Agenda Document Pack - Social Work Resources Committee - 18/02/2026
South Lanarkshire Council · 18 February 2026
Back to Social Work Resources Committee — 18 February 2026 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 10 February 2026 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, 18 February 2026 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 19 November 2025 submitted for approval as a correct record. (Copy attached) 3 - 10 Monitoring Item(s) 3 Social Work Resources - Revenue Budget Monitoring 2025/2026 and Probable Outturn Joint report dated 27 January 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 11 - 20 4 Social Work Resources - Capital Budget Monitoring 2025/2026 Joint report dated 21 January 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 21 - 24 5 Social Work Resources – Workforce Monitoring – 1 October to 31 December 2025 Joint report dated 15 January 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 25 - 32 Item(s) for Noting 6 South Lanarkshire Justice Social Work Community Payback Annual Report 2024/2025 Report dated 12 January 2026 by the Director, Health and Social Care. (Copy attached) 33 - 64 7 Consultation on Change to Release Point for Short-Term Prisoners - Response Joint report dated 9 February 2026 by the Director, Health and Social Care and Executive Director (Housing and Technical Resources). (Copy attached) 65 - 76 8 The Care Home Services (Visits to and by Care Home Residents) (Scotland) Regulations 2026 Call for Views – Response Report dated 9 February 2026 by the Director, Health and Social Care. (Copy attached) 77 - 82 Urgent Business 9 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 2
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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 19 November 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 Celine Handibode), Councillor Maureen Devlin, Councillor Colin Dewar, Councillor Mary Donnelly, Councillor Allan Falconer, Councillor Elise Frame, Councillor Geri Gray (substitute for Councillor Graeme Horne), Councillor Martin Hose, Councillor Eileen Logan, Councillor Hugh Macdonald, Councillor Catherine McClymont, Councillor Carol Nugent, Councillor John Ross, Councillor Graham Scott, Councillor David Watson, Councillor Kirsty Williams (Depute) Councillors' Apologies: Councillor Janine Calikes, Councillor Joe Fagan (ex officio), Councillor Celine Handibode, Councillor Graeme Horne, Councillor Mark Horsham Attending: Finance and Corporate Resources G Booth, Finance Manager (Strategy); K Gowrie, Finance Manager (Resources); E-A McGonigle, Administration Adviser; E McPake, HR Business Manager; A Norris, Administration Assistant Health and Social Care/Social Work Resources S Sengupta, Director; I Beattie, Head of Health and Social Care (Hamilton and Clydesdale); G Booth, Justice Service Manager (Children and Justice Services); M Kane, Service Development Manager; P O’Neill, Head of Health and Social Care (Rutherglen/Cambuslang and East Kilbride); L Purdie, Head of Children and Justice Services Chair’s Opening Remarks The Chair, on behalf of the Committee, acknowledged and congratulated all staff and services involved in the following awards:- Blantyre Life, which won the Integrated Care Award at the Scotland’s Health Awards 2025 David Walker Gardens smart tv development, which was a finalist in the Mental Health Award category at the Scotland’s Health Awards 2025 South Lanarkshire’s Family Support Hubs, which won at the COSLA Excellence Awards 2025 in the ‘Tackling Inequalities and Improving Health’ category The Director, Health and Social Care echoed the Chair’s sentiments, extending thanks to all the staff involved for their dedication and commitment. 1 Declaration of Interests No interests were declared. 2 3
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2 Minutes of Previous Meeting The minutes of the meeting of the Social Work Resources Committee held on 10 September 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 2025/2026 A joint report dated 21 October 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 5 September 2025 against budgeted expenditure for 2025/2026 for Social Work Resources, along with a projection for the year to 31 March 2026. As at 5 September 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. The Resource continued to work towards managing budget pressures in Children and Families in 2025/2026 and beyond. The Finance Manager (Resources) 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; and (2) that the proposed budget virements be approved. [Reference: Minutes of 10 September 2025 (Paragraph 4)] 4 Social Work Resources – Capital Budget Monitoring 2025/2026 A joint report dated 22 October 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 5 September 2025. The revised Social Work Resources’ capital programme for 2025/2026 amounted to £0.337 million and remained unchanged from the position reported to the Committee on 10 September 2025. The forecast for the financial year, as detailed in Appendix A to the report, was £0.337 million. Actual expenditure as at 5 September 2025 was £0.337 million. 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 10 September 2025 (Paragraph 6) and Minutes of the Executive Committee of 25 June 2025 (Paragraph 6) and 27 August 2025 (Paragraph 4)] 4
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5 Social Work Resources – Workforce Monitoring – 1 July to 30 September 2025 A joint report dated 8 October 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 July to 30 September 2025:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews The HR Business Manager responded to members’ questions on various aspects of the report. The Committee decided: that the report be noted. [Reference: Minutes of 10 September 2025 (Paragraph 7)] 6 Social Work Resource Plan – Quarter 2 Progress Report 2025/2026 A report dated 23 October 2025 by the Director, Health and Social Care was submitted on the Social Work Resource Plan Quarter 2 Progress Report 2025/2026 for the period 1 April to 30 September 2025. Details were provided on:- the outcomes established by the Resource to support the delivery of the Council Plan Connect 2022 to 2027 in 2025/2026, as detailed in Appendix 1 to the report progress made against all Resource Plan measures, as detailed in Appendix 2 to the report key achievements made by the Resource to date, as detailed in paragraph 4.4 of the report areas for improvement and associated management actions, as detailed in paragraph 4.5 of the report Some local services had received national recognition, as detailed in paragraph 4.6 of the report and summarised below:- 2025 COSLA Excellence Awards – the Family Support Hubs were a finalist 2025 Scottish Health Awards – Blantyre Life and the smart tv innovation at David Walker Gardens Care Home were both finalists the Chartered Institute of Housing Awards 2025 – the Barnardo’s Future Project had been shortlisted as a finalist for the Marion Gibb Award for Equality in Housing Blantyre Life had been awarded the Integrated Care Award at the 2025 Scottish Health Awards and a video, which demonstrated the impact of the facility, was presented to the Committee. The Committee decided: that the content of the report be noted. [Reference: Minutes of 11 June 2025 (Paragraph 5)] 5
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7 Social Work Resources’ Risk Register Update A report dated 22 October 2025 by the Director, Health and Social Care was submitted providing an update on risk management arrangements and the Risk Register for Social Work Resources. The top risks identified for the Resource, that is those that were residually scored as being very high, were attached in Appendix 1 to the report. Appendix 2 to the report provided a comparison of risk scores for 2024 and 2025 and also detailed changes in risk descriptions. In response to a member’s request for a Social Work Resources Committee members’ session on ‘risk’, particularly in relation to Children and Families and Justice Social Work, in advance of the next Risk Register Update report, the Director, Health and Social Care undertook to take this away as an action. The Committee decided: that the content of the report be noted. [Reference: Minutes of 26 March 2025 (Paragraph 6)] 8 Enhancing Self-Directed Support Capacity A joint report dated 23 October 2025 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources) was submitted providing an update on the impact of the Self-Directed Support (SDS) Finance Team and proposing a further development to maintain and enhance effective governance and accountability. On 10 September 2025, a report was presented to the Committee that provided an update on the delivery of SDS in South Lanarkshire and detailed the actions that had been taken to enhance direct payment governance and further strengthen increased demands. Given the increases in the number and value of direct payments and, recognising that the proactive recovery of outstanding debt was a corporate strategic priority for the Council, it was important to ensure that effective monitoring of direct payments was in place. To sustain the scale of this work, it was proposed to permanently expand the SDS Finance Team, as detailed in paragraph 5.1 of the report, as follows:- 1 FTE post of SDS Finance Officer on Grade 3, Level 2 to 4, SCP 63-74 (£40,805 to £46,991) 2 FTE posts of Finance Assistants on Grade 2, Level 3, SCP 46-48 (£32,340 to £33,232) A total of £3.873 million had been recovered since 2021 as a result of the effective review of direct payments. It was anticipated that this recovery would continue and would be supported by the inclusion of the additional staffing proposals. The cost of the additional posts was £0.147 million and would be funded by the budget released through the ongoing review of direct payments, as detailed in section 6 of the report. The Chair welcomed the fact that capacity was being enhanced in the SDS Finance Team. The Committee decided: (1) that the positive impact of the Self-Directed Support (SDS) Finance Team be noted; (2) that the proposals for the further development of the SDS Finance Team be approved; and 6
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(3) that the addition to the Social Work Resources’ establishment, as detailed in section 5 of the report, be approved. [Reference: Minutes of 2 June 2021 (Paragraph 14) and 10 September 2025 (Paragraph 10)] 9 Sustaining Social Work Children and Families Services - Budget Recovery Actions A joint report dated 23 October 2025 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources) was submitted providing an update of progress on actions outlined within the Children and Families Budget Recovery Plan. The report detailed a breakdown of the Children and Families recurring funding gap of £10.6 million and provided:- an update on budget recovery actions agreed to date to address the shortfall, as detailed in section 5 of the report a summary in relation to the Intensive Family Support Service (IFSS) and Transition to Independent Living, as detailed in section 6 of the report further budget recovery actions being progressed and explored, as detailed in section 7 of the report Taking into account the savings from actions reported and approved, which totalled £6.963 million, as well as those proposed in section 7, the total recurring savings of £9.213 million could be realised. A video entitled ‘South Lanarkshire Futures - Positive Transitions 2025’ was presented to the Committee which demonstrated the impact on transitioning from care into independent living. The Head of Children and Justice Services responded to questions on the report. The Committee decided: that the contents of the report be noted. [Reference: Minutes of 26 March 2025 (Paragraph 11) and 10 September 2025 (Paragraph 4)] 10 Winter Preparedness 2025/2026 A report dated 27 October 2025 by the Director, Health and Social Care was submitted providing an overview of the arrangements being implemented to ensure health and social care services were as prepared as they could be for the winter months. The preparations for winter 2025/2026 had built on the learning from winter 2024/2025 and aligned with the national shift towards continuous surge preparedness, as outlined in the Scottish Government and COSLA ‘Surge and Winter Preparedness in Health and Social Care Services – National Planning Priorities and Principles’. This publication emphasised that surges in demand were no longer confined to winter and required a sustained, integrated response which reinforced the 3 overarching principles for surge and winter planning, as detailed in paragraph 3.2 of the report. 7
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A whole-system planning event, convened by the Chief Executives of NHS Lanarkshire, North Lanarkshire Council and South Lanarkshire Council, had been held on 8 August 2025 at South Lanarkshire Council’s HQ. The objectives of the event were detailed in paragraph 4.1 of the report. Section 4 of the report provided detailed information on:- the underlying principles which were identified as being central to the approach in Lanarkshire the key actions currently being progressed specific areas of development Officers responded to a member’s questions on the report. The Committee decided: that the contents of the report be noted. [Reference: Minutes of 11 June 2025 (Paragraph 8)] 11 Emergency Early Release 2025 – Section 3C Prisoners and Criminal Proceedings (Scotland) Act 1993 A joint report dated 10 October 2025 by the Director, Health and Social Care and Executive Director (Housing and Technical Resources) was submitted providing:- an update on the release planning arrangements in lieu of parliamentary approval to use emergency powers in Section 3C Prisoners and Criminal Proceedings (Scotland) Act 1993 a current overview of financial and resource implications for Community Justice Partners On 2 October 2025, the Cabinet Secretary for Justice and Home Affairs delivered a statement to the Scottish Parliament which stated that the Scottish prisoner population numbers were placing the Scottish Prison Service (SPS) under unsustainable pressure, as detailed in the appendix to the report. The Cabinet Secretary for Justice and Home Affairs had laid down draft regulations seeking parliamentary approval to use the emergency release powers in Section 3C of the Prisoners and Criminal Proceedings (Scotland) Act 1993. Parliament formally passed the regulations into law on 5 November 2025. This would be the third episode of early release arrangements initiated in Scotland since June 2024. Detailed information was provided in section 4 of the report on the release criteria and arrangements. The Scottish Government had given no indication that additional funding would be provided in managing early release and arranging temporary accommodation. The financial implications were detailed in section 6 of the report. Information relating to resource implications for Community Justice Partners was provided in section 8 of the report. It was anticipated that the implications would primarily impact Housing Services, recovery and substance support services (in-house and commissioned). There could also be a potential impact for Adult Services in relation to assessment and social care provision. There followed a discussion during which officers:- responded to members’ questions undertook to ensure the Committee continued to be updated on the matter, with joint reports being presented as appropriate undertook to establish if the Council had representation on the COSLA Convenor’s Justice Forum 8
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The Committee decided: that the contents of the report be noted. [Reference: Minutes of 29 January 2025 (Paragraph 11)] Councillor A Buchanan left the meeting during this item of business 12 Prevention of Domestic Abuse (Scotland) Bill – Call for Views Response A report dated 27 October 2025 by the Director, Health and Social Care was submitted informing 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 the Council. The Prevention of Domestic Abuse (Scotland) Bill was introduced on 7 May 2025 and was at Stage 1. Views had been sought by the Scottish Parliament’s Justice Committee by 15 September 2025, however, late submissions would be accepted. The Scottish Parliament’s Finance and Public Administration Committee was seeking views on the Financial Memorandum to the Bill at Stage 1, with a deadline of 3 October 2025. The responses, which had been prepared by officers from Social Work Resources and agreed by the Corporate Management Team, Chair and Depute Chair of the Committee due to the timescales for submission, were provided in appendices 1 and 2 to the report. The Committee decided: that the contents of the report be noted. 13 Care Inspectorate Update for Registered Care Services – 1 April to 31 August 2025 A report dated 30 September 2025 by the Director, Health and Social Care was submitted:- providing an update on the outcome of inspections by the Care Inspectorate for registered services delivered and managed by Social Work Resources for the period 1 April to 31 August 2025 informing of the outcome of inspections by the Care Inspectorate from 1 April to 31 August 2025 for registered external services operating within South Lanarkshire informing of any updates to inspection and/or improvement frameworks and service registrations Since the last report to the Committee, 2 of the Council’s registered in-house services had been inspected, as detailed in Table 1 at paragraph 4.2 of the report. A full breakdown of the internal Care Inspectorate gradings was provided in Appendix 1 to the report. Appropriate Adult Services provided communication support to adults who were considered vulnerable and might require assistance during police investigations. The services were mandated by the Criminal Justice (Scotland) Act 2016 (Support for Vulnerable Persons). Statutory guidance for local authorities was first published by the Scottish Government on 10 January 2020. The Council provided an in-house Appropriate Adult Service that was available 24/7, 365 days a year, as detailed in paragraph 4.7 of the report. 9
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The Care Inspectorate had 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 which summarised the themes from its self-evaluation, and a link to this report was provided in paragraph 4.8 of the Director’s report. The Council had been one of the 21 organisations in Scotland that undertook this self-evaluation as part of the national programme. The self-evaluation had provided evidence of the Council meeting all 8 elements of the programme’s core assurance template. Operational actions had also been identified for further improvements and those were being progressed with the Service as good practice. There were 152 external registered care services which were regulated and inspected within South Lanarkshire, as detailed in paragraph 5.1 of the report. During the period 1 April to 31 August 2025, 37 of those services had been inspected which included 22 care home services, 9 housing support services and 6 support services. Those services, and their most recent inspection gradings, were detailed in Appendix 2 to the report. The Committee decided: that the contents of the report be noted. [Reference: Minutes of 11 June 2025 (Paragraph 9)] 14 Notification of Contracts Awarded - 1 April to 30 September 2025 A report dated 22 October 2025 by the Director, Health and Social Care was submitted on contracts awarded by Social Work Resources in the period 1 April to 30 September 2025. In terms of Standing Order Nos 21.8 and 22.5 of the Standing Orders on Contracts, Resources were required to notify the relevant Committee of contracts awarded in excess of £50,000. Details of the contracts awarded by Social Work Resources were provided in the appendix to the report. The Committee decided: that the details of the contracts awarded be noted. [Reference: Minutes of 11 June 2025 (Paragraph 10)] 15 Urgent Business There were no items of urgent business. Chair’s Closing Remarks The Chair advised that this would be the last Committee meeting that L Purdie, Head of Children and Justice Services and Chief Social Work Officer, would be attending prior to his retirement from the Council in November 2025. The Chair, on behalf of the Committee, thanked Liam for his many years of public service and wished him well for the future. Councillor Chalmers and the Director, Health and Social Care echoed the Chair’s sentiments. Mr Purdie responded in suitable terms. 10
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 18 February 2026 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources - Revenue Budget Monitoring 2025/2026 and Probable Outturn 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 29 December 2025 for Social Work Resources provide a Probable Outturn 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 Probable Outturn forecast to 31 March 2026 of a breakeven position after approved transfer to reserves, as detailed in Appendix B to the report, be noted; and (2) that the proposed budget virements be approved. [1recs] 3. Background 3.1. This is the third revenue budget monitoring report presented to the Social Work Resources Committee for the financial year 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 29 December 2025 within the Resource budget, as well as the output from the formal probable outturn exercise which provides an expected outturn on expenditure and income for the year. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. Probable Outturn – Following the Council’s formal Probable Outturn exercise the Resource is forecasting a breakeven position after transfer to reserves. The transfer to Reserves were approved at the Executive Committee (4 February 2026). 5.2. Appendix A is the service analysis statement and outlines the key projected outturn variances by service for the Resource. The Service positions are outlined in appendices B to F. 3 11
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5.3. Children and Families: The forecast across Children and Families, Justice and Performance and Support Services show a breakeven position after all proposed transfer to reserves. The proposed Children and Family transfer to reserves is (£3.095 million) for residual pressures within the Service which are anticipated to continue into 2026/2027 while the budget recovery plan continues to be implemented. 5.4. Adults and Older People: The Adults and Older People position at Appendix D also shows a breakeven position after all proposed transfers to reserves. Within this is the Adults and Older People budget, which is delegated to the Integrated Joint Board (IJB) and includes transfers to reserves for Transformational Residential Care (£0.500 million) and a contribution to The Promise (£0.750 million) to further augment the support for young people transitioning from Children and Family Services to Adult Services over the following 2 years. It also includes a £1.762 million commitment in relation to the element of the budget delegated to the IJB – this is effectively an underspend on the delegated budget. This underspend relates to the current levels of vacancies across residential, daycare, homecare and social workers, offset in part by pressures across the service. 5.5. These monies are part of the Council’s contribution to the IJB and could have been retained by the Council, however this assumed commitment allows the IJB to retain this non-recurring underspend within their reserves earmarked for future costs. This is in line with the approach to integrating Health and Social Care budgets. It is proposed that these monies will be retained in the Council’s Balance Sheet, as a creditor, and will be available for use by the IJB. 5.6. The Executive Committee, on 4 February 2026, approved that the IJB retains this non- recurring underspend within their reserves, earmarked for future care costs. 5.7. Virements are proposed to realign budgets. These movements have been detailed in the appendices to this report, as appropriate. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. There are inflationary and budget pressures including utilities costs and general inflation pressures which increase the risk of overspend, however these have mitigated through the IJB financial plan for 2025/2026. 7.2 The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the new forecasting within FUSION and work within the Resource and the finance teams, ensures early warning for corrective action to be taken where appropriate. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and, therefore, no impact assessment is required. 8.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. 12
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Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 27 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Social Work Resources Committee – 19 November 2025 List of Background Papers Financial Ledger and budget monitoring results to 29 December 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 13
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Appendix A Revenue Budget Monitoring Report Social Work Resources Committee: Period 10 Ended 29 December 2025 (No. 10) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (before Transfers) (£000) % YTD Actual (£000) Performance and Support Services 6,187 5,899 288 4.65% 4,134 Children and Families Services 52,841 50,736 2,105 3.98% 37,585 Adult and Older People Services 192,159 190,909 1,250 0.06% 141,826 Justice Services 881 179 702 79.68% 271 Net Controllable Exp. 252,068 247,723 4,345 1.72% 183,816 Transfer to Reserves 0 4,345 (4,345) - - Position After Transfer to Reserves 252,068 252,068 0 0.00% 183 Service Heading Explanation for significant projected outturn variances Performance and Support Services The projected year end variance is an underspend and is the result of vacancies that are being actively recruited. Children and Families Services The net projected outturn position is an underspend, before any Transfers to Reserves. There are projected overspends in fostering & adoption, kinship care and transport. These have been funded from the non-recurringly temporary budget virement from Adult and Older People Services due to reduced pension contributions not fully required in this financial year, the planned reduction in costs achieved from the Budget Recovery Action Plan, and underspends within employee costs. After proposed transfer to reserves (section 5.3), Children and Families’ Services shows an outturn overspend of £0.990 million. This is offset by underspends in the other non-delegated Services of the Resource. Adult and Older People Services The net projected outturn is an underspend before any Transfers to Reserves. There are projected underspends in relation to employee costs due to vacancies, utilities and direct payments. These are offset in part by pressures arising from increasing demands for services. This position assumes a commitment of £1.762 million to be held in the IJB Reserve for future care costs (section 5.4) After the proposed transfer to Reserves, Adults and Older People shows a breakeven position (section 5.6). Justice Services The projected year end variance is due to vacancies that are being actively recruited. 14
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Appendix B Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 29 December 2025 (No.10) Social Work Resources Summary Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 120,640 116,540 4,100 Under 25.69% 82,756 Property Costs 3,436 3,538 (102) Over (31.08%) 2,547 Supplies & Services 6,138 5,848 290 Over 14.66% 4,015 Transport & Plant 4,312 4,404 (92) Over (9.61%) 3,587 Administration Costs 1,812 2,182 (370) Over (62.83%) 777 Payments to Other Bodies 24,381 24,907 (511) Over 3.11% 17,477 Payments to Contractors 155,680 154,715 950 Under 5.96% 101,081 Transfer Payments 4,375 4,847 (472) Over (419.73%) 3,984 Financing Charges 397 425 (28) Over (138.41%) 29 Total Controllable Exp. 321,171 317,406 3,765 Under 1.17% 216,253 Total Controllable Inc. (69,103) (69,683) 582 Over (24.50%) (32,437) Net Controllable Exp. 252,068 247,723 4,345 Under 1.72% 183,816 Transfer to Reserves 0 4,345 (4,345) Position after Transfer to Reserves 252,068 252,068 0 - 0.00% Variance Explanations Variance explanations are shown in Appendices C-F as appropriate. Budget Virements Budget virements are shown in Appendices C-F as appropriate. Transfers to Reserves Transfers to Reserves are shown in Appendices C-F as appropriate. 15
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Appendix C Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 29 December 2025 (No.10) Children and Families Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 21,048 19,095 1,953 Under 9.28% 13,880 1, b Property Costs 581 599 (18) Over (3.10%) 440 Supplies & Services 562 528 34 Under 6.05% 386 Transport & Plant 617 789 (172) Over (27.88%) 448 2 Administration Costs 368 439 (71) Over (19.29%) 214 3 Payments to Other Bodies 10,002 10,450 (448) Over (4.48)% 7,800 4, a, b,c Payments to Contractors 16,535 15,547 988 Under 5.98% 11,058 5,c Transfer Payments 4,362 4,807 (445) Over (10.20%) 3,951 6 Financing Charges 23 34 (11) Over (47.83%) 6 Total Controllable Exp. 54,098 52,288 1,810 Under 3.35% 38,183 Total Controllable Inc. (1,257) (1,552) 295 Over (23.47%) (598) 7 Net Controllable Exp. 52,841 50,736 2,105 Under 3.98% 37,585 Transfer to Reserves 0 3,095 (3,095) i. Position after Transfer to Reserves 52,841 53,831 (990) Over (1.87%) Variance Explanations 1. This underspend is a result of vacancies that are actively being recruited or being considered in line with service requirements. 2. The overspend reflects the current demand/use of pool cars which has increased reflecting service need. 3. This overspend mainly relates to mobile phone costs reflecting service delivery. 4. This overspend is due to continuing pressures in relation to increased demand for adoption allowances and fostering placements. 5. The underspend is a combination of the non-recurring temporary budget virement from Adult and Older People service for the reduction in pension contribution not fully required in this financial year and the impact of the budget recovery plan for residential placements in 2025/2026 6. This overspend is a result of increasing demand for kinship care. 7. This over recovery relates to funding received from the Home Office due to an increase in the number of unaccompanied asylum- seeking young people being supported. There is also an over recovery in relation to interagency adoption fees recharged to other local authorities. Budget Virements a. Incorporation of Children and Family price inflation 2025/2026. Net effect: £0.200m: Payment to other bodies £0.200m. b. Realignment of Children and Family young people change fund investment to reflect service delivery. Net effect £Nil. Employee costs £0.300m, Payment to other bodies (£0.300m). c. Realignment due to change in service delivery. Net effect: £nil. Payment to other bodies (£0.453m), Payment to contractors £0.453m. Transfers to Reserves i. Transfer for residual pressures within the Children and Family service continuing into 2026/2027 (£3.095m). 16
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Appendix D Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 29 December 2025 (No.10) Adults and Older People Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 86,365 85,251 1,114 Under 1.29% 60,243 1, Property Costs 2,207 2,248 (41) Over (1.86)% 1,574 Supplies & Services 5,309 5,047 262 Under 4.94% 3,530 2 Transport & Plant 3,426 3,364 62 Under 1.81% 2,933 3 Administration Costs 653 959 (306) Over (46.86%) 399 4 Payments to Other Bodies 13,810 13,863 (38) Over (0.38%) 9,372 Payments to Contractors 139,145 139,168 (38) Over (0.02%) 90,012 a,b Transfer Payments 7 24 (17) Over (242.86%) 20 Financing Charges 46 57 (11) Over (23.91%) 10 Total Controllable Exp. 250,968 249,981 987 Under 0.39% 168,093 Total Controllable Inc. (58,809) (59,072) 263 Over (0.45%) (26,267) 5,b Net Controllable Exp. 192,159 190,909 1,250 Under 0.65% 141,826 Transfer to Reserves 0 1,250 (1,250) i. ii. Position after Transfer to Reserves 192,159 192,159 0 - 0.00% Variance Explanations 1. This underspend is a result of vacancies mainly within Social Workers, Home Carers and Care staff within Residential and Day care services that are being actively recruited or being considered in line with service requirements. 2. This is a non-recurring underspend and reflects the spend on equipment and adaptions for service users based on assessed needs. 3. The underspend reflects the current demand for external transport service delivery. 4. This overspend relates to mobile phone costs reflecting service delivery along with increased legal costs and volume of applications in relation to Adults with Incapacity and guardianship costs. 5. The over recovery in income is due to the continued Self Direct Support (SDS) recovery in relation to Direct payments not utilised by service user. Budget Virements a. Capitalisation of relevant revenue spend in relation to SWIS Plus Replacement project Net effect: (£0.250m), Payment to contractor (£0.250m). b. Realignment to reflect service demands in relation to care home placements. Net effect: £nil, Payment to Contractor (£0.659m), Income £0.659m. Transfers to Reserves i. Transformational Residential Care (£0.500m). ii. Contribution to The Promise to further support young people transitioning from Children and Family services to Adult services (£0.750m). 17
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 29 December 2025 (No.10) 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 4,943 334 Under 6.33% 3,474 1 Property Costs 561 585 (24) Over (4.28%) 443 Supplies & Services 152 194 (42) Over (27.63%) 56 Transport & Plant 164 162 2 Under 1.22% 149 Administration Costs 269 258 11 Under 4.09% 113 Payments to Other Bodies 37 32 5 Under 13.51% 9 Payments to Contractors 0 0 0 Over 0.00% 11 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 319 319 0 - 0.00% 11 Total Controllable Exp. 6,779 6,493 286 Under 4.22% 4,266 Total Controllable Inc. (592) (594) 2 Over (0.34%) (132) Net Controllable Exp. 6,187 5,899 288 Under 4.65% 4,134 Transfer to Reserves 0 0 0 Position after Transfer to Reserves 6,187 5,899 288 Under 4.65% Variance Explanations 1. This underspend is due to vacancies that are being actively recruited. Budget Virements None 18
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Appendix F Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 29 December 2025 (No.10) Justice Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 7,950 7,251 699 Under 8.79% 5,159 1 Property Costs 87 106 (19) Over (21.84) 90 Supplies & Services 115 79 36 Under 31.30% 43 Transport & Plant 105 89 16 Under 15.24% 57 Administration Costs 522 526 (4) Over 0.77% 51 Payments to Other Bodies 532 562 (30) Over (5.64%) 296 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 6 16 (10) Over (166.67%) 13 Financing Charges 9 15 (6) Over (66.67%) 2 Total Controllable Exp. 9,326 8,644 682 Under 7.31% 5,711 Total Controllable Inc. (8,445) (8,465) 20 Over (0.024%) (5,440) Net Controllable Exp. 881 179 702 Under 79.68% 271 Transfer to Reserves 0 0 0 Position after Transfer to Reserves 881 179 702 Under 79.68% Variance Explanations 1. This underspend is mainly due to new posts approved at Committee and vacancies resulting underspends while being actively recruited to. Budget Virements a. None. 19
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 18 February 2026 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 29 December 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 third 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 paragraph 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 29 December 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 21
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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 the report. Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 21 January 2026 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 29 December 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 22
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Appendix A South Lanarkshire Council Capital Expenditure 2025/2026 Social Work Resources Programme For Period 1 April to 29 December 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 23
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 18 February 2026 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources – Workforce Monitoring – 1 October to 31 December 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 October to 31 December 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 October to 31 December 2025 relating to Social Work Resources be noted: - attendance statistics occupational health accident/incident statistics discipline, grievance and Dignity at Work cases analysis of leavers and exit interviews Staffing Watch as at 13 September 2025 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to Committee. This report for Social Work Resources provides information on the position for 1 October to 31 December 2025. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of December 2025 for Social Work Resources. The Resource absence figure for December 2025 was 8.8%, this figure has increased by 1.0% when compared to the previous month and is 1.3% higher than the Council-wide figure. Compared to December 2024, the Resource absence figure has increased by 0.3%. Based on absence figures as at December 2025 and annual trends, the annual average absence for the Resource for 2025/2026 is 8.0% compared to a Council- wide annual average figure of 6.1%. 5 25
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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, 416 referrals were made this period. This represents a decrease of 28 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 54 accidents/incidents recorded and investigated within the Resource this period. This represents an increase of 10 when compared with the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 17 disciplinary hearings were held within the Resource, this remained the same 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. Four grievance hearings took place within the Resource, this figure has increased by 1 when compared to the same period last year and 4 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 21 leavers this period eligible for an exit interview. This figure has decreased by 8, when compared with the same period last year. Seven exit interviews were conducted in this period, this figure has decreased by 1 when compared to the same period last year. 5. Staffing Watch (Appendix 3) 5.1. There has been an increase of 13 employees in post from 14 June to 13 September 2025. 6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 7. Financial Implications 7.1. All financial implications are accommodated within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 9. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 26
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10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Soumen Sengupta Director, Health and Social Care 15 January 2026 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 Committee – 19 November 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 27
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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 7.0 October 8.5 11.0 10.1 October 7.1 8.6 8.0 October 5.1 6.0 6.2 November 7.3 8.1 6.6 November 9.0 10.0 10.1 November 7.8 8.7 7.8 November 6.2 6.9 7.0 December 7.4 7.0 7.6 December 9.5 11.6 11.2 December 8.1 8.5 8.8 December 6.6 7.0 7.5 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 7.0 Annual Average 9.1 10.7 10.0 Annual Average 7.2 8.1 8.0 Annual Average 5.4 5.9 6.1 Average Apr-Dec 6.1 6.8 7.0 Average Apr-Dec 8.9 10.5 9.5 Average Apr-Dec 7.0 8.0 7.8 Average Apr-Dec 5.1 5.6 5.8 1789 1023 2812 15695 Appendix 1 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Social Work Resources APT&C Council WideResource TotalManual Workers No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 28
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Oct - Dec Oct - Dec 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 128 107 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 3 1 TOTAL 444 416 Oct - Dec Oct - Dec 2024 2025 Over 7 day absences 3 0 Minor 17 24 Near Miss*** 1 8 Violent Incident: Physical**** 14 14 Violent Incident: Verbal***** 9 8 Total Accidents/Incidents 44 54 Oct - Dec Oct - Dec 2024 2025 Total Number of Hearings 17 17 Time Taken to Convene Hearing October - Oct to Dec 2025 0-3 Weeks 4-6 Weeks Over 6 Weeks 3 8 6 Oct - Dec Oct - Dec 2024 2025 Number of Grievances 3 4 Number Resolved at Stage 2 1 1 Still in Progress 2 3 Oct - Dec Oct - Dec 2024 2025 Number of Incidents 2 4 Still in Process 2 4 ****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 102 155 *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. 83 22 128 131 CAUSE OF ACCIDENTS/INCIDENTS 29
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Oct - Dec Oct - Dec 2024 2025 Career Advancement 3 5 Child Caring / Caring Responsibilities 0 1 Moving outwith area 2 6 Personal Reasons 0 3 Travelling difficulties 1 0 Other 23 6 Total Number of Leavers Eligible for Exit Interview 29 21 Number of Exit Interviews conducted 8 7 Percentage of interviews conducted 28% 33% ANALYSIS OF REASONS FOR LEAVING Appendix 2a SOCIAL WORK RESOURCES 30
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As at 13 September 2025 Total Number of Employees F/T P/T F/T P/T 192 228 942 1390 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 315.94 1442.62 472.16 94.29 32.60 0.00 1.00 0.00 2361.61 As at 14 June 2025 Total Number of Employees F/T P/T F/T P/T 191 230 923 1395 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 319.33 1436.10 465.66 91.30 31.60 0.00 1.00 0.00 2347.99 Appendix 3 JOINT STAFFING WATCH RETURN SOCIAL WORK RESOURCES *Full - Time Equivalent No of Employees Salary Bands 2752 MALE FEMALE TOTAL Salary Bands MALE FEMALE TOTAL 2739 *Full - Time Equivalent No of Employees 31
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 18 February 2026 Report by: Director, Health and Social Care Subject: South Lanarkshire Justice Social Work Community Payback Annual Report 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present South Lanarkshire’s Community Justice Scotland (CJS) Community Payback Order (CPO) Annual Report 2024/2025 [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. A CPO is a community-based sentence introduced by the Criminal Justice and Licensing (Scotland) Act 2010. Courts can impose a CPO instead of a custodial sentence for offences punishable by imprisonment or, in some cases, instead of a fine. Unpaid Work and Supervision are the most commonly imposed elements. Courts rely on a criminal justice social work report to determine suitability unless disposing at the lowest level. 3.2. Local authorities - through Justice Social Work (JSW) - have statutory responsibilities for delivering and managing CPOs. These duties are set out in legislation and detailed in national practice guidance. This includes:- preparing annually a Community Payback Order report for CJS under Section 227ZM of the Criminal Procedure (Scotland) Act 1995 publishing its own report locally contributing to the national summary laid before the Scottish Parliament 3.3. South Lanarkshire JSW submitted the appended 2024/2025 report on 2 November 2025 and will publish that report locally following presentation to this meeting of the Social Work Resources Committee. The content of the appended report will inform the overall summary report that CJS will prepare and which will then be laid before Parliament on the 31 March 2026. 4. Areas of Focus 4.1. The format of the CPO Annual Report template 2024/2025 remains the same as 2023/2024. CJS, in collaboration with representatives from JSW, Scottish Government, and Social Work Scotland, have developed a template of questions and case studies for local areas to complete. 6 33
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4.2. Case Studies Example 4.2.1. The Caledonian System programme continues to provide an effective integrated approach to addressing domestic abuse by men towards women and children. The importance of 1-to-1 pre-group work has been highlighted as a significant intervention to address negative attitudes relating to denial, minimisation and blame. 4.2.2. This programme is integral to the South Lanarkshire contribution to Equally Safe in contributing to preventing and eradicating violence against women and girls in South Lanarkshire. 4.3. Unpaid Work 4.3.1. The annual report highlights that positive work has been undertaken in relation to a range of key outdoor projects including a partnership with Clyde Climate Forest who aim to plant 18 million trees in both urban and rural parts of Glasgow and the Central belt over the next decade. 4.4. Feedback 4.4.1. South Lanarkshire JSW has been an exemplar in capturing lived experience feedback through Care Opinion, reinforcing the value placed on seeking feedback and learning from lived experiences across services and communities. This approach continues to allow the council’s JSW to build on its strengths while also identifying areas where things may not be working as expected, supporting targeted refinements and improvements wherever appropriate. 4.4.2. The following are examples of feedback included in the report:- I became subject to an order a year ago. At this time, I was drinking regularly and using cocaine as well as picking up charges. I haven't picked up any charges and are no longer using substances. I have focused on me, my mental health and managing my emotions which has helped me progress massively.” My CPO has been very positive. I don't see it as a negative, as its help me hold myself accountable and support me through my journey to sobriety and my goals. I've been given plenty guidance and linked in with external supports. My workers have maintained good communication and created a space where I feel cared for and valued. I feel like an individual and not just a number. I have had so much support on different court orders from the Whole System Approach Justice Team at South Lanarkshire. I feel that my workers from this team have had so much positive impact for me. 5. New Areas of Development 5.1. The South Lanarkshire Community Justice Partnership Community Justice Outcome Improvement Plan underlines a commitment to ensure that those given community sentences are supervised and supported appropriately to protect the public, promote desistance from offending and enable rehabilitation by delivering high quality, and consistently available, trauma informed services and programmes. 5.2. Local analysis during 2024 has indicated that 64% of CPO’s have service users with low and medium risks which would be appropriate to support initially on a groupwork programme for then consolidation as part of one-to-one work to promote learning into practice and to reinforce individual case planning. Consequent Section 27 grant money was utilised to recruit a full time Programme Co-ordinator to organise, facilitate and manage the group work and scheduling across of the fieldwork teams, with the 34
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Decider Skills programme adopted with is trauma-informed and focused on mental wellbeing and emotional regulation. 5.3. In addition, the Recovery Oriented Justice Service (which has previously been presented to the Committee) has completed its first year of service following funding from Corra, South Lanarkshire Alcohol and Drug Partnership (SLADP) and the Council. The Recovery Oriented Justice Service has received national interest and recognition, notably winning the prestigious Integrated Care Award at the 2024 Scottish Health Awards. 6. Employee Implications 6.1. There are no implications for employees identified within this report. 7. Financial Implications 7.1 There are no additional financial implications identified in 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 information contained in this report. 9. Other Implications 9.1. There are no additional implications identified in this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy, and therefore no impact assessment is required. 10.2. This report does not require a consultation to be carried out. Professor Soumen Sengupta Director, Health and Social Care 12 January 2026 Link(s) to Council Values/Priorities/Outcomes focused on people and their needs working with and respecting others accountable, effective, efficient, and transparent ambitious, self-aware and improving Previous References None List of Background Papers Appendix 1 – Community Payback Order Report 2024/2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Gillian Booth Service Manager Children and Justice Social Work Telephone: 07725886299 Email: gillian.booth@southlanarkshire.gov.uk 35
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1 Community Payback Order (CPO) Annual Returns Template Financial Year: 2024/25 Local Authority: South Lanarkshire Template Return Date: Friday, 31 October 2025 Please return all completed templates to CJS at CJSImprovement@communityjustice.scot and copy the Scottish Government at cpo@gov.scot 1. Background Under the Community Justice (Scotland) Act (2016), local authorities have a statutory duty to report on the operations of Community Payback Orders (CPO) within their area on an annual basis to Community Justice Scotland (CJS). CJS will then collate these returns and summarise them in a report which is laid before Scottish Parliament. To assist with this reporting duty, CJS, in collaboration with representatives from Justice Social Work, the Scottish Government, and Social Work Scotland, has developed a template of questions for local areas to complete. This template is designed to support the reporting requirement. 2. Completing the template Please answer the following questions contained in this year’s CPO template. When answering the questions, please ensure that all case studies and feedback are anonymised. We understand that maintaining anonymity may be more challenging for some local authorities. If this applies to your area, you may provide a more general response to the questions. 6 37
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2 Please ensure all answers are relevant to your local area within the 2024 to 2025 reporting year. If you need any support in completing this template and or have any questions, please do not hesitate to get in contact with CJS. Contact details can be found on the title page of this form. Thank you for taking the time to answer the questions in this template. 3. Questions to answer 1) Reducing risk of re-offending Please provide a case study or examples of your work with people subject to a Community Payback Order (CPO), focusing on how you work to address their offending behaviours and reduce the risk of reoffending. This case study reflects a service user subject to a CPO with a Programme Requirement to attend Caledonian System groupwork. Steven (not his real name) was convicted of offences against his wife of 12 years. He had two children to this marriage, ages 7 and 10. Following sentencing Steven continued to live in the family home. Children and Family social work were involved with the children due to Steven’s abusive behaviour which resulted in child protection registration for the two children. They were subsequently placed on a Compulsory Supervision Order (CSO) with regular core group meetings which were attended by his Supervising Officer. During the initial stages of the order, there were significant concerns with Steven’s attitude and level of accountability. He viewed himself as the victim of abuse and he also engaged in significant levels of denial, minimisation and blame. As a result, he struggled during the 1:1 pre-groupwork sessions and he often became hostile. Two months into the order, Steven was involved in a further offence against his partner which took place in the family home. As a result, he was made subject of bail conditions not to approach or contact his wife or family members of wife and not to enter his home address which resulted in him being homeless. He was supported to make a homeless application, and he was subsequently placed in a temporary homeless accommodation. Caledonian programme work was suspended for a period to focus on supporting Steven with his homeless situation and emerging issues relating to his alcohol use and mental health. He was also referred to the employment support agency (Wise Group) to improve his employability. While the further charges were eventually discharged, Steven continued to reside separately from his wife and children while still spending time together as a family, monitored through the CSO. Once some stability had been achieved, programme work recommenced and there was a marked improvement in his engagement and learning. It appears that having received support for his wider welfare needs, he was better able to engage with programme work. Steven was able to evidence greater insight and awareness of his abusive behaviours with him demonstrating an awareness of on the impact of his abusive behaviour upon his wife and children. He was also able to identify a need for him to improve on his communication skills in his relationship with his wife. He also highlighted that he wanted to work on his 38
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3 parenting skills reporting a desire for him to be more “present” and “engaged” as a parent. Steven fed back during a CPO review “I now know I am responsible for my own actions and it’s no longer about a blame game”. A referral to the Caledonian Children’s Service for parenting work was made and Steven progressed to the Caledonian Group work stage of the programme. He successfully completed all five group work modules in the group setting. Group facilitators noted that he was a positive group member who contributed well during the group work sessions and met the learning outcomes of each session. It was also noted that he had demonstrated positive change in his thought processes and increased levels of responsibility for his abusive behaviour. Towards the end of the order, Steven returned to the family home and was reporting an improvement in his relationship with his wife and children. There was no other evidence of offending behaviour either through further charges or police concern reports. Children and Families social work were no longer involved due to the positive progress made. Steven had also secured full-time employment and was feeling positive about his future. Upon discharge of his order Steven contacted his supervising officer by text message and thanked her for her support. He stated, “Once again, thank you for your support. I'd be grateful if you could pass on my thanks to the Caledonian team for supporting me. I've learned a lot, and, both you and the team, have helped me in so many ways. I'll continue to be mindful of my actions and behaviour and will make a conscious effort to step back from any conflict, stay in control, practice self-calming, and apply everything I have learned.” This case study shows that through a combination of perseverance from the supervising officer; addressing welfare needs alongside managing risks to others and, effective programme work, individuals with a high level of risk can be supported to make the necessary changes for their own and their families benefit. 2) Support for underlying needs Please provide a case study or example of your work with people subject to a CPO, which demonstrates how their underlying needs (for example, mental health, substance use) are identified, and how you work to address those. This case study related to a male, Alan (not his real name), convicted of non-contact offences of a sexual nature against an older child. Alan has a diagnosed learning disability and there were traits that indicated possible Autism however, there was no formal diagnosis. A referral was made to the Community Learning Disability Team (CLDT) and the case was thereafter co-worked along with the CLDT Forensic Nurse. After the initial two appointments there was concern around Alan’s engagement, responses and comprehension. At this point a referral was made to advocacy (Equal Say). The advocate supported Alan to explore his feelings and views around his supervision sessions and was able to feedback that he felt overwhelmed during supervision explaining there could be too many questions, and he had concern that he does not always understand verbal and written communication and feels that he would benefit from this been broken down and simplified. Following this it was agreed that “Talking Mats”, a bespoke intervention and an approach that suited his learning needs, would be introduced due to its simplicity in that it elicits communication by placing pictures under a response rather than having to verbalise it. Alan responded very well to this and was able to advise afterwards that he felt more 39
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4 comfortable. In conjunction with CLDT, a bespoke Talking Mats Programme was devised for Alan to undertake Moving Forward Making Changes (sexual offence focused group work) based on Good Life Goals. Through the Talking Mats work it became evident that for most of his adult life Alan had negative associates and was vulnerable to financial exploitation and peer pressure to use drugs and alcohol. Therefore, focus was diverted to safety planning, and he now has a safety plan which he contributed to. Furthermore, it was considered that a more practical approach would be helpful for Alan and roleplay was introduced to supervision as a means of allowing him to experience challenging situations and practice his responses. This has been challenging for him, but he has engaged well and has impressed with his ability to provide quick and appropriate responses. Through the use of Talking Mats, Alan’s ability to engage meaningfully has significantly improved. Although there has been a focus on practical/ physical communication tools, there has been a notable increase in confidence in verbal communication. Alan has explained this is due to having a better understanding of the work being presented, as well as enjoying the visual focus being elsewhere for example, looking at the Talking Mats items rather than ongoing eye contact. There has been no evidence of further offending and progress has been made in addressing treatment needs. 1) Unpaid work Please describe a case study or provide examples of Unpaid Work activity. This year South Lanarkshire Council’s Unpaid Work team have worked closely with The Clyde Climate Forest (CCF) team who are aiming to see 18 million trees planted in both urban and rural parts of Glasgow City Region and the central belt area over the next decade. Their vision is to plant the right trees, in the right places to help nature recover and thrive. The Unpaid Work team is working in partnership with CCF to achieve this vision by planting and maintaining tree saplings as well as growing trees from seed and saplings within our Kitchen Garden. To date, the Unpaid Work team in South Lanarkshire, have planted 3000+ trees and below are some examples: 40
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5 Cockburns Reservoir Cathkin – Referral from Clyde Climate Forest (CCF) to support their goal to plant 18 million tree across Glasgow City Region over the next decade. This was the first tree planting project undertaken by the service. Throughout the reporting period Unpaid Work services in South Lanarkshire have undertaken a range of tasks and activities and below are some before and after pictures to evidence some of the work: 41
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6 Before: Machanhill primary School walkway, Larkhall After: 42
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7 Before: Burnside Primary School in Rutherglen After: 43
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8 Before: Seafield Drive Rutherglen – Referral received from Housing Resources to clear up a communal area with the aim to encourage positive use by tenants. After: 44
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9 Machanhill Primary School Larkhall – Referral received from the school for outdoor play equipment for the children. The pirate ship was constructed within the woodwork shop and re-built in situ within the school grounds. Positive Futures: The Unpaid Work services have developed a specific groupwork programme to support people’s mental and physical health and wellbeing. This was first developed in January 2024 and service users are referred into the programme by their allocated worker. Each session is planned in advance and focuses on health and wellbeing, with input from a range of services including: • Citizen’s Advice Bureau • Money Matters • Venture Trust and Keep Well Nurses • Armed Forces veteran support services • CAReS (South Lanarkshire Council substance use services) • The Beacons (Substance use recovery services) • Venture Trust Scotland • Money Matters debt advice • NHS Lanarkshire Well Being Nurse Service. 45
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10 Time is spent within the Auchentibber training kitchen learning a variety of recipes and cooking on a budget. Another focus is keeping active and using exercise to support participants mental health. These activities range from health walks, cycling, hill walking, squash and gym sessions. Below is a case study example of someone who engaged with our Positive Futures programme as part of their Unpaid Work: David (not his real name) was referred into Positive Futures Group as he is a veteran who was struggling with poor mental health, addiction and financial issues. David was in the Armed Forces for seven years, has issues with alcohol use and a substantial amount of debt which he was struggling to address. Through his involvement with the Positive Futures Group, he was able to focus on his physical health, life skills and wider support available in the community. He took part in squash, badminton, hill climbing, cycling and walking activities which he thoroughly enjoyed. Part of the learning in the group is cooking a meal on a budget; all participants create a meal and work together to prepare and make this. David fully engaged in this aspect of the group too and took pride in his efforts. Another part of Positive Futures is to ask voluntary organisations from the community to link in with the group to offer support. David was homeless living with his aunt and unable to apply for housing due to outstanding rent arrears. SSAFA (Soldiers, Sailors, Airmen and Families Association) worked with David, cleared his rent arrears which allowed him to apply for housing. David also worked with Money Matters to address his Child Support payments and other debts he accumulated. David was referred into The Beacons (substance use recovery service) who offered him evening appointments due to his work commitments. The Well Being nurses gave David a health check which identified health issues which had to be addressed by his GP. He was prescribed medication for this; without this check this would have gone unnoticed. At the end of every session, service users are asked to complete a weekly feedback form. The following quotes are from David’s feedback forms. What did you like best about today’s session? ‘Getting a health check by the nurses as I don’t tend to keep an eye on my health on my own’ ‘Playing squash for the first time’ ‘Cycling around Strathclyde Park’ How will today’s session help you in your day-to-day life? ‘Give me a push to get registered with a GP to get blood pressure checked’ ‘Getting help to try to get replacement medals’ 46
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11 ‘Help from SSAFA in regard to rent arrears’ At the end of David’s time on the group, he had engaged with Housing and had been given homeless priority and was awaiting a flat. He continued with his physical activity and had a membership to the gym which he attended with his brother. David continued to work with Money Matters with regard to his debt and addressed his health issues with his GP. David appeared to be in a better place mentally and had hope for the future. 2) Other activity Please describe the main types of "other activity" carried out as part of Unpaid Work or other activity requirement. Throughout the reporting period South Lanarkshire Council’s Unpaid Work service have provided a range of other activity opportunities for those who receive Unpaid Work. This has included the following: Community Custody Muriel Artwork South Lanarkshire justice social work services (JSW), in partnership with North Lanarkshire justice services, University of the West of Scotland and Police Scotland have commissioned artistry work for Police Custody cells in Motherwell Police station. The concept and designs have been co-produced by young people in our Services with the aim of the artwork to support young people when in Police custody and develop thinking and next steps for support. A group of individuals attending Unpaid Work services have been involved in the focus group sessions as part of a new research project. The project is contributing to changes in the local Police custody suites, through the introduction of painted murals which will be designed with information from the focus sessions and will help direct people to support services who are in Police custody. The focus sessions were facilitated by Dr Johanne Miller (University of the West of Scotland) and the artwork is being designed and installed by a Glasgow mural artist based at SWG3, who will create the mural on the walls within the holding area at Motherwell Police Office with the themes created as part of the focus group sessions. Money Matters Support has been provided as part of other activity to help people consider aspects relating to benefits and finances as well as budgeting and debt management. Health and Wellbeing Initiatives A range of NHS Health Events as part of the Quit Your Way programme was offered to support people to explore ways to quit smoking and vaping. These included: • NHS Health Event: Mouth Cancer Awareness • NHS Event: Snowed Under (focusing on Mental Health and Sleep Patterns)- This programme was hosted in the run up to the Christmas period, which people had advised was often a difficult time period for a number of people attending Unpaid Work • Health Walks • Keep Well Nurse Appointments • REHIS Food and Hygiene Course - four service users completed this six-week course on Monday, 02 December 2024 • SHIELD – Home Fire Safety and Road Safety Programme • Referrals to Venture Trust, Rangers, and Celtic Foundations and many more. 47
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12 3) Feedback Please provide a summary of quotes or feedback on the impact of supervision requirements and or Unpaid Work or other activity requirements from the following perspectives: • people subject to a supervision requirement • people undertaking unpaid work or other activity requirement • the community and beneficiaries of Unpaid Work South Lanarkshire JSW services application of Care Opinion exemplifies the value we place on seeking feedback and learning from lived experiences across our Services and our communities. We strive to enable every voice to have an opportunity to be heard, recognising that every story has the potential to inspire positive change. This is crucial as it helps us build on our strengths while also identifying areas where things may not be working as expected, allowing us to make targeted refinements and improvements wherever appropriate. Encouraging the use of Care Opinion as an accessible and meaningful mechanism for providing feedback on JSW services has required a thoughtful and tailored approach to ensure our service users fully understand the platform’s purpose and how their input contributes to service improvements. JSW developed a working group to consider the interface and experience service users would have of our platform. This included refining language and providing accessible promotional materials to ensure people could provide feedback in a range of ways and devices. Improvement measures were made following discussion with services users on how they experienced its use and ease of recording. The service’s success of this feedback has been driven by a strong, proactive network of Care Opinion Champions, who play a pivotal role in encouraging and supporting staff to engage service users in reflective discussions about their experiences. This personalised support helps contribute to building trust and fostering an environment where service users feel confident and valued. JSW Services Care Opinion stories reflect the commitment of staff to fostering meaningful conversations with those we serve. The positive outcomes delivered by the teams and the improvements achieved by services shows what can be achieved through dedication, innovation, and a genuine commitment to caring, listening and learning. Care Opinion Feedback East Kilbride Locality “Everyone I have met and spoke with has been very kind, understanding and helpful with me. Nobody judged me because of my sentence they allowed me show who I was as a person 1st. They made me feel comfortable in their presence and made me feel like they really wanted to help me. My experience with them has been very positive and they have given me confidence in myself.” Hamilton Locality “I became subject to an order a year ago. At this time, I was drinking regularly and using cocaine as well as picking up charges. I have worked with Sam and Margaret for a year and have learned lots about myself. I haven't picked up any charges and are no longer using substances. I have focused on 48
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13 me, my mental health and managing my emotions which has helped me progress massively.” Clydesdale Locality “My CPO has been very positive. I don't see it as a negative, as its help me hold myself accountable and support me through my journey to sobriety and my goals. I've been given plenty guidance and linked in with external supports. My workers have maintained good communication and created a space where I feel cared for and valued. I feel like an individual and not just a number. I was given a personal placement in the community for my Unpaid Work, and it was great as it was personalised to my abilities, whilst pushing me out my comfort zone and building my confidence. This order has given me a lot to reflect on and has helped me with my sobriety. Whole System Approach Team “I have had so much support on different court orders from the Whole System Approach Justice Team at south Lanarkshire. I’ve had two different workers from the team and they’ve both treated me well with kindness and no judgement. I’ve been supported through court and homelessness and encouraged on to do well. I feel that my workers from this team have had so much positive impact for me.” East Kilbride Locality “I was provided with two years of supervision as a result of a conviction. I use the word ‘provided’ intentionally because from the first date until the last I felt entirely supported and cared about by my two Social Workers. I had no idea what to expect but wanted to approach the process positively and with good grace. I have undertaken several occasions of counselling for PTSD matters but none came close to the listening ear and advice I received from my Social Workers. I looked forward to every meeting and always came away in a positive frame of mind and filled with hope for the future, which had looked very bleak prior to my supervision. If the Criminal Justice System as a whole mirrored the professionalism, kindness, and honesty I experienced here, I believe that society would be a safer, more inclusive and welcoming place. I haven’t named my Social Workers as I’m unsure of how appropriate that might be in this context. However, in more than 30 years of public service and a following six years as a resident of East Kilbride, I count my two Social Workers as two of the finest women I have ever encountered. I cannot praise them highly enough but give thanks that my life was bettered by their inclusion. Thank you from the bottom of my heart.” 49
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14 4) Benefits and challenges of other CPO requirements Please mark with a cross the requirements that were imposed by Courts in 2024 to 2025. ☒Compensation requirement ☒Programme requirement ☐Residence requirement ☒Restricted movement requirement ☒Conduct requirement ☒Alcohol treatment requirement ☒Drug treatment requirement ☒Mental health treatment requirement For each of the requirements that were imposed (up to a maximum of 300 words) please describe innovative and practice examples, challenges, and impact associated with each. Conduct Requirements South Lanarkshire Justice Services have reviewed the trends associated with CPO requirements imposed over 2024-2025. There continues to be a significant number of conduct requirements-imposed verses other specific treatment requirements, including alcohol, drug and mental health requirements. It is of note that there has been no significant increase in the number of CPO imposed in 2024-2025 compared to the previous year. The vast majority of conduct requirements imposed stipulate that an individual must engage with addiction services or mental health services. While to some extent this has the same impact as imposing a specific alcohol/drug or mental health treatment requirement and can be used in a similar way in practice, it does mean that the true extent of the need for specific assessment and service provision in these areas are not evidenced and recorded to support continuous development of services. It is recognised that local Court services impose the use of conduct requirements for attendance at MFMC/MF2C (Moving Forward 2 Change) and Caledonian System Programme instead of specifically the “Programme” requirement. The challenge with this approach relates to the ease in which the social work case management system can identify those who have specific programme requirements and future service planning based on increased requirement for these interventions. South Lanarkshire Council continue to work in partnership with Lanarkshire Court services in these areas and JSW ensure that appropriate CPO requirements are made clear within JSW reports with evidence and justification for these. Restricted Movement Requirements Other areas of relevance over 2024 -2025 relate to the low use of Restricted Movement Requirements (RMRs). The national guidance in relation to RMRs states that if a report of an RMR breach is received from G4S the entire order has to be returned to Court under breach. This restricts the flexibility supervising officers have to use professional judgement to explore the reasons for breach and seek to address any barriers with consideration of the use of formal warnings if appropriate. 50
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15 This is in contrast with the use of Electronic Monitoring on throughcare licences, where supervising officers can apply professional judgement and impose internal warnings for breaches if the assessment is that risk can be managed safely without resorting to breach. Breaching CPO’s where an individual may otherwise be engaging well can have implications for progress being made. As such the recommending of RMR’s is evidenced less frequently within JSW reports, compared with that of Restriction of Liberty Order’s (RLO). This issue has been raised with Community Justice Scotland for further exploration. Drug Testing and Treatment Orders (DTTO) South Lanarkshire Justice services have considered the learning from undertaking a review of their DTTO services in line with the Scottish Government review Community sentencing options for people with substance use problems: review findings summary - gov.scot It is recognised, whilst not conclusive, that evidence mandatory testing for those in treatment and recovery to not be yielding any better result for desistance from offending than other recovery-based approaches. It is identified that whilst engagement and abstinence/reduction in and from drug use is individual, research suggests trauma informed and intensive support with assertive outreach support from those with lived experience has positive outcomes. The introduction and implementation of the Medically Assisted Treatment (MAT) standards have significantly shifted the landscape in relation to access to services and treatment options. At the time that DTTO was first created there were challenges in terms of accessing treatment and services, however, with the introduction of the MAT standards there are more streamlined processes which are more readily accessible in South Lanarkshire. This enables same day access and an offer of a wide range of treatment options and support services locally. National reporting indicates that mandatory testing for those in treatment and recovery to not be yielding any better result for desistance from offending than other recovery-based approaches. It is recognised that whilst engagement and abstinence/reduction in and from drug use is individual, research suggests trauma informed and intensive support with assertive outreach support from those with lived experience has positive outcomes. Changing drug trends and the increasing use of ever-changing chemical compounds found in illicit drugs, (such as the wide ranges of psychoactive substances and other synthetic drugs such as Nitazene’s), are now more commonplace and are increasingly difficult to detect using our current drug testing measures. This suggests that in general regular drug testing now provides limited reliability as many of the drugs being used are not being detected. South Lanarkshire JSW report a significant breach rate for those placed on DTTO in comparison to other statutory Court orders. This indicates that many people find it difficult to manage the rigours of such an order. The fixed expectations of DTTO’s, where people are expected to attend appointments multiple times per week and engage with testing can often be too difficult to manage for people who present with often complex needs. 51
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16 Strategic and operational working group were developed to support the direction of the review, along with separate sub-working groups to undertake consultation and focus group sessions to gather relevant data and information. This enabled JSW to explore key aspects of the review and to allow possible alternative model options to be further explored. Consultation was also undertaken with staff and service users. Both indicated that the testing arrangements due to predictability and frequency allowed for circumvention of the process if a person chose to do so. There was a view that regular reviews did give a motivation to remain in recovery and 1-1 support was essential to remaining within service and treatment. A bench making exercise was undertaken with comparator local authorities to understand their DTTO arrangements and it is clear there is no defined model that consistently provides best outcomes and further clarity on the national landscape of DTTO’s will be understood later in 2025 through the review work undertaken by Social Work Scotland’s Community Sentencing group. Going forward South Lanarkshire wish to introduce facilitating Community Payback Orders with alcohol and drug requirements. This would be supported through the Recovery Orientated Justice Services (Section 9) integrated nursing service provided by Community Addictions and Recovery Service (CAReS) who will be able to oversee assessment and treatment pathways for those with active substance use. In addition GP Service commissioned DTTO would provide prescribing and review sessions for those on CPO’s with Alcohol/Drug requirements. This will ensure a continuation of a strong integrated justice and health model that CAReS and JSW are committed to embedding. There is ongoing dialogue with local sheriff courts to discuss with these proposals to revise drug testing arrangements and expand the current integrated social work and health care approach to those with long term drug use. 5) Organisational improvements and ongoing challenges Looking back at last year (2023-24), have there been any improvements to the challenges you noted? Are there any challenges you are still facing this year (2024-25)? In the previous CPO Annual Report of 2023-2024 it was reported JSW Services had taken the opportunity to take a lead role within its Community Justice Partnership (CJP). This had included ensuring staff and managers have a sound knowledge of the national aims and priorities within the national strategy for Community Justice. The integration of JSW and CJ is further being established through the planned transfer of the CJP Co-ordinator post over to JSW Services. This will support a cohesive and joined up approach to taking forward CJS National Strategy and associated aims and priorities. Workforce Development Last year South Lanarkshire Council JSW reported its commitment to supporting and improving the working lives of its employees and recognises the continued national and local challenges in retention and recruitment of social work staff. Whilst the impact on JSW has not been as acute as other some areas of social work, there continues to be challenge in retention of staff to higher salaried posts in other local authorities. 52
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17 The pending National Social Work Agency will improve on workforce planning and oversee pay and grading within a national framework and South Lanarkshire Council will support the progress in these areas. Offending Behaviour Groupwork The South Lanarkshire Community Justice Partnership Community Justice Outcome Improvement Plan underlines a commitment to ensure that those given community sentences are supervised and supported appropriately to protect the public, promote desistance from offending and enable rehabilitation by delivering high quality, and consistently available, trauma informed services and programmes. Local analysis during 2024 has indicated that 64% of CPO’s have service users with low and medium risks which would be appropriate to support initially on a groupwork programme for then consolidation as part of one-to-one work to promote learning into practice and to reinforce individual case planning. In order to facilitate this development Section 27 grant money was utilised after approval from South Lanarkshire Social Work Resource Committee in May 2024 to recruit a full time Programme Co-ordinator to organise, facilitate and manage the group work and scheduling across of the locality teams. Locality groupwork is due to commence using the Decider Skills programme. This programme was chosen as it meets the needs of our service users through being developed to be trauma informed and focusing on mental wellbeing and emotional regulation. The skills are designed to help people identify their own thoughts, feelings and actions 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. All locality staff will be trained in the use of Decider Skills, which can also be used on a one-to-one basis in supervision. Quantitative data on the impact of the programme will be gathered and included in next year’s report. Creating Capacity in UPW In March 2025 JSW presented to South Lanarkshire Council’s Social Work Resource Committee an overview of the current UPW arrangements and proposed developments to sustain and create capacity in the service. Forecasting the potential increase in outstanding hours over the next 5 years is estimated at 57% and to address this future impact the service has invested in additional UPW supervisors and case managers. There continues to be challenges in respect of service users attending appointments for both induction and starting placement. JSW continue to impress the importance to people at the JSW report stage to attend UPW if they are given this as a sentence. To support this JSW have developed a short life working group to review induction and placement commencement targets with a range of improvements. These include at the JSW report interview an appointment with time, date and instructions for attending the UPW base given to each person assessed as suitable for UPW as a sentence disposal. 53
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18 JSW have established a reminder text service initiative to help people attend their UPW shifts. A review of this service has informed that is of benefit to the person when they have commenced contact and regular placement attendance, as it assists in the prompting and confirmation of their next day to attend. This approach has been further supported through creating a peer mentor post dedicated to UPW and supporting service user engagement when people are nearing a breach of order. JSW continue to work with Scottish Court and Tribunal services to support information provision at the point of sentencing for immediacy of orders commencing. 6) Collaborative working across justice partnerships Please provide any examples of work with community justice partners, including the third sector, to effectively deliver CPOs. Cabinet Secretary for Home Affairs and Justice Visit to UPW services South Lanarkshire UPW Service continues to deliver on Community Justice Scotland’s National aims and priorities, specifically in respect to aim 2 Ensure that robust and high quality community interventions and public protection arrangements are consistently available across Scotland. This was demonstrated in the recent visit made to UPW services by the Cabinet Secretary for Justice and Home Affairs on 27 November 2024. The service evidenced a number of key initiatives: 54
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19 Laundry Service and Winter Jacket Appeal The UPW laundry project provides an emergency laundry provision to vulnerable adults and families and referrals can be made by South Lanarkshire wider social work resource. The laundry project also provides a service to the wider community which includes laundering football kits for South Lanarkshire Leisure, towels used during holistic and therapeutic treatment provided by charities as well as laundering and ironing clothing for individual charity shops. The service works in partnership with local schools and community groups to launder school uniforms for their clothing banks and has also laundered graduation gowns for graduation ceremonies. The annual Winter Jacket appeal is a collaboration with local schools that involves laundered and redistributed jackets donated to children and families who need them most. This initiative, led by the UPW service, exemplifies the community focused ethos of South Lanarkshire JSW. The service laundered and donated over 300 jackets during 2024-2025. The jackets were distributed between 10 South Lanark Schools participating in the appeal including; Law Primary, Muiredge Primary, Stonelaw High, and Blacklaw Primary School. Veterans in Justice In October 2024 South Lanarkshire Council JSW launched their veteran strategy Supporting Veterans Within Justice Social Work 2024 - A Vision for the Future. South Lanarkshire JSW Services are committed to ensuring those are in or with armed forces experience and families are supported in line with the South Lanarkshire Council Armed Forces Covenant Strategy 2024-2027. JSW recognise that veterans of the armed forces may experience individual challenges that cause them to be in conflict with the law and to enter formal justice services. Through this people may experience difficulties within the following areas: • Substance use and support into recovery communities • Housing • Throughcare from prison • Education and Employability • Health • Mental Health Through our services, including CPO’s, Unpaid Work, Throughcare, Diversion from Prosecution and Structured Deferred Sentence services, we commit to promoting and signposting people to appropriate Pan Lanarkshire Veteran services. JSW will ensure accessibility to its services, recognising and championing the individual needs of its veteran service users. Through recognising inclusion as a preventative approach to people becoming further involved in the justice system. These include groupwork, women’s services, substance use recovery and mental health support groups. 55
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20 JSW have ensured their staff are engaged and connected to the appropriate veteran support groups and have established veteran representatives their locality and Unpaid Work service to continue promoting awareness and supporting up to date information and services available to veterans and their families. In August 2024, South Lanarkshire JSW welcomed the Scottish Government’s Veterans Commissioner to their Unpaid Work Service to discuss the strategy and hear from staff and veterans about the difference the individualised support and groupwork initiatives had made to their lives. The visit supported the opportunity to discuss opportunities for better identification and support nationally could be offered to those with veteran experience. South Lanarkshire Council will be taking forward through their Liquid Logic case management system a recording section which will capture with better accuracy the number of veterans experienced people are supported in their services. This will then facilitate accurate data to consider needs and future service planning for these service users. Following this visit South Lanarkshire Justice Services were highlighted within https://www.scottishveteranscommissioner.org/report-veterans-and-the-law as a service delivering best practice in this area of work. (South Lanarkshire Justice Development Day 8th October 2024) In the reporting period, several steps have been taken to help improve service delivery for veterans. A Veteran’s representative’s group has been established with five members of staff with a particular interest in this area. The Veterans representatives have created practice guidance for workers in relation to working with veterans; have developed a directory of local veteran’s services that is updated regularly and are the first point of 56
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21 contact for workers across the service who have questions about how best to support veterans on their caseload. Auchentibber Community Kitchen Garden The Auchentibber community kitchen garden commenced in 2021 with the support of an educational gardener and has developed significantly during 2024-2025. The vision has been to develop a community and educational gardening initiative through working in partnership with our communities and service users. Projects are created to support emerging needs identified within South Lanarkshire Council’s strategies on Climate, Sustainability and Environment development. Every project aims to be trauma informed and focus on the health and wellbeing of all those in our service and community. The service contributes to the South Lanarkshire Good Food Strategy 2020-2025 objectives, in particular good food at home and in the community and good food growing. It also directly contributes to South Lanarkshire’s Sustainable Development and Climate Change Strategy, in particular ensuring South Lanarkshire’s natural environment is protected, enhanced and respected and its environment provides health and wellbeing to local communities. It evidences to communities’ meaningful reparation through gardening, growing and landscape maintenance and directly involve citizens in this where appropriate. This approach supports service users wellbeing and health through outdoor projects, promoting the connection between nature, mental health and physical activity aligned to Scottish Governments Mental Health Strategy 2017-2027. The kitchen garden now occupies the grounds of Auchentibber with the inclusion of a polytunnel, various raised beds, growing areas and flower patches. The garden has an annual harvest calendar and fruits and vegetables grown are shared with homeless projects, service users and/or cooked within our kitchen learning hub including the summer soup programme. 57
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22 The service has received support from Castlebank Horticultural Centre to improve our knowledge and increase the number of products we grow in our kitchen garden. Other key examples of South Lanarkshire JSW having worked in partnership with a range of community partners including third sector to effectively deliver CPO’s include: • Working alongside members of the National Collaborative and the change group in relation to the charter of rights for those affected by substance use. This has allowed for the development of a scoping exercise aimed at ensuring the charter of rights will be well embedded in practice across South Lanarkshire • Third sector partners linked with our Alcohol and Drug Partnership (ADP) have been key members of a number of Justice Services operational and strategic working groups, aimed at improving service provisions through working closely with individuals and families who have lived experience • In the reporting period JSW have worked in partnership with COPFS, Police Scotland and third sector partners to develop and progress three strategic working groups aligned to the key CJS priorities. This has involved collaborative working to ensure that good progress is being made in relation to each area • In South Lanarkshire there remains positive partnership working in relation to MAPPA. Partner services work closely together in order to manage elements of risk. We also work closely with our partners in North Lanarkshire Justice Services to host joint MAPPA learning events. 7) Additional information Is there any other relevant information you wish to highlight? This may include: • any new and/or notable trends in the CPO cohort (for example, changing needs, offence types, demographics) • areas for improvement and planned next steps • new ways of working and benefits achieved from these Emerging Trends There continues to be significant complexities in relation to people’s mental health and substance use, with an increasing prevalence of episodes of overdoses, both in the community and during periods of contact with justice staff. This is a priority area of development to support both staff and ensure the safety of those experiencing the effects of substance use. Nyxiod (opioid blocking nasal spray) training is being provided in partnership with South Lanarkshire Council’s learning and Development services, ADP and commissioned third sector partners, MySupportDay, to all staff within social work resources. This will assist staff’s knowledge and confidence in responding to overdoes incidents and support reducing drug related deaths. 58
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23 Recovery Oriented Justice Service (ROJS) The ROJS Services has completed its first year of service following funding from Corra, South Lanarkshire ADP and JSW services for a two-year test of change in partnership with Hamilton Sheriff Court. This service supports a dedicated Pan Lanarkshire Alcohol and Drug Problem Solving Court (ADPSC) designed to promote a public health approach to those in conflict with the law whose offending is related to their substance use and to protecting the public. The ROJS Team provide support direct from the Court, with social workers attending all ADPSC reviews and offering support for the person to attend. Individuals subject to structured deferred sentences receive rapid access to treatment and support services, with health needs prioritised. Individual action plans that incorporate choice and a rights-based approach to best meeting identified needs are created in conjunction with the individual and their family or loved ones. The mid-term independent evaluation of South Lanarkshire Council’s ROJS has exemplified the effectiveness of embedding a public health approach with integrated nursing and peer mentor support which is currently meeting, and in some cases even exceeding, the overarching objectives. It has been found that the ADPSC is making a positive contribution towards changes within the wider criminal justice and addiction system. Should the project continue along current trajectories, the ADPSC has the potential to change the direction of national standards for the delivery of CPO’s across Scotland for individuals who are in conflict with the law via substance use. By adopting a public health model, and utilising an inclusive person-centred approach, service users, alongside their families, are able to have an input into individually tailored services. The project has also received national interest and recognition, notably winning the prestigious Integrated Care Award at the 2024 Scottish Health Awards. Whilst this approach is aimed at preventing people receiving formal CPO’s, there are longer term opportunities to consider how this approach can be widened out within CPO’s with alcohol and drug requirements as discussed in Section 6 of this report. The mid-term evaluation also evidenced the mental health provision challenges, in which there is an overrepresentation of need for people receiving this Service. Staff across JSW have identified mental health and emotional wellbeing of service users as an increasing concern. They report that individuals subject to CPO’s are often presenting with acute mental health challenges including displaying traits of mental illness or personality disorders. These issues are often undiagnosed, and service users can find it challenging to engage with health services so that proper assessments can take place and appropriate support put in place. In response to this, JSW have sought to develop workers knowledge base and skills in dealing with mental health issues, particularly trauma. For instance, JSW have worked with health colleagues to access Safety and Stabilisation training for 25 members of staff with a goal of having all qualified staff trained to this level in the future. In addition, as outlined in section 4, Decider Skills training is being provided for staff given its specific trauma informed approach. Further mental health training for workers including suicide prevention training is also being progressed. The next steps in terms of developing a public health approach to CPO’s where alcohol and drug use is a significant factor in offending will be to scope out the opportunities for 59
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24 embedding an integrated mental health practitioner to support assessment and intervention. This requires additional multi-agency discussions and work with South Lanarkshire Health and Social Care Partners to consider the implementation and funding of this initiative. MAPPA South Lanarkshire Council in May 2024 declared a Housing emergency crisis in relation to the increase in homelessness applications. There continues to be significant pressure on local housing stock which brings challenges in terms providing appropriate accommodation for CPO service users. This has a particular focus for those subject to MAPPA arrangements due to the additional Public Protection requirement and Environmental Risk Assessments as required as part of the National Accommodation Strategy for Sex Offenders. These challenges require collaborative and inter-authority problem solving and assistance. An example of this approach has been through the Pan- Lanarkshire MAPPA arrangements (North and South Lanarkshire) with the utilisation of the Pan-Lanarkshire Housing Assistance Protocol. This is an example of partnership working to address dual housing and public protections challenges MAPPA partners experience. JSW Services are embarking on the implementation of the JSW MAPPA Team as part of the justice social work re-design completed in 2024. This service will create a dedicated centre of expertise and knowledge when working with those convicted of sexual offending, incorporating full utilisation of the pending Home Office risk and case management system, MAPP’s. Analysis of the current service user’s subject to Notification of Sex Offender Requirements caseloads represented 80% of level 1 Orders subject to Community Payback Orders. The MAPPA level 1 review in 2023 concluded that by 2030 there would be an 57% increase in MAPPA level 1 cases. Following review of case load complexity, in line with Social Work Scotland’s Setting the Bar 2022 review of manageable caseloads for Social Workers, it was established that additional qualified social workers, Team Leader and Operations manager would be required to manage this area of public protection and group work associated with Moving Forward 2 Change sexual offending programme. Service implementation and recruitment to these posts are in progress including initial discussions with Police Scotland regarding co-location of Sex Offender Policing staff to support and integrate the future use of MAPP’s. 60
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25 Unpaid Work Community Engagement Events (Cambuslang Town Centre UPW display) During June-August 2024 people across South Lanarkshire had the opportunity to learn about the range of public services offered by the Unpaid Work service. The events were held in the town centres of Hamilton, Cambuslang, East Kilbride and Lanark to show displays of projects carried out by the team across South Lanarkshire in the last year, including maintaining paths and green spaces and carrying out maintenance work in the grounds of care homes and schools. The public were asked to give their views on the types of projects they think the service should be carrying out to help local residents or groups. The sessions provided a context to explain that those convicted of offences provide payback to society while at the same time learning valuable skills that can support their long-term rehabilitation. Stalls were set up with examples of other types of projects carried out, such as ‘rag rug’ blankets that are made from preloved bedding and clothing and are then donated to charities for rescue animals. Attendees could also see produce grown in the Unpaid Work community garden as well as baking from the Unpaid Work kitchen. More than 100 people attended the various events. The response from the public was very positive, with a number of people making requests for Unpaid Work assistance to be considered. The events were also attended by former service-users who spoke of the impact the service had on them that provided an opportunity for change in their lives. 61
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26 Unpaid Work Squad Management Digital Solution South Lanarkshire JSW in conjunction with West Lothian and Glasgow Justice Services have collaborated with the national improvement organisation for local government in Scotland (Improvement Service), to develop a robust digital solution for the management of unpaid work placements and service user order completion. South Lanarkshire JSW have assisted in developing the quantifiable benefits to a national system that could be adopted by all 32 local authority Justice teams. This was achieved by utilising staff’s expertise in the design phase of the system and feedback to the prototype models developed. The benefits that would be realised from this system would be an overall reduction in administration, reliable and consistent data collection, improved risk management and more efficient ability to address non-compliance. South Lanarkshire will support this initiative going forward and work with Social Work Scotland to realise its development. Self-Evaluation – Performance Management, Quality Assurance and Outcomes During the reporting period, the Care Inspectorate embarked on a thematic review in respect of the Scottish Government priorities outlined within the National Strategy for Community Justice, specifically: • Aim 2 - Ensure that robust and high-quality community interventions and public protection arrangements are consistently available across Scotland. The Care Inspectorate developed a self-evaluation approach to enable JSW services to consider the extent to which their Service can confidently and robustly evidence the performance, quality and associated outcomes of the support and supervision they provide to people on community sentences. As part of this the South Lanarkshire Council’s JSW volunteered to be an early adopter of testing the new self-evaluation template based upon Quality Indicator 6.4: Performance Management and Quality Assurance. Alongside completing and submitting the template, South Lanarkshire JSW services participated as a pilot area for validation with the Care Inspectorate visiting on-site in October 2024 to meet with relevant leaders, members of JSW staff and people who use services to explore the supporting evidence and triangulate key findings of the self- evaluation. The feedback from this process has been used to further inform the continuous improvement of local arrangements alongside informing what will be an updated approach to self-evaluation across Scotland. 62
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27 Summary of Feedback The Care Inspectorate have expressed their appreciation to South Lanarkshire JSW for contributing to this process, and the positive and reflective manner in which staff engaged throughout. Based on this process, the Care Inspectorate has: • validated South Lanarkshire Council JSW service’s approach to self-evaluation as robust, considered and mature • assessed the service as being able to appropriately demonstrate strengths and identify areas where improvement is required • expressed their confidence that the service is committed and well placed to further develop your culture of continuous improvement in your provision of support and supervision to people on community sentences. Key strengths identified included: • visible leadership at all levels, with leaders demonstrating an open, inclusive and participatory approach • the vision for the service was communicated well and understood throughout teams and development and innovation was encouraged and supported at both strategic and operational levels • governance arrangements being clear and comprehensive • a robust data dashboard with clear systems in place to support effective evidence gathering reporting and analysis of performance data • that performance data improvements are being well driven at all levels of the service, particularly with individual teams through the service re-design • strong culture of learning and a commitment to continuous improvement permeated at all levels of the Service The self-evaluation identified a range of appropriate improvement activities which have supported the following developments: • the development of a performance framework event in October 2024 with all JSW staff to help focus on their achievements and considering the advancement of outcome reporting • the creation of a robust quality assurance framework with agreed tools to support consistency • the development of training for Team Leaders and Operations Managers to support understanding of roles and responsibilities within quality assurance and to undertake and lead on self-evaluation and quality assurance within teams • utilisation of Level of Service/ Case Management Inventory (LS/CMI) reporting functions to evidence the difference services can make to people’s lives. • Creation of a single point of reference Share Point electronic site for all national and local guidance and polices, learning review outcomes and data dashboard for JSW staff to access. 63
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 18 February 2026 Report by: Director, Health and Social Care Executive Director (Housing and Technical Resources) Subject: Consultation on Change to Release Point for Short- Term Prisoners - Response 1. Purpose of Report 1.1. The purpose of the report is to:- inform of the Scottish Government Call for Views on Change to Release Point for Short-Term Prisoners and submitted response on behalf of South Lanarkshire Council 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted; (2) that the appended response to the Scottish Government Call for Views on change to release point for short-term prisoners, submitted on 9 February 2026, following consultation with the Chair of the Social Work Resources Committee, be noted. 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 (as reported to the Committee at its 19 November 2025 meeting). 3.2. Following a statement in Parliament from the Cabinet Secretary for Justice and Home Affairs on 3 February, the Scottish Government has sought views on a proposed change to the automatic early release of certain short-term prisoners (Appendix 1). 3.3. Following the changes made by the Prisoners (Early Release) (Scotland) Act 2025, most short-term prisoners are released after serving 40% of their sentence. The Scottish Government have now sought views on proposals to change that release point so that those eligible are instead released after serving 30% of their sentence. Those serving sentences for domestic abuse and sexual offences would continue to be released after serving 50% of their sentence. The change is intended to apply retrospectively subject to transitional provisions. 4. Call for Views 4.1. The Call for Views was issued on 3 February 2026 and with a deadline of 9 February 2026. 7 65
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4.2. The appended response on behalf of South Lanarkshire Council has been prepared by officers and reflects the issues raised by members during consideration of previous reports on the use of emergency release powers under section 3C Prisoners and Criminal Proceedings (Scotland) Act 1993. The submission timelines for the consultation did not allow for a paper being taken to Committee for approval, and so the response at Appendix 2 has been agreed in consultation with the Chair of the Committee such that it could be submitted within the timescales set. 5. Employee Implications 5.1. As reflected in the appended response, proposed changes to early release arrangements are likely to have operational and workforce implications for South Lanarkshire Council, particularly across services that support people leaving custody. 6. Financial Implications 6.1. As reflected in the appended response, proposed changes to early release arrangements are likely to contribute to financial pressures for South Lanarkshire Council, particularly across services that support people leaving custody. 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 implications of the proposed changes are set out within Appendix 2. 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. 9.1 There was no requirement to undertake any formal consultation in terms of the information contained within this report. Professor Soumen Sengupta Director, Health and Social Care Stephen Gibson Executive Director (Housing and Technical Resources) 9 February 2026 Link(s) to Council Values/Priorities/Outcomes ♦ Accountable, effective, efficient, and transparent ♦ Fair, open, and sustainable ♦ Ambitious, self-aware, and improving List of Background Papers Appendix 1 - Directorate For Justice Letter 3 February 2026 Appendix 2 - South Lanarkshire Council Submission 66
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Aine McCrae, Head of Children’s and Justice Services Tel: 01698 454887 Email: aine.mccrae@southlanarkshire.gov.uk Sharon Egan, Head of Housing Services Tel: 01698 454595 Email: sharon.egan@southlanarkshire.gov.uk 67
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St Andrew's House, Regent Road, Edinburgh EH1 3DG www.gov.scot DIRECTORATE FOR JUSTICE DJUST : Prison and Release Division E: communityjustice.consult@gov.scot 3 February 2026 Dear colleagues, Following the statement in Parliament today from the Cabinet Secretary for Justice and Home Affairs, I am writing to seek your views on a proposed change to the automatic early release of certain short- term prisoners. Following the changes made by the Prisoners (Early Release) (Scotland) Act 2025, most short-term prisoners are released after serving 40% of their sentence. We are seeking your views on proposals to change that release point so that those eligible are instead released after serving 30% of their sentence. Those serving sentences for domestic abuse and sexual offences would continue to be released after serving 50% of their sentence. The change is intended to apply retrospectively subject to transitional provisions. Further information is provided in the Annex to this letter. The prison population has reached critical levels, and these proposals form part of a range of measures designed to support a sustainable reduction so that prison places are focused on people who absolutely need to be there. Given the urgency, the consultation period is short, but we aim to supplement this through our ongoing engagement and would also be happy to arrange specific meetings on request. Should changes be taken forward, we will continue to work closely with partners on delivery. If approved the intention would be for this change to come into effect following the end of the current emergency early release process which will end on 30 April 2026 This consultation will also build on the views shared during the development and delivery of the Prisoners (Early Release) (Scotland) Act 2025 on this topic, with the aim of providing you with an opportunity to share any additional views on both the release point and how changes can be effectively delivered. Appendix 1 7 69
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St Andrew's House, Regent Road, Edinburgh EH1 3DG www.gov.scot Public and victim safety will remain paramount, supported by statutory exclusions and transitional provision for release planning. This consultation will run until midday on 9 February 2026. A template of questions has been provided in the Annex to support your submission. Please submit responses to communityjustice.consult@gov.scot. Please do get in touch should you have any questions or wish to discuss the proposals. Thank you for your continued efforts and engagement on this important issue. Yours sincerely, James McLellan DEPUTY DIRECTOR PRISON AND RELEASE DIVISION 70
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St Andrew's House, Regent Road, Edinburgh EH1 3DG www.gov.scot Annex: Overview of proposals and questions A number of measures have been taken towards establishing a sustainable prison population. This includes increasing prison estate capacity through the new prisons in Inverness and Glasgow; an increase in the use of bail supervision; the roll out of electronically monitored bail across the country; and optimising the use of Home Detention Curfew. The independent Sentencing and Penal Policy Commission will publish its report on 6 February 2026 which will inform our longer-term strategy for establishing a sustainable prison population. Despite this action, further action is required and we are seeking views on proposals to amend the automatic early release of short-term prisoners. Under section 27A of the Prisoners and Criminal Proceedings (Scotland) Act 1993, Scottish Ministers have a power to change the point of automatic early release of short-term prisoners, which is those serving a sentence of less than four years. The power also allows changes to be made to the release points of children detained in summary and solemn proceedings and fine defaulters and those in contempt of court. We are proposing to change the release point for most short-term prisoners, including children detained for a period of less than four years so that they would be released after serving 30% of their sentence instead of 40%. The change would not apply to prisoners or children in secure care serving all or part of their sentence for domestic abuse or sexual offences, or an offence with a domestic abuse statutory aggravator. Such individuals will continue to be released after serving 50% of their sentence. It is intended that the change would apply retrospectively. Initial modelling indicates that this change could result in a sustained reduction of between 239 – 312 people compared to what the prison population would have been had the change not been made. The intention is that any changes would not be taken forward until after the end of the current emergency early release process which will end on 30 April. The intention is that the first releases could begin shortly thereafter but subject to transitional provision so that the initial releases of individuals becoming immediately eligible upon commencement, would be phased. The regulations can only be used to change the release point and to whom any changes apply. The regulations cannot be used to change the way prisoners are released. Most short-term prisoners are released unconditionally, subject to any supervised release order or extended sentence. Those leaving prison are entitled to request support called voluntary throughcare support. Victims have a right to get information about the release of a prisoner via the Victim Notification Scheme. The Scottish Prison Service will contact those registered with the Victim Notification Scheme if there is a change to the release date of a prisoner involved in their case. If eligible, you can also request this information directly from the Scottish Prison Service. Any changes taken forward would be subject to the approval of Parliament. 71
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St Andrew's House, Regent Road, Edinburgh EH1 3DG www.gov.scot Questions Name: Organisation: Contact: 1. What are your views on changing the release point for certain short-term prisoners to 30%? 2. What are your views on excluding those serving sentences for domestic abuse and sexual offences? 3. What are your views on making equivalent changes for children detained in secure accommodation? 4. What are your views on the changes applying to short-term prisoners serving sentence for fine defaults and contempt of court? 5. What are your views on the proposed transitional approach to initial releases? 6. Do you have any other comments? 72
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Appendix 2 SCOTTISH GOVERNMENT DIRECTORATE FOR JUSTICE Call for views on a proposed change to the automatic early release of certain short- term prisoners (3 February 2026). SOUTH LANARKSHIRE COUNCIL SUBMISSION (9 February 2026) 1. What are your views on changing the release point for certain short‑term prisoners to 30%? South Lanarkshire Council, informed by the advice of the South Lanarkshire Community Justice Partnership, recognises that addressing Scotland’s unsustainably high prison population will require a range of complementary measures. Adjusting the automatic early release point for certain short‑term prisoners to 30% represents one measure that may contribute to easing pressure on the prison estate in the short term. That said, the Council is clear that these arrangements must remain exceptional and time‑limited, and not become an established means of managing prison population pressures. The Council considers it essential that any changes are clearly communicated and implemented as part of a public‑protection‑led approach that maintains public confidence in the justice system. The Council also notes the Partnership’s view that the most sustainable progress is likely to come from continuing to reduce the use of short‑term sentences in the first instance, supported by increased use of effective community‑based alternatives such as bail supervision and electronic monitoring, where appropriate. These approaches provide opportunities to support rehabilitation, reduce reoffending and strengthen longer‑term community justice outcomes. In relation to housing, the Council recognises that the impact of earlier release will vary depending on individual circumstances. For those with settled accommodation to return to, earlier release can support tenancy sustainment and help prevent rent arrears from accruing. For individuals who require accommodation on release, earlier release highlights the importance of ensuring that housing and support pathways are well aligned. This is particularly relevant in the context of South Lanarkshire Council’s declared housing emergency and the Scottish Government’s declaration of a national housing emergency, both of which underline sustained and severe pressure on housing systems. Even with strong partnership arrangements in place through the Sustainable Housing on Release for Everyone (SHORE) standards and early housing options work, an earlier release point reinforces the need for continued collaboration and capacity‑building to meet demand in a planned, safe and person‑centred way. 2. What are your views on excluding those serving sentences for domestic abuse and sexual offences? South Lanarkshire Council supports the exclusion of individuals serving sentences for domestic abuse and sexual offences from the proposed changes, recognising the 7 73
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central importance of public protection, victim safety and maintaining public confidence in justice outcomes. At the same time, informed by the Community Justice Partnership, the Council highlights the potential value of continuing to develop tailored, evidence‑based approaches that support desistance while maintaining robust safeguards. Where appropriate and subject to thorough risk assessment, there may be opportunities to strengthen individualised planning linked to enhanced community‑based monitoring and structured engagement with accredited programmes, such as the Caledonian System or Moving Forward: Making Changes. The Council considers that similar proportionate, risk‑informed principles can support the effective management of individuals convicted of violent offences where serious harm or public protection risks have been identified, ensuring responses remain focused on safety, rehabilitation and the long‑term reduction of reoffending. 3. What are your views on making equivalent changes for children detained in secure accommodation? South Lanarkshire Council considers that equivalent changes should apply to children detained in secure accommodation, ensuring consistency and fairness between children sentenced to secure care and adults sentenced to short‑term imprisonment. Reflecting the advice of the Community Justice Partnership, the Council emphasises the importance of expanding robust, trauma‑informed community‑based alternatives that reduce reliance on secure care and custody wherever possible. Secure care and short‑term imprisonment should be used proportionately and only where necessary to manage a significant risk of serious harm. The Council highlights the importance of strong, coordinated planning across children’s services, youth justice and education to support earlier release. Ensuring appropriate accommodation and support - particularly for young people aged 16 and over - will be essential to promoting stability, wellbeing, public protection and positive long‑term outcomes, in line with GIRFEC principles. 4. What are your views on the changes applying to short‑term prisoners serving sentences for fine defaults and contempt of court? South Lanarkshire Council considers that custody should be used proportionately and primarily where there is clear evidence of a risk of serious harm to the public. The Council notes the Community Justice Partnership’s view that community‑based responses often provide more effective opportunities to address the underlying issues associated with fine default and contempt of court, while supporting compliance and public confidence. Applying the proposed changes to this group may offer benefits by reducing time spent in custody and supporting earlier reintegration into the community. For individuals with stable accommodation, earlier release can help maintain housing, employment and family links. 74
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For those who require accommodation on release, earlier release reinforces the importance of early engagement, SHORE‑aligned planning and close coordination between justice, housing and support services. Continued alignment of resources and capacity across the system will support timely access to suitable accommodation and minimise reliance on emergency options. 5. What are your views on the proposed transitional approach to initial releases? South Lanarkshire Council recognises the significant pressures currently facing the Scottish Prison Service and acknowledges that, in the short term, transitional and time‑limited measures may be required to manage an unsustainable prison population safely and lawfully. In this context, the Council considers that the proposed transitional approach is a pragmatic and proportionate operational response that can support a managed reduction in prison numbers. The Council also considers that how these measures are communicated publicly is critical. Clear, consistent messaging from Government that explains the safeguards in place, the temporary nature of the arrangements and the wider system context is essential to maintaining public confidence. Public anxiety about early release should be acknowledged and addressed transparently, particularly given the cumulative use of exceptional measures in recent years. The Council welcomes the opportunity this phased approach provides to plan effectively across local services and partnerships. Commencing the new arrangements only after the conclusion of the current emergency early release programme, and introducing changes gradually, will help ensure service stability and support effective coordination across housing, justice social work and partner organisations. The Council is clear that these arrangements must remain exceptional and time‑limited, and not become an established practice in place of sustainable, whole‑system reform. 6. Do you have any other comments? In line with the advice of the Community Justice Partnership and COSLA’s consistent position, South Lanarkshire Council emphasises the importance of pairing short‑term operational measures with a clear, funded and deliverable medium‑ to long‑term strategy. This should focus on reducing reliance on short‑term sentences, expanding effective community‑based alternatives, strengthening throughcare and post‑release support, and fully embedding the SHORE standards. Ensuring that local authorities and partners are appropriately resourced across the justice, housing, health and social care system is critical, recognising that early release arrangements - and public confidence in them - depend on the effective functioning of multiple public services beyond the prison estate. 75
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 18 February 2026 Report by: Director, Health and Social Care Subject: The Care Home Services (Visits to and by Care Home Residents) (Scotland) Regulations 2026 Call for Views – Response 1. Purpose of Report 1.1. The purpose of the report is to:- inform the Committee of the Health, Social Care and Sport Committee Call for Views on The Care Home Services (Visits to and by Care Home Residents) (Scotland) Regulations 2026 and submitted response on behalf of South Lanarkshire Council [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted; and (2) that the appended response to The Care Home Services (Visits to and by Care Home Residents) (Scotland) Regulations 2026 Call for Views, submitted on 9 February 2026 following consultation with the Chair of Social Work Resources Committee, be noted. 3. Background 3.1. The Care Home Services (Visits to and by Care Home Residents) (Scotland) Regulations 2026 aim to ensure that care home residents can maintain connections with their loved ones, enhancing their emotional wellbeing and rights. 3.2. The regulations, commonly referred to as "Anne's Law," are being introduced under the powers conferred by section 14 of the Care Reform (Scotland) Act 2025. Key provisions include:- Essential Care Supporters - Each resident can identify at least one individual as their Essential Care Supporter, ensuring they have a designated person to connect with, even during challenging circumstances. Facilitating Visits - Care home providers are required to facilitate visits to and from residents, with restrictions only permissible when there is a serious risk to life, health, or wellbeing. Even in such cases, certain types of visits must still be supported. Review Process - If a decision is made to suspend visits, care homes must review this decision promptly upon request from the resident or their representative and notify relevant authorities. 8 77
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3.3. An affirmative Scottish Statutory Instrument (SSI) is being used to progress these Regulations into legislation, with their being subject to a lead Parliamentary Committee’s scrutiny prior to a formal motion asking the Parliament to approve the instrument. The Health, Social Care and Sport Committee has been designated as the lead committee here. 4. Call for Views 4.1. On 2 February 2026 the Scottish Parliament’s Health, Social Care and Sport Committee issued a Call for Views on the Regulations and with a deadline of 9 February 2026. 4.2. The appended response on behalf of South Lanarkshire Council has been prepared by officers and reflect the support expressed for Anne’s Law by the Council in previous related consultations. The submission timelines for the consultation did not allow for a paper being taken to Committee for approval, and so the response at Appendix 1 has been agreed in consultation with the Chair of the Committee such that it could be submitted within the timescales set. 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 was no requirement to undertake any formal consultation in terms of the information contained within this report. Professor Soumen Sengupta Director, Health and Social Care 9 February 2026 Link(s) to Council Values/Priorities/Outcomes accountable, effective, efficient and transparent Previous References None 78
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List of Background Papers https://www.legislation.gov.uk/sdsi/2026/9780111065129/introduction 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 79
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Appendix 1: Health Social Care and Sport Committee Call for Evidence – The Care Home Services (Visits to and by Care Home Residents) (Scotland) Regulations 2026 SOUTH LANARKSHIRE COUNCIL RESPONSE Q.1 – Regulation 2 states that the care provider must identify at least one individual as an Essential Care Supporter. Does this regulation provide/guarantee friends and relatives appropriate involvement in the process of identifying an Essential Care Supporter? South Lanarkshire Council considers that Regulation 2 appropriately places the resident at the centre of the process for identifying an Essential Care Supporter, with an expectation that care providers involve the resident and, where appropriate, friends, relatives and others important to them. The Regulation provides a clear and flexible framework that supports involvement while respecting residents’ wishes, autonomy and the ability to review or change arrangements over time. This is particularly important for residents who may require support to express their views, who experience fluctuating capacity, or where circumstances evolve. The Council welcomes the emphasis on person‑centred decision making and considers that the Regulation appropriately allows for professional judgement to be exercised where residents require support to participate meaningfully in decisions, including consideration of communication needs, cognitive impairment, sensory loss or other accessibility requirements. The Council notes that the Regulation does not introduce new statutory duties for local authorities. Any involvement of council or Health and Social Care Partnership staff is expected to be proportionate, targeted and managed within existing safeguarding, commissioning and professional advisory arrangements. Q.2 – Regulation 3 covers the right to visits in general. Does this regulation adequately describe what ‘facilitation’ of visiting does or does not entail? South Lanarkshire Council considers that Regulation 3 clearly establishes visiting as a fundamental aspect of care, while allowing care providers appropriate discretion to facilitate visiting in a manner that is safe, proportionate and person‑centred. The Regulation strikes an appropriate balance between setting clear expectations and avoiding overly prescriptive requirements, recognising the varied physical environments, staffing models and resident needs within care homes, and the importance of professional judgement in supporting residents’ wellbeing. This flexibility is essential to ensure that visiting arrangements remain compatible with safe staffing levels and operational realities, particularly during periods of system pressure. The Council recognises that digital approaches may, where appropriate, support the facilitation of visiting and communication. South Lanarkshire University Health and Social Care Partnership has experience of using digital solutions within care homes to enhance connection with families and loved ones, demonstrating how technology can augment visiting in a way that is accessible, dignified and responsive to individual choice. The Council emphasises that digital methods should remain optional and inclusive and should complement rather than replace face‑to‑face contact. The Regulations do not 80
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require the introduction of new digital systems, and existing digital capability can support facilitation of visiting without creating additional unfunded obligations for local authorities or care providers. Q.3 – Do you think that the regulations around suspension of visiting (Regulations 4 and 5) provide adequate assurance to residents and their loved ones that they will have the right to continue to care for and visit residents in the event of a suspension of visiting? For example, during an outbreak of infection? South Lanarkshire Council considers that Regulations 4 and 5 provide an appropriate and proportionate framework for managing the suspension of visiting in exceptional circumstances, including outbreaks of infection, while reinforcing the principle that such measures should be time‑limited, justified and subject to review. The Council welcomes the explicit recognition of Essential Care Supporter and Essential Visits during periods of suspension, which provides important assurance to residents and their loved ones that care, relationships and wellbeing will continue to be prioritised, even in challenging circumstances. The Council notes that decisions relating to the suspension of visiting sit within a wider system of infection prevention and control, public health and health protection responsibilities. In practice, this involves interaction between care providers, local public health and health protection functions, and NHS Board leadership, including the established role of NHS Board Executive Directors of Nursing in providing professional leadership and assurance on IPC arrangements in care homes, in line with current Scottish Government guidance. The Council considers that the accompanying Code of Practice would benefit from greater clarity on the distinct but complementary responsibilities of NHS Boards, public health and health protection teams, and the Care Inspectorate during periods of visiting suspension. Clearer articulation of how professional IPC advice, health protection decision making and regulatory oversight are intended to operate alongside one another would support consistency, transparency and confidence across the system, without altering existing statutory responsibilities or introducing additional regulatory burden. This is particularly relevant in light of the notification and assurance arrangements set out in Regulation 5. Q.4 – Do you think the duty to review decisions to suspend on receipt of a valid request is clear and appropriate? South Lanarkshire Council considers that the duty to review decisions to suspend visiting on receipt of a valid request is clear and appropriate. The review mechanism provides an important safeguard for residents and their representatives, reinforcing transparency, accountability and the principle that restrictions should be lifted as soon as it is safe to do so. The Council considers it important that review processes remain proportionate, timely and focused on residents’ rights and wellbeing, while avoiding unnecessary duplication with existing professional and regulatory assurance arrangements. Any involvement of local authority or Health and Social Care Partnership staff in review processes is expected to be infrequent, proportionate and delivered within existing professional roles and responsibilities. 81
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Q.5 – Do you think that the notification processes are appropriate and proportionate? South Lanarkshire Council considers that the notification requirements set out in the Regulations are broadly appropriate and proportionate, and that the duty on providers to notify relevant bodies supports effective oversight and assurance. However, the Council notes that the requirement for notification to take place “as soon as it is practicable to do so”, without an indicative timescale, may result in variable interpretation and practice across providers. This could lead to inconsistency in the timeliness of notifications to Chief Social Work Officers and other relevant bodies, particularly during periods of system pressure such as outbreaks of infection. Given the close interaction between visiting suspension decisions, infection prevention and control leadership within NHS Boards, public health and health protection responsibilities, and regulatory oversight by the Care Inspectorate, the Council considers that this issue would be helpfully addressed through the accompanying Code of Practice. This could reaffirm expectations around prompt notification, clarify how notifications align with existing escalation and assurance routes, and support greater consistency and clarity across the system, while retaining necessary flexibility for exceptional circumstances and avoiding additional regulatory burden. Q.6 – Do you have any comment on the regulations from an international human rights perspective? South Lanarkshire Council considers that the Regulations are consistent with the European Convention on Human Rights, particularly Article 8 (the right to respect for private and family life). The Regulations appropriately recognise the importance of meaningful contact with those important to the individual as integral to dignity, wellbeing and quality of life, while allowing for proportionate and lawful limitations where necessary to protect health and safety. The Council notes that the Regulations promote a human rights‑based approach to care that reflects the lessons learned from the COVID‑19 pandemic, while doing so in a way that is proportionate, deliverable and sustainable within existing public sector arrangements. In this context, the Council emphasises the importance of ensuring that local authorities and Health and Social Care Partnerships are appropriately resourced to meet the expectations set out in the Regulations. The Council notes that Audit Scotland has consistently highlighted the significant and ongoing financial pressures facing social care services and local government in Scotland, including challenges in sustaining quality, meeting rising demand and maintaining safe, effective services within constrained budgets. While the Council considers the Regulations to be proportionate and appropriate in policy terms, their effective and consistent implementation in practice will depend on adequate and sustainable resourcing across the system. This is particularly relevant to the professional oversight, infection prevention and control leadership, review processes and assurance arrangements that support the protection of residents’ rights and wellbeing. The Council therefore considers it important that implementation is supported by a realistic understanding of current system pressures, with appropriate consideration given to resource implications, so that local authorities and Health and Social Care Partnerships are well placed to deliver the Regulations effectively, safely and in a manner that fully upholds residents’ rights. 82