release under this legislation: • Long term prisoners – serving sentences of four years or longer • Life sentenced prisoners (including Order of Lifelong Restrictions) • Remand prisoners • Terrorist prisoners • Individuals serving extended sentences • Individuals subject to supervised release orders • Individuals subject to the sex offender notification requirements • Individuals liable for removal from the UK or subject to extradition • Individuals subject to non-harassment orders • Anyone sentenced on or after 28 March 2026 • Individuals serving sentences following conviction under relevant sections of the Abusive Behaviour and Sexual Harm (Scotland) Act 2016 (2016 Act), Domestic Abuse (Scotland) Act 2018 (2018 Act), or the Domestic Abuse (protection) (Scotland) Act 2021 (the 2021 Act). • Individuals who have served a sentence for an offence under those offences, the conviction for which is not spent (for the purposes of the Rehabilitation of Offenders Act 1974). In addition, a governor veto process will also apply which allows a prison Governor -in- Charge or Deputy Governor the power to stop the release of an eligible prisoner if they consider they would pose an immediate risk of harm to a specific individual or group of individuals if released. Secondly, regarding timescales, if Parliament approves the regulations, release will take place in seven separate tranches. The releases are staged in this way to make sure that not all prisoners are released at once. This will ensure pre-release planning between SPS and community partners can take place, allow for people registered with the VNS to be notified of a change to a prisoner’s release date and help to provide greater certainty for those who are eligible to be released. Releases would begin on 11 November 2025, and the process will run until 30 April 2026. The tranches proposed are as follows: First three tranches: 11-13 November 2025; 25-27 November 2025; 9-11 December 2025 – those who have been serving their sentence on 20 October 2025 and are due to be released within 180 days (at point of regs coming into force). Fourth tranche: 27-29 January 2026 – those who have been serving their sentence on 15 December 2025 and are due to be released within 180 days (following 26 January 2026). Fifth tranche: 24-26 February 2026 - those who have been serving their sentence on 30 January 2026 and are due to be released within 180 days (following 23 February 2026). 88
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St Andrew’s House, Regent Road, Edinburgh EH1 3DG www.gov.scot Sixth tranche: 24-26 March 2026 - those who have been serving their sentence on 27 February 2026 and are due to be released within 180 days (following 23 March 2026). Seventh tranche: 27-30 April 2026 - those who have been serving their sentence on 27 March 2026 and are due to be released within 180 days (following 27 April 2026). The regulations also include a provision that will allow for any eligible prisoner whose release is not completed within the appropriate tranche to be released as soon afterwards as is practicable, but no later than the final release date of 30 April 2026. Victims who are registered on the Victim Notification Scheme will be notified by SPS of the change of release date in advance of the prisoner’s release from custody. As per the previous emergency release process that was delivered in June/July 2024, victims will also be able to nominate a specific victim support organisation (VSO) to receive certain information about the prisoner in their case on their behalf. There are four VSOs who are prescribed to receive this information on behalf of a victim (as set out in Section 14 of the Bail and Release from Custody (Scotland) Act). Those organisations are Victim Support Scotland, ASSIST, Rape Crisis Scotland and Children First. I hope that this letter is helpful. We will continue to keep you informed as this work develops. Yours sincerely CAT DALRYMPLE 89
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 19 November 2025 Report by: Director, Health and Social Care Subject: Prevention of Domestic Abuse (Scotland) Bill – Call for Views Response 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] inform the Committee of the Justice Committee Stage 1 Call for Views on Prevention of Domestic Abuse (Scotland) Bill, the parallel Call for Views on the Bill’s Financial Memorandum from the Finance and Public Administration Committee, and the responses submitted 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 the report be noted. [1recs] 3. Background 3.1. Pam Gosal MSP has introduced a Member's Bill that includes several measures that aim to reduce incidences of domestic abuse in Scotland. 3.2. The Bill is split into 4 main parts:- Part 1 introduces notification requirements for domestic abuse offenders. This means that certain convicted offenders must provide certain information to the Police. They must also inform the Police about changes to their circumstances. Part 2 requires consideration of whether a person convicted of a domestic abuse offence is a suitable candidate to take part in rehabilitation programmes or services. The offender’s suitability is to be assessed at three separate points: prior to sentencing; while the offender is in custody; and prior to the offender’s release. Part 3 places a requirement on Police Scotland, the Crown and Procurator Fiscal Service and charities to ask for information from victims of domestic abuse. This includes requests for the victim’s age, sex, disability and ethnicity. The information would be provided on a voluntary basis. The Scottish Government would also need to publish an annual report on the data gathered. Part 4 requires the Scottish Government and education authorities to promote, facilitate and support domestic abuse education in schools. 3.3. The Bill was introduced on 7 May 2025 and is at Stage 1. 3.4. The lead committee for this Bill is the Justice Committee. 12 91
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4. Call for Views 4.1. The Scottish Parliament’s Justice Committee is seeking views on the Bill at Stage 1. The deadline has closed (15 September 2025) but it has been confirmed that they will accept a late submission. The Scottish Parliament’s Finance and Public Administration Committee is seeking views on the Financial Memorandum to the Bill at Stage 1. The deadline for this was 3 October 2025. 4.2. The appended responses on behalf of South Lanarkshire Council have been prepared by officers. Following agreement from the Corporate Management Team (CMT) and the Chair and Depute Chair of the Social Work Resources Committee, the final responses were submitted to the respective Call for Views. 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. 9.2. There is no requirement at this stage to undertake wider consultation with South Lanarkshire Council staff or Trade Union colleagues. Professor Soumen Sengupta Director, Health and Social Care 27 October 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/prevention-of-domestic-abuse- scotland-bill https://yourviews.parliament.scot/finance/prevention-of-domestic-abuse-scotland-bill- fm/consult_view/ 92
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Gillian Booth - Justice Service Manager (Children and Justice Services) Ext: 3986 Email: Gillian.Booth@southlanarkshire.gov.uk 93
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Appendix 1: Scottish Parliament Criminal Justice Committee Stage 1 Consultation on the Prevention of Domestic Abuse (Scotland) Bill. SOUTH LANARKSHIRE COUNCIL SUBMISSION 1. Notification requirements and monitoring of Domestic Abuse Offenders Including serious domestic abuse offenders within the MAPPA framework could strengthen multi-agency coordination, prioritise risk, and enhance victim safety through Multi-Agency Risk Assessment Conference (MARAC) process. Effective implementation will require sufficient resourcing, particularly for Police Scotland and justice social work services. The definition of a domestic abuse offender in the Bill appears appropriate. Notification and monitoring requirements may support compliance, reduce reoffending, and improve information sharing, risk assessment, and safety planning. GPS tracking could be useful in specific cases, such as stalking. However, without behavioural interventions, the impact of these measures is limited. In some cases, increased scrutiny may place strain on relationships without improving safety, though the process can still support MARAC decision-making. Risks include potential stigma and barriers to rehabilitation, particularly for young people and first-time offenders. A trauma-informed, proportionate approach is essential, with frameworks like Care and Risk Management (CARM) potentially more suitable for those under 21. Inclusion in Multi-Agency Public Protection Arrangements (MAPPA) may also affect employability and increase the risk of social exclusion. It may be beneficial to require individuals to notify police of current or potential intimate relationships, including informal or emerging ones, to support risk management. Concerns also arise around notification periods. Individuals sentenced to less than four years may face extended notification without structured support. Evidence supports the need for behavioural interventions to support desistance. While the Bill proposes halved notification periods for those under 18, further consideration could be given to under-25s with care experience, in line with The Promise. The “reasonable excuse” clause provides necessary discretion. However, breaches often result in court returns and potential custody, which may conflict with wider efforts to reduce imprisonment. Penalties may deter some but have limited impact on others, and financial penalties risk disproportionately affecting those already facing hardship, particularly younger individuals. 2. Risk Notifications Further detail would be needed to determine whether the Bill will lead to more disclosures. A key priority should be to promote the existing disclosure scheme and support individuals to make informed decisions when entering relationships. The Bill could strengthen this by requiring individuals to notify police of current or emerging intimate relationships. This would enhance the quality of intelligence available to inform disclosures, supporting earlier intervention, improved risk management, and greater protection for potential victim-survivors. Increasing public awareness and understanding of the disclosure process remains essential to its effectiveness. 94
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3. Rehabilitation and Behaviour Change Programmes Tackling the root causes of domestic abuse (particularly coercive and controlling behaviours) is essential. While assessment powers are welcome, meaningful engagement in behaviour change programmes is key. Mandating participation alone is unlikely to be effective without individual motivation. Effective programmes should be cognitive, behavioural, and integrated with services addressing trauma, addiction, and mental health. Continuity between custody and community delivery would strengthen outcomes. Risk assessments such as SARA will also require appropriate resourcing. The Caledonian System is widely recognised as a leading programme in Scotland, but delivery is dependent on adequate funding and workforce capacity. Without clarity on demand and investment, scaling provision will be challenging. Support must be tailored to individual needs and delivered by trained, experienced staff. Programmes like Moving Forward 2 Change highlight the significant training and supervision required. Sustained impact also depends on follow-up support that reinforces learning over time, which requires both formal and voluntary services with the capacity to build strong, relationship-based practice. National support (such as training and guidance from Community Justice Scotland)would help ensure consistency and quality across interventions, particularly for individuals at different stages of the justice process. 4. Data collection and reporting Further detail would be required in order to provide definitive answers here. 5. Domestic Abuse Education in Schools Education on domestic abuse and healthy relationships is a positive and necessary step. It should begin early, be age-appropriate, and focus on healthy relationships, recognising abuse, conflict resolution, and building confidence to disclose concerns. Delivery must be consistent and inclusive, with specialist training for staff to ensure it is safe and appropriate for all pupils. Parental opt-out should be carefully managed to avoid undermining the programme’s aims. 6. Support for Victim-Survivors and their Families While the Bill aims to improve information and prevention, long-term support for victim- survivors, children, and families requires services that are appropriately resourced and trauma-informed. The lasting impact of domestic abuse means that access to consistent, specialist support is essential. Strengthening links between justice, health, education, and third sector services could further enhance outcomes and ensure a more holistic response. 7. Concerns About Privacy, Policing or Human Rights Any new measures must be proportionate, trauma-informed, and avoid unintended consequences such as stigma or barriers to rehabilitation - particularly for young people and those with care experience. Safeguards must be reinforced to ensure rights are upheld while supporting public protection. 8. Practical Considerations and Resources The Bill would place significant demands on Police, housing, health, and social work services - particularly around MAPPA coordination, administration, and oversight. There are also concerns about capacity to manage data systems like ViSOR, and the training required for frontline staff. 95
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Recruitment and retention in justice social work remain challenging, especially for delivering specialist programmes like the Caledonian System. Without sufficient workforce and investment, implementation will be difficult. 9. Anything Else Current MAPPA arrangements already provide a framework for managing individuals who pose the highest risk of harm, including some domestic abuse cases. However, the Bill does not clarify whether associated duties (such as Environmental Risk Assessments for housing) would also apply to this wider cohort. If so, this would introduce significant additional demands on justice social work, Police, and housing services. There is also uncertainty around responsibilities for recording and managing data within systems like ViSOR or MAPPA, which could carry substantial administrative implications. Expanded Definition of Domestic Abuse: The bill updates the definition of domestic abuse in housing legislation to reflect a broader range of abusive behaviours for purpose of ensuring victims are recognised and supported under housing law. Mandatory Domestic Abuse Policies for Social Landlords: Social landlords will be required to develop and publish policies that support tenants at risk of homelessness due to domestic abuse. These policies must align with Equally Safe principles and promote gender equality and human rights. Pre-Action Requirements Before Eviction: Before initiating eviction proceedings, social landlords will be required to consider the impact of domestic abuse on the tenant. This statutory requirement is designed to prevent victims from being unfairly evicted and to ensure their circumstances are properly assessed. Homelessness Prevention Duties: Public authorities—including councils, police, and health services—will be required to “ask and act”: they must inquire about individuals’ housing situations and provide or refer them to appropriate support services, including those at risk due to domestic abuse. Court Consideration in Evictions: Courts required to consider delaying evictions if domestic abuse is a factor, giving victims more time to access support and alternative housing. While financial considerations are addressed separately, it remains unclear how these expanded duties would be funded - particularly given existing challenges in fully resourcing programmes like the Caledonian System. 96
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Appendix 2: Scottish Parliament Finance and Public Administration Committee Stage 1 Call for Views on the Prevention of Domestic Abuse (Scotland) Bill Financial Memorandum SOUTH LANARKSHIRE COUNCIL SUBMISSION 1. Did you take part in any consultation exercise preceding the Bill and, if so, did you comment on the financial assumptions made? Yes. 2. If applicable, do you believe your comments on the financial assumptions have been accurately reflected in the FM? South Lanarkshire Council welcomes the Scottish Parliament’s continued focus on preventing domestic abuse and remains committed to supporting legislation that strengthens protection for victims and promotes safer communities. We recognise the importance of ensuring that any new statutory duties are deliverable in practice and supported by appropriate resources. As such further clarification is required in respect of the following: Data Limitations and Cohort Estimation The FM acknowledges that it is not currently possible to estimate the cohort subject to notification requirements, as the Domestic Abuse (Protection) (Scotland) Act 2021 is not yet in force. As such, the FM lacks sufficient data to inform the scale and scope of implementation. Workforce Capacity The FM estimates 53–64 qualified social workers nationally - around two per local authority. This does not reflect the operational demands of the Caledonian System or similar interventions. The projected caseload of 50–60 cases per worker significantly exceeds the safe threshold of 20–25 cases recommended in Social Work Scotland’s Setting the Bar report, raising concerns about consistency and safety in delivery. Salary Benchmarking The FM’s salary projection is below South Lanarkshire Council’s current rate. In the context of national recruitment and retention challenges, accurate benchmarking is essential to attract and retain qualified staff. Education Demands The FM’s estimated costs do not appear to recognise – and so likely under-estimate - the time and resources required by school staff to embed the programme, and the likely need for additional staffing or local funding agreements with delivery partners. Deliverability and National Resourcing These issues must be considered alongside wider pressures on justice and social work services. National evidence highlights increasing case complexity, workforce shortages, and constrained local budgets. To ensure successful implementation, any new statutory duties must be fully and sustainably resourced by national government, with realistic expectations around workforce availability and local delivery. 3. Did you have sufficient time to contribute to the consultation exercise? Yes. 4. If the Bill has any financial implications for you or your organisation, do you believe that they have been accurately reflected in the FM? If not, please provide details. No. There are areas within the FM that require further clarification and strengthening to ensure the proposed duties are deliverable in practice: Cost Transparency The FM projects local authority costs of £7.8m–£12.2m (Table 5, page 14), yet it is unclear how these figures have been calculated. The assumption that no further costs will arise beyond staffing under MAPPA in year one (Table 3, paragraph 31, page 9) does not reflect the full scope of operational requirements. 97
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Justice Social Work Demands Implementation will require additional capacity for MAPPA notifications, referrals, and meeting participation (including Category 3 cases); and governance reporting, breach processes, and court-related compliance activity. Programme Delivery The FM does not account for increased referrals to the Caledonian System or alternative interventions. Not all individuals will be suitable for Caledonian, and investment in case management infrastructure is essential to ensure safe and effective delivery. MAPPA-Related Costs Tasks such as ViSOR/ Multi-Agency Public Protection Arrangements (MAPPS) recording and Environmental Risk Assessments (ERAs) are shared across Police, Council Housing Services and Social Work. These multi-agency responsibilities must be reflected in cost projections. Workforce Pressures The FM’s staffing assumptions do not align with national evidence. Social Work Scotland’s Setting the Bar report recommends a safe caseload of 20–25, yet the FM suggests 50–60 cases per worker - posing risks to service quality and staff wellbeing. Salary estimates also fall below current local government rates, which may affect recruitment and retention. Education Demands The FM’s estimated costs do not appear to recognise – and so likely under-estimate - the time and resources required by school staff to embed the programme, and the likely need for additional staffing or local funding agreements with delivery partners. National Resourcing Given the well-evidenced pressures on justice and social work services any new statutory duties must be fully and sustainably resourced by national government. This is essential to ensure consistent, safe, and confident delivery across Scotland. 5. Do you consider that the estimated costs and savings set out in the FM are reasonable and accurate? No. 6. If applicable, are you content that your organisation can meet any financial costs that it might incur as a result of the Bill? If not, how do you think these costs should be met? No. Given the well-documented pressures on the justice system and social work services - including workforce shortages, increasing case complexity, and constrained local budgets - it is essential that any new statutory commitments are fully and sustainably resourced by national government. This will ensure consistency, safety, and confidence in delivery across Scotland. 7. Does the FM accurately reflect the margins of uncertainty associated with the Bill’s estimated costs and with the timescales over which they would be expected to arise? No. 98
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 19 November 2025 Report by: Director, Health and Social Care Subject: Care Inspectorate Update for Registered Care Services - 1 April to 31 August 2025 1. Purpose of Report 1.1. The purpose of the report is to:- update the Committee on the outcome of inspections by the Care Inspectorate for registered services delivered and managed by Social Work Resources for the period 1 April to 31 August 2025 inform the Committee on the outcome of inspections by the Care Inspectorate from 1 April to 31 August 2025 for registered external services operating within South Lanarkshire inform the Committee on any updates to inspection and/or improvement frameworks and service registrations 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. Background 3.1. The Care Inspectorate is the independent scrutiny and improvement organisation responsible for regulating and inspecting care and support services for adults, children and criminal justice social work services. It has the authority to place recommendations, requirements or issue an improvement notice seeking authority through the courts to close a registered service where there is failure to comply with or meet scrutiny and standards outlined within:- The Regulation of Care (Scotland) Act 2001 Health and Social Care Standards The Health and Care (Staffing) (Scotland) Act 2019 3.2. The Care Inspectorate carries out inspections based on a range of Quality Assurance Frameworks linking to the Health and Social Care Standards. https://www.careinspectorate.com/index.php/publications-statistics/147- professionals-registration/quality-frameworks 3.3. The quality framework is structured around six key questions:- 1. How well do we support people’s wellbeing? 2. How good in our leadership? 3. How good is our staff team? 13 99
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4. How good is our setting? 5. How well is care and support planned? 6. What is our overall capacity for improvement? 7. “How well do we support children and young people’s rights and wellbeing?” 3.4. This additional question has been included within the quality frameworks for secure accommodation services and care homes for children and young people and school care accommodation (special residential schools). 3.5. There have been no further quality framework publications since the last report. 3.6. Evaluations are combined from the key questions outlined above, alongside the quality indicators and grades: 6 Excellent, 5 Very Good, 4 Good, 3 Adequate, 2 Weak, 1 Unsatisfactory. Within the six-point scale, there is now also a grading key which can be seen below. The six-point scale 6 Excellent Outstanding or sector leading 5 Very Good Major strengths 4 Good Important strengths, with some areas for improvement 3 Adequate Strengths just outweigh weaknesses 2 Weak Important weaknesses – priority action required 1 Unsatisfactory Major weaknesses – urgent remedial action required Grading Key (I) Grading resulting from an inspection (C) Grading resulting from an upheld or partially upheld complaint (E) Grading resulting from an enforcement (A) Grading resulting from information submitted/not submitted by the provider 3.7. Inspection grades are published by the Care Inspectorate online https://www.careinspectorate.com/index.php/publications-statistics/93- public/datastore 4. Inspection Outcomes - Internal 4.1. The Council is responsible for 30 registered in-house care services, noting that some of these services are delivered from alternative sites. These services, their most recent inspection gradings and any changes in registration are detailed in Appendix 1. 4.2. Since the last report, 2 of the Council’s registered in-house services have been inspected (Table 1). Table 1 – Recent inspections (Internal) Date of Inspection How well do we support people’s wellbeing? How well is our care and support planned? How good is our setting? How good is our staff team? How good is our leadership ? What is the overall capacity for improvement? Key Q 1 Key Q 2 Key Q 3 Key Q 4 Key Q 5 Key Q 6 Care Home Service Meldrum Gardens 19/06/2025 5 5 5 5 5 Not Assessed Rosslyn Avenue 13/06/2025 5 5 5 5 5 Not Assessed 100
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4.3. Meldrum Gardens offers residential care and support to a maximum of 40 older people. At the time of this inspection, there were 28 people living in their own apartments at the home. The inspection team found there to be significant strengths in supporting positive outcomes for people. Meaningful relationships had developed between people and staff, with some staff having worked there for many years. This demonstrated warm and trusting relationships, and shared sense of humour was observed. Meaningful connections were a focus within the care home and people had individualised activity planners. It was identified that daily cleaning schedules were in place with regular audits completed, to ensure standards of cleanliness were being maintained. The Care Inspection teams found that laundry was well organised with processes in place to manage people's personal items. 4.4. Rosslyn Avenue is registered as a care home for children and young people. It is registered to provide a care service for a maximum of 7 children. Eight children can be accommodated when 2 siblings share the largest bedroom. At the time of this inspection eight young people were resident, as an additional young person was living at Rosslyn Crescent on an emergency basis. It was identified that children and young people benefitted from trusting and dependable relationships with the people who looked after them. Young people had a strong sense of belonging within Rosslyn Avenue and were given a clear message that they were understood and that people cared about them. The Care Inspection teams found that this helped to provide a stable base from which young people could begin to recover from adversity and pursue their aspirations. 4.5 An area for improvement in June 2022 had been noted. The service was requested to ensure that a continuing care welfare assessment was undertaken timeously for all young people using the service. This would enable young people to experience stable and consistent care beyond the age of 18. The Care Inspectorate found that this had been improved, and the service was able to demonstrate that pathway plans had been developed with welfare assessments, and these were now standard practice for young people approaching adulthood. Appropriate Adult Services - National Self-Evaluation 4.6. Appropriate Adult Services provide communication support to adults who are considered vulnerable and may require assistance during police investigations. The services are mandated by the Criminal Justice (Scotland) Act 2016 (Support for Vulnerable Persons) Regulations 2019, which places duties on local authorities to ensure the availability of these services. Statutory Guidance for local authorities was first published by the Scottish Government on 10 January 2020. Local authorities must have regard to this and any subsequent guidance when undertaking their appropriate adult functions. 4.7. South Lanarkshire Council provides an in-house, Appropriate Adult (AA) Service that is available 24/7, for 365 days per year. The Council has an Appropriate Adult Co- ordinator who oversees all aspects of the service and ensures connectivity with the Community Justice Partnership and key partner agencies. 4.8. Having been tasked by the Scottish Government to produce a quality improvement framework to support self-evaluation of Appropriate Adult Services, in July 2025 the Care Inspectorate published a report summarising the themes from its self-evaluation programme: Appropriate Adult Services: summary of national self-evaluation 101
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4.9. South Lanarkshire Council was one of the 21 organisations in Scotland that undertook a self-evaluation that was then submitted for analysis as part of this national programme. That self-evaluation provided evidence of the Council meeting all (8) elements of the programme’s core assurance template, including strong operational and strategic leadership; safe staffing levels; good recording practices; a learning and development strategy; clear complaints process; and commitment to continuous improvement. Operational actions were also identified for further improvements and these are being progressed within the Service as good practice. 5. Inspection Outcomes - External 5.1. There are 152 external registered care services regulated and inspected within South Lanarkshire. These include care homes for adults, older people, and children; short break services; support services (day opportunities); care at home services, housing support services, school care accommodation for children aged 10 to 18, and nurse agencies. 5.2. During the period 1 April to 31 August 2025, 37 of these services were inspected: 22 care home services; nine housing support services; and 6 support services. These services and their most recent inspection gradings are detailed in Appendix 2. 5.3. The Care Inspectorate reported that 3 external providers operating within South Lanarkshire had declining gradings and were assessed as weak (2) and adequate (3) in more than one indicator. 5.4. The Care Inspectorate also reported that 13 external providers service operating within South Lanarkshire had improved gradings and were assessed as adequate (3), good (4) and very good (5) in more than one indicator. 5.5 A selection of these inspections have been highlighted below within Table 2. Table 2 – Recent inspections sample (External) Date of Inspection How well do we support people’s wellbeing ? How well is our care and support planned? How good is our setting? How good is our staff team? How good is our leadership? What is the overall capacity for improveme nt? Key Q 1 Key Q 2 Key Q 3 Key Q 4 Key Q 5 Key Q 6 Care Home Service (Older/Adult) Castle Street Care Home, Living Ambitions Limited 04/08/2025 4 4 4 4 4 Not Assessed Clinton House Nursing Home 01/08/2025 4 3 4 4 4 Not Assessed Care Home Service (Children/Young People) Heath House 17/07/2025 5 5 5 5 5 Not Assessed Netherlethame 26/05/2025 3 3 3 3 3 Not Assessed Support Service Priory Supported Living in Scotland 20/06/2025 2 2 Not Assessed 2 2 Not Assessed 102
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5.6. Heath House is a residential care home for a maximum of 5 children and young people. The Care Inspectorate found that young people were thriving in Heath House, and they were safer because of their care there. They benefitted from consistent, and attuned staff, who understood the individual risks they faced. The team were effectively using the strong relationships they had built with young people to identify any safety concerns at an early stage, and they acted effectively to protect them. The report highlighted young people's connections to family, friends and the community were championed and carefully considered, and families were welcomed into Health House. Supporting families was a particular strength of the service and these relationships were helping young people to navigate difficult or significant life events. 5.7. Netherlethame is a care home for children and young people. The service provider is Common Thread Group and is registered to care for three children and young people. Netherlethame is a large rural property near Strathaven. 5.8. The Care Inspectorate undertook a follow up inspection of Netherlethame in May 2025, to examine progress made in relation to requirements and areas for improvement made at a full inspection in April 2024 and subsequent follow up action in February 2025. The Care Inspectorate found that although improvements had been made (grading of adequate (3) across all indicators were advised) further guidance was issued to ensure the continuation of improvement within the facility. This inspection highlighted the importance of the provider undertaking ongoing training that is specific to and meets the needs of young people. This includes, but is not limited to drugs and alcohol, child sexual exploitation and online risks to children and young people. Within the report it has also been highlighted that the care planning documents are in accordance with SMART principles, complement each other and take young people’s views into consideration. This will ensure support is available for young people’s ongoing development. 5.9. Priory Supported Living in Scotland is registered as a housing support and care at home service, supporting adults with learning disabilities to live in their own homes. Support provision varied from a few hours per week up to 24-hours a day for some people. Staff members provided both personal care and housing support to individuals The Care Inspectorate undertook an inspection of Priory Supported Living in April 2024, with the service assessed as good (4) across four of the indicators assessed. A further inspection was undertaken in June 2025, with the service assessed as weak (2) across four out of the five indicators scrutinised. Within the report it had been highlighted that key areas of care and support were poorly managed. Medication was not supported in line with organisational policy or best practice. This raised serious concerns about safety and accountability, placing people at risk of harm. The Care Inspection advised that medication practices must be revised to ensure that they are aligned with best practice and organisational policies. At the time of the inspection, the service was provided to 12 people living in the Cambuslang, East Kilbride and Rutherglen areas. 5.10. This inspection also highlighted the requirement to revise and implement safe, effective medication procedures that are in line with current best practice and organisational policy, along with the clear identification of people’s health needs, safety monitoring and ensuring positive outcomes. The Care Inspectorate set a deadline of 29 September 2025 to ensure all requirements were met. Lica Homecare Ltd 17/06/2025 4 4 Not Assessed 4 4 Not Assessed 103
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5.11. Immediate action was instigated by the Resource. Notification regarding the care inspectorate concerns was issued to all localities and an instruction that urgent reviews were to be undertaken for all service users and that a moratorium on any future placement was implemented. Reviews provided assurance that services are appropriate to their service user needs and that risks were being monitored appropriately. Review and monitoring activity has been ongoing with regular contact with service users. 5.12. The provider submitted an improvement plan to the Care Inspectorate. They had their reinspection week commencing 29 September 2025 and social work staff attended the feedback session. The provider was given positive feedback and advised of new grades of 3 for all areas inspected. The Care Inspectorate advised that the inspection report still needs to go through quality assurance moderation, so these grades are provisional at time of writing this report. 5.13. The Lanarkshire Care Home Collaborative Group meets regularly with a primary focus on the assurance and governance aspects of the support provided as well as supporting and reviewing the implementation of My Health, My Care, My Home- healthcare framework for adults living in care homes. 5.14. The Commissioning and Assurance Team (CAT) as outlined in the 10 September 2025 report to Committee “Enhancing Capacity for Quality and Best Value” will continue to contribute to targeted improvement activity with external care providers alongside the Care Inspectorate and other local services. 6. Employee Implications 6.1. There are no direct employee implications in relation to this report. 7. Financial Implications 7.1. There are no direct financial implications in relation to this report. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 9. Other Implications 9.1. The context of this report relates to the following risk within the Council and the Social Work Risk registers:- Failure to comply with or meet the expected standards, scrutiny levels, or improvement as identified by regulatory bodies – Social Work residual risk scoring of 12. 9.2. A review of all recommendations and actions cited within Care Inspectorate reports for in-house services has been undertaken by officers. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function, or strategy, or recommend a change to existing policy, function, or strategy and therefore no impact assessment is required. 10.2. There was no requirement to undertake any consultation in terms of the information contained within this report. 104
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Professor Soumen Sengupta Director, Health and Social Care 30 September 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient, and transparent Previous References Social Work Resources Committee – 11 June 2025 List of Background Papers https://www.careinspectorate.com/index.php/publications-statistics/93-public/datastore Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Liam Purdie, Head of Children and Justice Services and Chief Social Work Officer Ext: 4887 (Phone: 01698 454887) Email: liam.purdie@southlanarkshire.gov.uk 105
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Appendix 1: Internal Care Inspectorate Gradings as of 31 August 2025 Year of inspection Service Latest Inspection How well do we support people's wellbeing? How well is our care and support planned? How good is our setting? How good is our staff team? How good is our leadership? 2025 Care Home Service Meldrum Gardens 19/06/2025 5 5 5 5 5 Care Home Service Rosslyn Avenue 13/06/2025 5 5 5 5 5 Care at Home Care and Support Service (South) 17/03/2025 5 Not Assessed Not Assessed 5 Not Assessed Care Home Service David Walker Gardens 09/03/2025 5 5 5 5 5 Children & Young People Langlea Avenue 27/02/2025 5 5 5 5 5 Care at Home Blantyre Intermediate Care 06/02/2025 5 5 Not Assessed 5 5 Care at Home Rutherglen Care at Home Service 05/02/2025 5 5 Not Assessed 5 5 Children & Young People Hunters Crescent 05/02/2025 5 5 5 5 5 2024 Care at Home Hamilton Home Care Service 03/12/2024 5 5 Not Assessed 5 5 Care at Home East Kilbride Home Care Service 19/11/2024 5 Not Assessed Not Assessed 5 Not Assessed Care Home Older McKillop Gardens 28/11/2024 5 5 5 5 5 Home First (HAT) Home Assessment Team (Hamilton & Clydesdale) 30/10/2024 5 5 Not Assessed 5 4 Home First (HAT) Home Assessment Team (East Kilbride & Rutherglen) 23/09/2024 5 5 Not Assessed 5 4 Care at Home Clydesdale Homecare 24/05/2024 5 5 Not Assessed 5 5 2023 Children’s House Station Road 22/09/2023 4 4 4 4 4 Children & Family South Lanarkshire Council - Adoption Service 27/03/2023 4 5 Not Assessed 5 5 Children & Family South Lanarkshire Council - Fostering Service 27/03/2023 5 5 Not Assessed 5 4 2022 Children’s House Bardykes Road 29/07/2022 5 5 5 5 5 Children’s House Hillhouse 30/06/2022 5 5 5 5 5 Children’s House Rosslyn Avenue 13/05/2022 5 5 5 5 5 2019 Day Services Harry Heaney Centre 10/05/2019 5 5 5 5 5 Day Services South Lanarkshire Lifestyles - Fairhill 22/01/2019 5 5 5 5 5 106
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Year of inspection Service Latest Inspection How well do we support people's wellbeing? How well is our care and support planned? How good is our setting? How good is our staff team? How good is our leadership? C&F Supported Carers Service 22/01/2019 5 5 Not Assessed 5 5 2017 Day Services South Lanarkshire Lifestyles Eastfield 15/11/2017 5 5 5 5 4 Day Services Meldrum House 05/06/2017 5 5 5 5 5 Day Services South Lanarkshire Lifestyles - Stonehouse 26/05/2017 5 5 5 4 5 Day Service Lesmahagow Neighbourhood Centre 07/02/2017 5 5 6 5 5 2016 Day Service South Lanarkshire Lifestyles East Kilbride 13/12/2016 5 5 5 5 5 Day Service Newberry Rooney 22/11/2016 5 5 5 5 4 2015 Day Service Lifestyle Lanark, Harry Smith Complex 12/08/2015 6 6 6 6 6 107
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Appendix 2: Care Inspectorate Gradings – South Lanarkshire External Providers as of 31 August 2025 CSNumber CareService Subtype ServiceType ServiceName Publication_of_Latest_Grading Last_inspection_Date KQ_Support_Wellbeing KQ_Care_and_Support_Planning KQ_Setting KQ_Staff_Team KQ_Leadership KQ_Care_Play_and_Learning MinGrade_change Care Home Service - Children and Young People CS2005110586 Care Home Service Children & Young People Voluntary or Not for Profit Silverton Short Breaks 16/05/2024 28/02/2024 5 5 5 5 5 Same CS2007144696 Care Home Service Children & Young People Private Kyllimoons Care Home 12/05/2023 20/03/2023 6 6 6 6 6 Same CS2007144754 Care Home Service Children & Young People Private Tanglewood 19/09/2024 02/05/2024 6 6 6 6 6 Same CS2008169473 Care Home Service Children & Young People Private Rowallan 07/03/2025 08/11/2024 5 5 5 5 5 Same CS2010270301 Care Home Service Children & Young People Private Devonside 20/12/2024 15/11/2024 4 4 4 4 4 Same CS2012307320 Care Home Service Children & Young People Private Green Pastures 03/02/2025 21/01/2025 5 5 5 5 5 Same CS2014331925 Care Home Service Children & Young People Private Blairbeth Road 02/10/2024 29/08/2024 5 5 5 5 5 Same CS2015336900 Care Home Service Children & Young People Private Duneaton 15/04/2025 12/03/2025 1 1 1 1 1 Same CS2015343491 Care Home Service Children & Young People Private The Cottage 20/01/2025 20/12/2024 5 5 5 5 5 Same CS2016349466 Care Home Service Children & Young People Private Care Visions - The Knowe 13/03/2025 21/02/2025 5 5 5 5 5 Same CS2018365629 Care Home Service Children & Young People Private Glenochar 15/10/2024 10/09/2024 4 4 4 4 4 Same CS2018371827 Care Home Service Children & Young People Private Clyde Valley House 19/12/2022 08/11/2022 5 5 5 5 5 Same CS2019372791 Care Home Service Children & Young People Private Lettershaws Farm Cottage 15/07/2024 24/06/2024 4 4 4 4 4 Same CS2019373277 Care Home Service Children & Young People Private Forest View 11/01/2024 23/11/2023 6 6 6 6 6 Same CS2019377045 Care Home Service Children & Young People Private Drummond House 19/07/2023 26/05/2023 5 5 5 5 5 Same CS2019377305 Care Home Service Children & Young People Voluntary or Not for Profit Stanmore Care Home Service 25/06/2025 30/05/2025 4 4 4 4 4 Improve CS2020379227 Care Home Service Children & Young People Private Heath House 20/08/2025 17/07/2025 5 5 5 5 5 Improve CS2020379342 Care Home Service Children & Young People Private Glengeith Farmhouse 18/08/2023 27/07/2023 4 4 4 4 4 Same CS2020379357 Care Home Service Children & Young People Private Netherlethame 14/07/2025 26/05/2025 3 3 3 3 3 Improve CS2020380197 Care Home Service Children & Young People Private Nurture One Ltd 18/06/2025 08/05/2025 5 5 5 5 5 Improve CS2021000285 Care Home Service Children & Young People Private Crawford House 20/08/2025 16/07/2025 2 2 2 2 2 Same CS2022000101 Care Home Service Children & Young People Voluntary or Not for Profit Stepdown Cambuslang and Carntyne 12/07/2024 10/06/2024 4 4 4 4 4 Same 108
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CSNumber CareService Subtype ServiceType ServiceName Publication_of_Latest_Grading Last_inspection_Date KQ_Support_Wellbeing KQ_Care_and_Support_Planning KQ_Setting KQ_Staff_Team KQ_Leadership KQ_Care_Play_and_Learning MinGrade_change CS2022000306 Care Home Service Children & Young People Private Coalburn House 06/01/2025 09/12/2024 4 4 4 4 4 Same CS2024000338 Care Home Service Children & Young People Private Anitas Dawn 13/06/2025 05/05/2025 4 4 4 4 4 CS2024000404 Care Home Service Children & Young People Private 82 Main Street 09/07/2025 10/06/2025 3 3 3 3 3 CS2025000358 Care Home Service Children & Young People Private Logans Rise Care Home Service - Alcohol & Drug Misuse CS2016351239 Care Home Service Alcohol & Drug Misuse Private Calderglen House 28/04/2023 18/04/2023 4 4 4 4 4 Same Care Home Service - Learning Disabilities CS2003001385 Care Home Service Learning Disabilities Voluntary or Not for Profit Clannalba 11/04/2025 23/03/2025 4 4 4 4 5 Same CS2003001386 Care Home Service Learning Disabilities Voluntary or Not for Profit New Ridgepark 10/06/2025 22/05/2025 4 4 4 4 4 Improve CS2003001388 Care Home Service Learning Disabilities Private Castle Street Care Home, Living Ambitions Limited 29/08/2025 04/08/2025 4 4 4 4 4 Improve CS2003001400 Care Home Service Learning Disabilities Voluntary or Not for Profit Lanark Project 01/05/2025 27/03/2025 4 4 5 5 5 Same CS2003001401 Care Home Service Learning Disabilities Voluntary or Not for Profit Threshold Support Services - Residential 15/01/2025 09/12/2024 4 4 4 4 3 Same CS2003015114 Care Home Service Learning Disabilities Voluntary or Not for Profit Scottish Autism - South West Area Services - Staikhill 21/05/2024 10/05/2024 4 4 4 4 4 Same CS2006137442 Care Home Service Learning Disabilities Private Collisdene Care Centre 18/08/2025 24/07/2025 4 3 3 4 3 Same CS2009194187 Care Home Service Learning Disabilities Voluntary or Not for Profit Cherry Tree Court 20/02/2024 25/01/2024 5 5 4 4 5 Same CS2012311539 Care Home Service Learning Disabilities Private Millburn Homes 03/04/2025 17/03/2025 3 4 5 3 3 Same CS2018368484 Care Home Service Learning Disabilities Voluntary or Not for Profit Arran House Care Home 23/07/2024 05/07/2024 5 5 5 4 5 Same Care Home Service - Mental Health Problems CS2003001398 Care Home Service Mental Health Problems Voluntary or Not for Profit Sheriff Park Service 10/12/2024 14/11/2024 5 6 6 6 5 Same CS2003010439 Care Home Service Mental Health Problems Private Southview 08/07/2024 02/07/2024 3 3 3 3 3 Same CS2016350780 Care Home Service Mental Health Problems Private Clyde Valley Care Home 27/03/2025 25/03/2025 5 4 4 5 5 Same Care Home Service - Physical & Sensory Impairment CS2003015475 Care Home Service Physical and Sensory Impairment Voluntary or Not for Profit Lanarkshire Houses 06/02/2023 26/01/2023 4 5 5 5 4 Same Care Home Service - Respite Care and Short Breaks CS2003041861 Care Home Service Respite Care and Short Breaks Voluntary or Not for Profit South Lanarkshire Short Break Service 13/02/2020 27/04/2022 5 4 5 5 5 Same Care Home Service - Older People 109
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CSNumber CareService Subtype ServiceType ServiceName Publication_of_Latest_Grading Last_inspection_Date KQ_Support_Wellbeing KQ_Care_and_Support_Planning KQ_Setting KQ_Staff_Team KQ_Leadership KQ_Care_Play_and_Learning MinGrade_change CS2003001376 Care Home Service Older People Voluntary or Not for Profit Abbeyfield Rutherglen Society Limited 11/11/2024 30/10/2024 3 4 4 3 3 Same CS2003010440 Care Home Service Older People Private Greencross 02/04/2024 08/08/2025 5 4 4 4 4 Same CS2003010566 Care Home Service Older People Private Clinton House Nursing Home 29/08/2025 01/08/2025 4 3 4 4 4 Decline CS2003010577 Care Home Service Older People Private Greenhills Care Home 06/05/2025 03/04/2025 4 4 4 4 4 Improve CS2003010597 Care Home Service Older People Private Westwood House Nursing Home 10/06/2025 22/05/2025 5 4 4 4 4 Same CS2003041409 Care Home Service Older People Private Abbey Lodge Care Home 25/11/2024 13/11/2024 5 4 4 5 4 Same CS2003046475 Care Home Service Older People Private Whitehills Care Home 21/10/2024 16/10/2024 3 3 3 3 3 Same CS2003050656 Care Home Service Older People Private Lindsayfield Lodge 19/04/2024 01/03/2024 5 5 5 5 4 Same CS2005102377 Care Home Service Older People Private Arberglen Care Home 02/07/2024 20/06/2024 3 3 3 3 3 Same CS2005108192 Care Home Service Older People Private Beechgrove Care Home 02/04/2025 21/03/2025 4 3 5 4 5 Same CS2006115094 Care Home Service Older People Private Rosaburn House 21/10/2024 25/09/2024 4 4 4 5 4 Same CS2006117311 Care Home Service Older People Private Miltongrange Nursing Home 28/07/2025 03/07/2025 4 4 4 4 4 Same CS2006131737 Care Home Service Older People Private Woodhurst Care Centre 15/05/2024 09/05/2024 4 4 3 4 3 Same CS2008172862 Care Home Service Older People Private Croftbank House 24/03/2025 14/03/2025 5 4 4 5 5 Same CS2008184563 Care Home Service Older People Private Dunvegan Lodge Care Home 02/02/2024 30/01/2024 4 4 4 5 5 Same CS2011285878 Care Home Service Older People Private Flemington Care Home 04/06/2025 08/05/2025 3 3 3 3 3 Same CS2011300687 Care Home Service Older People Private Douglas View Care Home 10/06/2024 23/05/2024 5 4 4 5 5 Same CS2011300794 Care Home Service Older People Private Cathkin House Care Home 25/09/2023 17/08/2023 5 4 4 5 4 Same CS2011301463 Care Home Service Older People Private Lornebank Care Centre 15/04/2024 13/03/2024 4 4 4 4 4 Same CS2011304632 Care Home Service Older People Private Duncraggan Care Home 08/08/2025 17/07/2025 4 3 3 4 4 Same CS2013320586 Care Home Service Older People Private Victoria House Care Home 17/06/2025 22/05/2025 3 3 4 4 4 Same CS2013322705 Care Home Service Older People Voluntary or Not for Profit Lower Johnshill 01/07/2025 11/06/2025 4 3 4 4 4 Same CS2015339598 Care Home Service Older People Private Avonhaugh Nursing Home 27/03/2025 24/03/2025 4 4 4 5 4 Same CS2016350030 Care Home Service Older People Private Georgia Park Care Home 10/07/2025 12/06/2025 3 3 4 4 3 Same CS2017358108 Care Home Service Older People Private Abbeydale Court Care Centre 17/06/2025 04/06/2025 5 4 5 4 5 Improve CS2017361020 Care Home Service Older People Private Rutherglen Care Home 30/06/2025 02/05/2025 4 4 3 3 3 Same CS2018365959 Care Home Service Older People Private Bothwell Castle Care Home 08/02/2024 25/01/2024 5 5 5 4 5 Same CS2019376883 Care Home Service Older People Private Crosslaw House Care Home 23/05/2024 02/05/2024 4 4 3 4 3 Same CS2019378604 Care Home Service Older People Private Abercorn House Care Home 26/02/2024 14/02/2024 5 5 5 5 5 Same CS2019378609 Care Home Service Older People Private Forefaulds Care Home 04/02/2025 31/01/2025 4 4 4 4 4 Same CS2022000327 Care Home Service Older People Private Ryan Meadows Care Home 24/03/2025 06/03/2025 4 3 4 3 4 Same CS2024000141 Care Home Service Older People Voluntary or Not for Profit St. Catherine's Care Home 18/12/2024 11/12/2024 5 5 5 5 5 Same 110
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CSNumber CareService Subtype ServiceType ServiceName Publication_of_Latest_Grading Last_inspection_Date KQ_Support_Wellbeing KQ_Care_and_Support_Planning KQ_Setting KQ_Staff_Team KQ_Leadership KQ_Care_Play_and_Learning MinGrade_change CS2025000103 Care Home Service Older People Private Ashlea Court Care Home CS2025000122 Care Home Service Older People Private Bankhouse Care Home CS2025000385 Care Home Service Older People Private Avonbridge Care Home Support Service - Other than Care at Home CS2003047729 Support Service Other than Care at home Voluntary or Not for Profit Hamilton Towers Resource Centre 20/07/2018 18/06/2018 4 4 4 4 4 Same CS2009193751 Support Service Other than Care at home Private Dunvegan Lodge Day Care 25/09/2022 13/05/2022 5 5 4 5 5 Same CS2010272692 Support Service Other than Care at home Voluntary or Not for Profit East Kilbride & District Dementia Carers' Group 09/07/2019 03/07/2019 5 5 6 5 6 Same CS2019377387 Support Service Other than Care at home Voluntary or Not for Profit Stanmore Lifeskills 20/09/2022 16/06/2022 5 4 5 4 4 Same Support Service - Care at Home CS2004061324 Support Service Care at Home Voluntary or Not for Profit The Richmond Fellowship Scotland - South Lanarkshire 1 - Care at Home 15/03/2024 26/02/2024 5 5 4 5 Same CS2004068399 Support Service Care at Home Voluntary or Not for Profit Hamilton Supported Living - Care at Home Service 12/02/2025 21/01/2025 5 5 5 4 Same CS2004068454 Support Service Care at Home Voluntary or Not for Profit Source Housing Support Service 03/04/2025 06/03/2025 6 6 6 5 Same CS2004069240 Support Service Care at Home Private Real Care Agency 27/01/2025 09/01/2025 3 3 3 3 Same CS2004071231 Support Service Care at Home Voluntary or Not for Profit Rutherglen Community Carers 25/03/2025 28/02/2025 5 5 5 5 Same CS2007143644 Support Service Care at Home Voluntary or Not for Profit Touchbase Lanarkshire 17/02/2025 09/01/2025 5 5 4 5 5 Same CS2008192338 Support Service Care at Home Voluntary or Not for Profit Threshold Support Services - Care at Home 24/07/2024 05/07/2024 5 5 5 5 Same CS2008192910 Support Service Care at Home Voluntary or Not for Profit Auchlochan Homecare 21/03/2025 10/03/2025 5 4 4 4 Same CS2010275360 Support Service Care at Home Voluntary or Not for Profit Up2Us Support Service 09/05/2023 21/04/2023 5 5 5 4 Same CS2011281083 Support Service Care at Home Private Priory Supported Living in Scotland 20/05/2024 20/06/2025 2 2 2 2 Decline CS2012306827 Support Service Care at Home Private Bluebird Care (South Lanarkshire) 02/04/2025 18/03/2025 5 5 5 4 Same CS2015339267 Support Service Care at Home Voluntary or Not for Profit Scottish Autism - South West Scotland Services 08/10/2024 26/09/2024 5 5 5 5 Same CS2015342773 Support Service Care at Home Private Angels Home Care Lanarkshire Ltd 11/06/2025 04/10/2023 5 4 5 4 Same CS2015343505 Support Service Care at Home Private Care Solutions Central Scotland 29/07/2025 08/07/2025 4 5 5 4 Same CS2016350328 Support Service Care at Home Private Heather's Bespoke Care 05/02/2025 22/01/2025 5 5 4 4 Same 111
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CSNumber CareService Subtype ServiceType ServiceName Publication_of_Latest_Grading Last_inspection_Date KQ_Support_Wellbeing KQ_Care_and_Support_Planning KQ_Setting KQ_Staff_Team KQ_Leadership KQ_Care_Play_and_Learning MinGrade_change CS2016350565 Support Service Care at Home Private Home Instead South Lanarkshire 18/11/2024 24/10/2024 5 5 5 5 Same CS2017353798 Support Service Care at Home Private Bespoke Clinical Care 11/07/2024 13/06/2024 5 6 5 4 Same CS2017353831 Support Service Care at Home Voluntary or Not for Profit Together in Lanarkshire 20/07/2020 25/02/2020 5 5 5 5 5 Same CS2017354591 Support Service Care at Home Voluntary or Not for Profit Sense Scotland Supported Living Lanarkshire 2 & surrounding area 11/06/2025 22/11/2023 5 5 5 5 Same CS2017360075 Support Service Care at Home Voluntary or Not for Profit Abbeyfield Strathaven & District Society Ltd 29/05/2025 16/05/2025 5 5 5 5 Same CS2018369579 Support Service Care at Home Private Constance Care South Lanarkshire 28/05/2025 24/04/2025 4 4 4 5 Improve CS2018370582 Support Service Care at Home Private Care1 Professional Services Ltd 07/11/2024 29/10/2024 3 3 4 3 Same CS2019376139 Support Service Care at Home Private JKL Care Service Ltd 07/12/2022 06/10/2022 5 4 4 5 Same CS2019378407 Support Service Care at Home Voluntary or Not for Profit Wheatley Care Personalised and Self Directed Support Services (Lanarkshire) 08/04/2025 28/03/2025 5 5 5 5 Same CS2020379379 Support Service Care at Home Private Lica Homecare Ltd 25/07/2025 17/06/2025 4 4 4 4 Improve CS2020380764 Support Service Care at Home Private Newcross Healthcare Scotland Care at Home 30/07/2025 11/07/2025 3 3 3 3 Improve CS2022000052 Support Service Care at Home Private Trust Community Care Limited 06/01/2025 03/12/2024 3 3 3 3 Same CS2023000263 Support Service Care at Home Private Carluke Dignity Care 18/03/2025 28/02/2025 4 4 4 4 Same CS2023000353 Support Service Care at Home Private Katvic Healthcare 11/02/2025 14/10/2024 4 4 4 4 Same CS2023000393 Support Service Care at Home Private Divine Care and Support Services (Scotland) Limited 05/12/2024 19/11/2024 3 3 3 3 Same CS2023000425 Support Service Care at Home Private Okola Care Ltd CS2024000242 Support Service Care at Home Private Friends For Life Healthcare Services Ltd CS2024000349 Support Service Care at Home Private SRS Care Solutions (Central) Ltd 28/02/2025 30/01/2025 4 4 3 3 Same CS2024000435 Support Service Care at Home Private Adigo Care CS2025000004 Support Service Care at Home Private MacLaren Homecare CS2025000326 Support Service Care at Home Private Zoe Care Services Housing Support CS2004058239 Housing Support Service Voluntary or Not for Profit Scottish Autism - South West Scotland Services 08/10/2024 26/09/2024 5 5 5 5 Same CS2004061323 Housing Support Service Voluntary or Not for Profit The Richmond Fellowship 15/03/2024 26/02/2024 5 5 4 5 Same 112
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CSNumber CareService Subtype ServiceType ServiceName Publication_of_Latest_Grading Last_inspection_Date KQ_Support_Wellbeing KQ_Care_and_Support_Planning KQ_Setting KQ_Staff_Team KQ_Leadership KQ_Care_Play_and_Learning MinGrade_change Scotland - South Lanarkshire 1 CS2004061337 Housing Support Service Voluntary or Not for Profit The Richmond Fellowship Scotland - East Renfrewshire & South Lanarkshire 2 01/10/2024 23/08/2024 5 6 5 6 Same CS2004066246 Housing Support Service Voluntary or Not for Profit Abbeyfield Strathaven & District Society Ltd 29/05/2025 16/05/2025 5 5 5 5 Same CS2004068390 Housing Support Service Voluntary or Not for Profit Hamilton Supported Living Service - Housing Support Service 12/02/2025 21/01/2025 5 5 5 4 Same CS2004068451 Housing Support Service Voluntary or Not for Profit Source Housing Support Service 03/04/2025 06/03/2025 6 6 6 5 Same CS2004079128 Housing Support Service Voluntary or Not for Profit The Hamilton Project 02/09/2019 05/08/2019 5 5 5 5 Same CS2004079130 Housing Support Service Voluntary or Not for Profit The Lanark Project 03/11/2017 19/10/2017 5 5 5 5 Same CS2004080095 Housing Support Service Private Real Care Agency 27/01/2025 09/01/2025 3 3 3 3 Same CS2007142366 Housing Support Service Voluntary or Not for Profit Wheatley Care South Lanarkshire Personalised Support Services 06/01/2020 15/11/2019 5 5 4 5 Same CS2008191123 Housing Support Service Voluntary or Not for Profit Threshold Support Services - Housing Support 24/07/2024 05/07/2024 5 5 5 5 Same CS2009233687 Housing Support Service Voluntary or Not for Profit Eva Burrows 1st Stop Accommodation Project 09/05/2025 04/04/2025 5 5 5 5 Same CS2010275380 Housing Support Service Voluntary or Not for Profit Up2Us Support Service 09/05/2023 21/04/2023 5 5 5 4 Same CS2011281086 Housing Support Service Private Priory Supported Living in Scotland 20/05/2024 20/06/2025 2 2 2 2 Decline CS2011286888 Housing Support Service Private Right There Outreach: Housing Support. South Lanarkshire. 28/02/2020 13/11/2019 5 5 4 4 Same CS2011289574 Housing Support Service Voluntary or Not for Profit Women's Aid South Lanarkshire and East Renfrewshire 16/05/2019 04/04/2019 6 6 5 6 Same CS2012310877 Housing Support Service Voluntary or Not for Profit Charles Brownlie House 18/04/2024 25/03/2024 5 5 5 5 Same CS2015343504 Housing Support Service Private Care Solutions Central Scotland 29/07/2025 08/07/2025 4 5 5 4 Same CS2016352774 Housing Support Service Voluntary or Not for Profit Hanover Housing Support Service - Care (East) 06/05/2022 08/03/2022 5 5 5 5 Same CS2017354593 Housing Support Service Voluntary or Not for Profit Sense Scotland Supported Living Lanarkshire 2 & 11/06/2025 08/05/2025 5 5 5 5 Same 113
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CSNumber CareService Subtype ServiceType ServiceName Publication_of_Latest_Grading Last_inspection_Date KQ_Support_Wellbeing KQ_Care_and_Support_Planning KQ_Setting KQ_Staff_Team KQ_Leadership KQ_Care_Play_and_Learning MinGrade_change surrounding area CS2018369578 Housing Support Service Private Constance Care South Lanarkshire 28/05/2025 24/04/2025 4 4 4 5 Improve CS2019377460 Housing Support Service Voluntary or Not for Profit Wheatley Care Personalised and Self Directed Support Services (Lanarkshire) 08/04/2025 28/03/2025 5 5 5 5 Same CS2023000264 Housing Support Service Private Carluke Dignity Care 18/03/2025 28/02/2025 4 4 4 4 Same CS2023000354 Housing Support Service Private Katvic Healthcare 11/02/2025 14/10/2024 4 4 4 4 Same CS2024000136 Housing Support Service Private Angels Home Care 11/06/2025 21/05/2025 5 4 5 Same CS2024000171 Housing Support Service Private JKL Care Service Ltd 06/10/2022 CS2024000414 Housing Support Service Private Care1 Professional Services LTD 07/11/2024 01/08/2025 3 3 4 3 CS2024000436 Housing Support Service Private Adigo Care CS2025000005 Housing Support Service Private MacLaren Homecare Ltd CS2025000068 Housing Support Service Private Lica Homecare Ltd 25/07/2025 17/06/2025 4 4 4 4 Improve School Care Accommodation Service - Residential Special School CS2019377604 School Care Accommodation Service Residential Special School Voluntary or Not for Profit Blackwood Manor 18/03/2022 16/02/2022 5 5 5 5 5 Same Nurse Agency CS2010279555 Nurse Agency Private Initial Healthcare Ltd 17/10/2023 14/09/2023 4 5 5 4 Same CS2018365850 Nurse Agency Private Newcross Healthcare Scotland 25/05/2023 06/04/2023 5 5 Same CS2023000164 Nurse Agency Private Response Healthcare Solutions LTD 18/03/2025 28/02/2025 4 4 Same CS2024000340 Nurse Agency Private MacLaren Healthcare Ltd Source: https://www.careinspectorate.com/index.php/publications-statistics/93-public/datastore 114
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 19 November 2025 Report by: Director, Health and Social Care Subject: Notification of Contracts Awarded: 1 April to 30 September 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide notification in line with Standing Orders on Contracts to Committee of contracts awarded by Social Work Resources during the period 1 April to 30 September 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the details of the contracts awarded be noted. [1recs] 3. Background 3.1. It is a requirement of Clauses 21.8 and 22.5 of the Standing Orders on Contracts that details of the acceptance of all tenders above £50,000 be reported retrospectively to the relevant Committee for noting, other than those under Clause 21.3 where the award is not the lowest in a price only tender, or costs exceed the approved financial provision. In these instances, a report is submitted to the appropriate Committee and subsequent authority to award is granted by that Committee. 4. Contract Awards 4.1. Contracts awarded for the period 1 April to 30 September 2025, on the basis of lowest offer and/or most economically advantageous offer submitted, are detailed in Appendix 1. 5. Employee Implications 5.1. Contract management, including performance appraisal, will be undertaken by both Social Work Resources and the Procurement Service. 6. Financial Implications 6.1. Appropriate budgetary provision is available for each of the contracts awarded. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability and environmental implications arising from this report. 14 115
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8. Other Implications 8.1. There are no direct risks or implications for sustainability in terms of the information contained in this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy funding or strategy and, therefore, no impact assessment is required. 9.2. There was no requirement to undertake any consultation in terms of the information contained within this report. Professor Soumen Sengupta Director, Health and Social Care 22 October 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent List of Background Papers Standing Orders on Contracts Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Emma Smith, Corporate Procurement and Transactions Manager Ext: 5329 (Tel: 01698 455329) E-mail: emma.smith@southlanarkshire.gov.uk 116
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Appendix 1 Contracts Awarded by Social Work Resources over £50,000 in value Contract Reference Number Contract Description Contractor Estimated Value Award date Start Date End Date Extension Date SLC/PS/SW/22/062 Life Skills Service at Stanmore House Capability Scotland 932,146.51 28-May-2025 01-Apr-2025 31-Mar-2028 31-Mar-2029 SLC/SW/23/089 Care and Support in Extra Care Housing Trust Housing Assoc Ltd 3,600,000.00 30-Jun-2025 01-Oct-2025 30-Sep-2027 30-Sep-2028 SLC/SW/25/019 Specialist Residential Care at Graham Anderson House The Disabilities Trust 125,725.60 09-Jul-2025 15-Apr-2025 15-Oct-2025 - SLC/SW/25/016 Supply, Install and Support of Smart TVs Care Messenger Holdings Limited 104,820.00 25-Jul-2025 28-Jul-2025 30-Sep-2027 - SLC/SW/25/032 CareSurround Device Management Platform Friends & Family App Censis Technology Solutions Ltd 150,000.00 25-Aug-2025 01-Sep-2025 31-Aug-2026 - SLC/SW/25/034 Fund to Leave Womens Aid South Lanarkshire & East 50,000.00 18-Sep-2025 15-Sep-2025 31-Mar-2026 30-Sep-2026 SLC/PS/SW/18/001 Adult Supported Living Angels Home Care Lanarkshire Ltd & Keane Premier Support Services (Phase 7) 242,837,766.00 26-Sep-2025 01-Mar-2020 14-Sep-2035 - 117
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Contract extensions awarded over £50,000 in value Contract Reference Number Contract Description Contractor Estimated Value (£) Extension Value (£) Award date Start Date End Date Extension Date SLC/PS/SW/17/010 Adult Residential Care for Adults with High Complex Needs at Arran House Enable Scotland 10,711,221.53 3,698,357 04-Jul- 2025 20-Jul- 2018 19-Jul- 2028 19-Jul- 2028 SLC/PS/SW/21/011 Fostering and Continuing Care Dean & Cauvin Young People's Trust, The Adolescent & Children's Trust, Aberlour Child Care Trust, Action for Children, Carevisions Fostering Ltd, Barnados, Foster Care Associates Scotland Ltd, Fostering People Scotland Ltd, Fostering Relations Ltd, Fosterplus (Fostercare) Ltd, St Andrews Children Society Ltd, SWIIS Foster Care Scotland Ltd, National Fostering Agency Scotland Ltd, Carolina House Trust 9,700,000.00 2,966,473 25-Jun- 2025 01-Jul- 2022 31-Dec- 2026 - SLC/SW/24/044 Care at Home – Continuation of Care Packages Standard and Enhanced Rates Key Housing Association Ltd, Abbeyfield Strathaven and District, Craegmoor Supporting You Ltd, HK-Care Consulting Ltd & Real Care Agency Ltd 39,480,445.00 20,079,735 24-Jun- 2025 01-Jul- 2024 30-Jun- 2026 - 118