Agenda Document Pack - Social Work Resources Committee - 06/05/2026
South Lanarkshire Council · 6 May 2026
Back to Social Work Resources Committee — 6 May 2026 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 28 April 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, 06 May 2026 Time: 10:00 Venue: Hybrid - Council Chamber, 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 18 February 2026 submitted for approval as a correct record. (Copy attached) 5 - 10 Monitoring Item(s) 3 Social Work Resources - Revenue Budget Monitoring 2025/2026 Joint report dated 2 April 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 2 April 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 January to 28 February 2026 Joint report dated 30 March 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 25 - 32 6 Social Work Resources’ Risk Register Update Report dated 16 April 2026 by the Director, Health and Social Care. (Copy attached) 33 - 38 Item(s) for Decision 7 Enhancing the Promise - Care Close to Home for Care Experienced Young People Joint report dated 15 April 2026 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources). (Copy attached) 39 - 50 8 Final Phase of the Modernisation of Care at Home Services Joint report dated 15 April 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 51 - 58 9 Delivering Discharge Without Delay - Strengthening Hospital Social Work Capacity Joint report dated 15 April 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 59 - 64 10 Unpaid Carers - Right to Breaks and Timescales for Support Plans - Consultation Response Report dated 15 April 2026 by the Director, Health and Social Care. (Copy attached) 65 - 70 Item(s) for Noting 11 Self-Directed Support - Update Report dated 27 April 2026 by the Director, Health and Social Care. (Copy attached) 71 - 76 2
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12 Consultation on the Future of Secure Care - Response Report dated 9 April 2026 by the Director, Health and Social Care. (Copy attached) 77 - 84 13 Care Inspectorate Update for Registered Care Services - 1 September 2025 to 31 January 2026 Report dated 15 April 2026 by the Director, Health and Social Care. (Copy attached) 85 - 98 Urgent Business 14 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Elizabeth-Anne McGonigle Clerk Telephone: 07385 403101 Clerk Email: elizabeth-anne.mcgonigle@southlanarkshire.gov.uk 3
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SOCIAL WORK RESOURCES COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 18 February 2026 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 Janine Calikes, Councillor Margaret Cowie (substitute for Councillor Catherine McClymont), Councillor Maureen Devlin, Councillor Colin Dewar, Councillor Mary Donnelly, Councillor Allan Falconer, Councillor Elise Frame, Councillor Celine Handibode, Councillor Graeme Horne, Councillor Martin Hose, Councillor Eileen Logan, Councillor Hugh Macdonald, Councillor Carol Nugent, Councillor John Ross, Councillor Graham Scott, Councillor David Watson, Councillor Kirsty Williams (Depute) Councillors' Apologies: Councillor Joe Fagan (ex officio), Councillor Mark Horsham, Councillor Catherine McClymont 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; G Booth, Justice Service Manager (Children and Justice Services); C Kavanagh, Head of Transformation and Performance; M McConnachie, Adult and Older People Service Manager; A McCrea, Head of Children and Justice Services Chair’s Opening Remarks The Chair, on behalf of the Committee, welcomed C Kavanagh, Head of Transformation and Performance, to her first meeting and congratulated her on the recent appointment. 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Social Work Resources Committee held on 19 November 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 27 January 2026 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 29 December 2025 against budgeted expenditure for 2025/2026 for Social Work Resources, along with a Probable Outturn forecast for the year to 31 March 2026. 2 5
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The report provided information on the actual spend as at 29 December 2025 within the Resource’s budget, as well as the Probable Outturn position on expenditure and income for the year, as detailed in Appendix B to the report. A Service analysis statement, which outlined key highlights by Service for the Resource, was provided in Appendix A to the report. Virements were proposed to realign budgets, which were detailed in appendices C to F to the report. The forecast across Children and Families, Justice and Performance and Support Services showed a breakeven position after all proposed transfers to reserves, as detailed in paragraph 5.3 of the report. The Resource would continue to work towards managing anticipated budget pressures in Children and Families in 2026/2027 while the budget recovery plan continued to be implemented. The position for Adults and Older People also showed a breakeven position after all proposed transfers to reserves. Within this, was the Adult and Older People budget delegated to the Integration Joint Board (IJB) and included transfers to reserves for Transformations 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 Families Services to Adult Services over the following 2 years. It also included a £1.762 million commitment in relation to the element of the budget delegated to the IJB, which was an underspend relating to current levels of vacancies across residential, daycare, homecare and social workers, which was offset, in part, by pressures across the Service. Those monies were part of the Council’s contribution to the IJB, as detailed in paragraph 5.5 of the report. On 4 February 2026, the Executive Committee approved that the IJB retain this non-recurring underspend within its reserves to be earmarked for future care costs. Officers responded to a member’s question in relation to vacancies in the Justice Social Work Service. The Committee decided: (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. [Reference: Minutes of 19 November 2025 (Paragraph 3) and Minutes of the Executive Committee of 4 February 2026 (Paragraph 3)] 4 Social Work Resources – Capital Budget Monitoring 2025/2026 A joint report dated 21 January 2026 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 29 December 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 19 November 2025. The forecast for the financial year, as detailed in Appendix A to the report, was £0.337 million. Actual expenditure as at 29 December 2025 was £0.337 million. 6
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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 19 November 2025 (Paragraph 4)] 5 Social Work Resources – Workforce Monitoring – 1 October to 31 December 2025 A joint report dated 15 January 2026 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 October to 31 December 2025:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews Staffing Watch as at 13 September 2025 The HR Business Manager responded to a member’s question in relation to the management of Dignity at Work complaints. The Committee decided: that the report be noted. [Reference: Minutes of 19 November 2025 (Paragraph 5)] 6 South Lanarkshire Justice Social Work Community Payback Annual Report 2024/2025 A report dated 12 January 2026 by the Director, Health and Social Care was submitted presenting the South Lanarkshire’s Community Justice Scotland (CJS) Community Payback Order (CPO) Annual Report 2024/2025. The CPO Annual Report 2024/2025 was attached as an appendix to the report and information was provided on areas of focus within the report, together with areas identified for future development. A link to a video, featuring Fieldwork Managers from Justice Social Work (JSW), would be circulated to members following the meeting. The video, which could not be presented at the Committee due to technical issues, provided highlights from the CPO Annual Report 2024/2025, including:- examples of the beneficial work conducted by the Unpaid Work Service (UWS) an overview of the positive work which had been undertaken to support veterans in the justice system The Justice Service Manager (Children and Justice Services) responded to members’ questions on various aspects of the report and, where information was not readily available, undertook to provide this to members. The Committee decided: that the contents of the report be noted. [Reference: Minutes of 26 March 2025 (Paragraph 12)] 7
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7 Consultation on Change to Release Point for Short-Term Prisoners - Response A joint report dated 9 February 2026 by the Director, Health and Social Care and Executive Director (Housing and Technical Resources) was submitted on the Council’s response to the Scottish Government’s consultation on the change to release point for short-term prisoners. 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. Following the delivery of a statement by the Cabinet Secretary for Justice and Home Affairs in the Scottish Parliament on 3 February 2026, the Scottish Government sought views on a proposed change to the automatic early release of certain short-term prisoners, as detailed in Appendix 1 to the report. The Call for Views was issued on 3 February 2026 with a deadline of 9 February 2026. The proposed response, on behalf of the Council, was provided in Appendix 2 to the report. The response reflected issues raised previously by elected members when considering reports on the use of emergency early release powers under Section 3C of the Prisoners and Criminal Proceedings (Scotland) Act 1993. Due to the submission timescales, the consultation response was submitted following consultation with the Chair of the Committee. Officers responded to members’ questions on various aspects of the report. The Chair commented that the short turnaround time for this, and other recent, national Calls for Views limited the scope for consultation with elected members, alongside creating pressures on the capacity to respond. The Committee decided: (1) that the contents of the report be noted; and (2) that the appended response to the Scottish Government’s consultation on the 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. [Reference: Minutes of 19 November 2025 (Paragraph 11)] 8 The Care Home Services (Visits to and by Care Home Residents) (Scotland) Regulations 2026 Call for Views - Response A report dated 9 February 2026 by the Director, Health and Social Care was submitted on the Council’s response to the Scottish Government consultation on The Care Home Services (Visits to and by Care Home Residents) (Scotland) Regulations 2026. The Care Home (Services) (Visits to and by Care Home Residents) (Scotland) Regulations 2026 aimed to ensure that care home residents could maintain connections with their loved ones, enhancing their emotional wellbeing and rights. The Regulations, commonly referred to as ‘Anne’s Law’, were being introduced under the powers conferred by Section 14 of the Care Reform (Scotland) Act 2025. The key provisions of the Regulations were detailed in paragraph 3.2 of the report. An affirmative Scottish Statutory Instrument (SSI) was being used to progress those Regulations into legislation, as detailed in paragraph 3.3 of the report. On 2 February 2026, the Scottish Parliament’s Health, Social Care and Sport Committee issued a Call for Views on the Regulations, with a deadline of 9 February 2026. The proposed response, on behalf of the Council, was provided in the appendix to the report and reflected the support expressed for Anne’s Law by the Council in previous consultations. Due to the 8
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submission timescales, the consultation response was submitted following consultation with the Chair of the Committee. The Chair expressed appreciation at the content of the submitted consultation response and also acknowledged the work of carers’ organisations in ensuring Anne’s Law was enacted. The Committee decided: (1) that the contents of the report be noted; and (2) that the appended response to the Scottish Government’s consultation on The Care Home Services (Visits to and by Care Home Residents) (Scotland) Regulations 2026, submitted on 9 February 2026 following consultation with the Chair of the Social Work Resources Committee, be noted. 9 Urgent Business There were no items of urgent business. 9
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 6 May 2026 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources - Revenue Budget Monitoring 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April 2025 to 20 February 2026 for Social Work Resources provide a forecast for the year to 31 March 2026 1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [re (1) that the forecast to 31 March 2026 of a breakeven position after approved transfer to reserves, as detailed in Appendix B of the report, be noted; and (2) that the proposed budget virements be approved. [1recs] 3. Background 3.1. This is the fourth revenue budget monitoring report presented to the Social Work Resources Committee for the financial year 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 20 February 2026 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. Children and Families: In line with the Probable Outturn, Children and Families, Justice and Performance and Support Services show a breakeven position after all approved transfer to reserves (£3.095 million). The Children and Family transfer to reserves is for residual pressures within the Service which are anticipated to continue into 2026/2027 while the budget recovery plan continues to be implemented. 3 11
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5.2. Adults and Older People: The Adults and Older People position at Appendix D also shows a break-even position after all approved Transfers to Reserves (£1.250 million). At the 4 February 2026 Executive Committee, £1.762 million was approved to be retained by Integration Joint Board (IJB) as a non-recurring underspend within their reserves, earmarked for future care costs. This is in line with the approach to integrating Health and Social Care budget. These monies will be retained in the Council’s Balance sheet, as a creditor, and will be available for use by the IJB. 5.3. As we move towards the end of March, the forecast outturn continues to be refined. While this report is showing a break-even outturn, this position will be confirmed at the financial year end with the level of demand influencing the year end spend. 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. Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 2 April 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Social Work Resources Committee – 18 February 2026 List of Background Papers Financial Ledger and budget monitoring results to 20 February 2026 12
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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 12 Ended 20 February 2026 (No. 12) 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 5,879 308 4.98% 4,595 Children and Families Services 52,740 50,635 2,105 3.99% 43,305 Adult and Older People Services 192,159 190,909 1,250 0.65% 165,830 Justice Services 881 199 683 77.41% 289 Net Controllable Exp. 251,967 247,622 4,345 1.72% 214,019 Transfer to Reserves 0 4,345 (4,345) - - Position After Transfer to Reserves 251,967 251,967 0 0.00% 0 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 approved transfer to reserves (section 5.1), 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 the approved commitment of £1.762 million (section 5.2). The forecast outturn continues to be refined as we move towards financial year end. While this report is showing a break-even outturn, this position will be confirmed at the financial year end with the level of demand influencing the year end spend. After the approved transfer to Reserves, Adults and Older People shows a break-even position 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 20 February 2026 (No.12) Social Work Resources Summary Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 120,588 116,759 3,829 Under 24.85% 100,982 Property Costs 3,437 3,619 (182) Over (47.17)% 2,916 Supplies & Services 6,155 6,010 145 Over (5.66)% 4,643 Transport & Plant 4,312 4,489 (177) Over (19.35)% 4,128 Administration Costs 1,812 1,964 (152) Over (28.19%) 1,698 Payments to Other Bodies 24,253 24,638 (385) Under 25.54% 21,940 Payments to Contractors 155,743 154,713 1,030 Under 5.98% 129,579 Transfer Payments 4,375 4,849 (474) Over (448.30%) 4,503 Financing Charges 397 429 (32) Over (150.46%) 478 Total Controllable Exp. 321,072 317,470 3,602 Under 1.12% 270,867 Total Controllable Inc. (69,105) (69,848) 743 Over (30.53%) (56,848) Net Controllable Exp. 251,967 247,622 4,345 Under 1.72% 214,019 Transfer to Reserves 0 4,345 (4,345) Position after Transfer to Reserves 251,967 251,967 0 Under 1.72% 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 20 February 2026 (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 19,091 1,957 Under 9.30% 16,849 1 Property Costs 599 617 (18) Over (3.01%) 466 Supplies & Services 562 528 34 Under 6.05% 429 Transport & Plant 617 795 (178) Over (28.85%) 570 2 Administration Costs 368 437 (69) Over (18.75%) 300 3 Payments to Other Bodies 9,874 10,323 (449) Over (4.55%) 8,908 4,a Payments to Contractors 16,544 15,559 985 Under 5.95% 12,374 5 Transfer Payments 4,362 4,807 (445) Over (10.20%) 4,461 6 Financing Charges 23 34 (11) Over (47.83%) 7 Total Controllable Exp. 53,997 52,191 1,806 Under 3.34% 44,364 Total Controllable Inc. (1,257) (1,556) 299 Over (23.79%) (1,059) 7 Net Controllable Exp. 52,740 50,635 2,105 Under 3.99% 43,305 Transfer to Reserves 0 3,095 (3,095) i. Position after Transfer to Reserves 52,740 53,730 (990) Under 3.99% 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 and over recovery due to the continued Self Direct Support (SDS) recovery in relation to Direct payments not utilised by service user. Budget Virements a. Transfer to Education services for Mental Health and Wellbeing funding. Net effect (£0.110m), Payment to other bodies (£0.110m). 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 20 February 2026 (No.12) Adults and Older People Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 86,313 85,430 883 Under 1.02% 73,603 1 Property Costs 2,207 2,313 (106) Over (4.80)% 1,824 2 Supplies & Services 5,309 5,181 128 Under 2.41% 4,097 3 Transport & Plant 3,426 3,436 (10) Over (0.29%) 3,335 Administration Costs 653 746 (93) Over (14.24%) 711 4 Payments to Other Bodies 13,810 13,729 81 Under 0.59% 12,642 5 Payments to Contractors 139,199 139,152 47 Under 0.03% 117,204 Transfer Payments 7 26 (19) Over (271.43%) 26 Financing Charges 46 57 (11) Over (23.91%) 430 Total Controllable Exp. 250,970 250,070 900 Under 0.36% 213,872 Total Controllable Inc. (58,811) (59,161) 350 Over (0.60%) (48,042) 6 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 192,159 190,909 0 Under 0.65% 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 overspend is due to rates charges for non-operational properties which no longer qualify for the 100% relief previously applied. 3. This is a non-recurring underspend and relates to equipment and adaptions, reflecting the timing and profiling of expenditure during the year. All assessed needs are being fully met. 4. This overspend relates to mobile phone costs reflecting service delivery along with increased legal costs and volume of applications in relation to Adult with Incapacity and guardianship costs. 5. This underspend reflects the current demand for Direct payment. 6. 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 None 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 20 February 2026 (No.12) 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 4,948 329 Under 6.23% 4,214 1 Property Costs 542 569 (27) Over (1.43%) 519 Supplies & Services 171 225 (54) Over (48.03%) 65 2 Transport & Plant 164 162 2 Under 1.22% 151 Administration Costs 269 253 16 Under 5.95% 205 Payments to Other Bodies 37 24 13 Under 35.14% 17 Payments to Contractors 0 0 0 Over 0.00% (1) Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 319 322 (3) over (0.94%) 30 Total Controllable Exp. 6,779 6,503 276 Under 4.07% 5,200 Total Controllable Inc. (592) (624) 32 Over (5.41%) (605 Net Controllable Exp. 6,187 5,879 308 Under 4.98% 4,595 Transfer to Reserves 0 0 0 Position after Transfer to Reserves 6,187 5,879 308 Under 4.98% Variance Explanations 1. This underspend is due to vacancies that are being actively recruited or being considered in line with service requirements. 2. This overspend relates to non- recurring cost for the purchase of IT equipment. Budget Virements None 18
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Appendix F Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 20 February 2026 (No.12) Justice Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 7,950 7,290 660 Under 8.30% 6,316 1 Property Costs 87 120 (33) Over (37.93%) 107 Supplies & Services 115 76 39 Under 33.91% 52 Transport & Plant 105 96 9 Under 8.57% 72 Administration Costs 522 528 (6) Over 1.15% 482 Payments to Other Bodies 532 562 (30) Over (5.64%) 373 Payments to Contractors 0 2 (2) - 0.00% 2 Transfer Payments 6 16 (10) Over (166.67%) 16 Financing Charges 9 16 (7) Over (77.78%) 11 Total Controllable Exp. 9,326 8,706 620 Under 6.65% 7,431 Total Controllable Inc. (8,445) (8,507) 62 Over (0.73%) (7,142) 2 Net Controllable Exp. 881 199 682 Under 77.41% 289 Transfer to Reserves 0 0 0 Position after Transfer to Reserves 881 199 682 Under 77.41% Variance Explanations 1. This underspend is mainly due to new posts approved at Committee and vacancies resulting underspends while being actively recruited to. 2. The over recovery of income is non-recurring resulting from additional services being provided on a pan Lanarkshire basis. Budget Virements a. None. 19
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 6 May 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 2025 to 20 February 2026 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 fourth capital monitoring report presented to the Social Work Resources Committee for the financial year 2025/2026. A final report will be provided following financial year-end. 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, with full spend achieved as at 20 February 2026 (£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 2 April 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 20 February 2026 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 2025 – 20 February 2026 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: 6 May 2026 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources – Workforce Monitoring – 1 January to 28 February 2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 January to 28 February 2026 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 January to 28 February 2026 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 December 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 January to 28 February 2026. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of February 2026 for Social Work Resources. The Resource absence figure for February 2026 was 8.3%, this figure has decreased by 0.1% when compared to the previous month and is 1.5% higher than the Council-wide figure. Compared to February 2025, the Resource absence figure has decreased by 0.2%. Based on absence figures as at February 2026 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, 272 referrals were made this period. This represents a decrease of 2 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 51 accidents/incidents recorded and investigated within the Resource this period. This represents an increase of 7 when compared with the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 19 disciplinary hearings were held within the Resource, this represents an increase of 6 when compared to the same period last year. No appeals were heard by the Resource, this is a decrease of 1 when compared to the same period last year. No grievances were raised within the Resource, which is a decrease of 1 when compared to the same period last year. Three 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 18 leavers this period who were eligible for an exit questionnaire. This figure has increased by 8, when compared with the same period last year. Two exit questionnaires were completed in this period; this figure has increased by 2 when compared to the same period last year. 5. Staffing Watch (Appendix 3) 5.1. There has been an increase of 41 employees in post from 13 September 2025 to 13 December 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) Professor Soumen Sengupta Director, Health and Social Care 30 March 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 – 18 February 2026 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 7.0 January 10.3 11.3 11.4 January 8.1 8.2 8.4 January 6.1 6.7 6.5 February 7.0 7.0 6.6 February 9.9 11.6 11.9 February 7.9 8.5 8.3 February 6.4 7.0 6.8 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-Feb 6.3 6.8 7.0 Average Apr-Feb 9.1 10.7 9.9 Average Apr-Feb 7.2 8.1 7.9 Average Apr-Feb 5.3 5.8 6.0 1798 1009 2807 15733 Appendix 1 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Social Work Resources APT&C Council WideResource TotalManual Workers No of Employees at 28 February 2026 No of Employees at 28 February 2026 No of Employees at 28 February 2026 No of Employees at 28 February 2026 28
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Jan - Feb Jan - Feb 2025 2026 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 90 77 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 2 0 TOTAL 274 272 Jan - Feb Jan - Feb 2025 2026 Specified Injuries* 0 1 Minor 12 20 Near Miss*** 6 6 Violent Incident: Physical**** 12 13 Violent Incident: Verbal***** 14 11 Total Accidents/Incidents 44 51 Jan - Feb Jan - Feb 2025 2026 Total Number of Hearings 13 19 Total Number of Appeals 1 0 Appeals Pending 0 0 Time Taken to Convene Hearing - Jan and Feb 2026 0-3 Weeks 4-6 Weeks Over 6 Weeks 1 4 14 Jan - Feb Jan - Feb 2025 2026 Number of Grievances 1 0 Number Resolved at Stage 2 1 0 Jan - Feb Jan - Feb 2025 2026 Number of Incidents 1 3 Number Resolved at Formal Stage 1 0 Still in Process 0 3 *A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE. **Over 3 day / over 7day absence is an injury sustained outwith specified injury category that results in a period of absence of absence as defined by the HSE. ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7- day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures. 3 12 80 95 CAUSE OF ACCIDENTS/INCIDENTS Appendix 2 SOCIAL WORK RESOURCES 99 88 ****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 29
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Jan - Feb Jan - Feb 2025 2026 Career Advancement 2 4 Child Caring / Caring Responsibilities 1 0 Moving outwith area 2 1 Personal Reasons 2 6 Travelling difficulties 0 1 Other 3 6 Total Number of leavers eligible for an exit questionnaire 10 18 Number of exit questionnaires completed 0 2 % of leavers 0% 11% ANALYSIS OF REASONS FOR LEAVING Appendix 2a SOCIAL WORK RESOURCES 30
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As at 13 December 2025 Total Number of Employees F/T P/T F/T P/T 191 233 958 1411 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 324.89 1458.28 479.06 92.08 32.60 0.00 1.00 0.00 2390.91 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 Salary Bands MALE FEMALE TOTAL 2752 *Full - Time Equivalent No of Employees Appendix 3 JOINT STAFFING WATCH RETURN SOCIAL WORK RESOURCES *Full - Time Equivalent No of Employees Salary Bands 2793 MALE FEMALE TOTAL 31
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 6 May 2026 Report by: Director, Health and Social Care Subject: Social Work Resources’ Risk Register Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the Risk Register for Social Work Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the content of the report be noted. 3. Background 3.1. The Council’s Risk Management Strategy promotes consideration of risk in service delivery, planning and decision-making processes. The strategy requires Resources to record and review risks and control actions regularly. Social Work Resources follow the guidance in developing, monitoring and updating the risk register on an ongoing basis. 3.2. The purpose of the risk register is to ensure that Social Work Resources is fully aware of its top risks; that these risks are prioritised; and that controls are in place to eliminate or minimise the impact of the risks. 3.3. The Resource scores these risks in accordance with the Council scoring mechanism, based on likelihood and impact. This results in risks being scored between 1 and 25 (low to very high). 3.4. Risks are scored on their inherent score (risk if we do nothing) and their residual risk (risk after applying controls). 3.5. The Council’s risk tolerance levels are outlined within the Council’s Risk Management Strategy. The ideal risk exposure should be consistent with an acceptable tolerance of:- no more than 20 per cent of risks at a very high level no more than 25 per cent of risks at a high level around 40 to 50 per cent of risks at a medium level no more than 25 per cent of risks at a low level 3.6. The Social Work Resources Risk Register was last reported to the Committee on 19 November 2025. 6 33
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4. Update 4.1. This report presents the updated position on the risks on the Social Work Risk Register as at 31 March 2026. All risks are reviewed regularly, with scores adjusted to reflect mitigation actions or changing circumstances. Risks scoring 20 to 25 are considered very high and those scoring 10 to 16 as high with both categories monitored closely. The top risks for the Resource (those where residual scoring is very high or high) are listed in Appendix 1. Medium and low rated risks will continue to be monitored to ensure they remain effectively managed. 4.2. Table 1 below shows the Social Work Resources risk heat map, which details the total number of risks for each individual residual risk score. Table 1 – Top risks heat map Likelihood 5 Almost certain 1 4 Likely 4 3 Possible 3 9 2 Unlikely 1 1 Rare 1 Negligible 2 Minor 3 Moderate 4 Major 5 Catastrophic Impact 4.3. Table 2 below notes the overall risk profile for Social Work Resources. Table 2 – Top risks risk profile Risk category Risk rating Number of risks Percentage of risks 1 Very high (20-25) 1 5 2 High (10-16) 13 73 3 Medium (5-9) 4 22 4 Low (1-4) 0 0 18 100% 4.4. Table 3 below highlights changes in relation to very high and high risks since the previous report to Committee in November 2025. Table 3 Risk November 2025 March 2026 Inherent Residual Inherent Residual Winter pressures 25 16 25 9 4.5. Overall, there have been minimal changes to the number of very high and high risks since the last report to Committee in November 2025. Additional information on particular risks is highlighted below:- Winter Pressures Winter demand pressures continued from September through quarter 3 and into the early part of quarter 4. As previously reported, the impact of winter flu, 34
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respiratory conditions and other associated viruses impacted on services in the community and within the acute sector. However, these pressures have eased, mainly due to two factors; the declining impact of seasonal viruses and additional support provided through the winter plan. As a result of the residual risk score of 9 (medium) this risk has been removed from the very high and high risks highlighted above in paragraph 4.4 and in appendix 1. Market Provider Capacity This risk has been further reviewed and remains a very high risk due to continued fragility in the market. Arrangements are in place to ensure the governance of service delivery within the social care sector is effectively managed in line with statutory and local commissioning requirements. Information Governance Compliance The Resource continues to face challenges in meeting statutory timescales (this is a national issue). The volume of subject access requests has more than doubled, rising from 116 in 2019/2020 to 326 in 2025/2026 (up to January 2026). This increase is partly attributed to the Redress for Survivors (Historical Abuse in Care) (Scotland) Act 2021. This risk has been reviewed and remains high at a risk score of 16 due to the continued increased level of activity and challenges in staff recruitment. 4.6 The number of medium risks has reduced from four to three since last Social Work Committee. The risk in relation the inability of the Council to deliver the outcomes, for which it is responsible, of South Lanarkshire Integration Joint Board (IJB) Strategic Commissioning Plan (SCP) has been removed from the Social Work Risk Register as there are robust governance and performance arrangements in place. 4.7. At the request of Social Work Committee members, a session took place on 5 May, 2026, covering both risk management and Children’s Services developments, which contribute to risk mitigation in relation to child protection, as part of the Public Protection risk. 5. Employee Implications 5.1. There are a number of proposed risks which have workforce implications. Where this is the case, the appropriate controls and actions have been included in the risk control cards and progress will be monitored. 6. Financial Implications 6.1. There are a number of proposed risks which are classified under the heading of financial. Where this is the case, the appropriate controls and actions have been included in the risk control cards and progress will be monitored. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1. Whilst the profile detailed in Table 3 remains outwith the ideal universal risk exposure defined by the Risk Management Strategy, there has been a significant reduction in the number of very high and high risks and as such is now closer to the ideal risk exposure level. This is in part due to the revision to risk mitigations, bandings and tolerance levels within the Strategy. 35
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9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Professor Soumen Sengupta Director, Health and Social Care 16 April 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective and efficient Previous References Social Work Resources Committee 19 November 2025 – Social Work Resources’ Risk Register Update List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Martin Kane, Service Manager, Performance and Support Services Ext: 3700 E-mail: martin.kane@southlanarkshire.gov.uk 36
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Appendix 1 - Social Work Resources Risk Register (as at March 2026) Extract of risks with residual score category of Very High and High Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score 1 Very High (20-25) Failure in market and provider capacity 25 Procurement network oversight meetings in place Local engagement with providers Care at Home, Supported Living and Care Homes Provider Forums Joint Health and Social Work Governance Group 20 2 High (10-16) Funding and budgetary pressures 20 Regular/standing financial reports to Social Work Resources Committee Identification and implementation of transformational and service redesign opportunities. 16 The Resource fails to support households most impacted by the cost-of-living crisis resulting in increased levels of poverty, debt, and damage to health. 20 Emergency social work assistance Section 12 payments of the Social Work (Scotland) Act 1968 16 Workforce supply and availability of suitably qualified and skilled staff is not sufficient to meet Health and Care (Staffing) (Scotland) Act 2019, current service models resulting in an inability to deliver core and statutory services. 20 South Lanarkshire Council Workforce Planning review for 2025 - 2027 Lanarkshire Health and Social Care Workforce Plan 2025 – 2028 in progress Regular workforce monitoring. Quarterly and annual reporting on compliance with Health and Care (Staffing) (Scotland) Act 2019 requirements via NHS Lanarkshire Health Improvement Scotland returns. 16 Information governance compliance 20 Awareness raising/training Information Governance Group in place Information Governance Strategy 16 37
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Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score 2 High (10-16) The council fails to comply with or meet the expected standards, scrutiny levels, or improvement as identified by regulatory bodies 25 Positive inspections of services Robust levels of scrutiny and governance in place Contract and procurement arrangements Operational management oversight groups Eligibility framework to identify those with critical and substantial needs 12 The council’s public protection protocols and procedures are insufficient in preventing harm and abuse to people 25 Multi-agency public protection procedures in place Public Protection Learning Review protocol in place Public protection and PREVENT training in place 12 The council does not have the appropriate emergency / business continuity plans; contingency arrangements or partnerships in place to respond to/or recover from a pandemic/endemic event. 25 Business continuity plans in place Range of supports in place to allow agile working (IT, equipment, furniture) Participation in local/national resilience exercises 12 IT development and functionality does not keep pace with changing service requirements 20 IT investments, in support of the council’s priority ICT projects include a comprehensive business case. 12 Fraud, theft, organised crime and cyber-attacks. 20 Training and awareness materials at all levels. Refreshed approach to training and awareness being developed to take account of legislation 12 Inability to take the necessary action due to funding constraints, to combat climate change and work toward achieving net zero carbon emissions by 2045, thereby contributing to negative and irreversible environmental, social and economic impacts on the council and its residents. 16 Sustainable development and climate change is mainstreamed across the council and associated Plans, Policies and Strategies 12 The council is materially affected by the review into historic childhood abuse 16 Cross Resource Working Group led by the Chief Social Work Officer in place, meets on a regular basis 12 *The council is materially affected by the implications arising from the Care Reform (Scotland) Act 2025 16 Ongoing horizon scanning of consultation and feedback from other stakeholders to determine any other impact on local services and providers 12 Disruption to council services as a result of industrial action 16 Operational services have plans in place to address the impact of the industrial action 12 38
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Report Agenda Item Report to: Social Work Resource Committee Date of Meeting: 6 May 2026 Report by: Director, Health and Social Care and Executive Director (Finance and Corporate Resources) Subject: Enhancing The Promise - Care Close to Home for Care Experienced Young People 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the implementation and financial impact of approved Social Work Children and Families Services budget recovery actions, including the cumulative reduction in the recurring funding gap present proposals to progress accommodation options for care‑experienced young people, aligned to The Promise, which form part of those budget recovery actions by reducing reliance on high‑cost external placements set out the transition from standalone budget recovery reporting to future oversight and assurance being provided through the Care Close to Home approach, which will be the mechanism for sustaining financial recovery and service redesign going forward [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the progression of a partnership agreement with Barnardo’s Gap Homes Project to build 5 homes in the proposed site in Blantyre and the associated programme, be approved, subject to the lease agreement being approved by the Housing and Technical Resources Committee; (2) that the installation of 5 independent modular homes within the grounds of 4 children’s homes, as detailed in paragraph 4.15 be noted, and the associated programme approved; (3) note the financial impact of budget recovery actions approved and as set out in the report, reducing the Social Work Children and Families Services recurring funding gap from £10.6 million per annum to a projected £1.375 million per annum; and (4) note the transition from standalone budget recovery reporting, with future actions to sustain Social Work Children and Families Services budget recovery, to be reported through the Care Close to Home approach, aligned to The Promise. s] 3. Background 3.1. Every child and young person in South Lanarkshire deserves to have the best start in life and grow up loved, safe and respected. The Promise sets a clear expectation that care‑experienced children and young people should grow up safe and respected, with stable relationships and support that enables them to thrive. 7 39
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3.2. The Social Work Resources Committee has received reports titled: Sustaining Social Work Children and Families Services: Budget Recovery Actions dated 26 March 2025 and 19 November 2025, noting an initial recurring funding gap of £10.6 million. Reports detailed the actions taken and associated scrutiny and monitoring activity to address the gap and set out options in development to reduce budget pressures going forward. The actions taken throughout the budget recovery period have simultaneously ensured Best Value and aligned to the expectations of The Promise. This report should be read as a continuation of the actions to sustain Children and Families Services, now explicitly set within the context of enhancing The Promise through a Care Close to Home approach and, recognising the financial impact of the actions taken to date and those proposed in the report. 3.3. Over recent years, the Council and partners have been refining the local mix of provision for young people transitioning from care. This has been informed by national policy direction, emerging evidence on supported accommodation, learning from other local authority areas, and the professional judgement of staff responding to changing patterns of need. A consistent theme within this learning is the importance of matching young people to the right model of support at the right time, with stability, choice and flexibility. 3.4. Reinforcing this values‑led direction of travel, Children and Families Services has been progressing actions through the budget recovery programme to reduce reliance on high‑cost external residential placements by strengthening local alternatives. This work complements existing provision, including Barnardo’s Futures Project, which offers transitional training flats and outreach support for young people preparing for independent living. 3.5. On 19 November 2025, this Committee noted, as part of the Sustaining Social Work Services: Budget Recovery Actions report, that modular housing units can offer comfortable, good quality semi-independent living for young people and that exploration of this innovative option was underway. On 25 February 2026, as part of 2026/2027 revenue budget setting, the Council approved a budget allocation of £0.500m for one-off investment in Care Experienced Young People: Accommodation. 3.6. Previous Budget Recovery Reports have noted the ongoing exploration of the feasibility and viability of Gap Homes as a potential model for South Lanarkshire. 3.7. Taken together, the actions approved and implemented through the budget recovery programme now represent a shift from short-term financial stabilisation to longer-term system redesign. The Care Close to Home approach, therefore, provides the framework through which the remaining financial risks will be managed and service sustainability secured, rather than through standalone recovery measures. 4. Enhancing The Promise What matters to Care Experienced Young People 4.1. Care experienced children and young people have consistently articulated what matters most to them and these continue to guide the development of our approach:- Young people describe the importance of being able to stay at home whenever possible and receiving help receiving help early so that they can remain safely at home. They want support that is timely, practical, and responsive to their family circumstances, enabling stability and preventing issues from escalating. 40
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Where care outside the family home is required, young people emphasise the need for minimising unnecessary moves, retaining meaningful relationships, and ensuring that their care environment feels predictable, supportive, and grounded in trust. Young people state that remaining close to home and within their own communities is crucial. Being able to stay near friends, school, and familiar surroundings supports their sense of belonging, maintains continuity in their lives and strengthens their resilience. 4.2. Children and Families Services priority is, therefore, to support children and young people to remain safely at home wherever possible, through the provision of early and targeted help at the point it is required. Where remaining at home is not safe or sustainable, care will be provided in a way that ensures continuity of relationships, access to familiar supports, and connection to local communities. 4.3. Analysis of the current provision identifies that 38% of young people reside in residential care are accessing continuing care and are between the ages of 18 and 21 years. Some of these young people have long established relationships with staff who they have lived alongside for many years. Whilst these relationships are important to them, some young people have told us that they struggle with the constraints of group living but are not yet ready to fully move to independent living. Young people at this stage of their lives often need an opportunity to make a gradual transition to adulthood which involves the provision of timely and meaningful support. 4.4. South Lanarkshire Council currently purchase 63 external residential placements and operate 42 inhouse residential placements. External residential provision includes specialist placements for children with disabilities, secure care, young people with continuing care requiring education and care placements, under welfare-based grounds, where in some instances this is due to lack of local capacity being available. Expanding local supported housing options is, therefore, required both to meet need and to rebalance the overall mix of provision, whilst also contributing to budget recovery. 4.5. Together, the proposed Gap Homes and modular homes developments provide a coordinated approach to expanding high‑quality, local accommodation for care‑experienced young people. If approved, Gap Homes will introduce a new supported living model for young people with higher‑level needs who require an alternative to traditional residential or transitional provision, while modular homes would offer a complementary route for those in South Lanarkshire’s children’s houses who need a gradual, supported transition towards independence. Taken together, these initiatives respond to distinct but interconnected priorities identified by care‑experienced young people and will strengthen local capacity, reduce reliance on external placements, and support smoother, relationship‑based transitions into adulthood. The proposed arrangements are expected to operate within existing registration categories, subject to confirmation through formal engagement with the Care Inspectorate. Barnardo’s Gap Homes 4.6. Barnardo’s has developed its Gap Homes model to provide supported living for care experienced young people with higher level needs. The model combines high‑quality self-contained homes with consistent, relationship-based support. 41
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4.7. Gap Homes are delivered in clusters of five properties: four individual homes and one staffed house that creates a family style environment. This design supports young people who cannot be appropriately accommodated in existing transitional provision (such as Barnardo’s Futures flats already operating in South Lanarkshire). The cluster operates as a small, integrated community, with the staffed house providing supervision and support. The self‑contained units also allow flexible, same day crisis placements, reducing reliance on unsuitable temporary accommodation. 4.8. Barnardo’s plans to build 50 Gap Homes across the UK, supported by a significant charitable donation covering all capital construction costs. Gap Homes have already been established in Renfrewshire, Stirling, Glasgow and several locations in England, and an opportunity now exists to introduce this model in South Lanarkshire. 4.9. Officers have explored opportunities with Barnardo’s to develop Gap Homes on Council‑owned land. A multi‑disciplinary assessment (Commissioning, Procurement, Legal, Finance and Estates) identified the vacant site at Park Lane, Blantyre as the most suitable location, as it:- Is centrally located with good access to shops, services and public transport. Neighbours Blantyre Life health and social care facilities and nearby technology‑enabled amenity homes. Is already owned by Social Work Resources, avoiding land acquisition costs and enabling productive use of a long‑vacant site. 4.10. The site has remained undeveloped since completion of Blantyre Life and adjacent Council homes due to previous interest from the neighbouring church, which has now been withdrawn. Engagement with the church will continue during Phase 2 to update them on the proposals and seek feedback. A site plan is provided at Appendix 1. 4.11. Early discussions with Planning and Regulatory Services have not identified any significant issues with using the site for this purpose. Subject to approval, further assessment will take place once detailed designs are submitted, ahead of a formal planning application. 4.12. Barnardo’s will meet the full capital cost of construction. The Council’s requirement would be to transfer the land either by gifting or through a long lease. A long lease (100+ years) is the preferred option, enabling a nil‑value transfer while ensuring the Council retains control over any future use or disposal of the site, subject to the necessary authorisation being approved by the Housing and Technical Resources Committee. Given that the site is landlocked and its development potential is very limited due to access, an indicative capital value of the site is in the region of £15,000 to £20,000. 4.13. The estimated project timeline is 28 months. Once operational, the Council will commission the model of support. The current estimated cost of £3,000 per person per week represents a significant saving compared with high‑cost residential placements, which average £5,500 to £6,000 per week. 4.14. Establishing Gap Homes in South Lanarkshire would expand the Council’s capacity to provide high‑quality, sustainable alternatives to external residential care. The model aligns with the ethos of working in ways care experienced young people have told us 42
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is most important to them and will strengthen local provision and reduce dependence on costly out‑of‑area placements, thereby supporting long‑term financial sustainability. Modular Homes 4.15. A feasibility study has been undertaken with the conclusions supportive of proposed enhancement to the accommodation for young people being cared for in South Lanarkshire through building five independent modular homes within the curtilage of 4 children’s houses: Langlea in Cambuslang, Hillhouse in Hamilton, Station Road in Carluke and Hunters Crescent in East Kilbride, with support continuing to be provided by the children’s house workforce. 4.16. Modular homes comprise modern, one-bedroom accommodation with living, kitchen and washing facilities. The modular homes will offer the opportunity to support young people to transition safely towards independence with support to reduce isolation and prevent challenges. These homes are within family settings where moves towards independence are gradual and flexible. An example illustration is shown at Appendix 2. 4.17. The modular homes will create additional capacity within the Council’s children’s house estate. 4.18. Recognising the Council’s agreed investment of £0.5 million, preparatory work to deliver the project timeline (Appendix 3) commenced in March 2026 with full implementation to be achieved by June 2027. Positive, pre-start design meetings have taken place to ensure delivery to programme timescales. Commissioning and Assurance Team 4.19. A Commissioning and Assurance Team has been established from the existing staffing structure by converting three vacant posts, that will strengthen the Council’s ability to plan, review and manage commissioning arrangements for care experienced children and young people. The Team will provide a coordinated approach to oversight of existing and future provision, ensuring that placements are aligned with the principles of Care Close to Home and The Promise. 4.20. Through systematic review of commissioning arrangements and ongoing assurance activity, the team will support a rebalancing of provision towards local, relationship-based options that keep young people safe, supported and connected to their home communities, while reducing reliance on high-cost, out of area placements. 4.21. The Commissioning and Assurance Team will deliver £0.5 million per annum in recurring efficiencies, supporting the Budget Recovery Plan and strengthening the Council’s ability to secure best value. 5. Employee Implications 5.1. Initial discussions with the Care Inspectorate in respect of the proposed Modular Homes (paragraph 4.5) have been encouraging. Engagement has taken place with the Care Inspectorate’s registration team to confirm the regulatory arrangements required, including how the provision can be delivered within existing service registrations and staffing models. The approach will be underpinned by appropriate management oversight, guidance and support to enable staff to work effectively within more flexible, independence‑focussed living environments. Should any material changes to regulatory requirements or staffing arrangements arise, these will be reported to the Committee as appropriate. 43
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6. Financial Implications 6.1. As reported to the Committee on 19 November 2025, the annual recurring projected shortfall in the Children and Families Budget was £10.6 million, with the full year anticipated benefit to be realised when the recovery plan actions are complete of £6.963 million. 6.2. The Barnardo’s Gap project (Section 4 – paragraphs 4.6. to 4.14.), subject to successfully being accepted by Barnardo’s as a partner, will result in a saving of £0.5 million per annum in 2028/2029 as this project has a 2-year build and implementation timescale set by Barnardo’s. 6.3. As a result of the Council investment the modular build initiative (Section 4 – paragraphs 4.15. to 4.18.) will result in a net saving of £1.250 million per annum being achieved from 2027/2028 onwards. 6.4. The creation of the Commissioning and Assurance team (Section 4 – 4.19. to 4.21) will result in an anticipated reduction in expenditure of £0.1 million in 2026/2027, and a further £0.2 million in both 2027/2028 and 2028/2029. In total the recurring reduction of £0.5 million is expected. 6.5. Taking into account the savings from actions reported and approved (£6.963 million), as well as those at paragraphs 8.2 to 8.4, total recurring savings of £9.213 million can be realised, reducing the budget gap from £3.625 million to £1.375 million as outlined at Appendix 4. 6.6. As noted in previous reports, interim funding is available to achieve financial balance until further options are identified and implemented. These funding options will include the utilisation of the earmarked reserve for Children and Families pressures. 6.7. Further updates on Care Close to Home will be brought back to the Committee in November 2026. 7. Climate Change, Sustainability and Environmental Implications 7.1. Barnardo’s Gap Homes operate within the charity’s wider commitment to environmental sustainability and proposed independent modular units use construction methods widely evidenced to have a positive contribution towards climate change and environmental ambitions. 8. Other Implications 8.1. There are no other implications associated with this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. An Integrated Impact Assessment has been undertaken and can be accessed using this link - Integrated Impact Assessments - South Lanarkshire Council. 9.2. Project plans outline the necessary consultations that require to take place in accordance with the requirements of the planning process. Professor Soumen Sengupta Director, Health and Social Care Jackie Taylor Executive Director (Finance and Corporate Resources) 44
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15 April 2026 Link(s) to Council Values/Priorities/Outcomes Our children and young people thrive Focused on people and their needs Accountable, effective, efficient and transparent Good quality, suitable and sustainable places to live Caring, connected, sustainable communities Previous References Social Work Resources (19 November 2025): Sustaining Social Work Children and Families Services: Budget Recovery Actions List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Aine McCrea - Head of Children and Justice Services and Chief Social Work Officer Telephone: 01698 454887 Email: aine.mccrea@southlanarkshire.gov.uk 45
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Appendix 1 Plan of proposed site at Park Lane, Blantyre 46
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Appendix 2 Modular Build 47
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Appendix 3 Project timeline 48
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Appendix 4 Services Annual Budget 2024/2025 Recurring Annual Shortfall £m £m In-house Residential Care 5.087 (0.417) External Residential Care 4.910 (8.393) Throughcare including UASC 0.000 0.396 Supported Living External 0.116 0.116 Assessment and Care Management 14.969 0.113 Community Based Services 1.526 (0.169) Fostering and Adoption 6.879 (1.444) Kinship Care 3.545 (0.954) Other Services 1.279 0.068 Young Person Service 1.144 0.036 Children and Families Shortfall 39.530 (10.648) Budget Recovery Actions to Address Shortfall, as Agreed to Date £m Counselling Service (Social Work Committee, 21 August 24) 0.220 Out of Contract Services (Social Work Committee, 21 August 24) 0.203 Transition to Independent Living (Social Work Committee, 29 January 25) 1.600 Intensive Family Support Service (IFSS) (Social Work Committee, 29 January 25) 4.500 Review of Adoption Allowances (Social Work Committee, 26 March 25) 0.082 Review of Emergency Social Work Service (Social Work Committee, 26 March 25) - Review of Externally Procured Provision (Social Work Committee, 26 March 25) 0.118 Transfer of budgets from Performance and Support and Justice Services (Social Work Committee, 26 March 25) 0.240 Barnardo’s Gap Homes (paragraph 6.2) 0.500 Modular Build (paragraph 6.3) 1.250 Commissioning and Assurance Team (paragraph 6.4) 0.500 Total Financial Benefit of Recovery Actions Agreed to Date 9.213 Revised Recurring Annual Shortfall after Full Implementation of the Recovery Actions Agreed to Date 1.375 49
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 6 May 2026 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Final Phase of the Modernisation of Care at Home Services 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] set out proposals for a further phase of the modernisation and improvement programme for Care at Home, completing a multi‑year programme of redesign previously approved by the Committee [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the content of the report be noted; (2) that the proposal to bring together Care at Home Service under one service management structure be approved; (3) that the proposal to transfer the Alarm Receiving Centre (ARC) from Finance and Corporate Resources to Social Work Resources under the Care at Home structure as the Technology Enabled Care (TEC) and Response Service be approved; (4) that the changes to the Social Work Resources’ establishment, as detailed in Section 5 of the report, be approved; (5) that the financial implications, as detailed in Section 6 of the report, be noted; and (6) that proposals for the establishment of the Care at Home (Commissioning and Assurance Team) be approved. 3. Background 3.1. Care at Home is a vital service for vulnerable adults who are assessed as having substantial and critical needs (in line with South Lanarkshire Council eligibility criteria) and plays a key role in supporting flow across the wider health and social care system. 3.2. In South Lanarkshire, the Care at Home Service is one of the Council’s and the Health and Social Care Partnership’s largest services. It is delivered through a combination of in-house registered services and external providers commissioned via a Procured Services Arrangement (PSA). This delivery model provides both scale and flexibility in meeting demand. 3.3. The Care at Home Service has undergone a significant period of redesign over recent years to improve the quality of the service; strengthen infrastructure to support delivery of statutory and regulatory duties; implement opportunities associated with the introduction of new technology; targeted investment to address the challenges of 8 51
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delayed discharge; and budget realignments supporting the Integration Joint Board (IJB) to operate within financial balance. Collectively, these changes have contributed to improved service performance and stronger Care Inspectorate grades, with very good grades achieved across all registered services. 3.4. Alongside these local improvements, Care at Home services continue to operate within a national context of increasing demand, rising complexity of need and sustained workforce pressures. National policy and sector evidence consistently highlight the growing role of Care at Home in supporting people to remain independent, preventing unnecessary hospital admission and facilitating timely discharge from hospital. These trends place increased demands on service leadership, coordination, commissioning and response arrangements, and require services to be structured in a way that is clear, streamlined and resilient. 3.5. These improvements were taken forward as part of a phased programme of modernisation, approved incrementally by the Committee. While the service has benefited substantially from these changes, there are a remaining number of structural and governance areas to resolve. This report addresses these issues by streamlining these remaining arrangements and strengthening overall coherence. 4. Progressing the Care at Home Modernisation Programme In-House Provision 4.1. Six registered services operate across four locality bases, all of which are registered with the Care Inspectorate (CI) and must comply with associated regulatory requirements. Each service is led by a Registered Manager, with the Operations Manager, Care at Home, fulfilling this role within each locality. This management infrastructure supports approximately 800 FTE Home Carers to deliver care and support to around 1,500 people each week. 4.2. A centrally based team is led by the Service Manager (Registered Care at Home Services), who has played a key role in delivering the service development and change programme outlined at Section 3. The main responsibilities currently are:- professional governance supporting the Chief Social Work Officer, service quality, and improvement leading the service’s developmental agenda managing recruitment, induction and training, working with personnel and employee development colleagues managing the business systems needs of the service alongside technical colleagues managing the PSA managing the commissioned Care at Home review team 4.3. The Council’s current response and TEC arrangements supporting Care at Home comprise 3 closely aligned functions, which work together to support service users but operate under different management and organisational arrangements. 4.4. These include a South Lanarkshire‑wide responder team, comprising 52.77 FTE and managed by the Cambuslang and Rutherglen Registered Manager, which responds to call‑outs from the ARC. The ARC itself is currently managed by Finance and Corporate Resources as part of the customer services centre and comprises 26.21 FTE staff. In addition, the TEC team, comprising 12.4 FTE, is currently managed separately within the Health and Social Care Partnership (HSCP) under NHS management arrangements. 52
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4.5. NHS Lanarkshire is consolidating its management of Tele‑health services, with responsibility transferring fully to NHS Lanarkshire. As a result, the reporting arrangements for the Council’s TEC team, which were previously aligned to Tele‑health, will move to the Care at Home Service. 4.6. While the ARC works closely with and directs the activity of responders, it currently operates as a call‑handling function within Finance and Corporate Resources, and the responder service itself is hosted within the Rutherglen/Cambuslang locality Care at Home team. 4.7. These arrangements reflect a service model that currently operates across multiple management structures and governance arrangements, despite serving the same cohort of service users. External Services and Commissioning 4.8. The Council’s PSA for Care at Home services is valued at over £32 million annually and comprises 29 providers delivering care and support to approximately 2,100 people each week. All providers are regulated by the Care Inspectorate and are required to meet the same standards and regulatory requirements as South Lanarkshire Council’s directly delivered services. 4.9. A dedicated review team is responsible for planning and reviewing the delivery of care to individual service users, but does not currently have a significant role in the proactive management or assurance of provider contracts. This scale of externally commissioned provision further reinforces the need for clear, streamlined leadership and assurance arrangements. 4.10. Streamlining and Aligning Care at Home Management Arrangements The current management model has evolved over time and now operates across multiple management structures and Council Resources (Appendix 1). 4.11. The Service Manager, Registered Care at Home Services, holds strategic oversight of the service as a whole, while Locality Managers are responsible for the operational delivery of Care at Home services within each area. As a result, leadership responsibilities are dispersed across 5 senior managers operating within different services and resources, which can complicate communication flows, reduce consistency of approach, and limit opportunities for a coordinated, strategic approach to service delivery across the whole Care at Home pathway. 4.12. It is, therefore, proposed that the operational service components currently managed within each locality are brought together under the Service Manager, Registered Care at Home Services. Under this revised structure, the operational Registered Managers responsible for the delivery of the Council’s direct services would report to the Service Manager. 4.13. The responder services described at paragraph 4.3 and the newly established Commissioning and Assurance Team will report to the Service Manager, Registered Care at Home Services. 4.14. Building on this, it is proposed that an integrated Technology Enabled Care and Response Service (TECRS) is established under a single Social Work manager, bringing together the ARC, the responder service and the Council’s TEC function. This change will reposition the ARC from a call‑handling service to a frontline first‑response function, fully integrated with both care and TEC services. Work will commence during the 2026/2027 financial year, with an indicative target date of 53
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October 2026. All existing customer service standards, data governance arrangements and business continuity protections will be maintained. 4.15. Taken together, these changes complete the streamlining of Care at Home operational, assurance and response arrangements under a single management structure, improving clarity of accountability and consistency of approach across the service. The revised structure (Appendix 2) strengthens operational alignment and ensures the service is better focused on delivering timely, outcome‑focused social care responses. 4.16. A redesign of existing posts will be progressed following transfer to enhance management arrangements and will be completed within existing resources. Commissioning and Assurance of External Services 4.17. The management of the Care at Home PSA represents a significant operational and financial responsibility for the Council. The PSA is regularly re‑opened to respond to changes in the market and to ensure sufficient supply of care to meet demand. Each procurement cycle requires experienced managers to review bids against formal criteria, resulting in a substantial draw on senior operational capacity. 4.18. The Committee has previously recognised the value of strengthened commissioning, contract management and assurance arrangements in managing comparable external service markets. These arrangements provide clearer oversight of quality, safeguarding and value for money, while releasing operational managers to focus on service delivery and leadership. 4.19. Recent experience within the Care at Home market has further underlined the importance of a proactive, systematic approach to contract assurance. Ensuring that providers consistently operate within agreed social care, safeguarding and financial standards is essential both to protecting vulnerable service users and to maintaining market stability and best value for the Council. While a review team is currently in place, its primary focus is on fulfilling the statutory requirement to review individual service users’ needs. It does not have the capacity to undertake comprehensive quality monitoring or contract assurance across the scale of the PSA. In addition, although providers are regulated by the Care Inspectorate, this does not extend to oversight of contractual compliance or market sustainability, meaning the Council must retain its own arrangements for proactive assurance. 4.20. It is, therefore, proposed that a Care at Home Commissioning and Assurance Team is established, funded through the conversion of 8 vacant Community Support Assistant posts and contained within the existing budget. This proposal mirrors the contract management and assurance arrangements previously approved by Social Work Resources Committee for Care Home and Supported Living PSA contracts. The team will be led by a Community Living Manager accountable for oversight of commissioned registered services and supported by four Commissioning and Improvement Officers, providing dedicated capacity to undertake commissioning, quality improvement and contract assurance functions for the Care at Home Service. 4.21. This proposal strengthens the Council’s ability to manage provider risk proactively, reduces exposure to provider failure and safeguarding concerns, and supports consistent delivery of quality and value for money across the market. 5. Employee Implications 5.1. The proposed changes to the establishment are set out in the table below:- 54
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Post Existing Proposed no of posts Change Grade SCP range Hourly Rate Annual Salary Gross cost Incl. on costs 29.7% Total costs Community Living Manager 0 1 1 G5 L1 96 -97 £36.95 - £37.52 £67,430 - £68,470 £87,457 - £88,806 £87,457 - £88,806 Commissioning and Improvement Officer 0 4 4 G3 L2 63 -65 £23.14 - £23.65 £42,228 - £43,159 £54,770 - £55,977 £219,080 - £223,908 Community Support Assistants 16 8 -8 G2 L3 plus 2 50- 52 £26.09 - £26.65 £47,612 - £48,634 £61,752 - £63,078 (£366,481 - £376,084) Total (£59,944 - £63,369) 5.2. The 26.21 FTE ARC staff currently located within Finance and Corporate Resources will transfer in full to Social Work Resources. 5.3. As part of implementing this management model, reporting lines will be aligned operationally where required. Where remits are reconfigured, this will be progressed in consultation with individual staff and trade unions through established processes. 6. Financial Implications 6.1. The cost of creating the 5 FTE posts is £0.313 million and is funded from the conversion of 8 Community Support Assistant posts from the establishment, all of which are vacant following the redesign of the function last year. Overall, the proposed changes are cost neutral. 6.2. In relation to the transfer of the ARC function, there will be a budget transfer of £1.2 million from Finance and Corporate Resources to Social Work Resources, for the 26.21 FTE and operational costs. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability and environmental implications directly related to this report. 8. Other Implications 8.1. These changes complete the modernisation of Care at Home services, ensuring the service is structurally aligned, governed and resilient for future demand. 9. Integrated Impact Assessment and Consultation Requirements 9.1. There is no requirement to carry out an impact assessment in terms of the proposal contained withing this report. 9.2. Trade Unions have been briefed on the proposals and will continue to be updated through the Joint Consultative Committee and will be appropriately involved in staff consultation throughout the planning and implementation phases. Professor Soumen Sengupta Director, Health and Social Care Jackie Taylor Executive Director (Finance and Corporate Resources) 15 April 2026 55
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Link(s) to Council Values/Priorities/Outcomes Accountable, effective, and efficient Previous References Social Work Resources Committee – Enhancing Capacity for Quality and Best Value, 10 September 2025 Social Work Resources Committee - 7 September 2022 Social Work Resources Committee - 9 February 2022 Social Work Resources Committee - 4 March 2020 Social Work Resources Committee - 2 June 2021 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ian Beattie, Head of Health and Social Care Tel: 01698 453701 Email: ian.beattie@southlanarkshire.gov.uk 56
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Appendix 1 Current Structure 8 57
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Appendix 2 Proposed Structure 58
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 6 May 2026 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Delivering Discharge Without Delay – Strengthening Hospital Social Work Capacity 1. Purpose of Report 1.1 The purpose of the report is to:- seek approval to enhance the capacity of the Hospital Social Work Team in order to sustain recent improvements in discharge performance, align with national Discharge Without Delay (DWD) expectations and mitigate emerging risks to patient flow across the acute hospital system 2. Recommendations The Committee is asked to approve the following recommendation(s):- (1) that the contents of the report be noted; and (2) that the increase to the Social Work Resources’ establishment, as detailed in Section 5 of the report, be approved. 3. Background 3.1. Audit Scotland’s January 2026 report Delayed discharges: A symptom of the challenges facing health and social care highlights that delayed discharge continues to have a disproportionate impact on patient outcomes, hospital flow and system capacity across Scotland, despite affecting a relatively small proportion of patients. The report concludes that sustained improvement depends on earlier, proactive intervention and sufficient workforce capacity across health and social care, and that short‑term or time‑limited measures alone are insufficient to embed lasting change. 3.2. Effective and timely hospital discharge is a critical enabler of whole‑system flow, patient safety and experience, and the efficient use of acute hospital capacity. Hospital Social Work plays a pivotal role within this system, supporting early assessment, complex decision‑making, and the coordination of appropriate care arrangements to enable safe and timely discharge. 3.3. The Council has a legal duty to assess individuals and arrange appropriate support to ensure discharge is safe, timely, and person‑centred. The Hospital Social Work Team fulfils this statutory responsibility for South Lanarkshire patients across the three Lanarkshire acute hospitals, 3 community hospitals, and relevant Greater Glasgow and Clyde sites. 9 59
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3.4. Demand for the service remains consistently high and the complexity of casework has increased, including a significant rise in Adult with Incapacity (AWI) interventions and guardianship, reflecting broader demographic and system pressures. 3.5. Within this context, the Hospital Social Work Team has contributed to sustained improvements in discharge performance, including reduced delayed bed days and improved assessment and discharge planning timescales. These improvements were supported in part by time‑limited winter funding from the South Lanarkshire Integration Joint Board (IJB) and NHS Lanarkshire that enabled earlier and more proactive engagement. As this temporary funding concludes, the focus is now on embedding and sustaining these improvements within core service delivery. 4. Delivering Discharge Without Delay 4.1. The national Discharge Without Delay (DWD) programme establishes clear expectations for earlier, proactive and coordinated discharge planning in order to improve patient experience, support hospital flow and make effective use of acute hospital capacity. A core principle of DWD is that discharge planning should begin at the earliest point in a patient’s hospital stay, with timely assessment, clear decision‑making and close coordination between health and social care. 4.2. Hospital Social Work is a critical enabler of this approach. The service supports early assessment, complex statutory decision‑making, and the coordination of appropriate care arrangements, including where AWI or guardianship processes are required. A visible and consistent Hospital Social Work presence on wards and at the hospital front door is central to delivering DWD in practice. 4.3. Over the past year, the Hospital Social Work Team has contributed to one of South Lanarkshire’s strongest recent performances in relation to delayed discharge. Improved performance between April and October 2025 released over 2,000 bed days, directly supporting patient flow, reducing length of stay, and increasing availability of acute capacity. In November 2025, the Partnership recorded 32.1 delayed discharges per 100,000 adults, outperforming the national target of 34.6. South Lanarkshire continues to perform in a favourable position relative to national peers (see graph below). 4.4. These improvements were particularly evident over the winter period and were supported by time‑limited winter funding, which enabled additional evening and weekend working. This improvement has been achieved through strong staff commitment and close joint working, augmented by time‑limited additional capacity during periods of peak demand. This additional capacity allowed the service to 60
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strengthen early engagement, increase responsiveness, and test and embed more proactive discharge planning practices aligned to DWD. 4.5. The winter period demonstrated that enhanced Hospital Social Work capacity can deliver tangible and repeatable improvements in discharge performance and system flow. To embed the proven improvements achieved during the winter period, sustain current discharge performance, and deliver the proactive, early‑intervention model required by DWD, additional baseline Hospital Social Work capacity is required. It is therefore proposed to enhance capacity through:- the creation of one additional Social Work post the establishment of 5 Social Work Assistant posts the appointment of one additional Mental Health Officer (MHO) 4.6. One of the proposed Social Work Assistant roles will provide dedicated support to MHOs, including liaison with families and solicitors and support with the practical components of the AWI process. This will enable MHOs to focus more consistently on statutory decision‑making and help progress complex cases more efficiently. 4.7. Alongside this, the Health and Social Care Partnership continues to work with NHS Lanarkshire Acute Division and other partners to support DWD improvements, including the development of a local Trusted Assessor test of change with Scottish Care and local care home providers; and continued improvement in the early identification, coordination and oversight of patients requiring AWI processes. 4.8. As part of the Lanarkshire DWD programme, NHS Lanarkshire has provided time‑limited funding to enhance weekend social work capacity supporting frailty units across the main acute sites. Consequently, it is proposed to establish 3.5 Full-Time Equivalent (FTW) Social Work Assistant posts within the Hospital Social Work Team on a temporary basis, supporting a 12‑month test of change, with continuation subject to evaluation of impact on patient flow and discharge outcomes as well as future funding availability. 5. Employee Implications 5.1. The proposed changes to the establishment are set out in the tables below:- Table1: Post funded for IJB financial plan Post Proposed Number of posts Grade SCP Range Hourly Rate Annual Salary Gross Cost inc on costs 29.7% Total Costs Social Worker 1 G3 L4 72 -74 £26.09 – £26.65 £47,612 – £48,634 £61,752 – £63,078 £61,752 – £63,078 Social Worker (MHO) 1 G3 L8 79 -80 £28.71 – £29.14 £52,393 – £53,178 £67,954 – £68,971 £67,954 – £68,971 Social Work Assistant 4 G2 L4 55 - 57 £20.66 – £21.25 £37,702 – £38,779 £48,900 – £50,297 £195,600 – £201,186 Social Work Assistant (MHO) 1 G2 L4 55 - 57 £20.66 – £21.25 £37,702 – £38,779 £48,900 – £50,297 £48,900 – £50,297 £374,206 – £383,532 61
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Table 2: NHS Lanarkshire funded posts (temporary) Post Proposed Number of posts Grade SCP Range Hourly Rate Annual Salary Gross Cost inc on costs 29.7% Total Costs Social Work Assistant 3.5 G2 L4 plus 3 61 - 63 £22.51 - £23.14 £41,078 - £42,228 £53,279 - £54,770 £186,479 - £191,695 6. Financial Implications 6.1. The additional 7 FTE posts, at an estimated cost of £0.383 million, will be funded from existing resources already earmarked within the workforce development budget. This provision was established through the IJB Financial Plan specifically to support the planned expansion of the Hospital Discharge Team. 6.2. The cost of the additional 3.5 FTE temporary posts is £0.192 million per annum and will be met by NHS Lanarkshire, from resources allocated to support acute frailty services as part of the DWD programme. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. 8. Other Implications 8.1. The National Benchmarking Overview Report 2024/2025 published in March noted that nationally:- Health and social care continues to operate within a structurally challenging environment characterised by rising demographic demand, constrained fiscal growth, and persistent workforce shortages. These pressures influence what Health and Social Care Partnerships are able to provide, how quickly they can respond to changing needs, and the extent to which additional investment can translate into expanded coverage. The full report is available at:- National Benchmarking Overview Report 2024-25 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and, therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Professor Soumen Sengupta Director, Health, and Social Care Jackie Taylor Executive Director (Finance and Corporate Resources) 15 April 2026 62
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Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Focused on people and their needs Working with and respecting others Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Laura Arthur, Interim Head of Health and Social Care Tel: 01698 453701 Email: Laura.Arthur@southlanarkshire.gov.uk 63
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 6 May 2026 Report by: Director, Health and Social Care Subject: Unpaid Carers - Right to Breaks and Timescales for Support Plans - Consultation Response 1. Purpose of Report 1.1. The purpose of the report is to:- inform the Committee of the Scottish Government consultation on Unpaid Carers - Right to Breaks and Timescales for Support Plans, and the proposed response on behalf of South Lanarkshire Council (SLC) 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; and (2) that the proposed response to the Scottish Government consultation on Unpaid Carers - Right to Breaks and Timescales for Support Plans, on behalf of the Council, be approved. [1recs] 3. Background 3.1. The Care Reform (Scotland) Act 2025 will place new duties on local authorities (and Health and Social Care Partnerships (HSCPs)) to decide whether a carer is able to take “sufficient breaks” from their caring role and, if not, to provide support to enable this. The new legislation will also require Ministers to set timescales for authorities to prepare adult carer support plans and young carer statements and will require local authorities to publish additional information on local short break availability in their short break services statements. 3.2. In preparation for the implementation of this aspect of the Care Reform Act, the Scottish Government launched a national consultation of 27 February 2026. 4. Consultation 4.1. The appended response on behalf of SLC has been prepared by officers. Having secured the agreement of the Corporate Management Team (CMT) and the Chair and Depute Chair of the Social Work Resources Committee it is proposed that the final response be submitted prior to the deadline of 22 May 2026. 4.2. The Scottish Government have advised that responses submitted to the consultation will assist the development of final regulations and associated guidance needed to support effective delivery of these new rights. Final decisions on what will be included in regulations and the go-live date will be made by incoming Ministers after the 2026 Scottish elections 10 65
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5. Employee Implications 5.1. There are no direct employee implications associated with this report. 6. Financial Implications 6.1. The consultation does not set out any commitment to additional national funding to support implementation of the new duty. 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. SLC’s commissioned adult carer support service, Lanarkshire Carers, will submit a separate response on behalf of local unpaid carers. Professor Soumen Sengupta Director, Health and Social Care 15 April 2026 Link(s) to Council Values/Priorities/Outcomes accountable, effective, efficient and transparent Previous References None List of Background Papers https://www.gov.scot/publications/right-breaks-timescales-support-plans-unpaid-carers/ Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Laura Arthur, Interim Head of Health and Social Care Tel: 01698 453701 Email: Laura.Arthur@southlanarkshire.gov.uk 66
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Appendix 1: Unpaid carers - Right to Breaks and Timescales for Support Plans Consultation Response Definition of “Sufficient Breaks” Proposed definition: “Sufficient breaks” means breaks from caring which enable a carer to have enough rest, leisure and time to avoid negative impacts from their caring role on their health and wellbeing, relationships with others and life balance; and help them to achieve their personal outcomes in these same areas. Q1. Is this definition clear enough to make decisions about a carer’s eligibility for a break from caring? The definition provides a strong, outcomes-focused foundation and appropriately recognises that caring situations are highly individual. This flexibility supports personalised, strengths-based conversations and reflects the reality of carers’ lived experience. To maximise the benefits of this approach in practice, additional national guidance would be helpful to support shared understanding and consistency across carers, practitioners and providers. Such guidance could assist in clarifying how the concept of a “sufficient break” is to be applied in different contexts, helping to align expectations and reinforce constructive, collaborative relationships. Importantly, this guidance would not introduce eligibility thresholds, but would support confident, proportionate and consistent decision-making, including how avoidance of negative impacts is considered within support planning. Q2. Does this definition cover the appropriate aspects of the caring role? The focus on health and wellbeing, relationships and life balance appropriately captures the areas most commonly affected by caring responsibilities and is well aligned with established wellbeing and outcomes frameworks. Types of Breaks Q3. Is it helpful to specify types of support or activities which provide a break from caring? Illustrative examples can play a positive role in helping carers understand the breadth of potential support available, while supporting practitioners and providers to apply creativity and flexibility in local delivery. They may also assist in promoting greater consistency of understanding across different areas. To preserve personalisation, any list should be explicitly non-exhaustive and framed as illustrative rather than prescriptive. This helps ensure that support remains responsive to individual circumstances and local opportunities. Q4 & Q5. Are there any types of breaks missing or which should not be included? The proposed lists are broadly appropriate and reflect the range of supports currently accessed by carers through local authority funding, commissioned services and national schemes. Making clear that access will continue to depend on availability, suitability and capacity will help support shared understanding and avoid confusion. Q6. Are there unintended consequences of providing a detailed list? A detailed list has the potential to shape expectations about the availability of specific forms of support. Careful framing and clear communication can help ensure that examples are understood as indicative, supporting informed conversations and proportionate prioritisation rather than assumptions of universal availability, particularly if enhanced rights or entitlements are progressed without the provision of additional national funding. 67
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More broadly, thoughtful implementation is important to ensure that the right to breaks reinforces, rather than unintentionally displaces, relational, informal and community-based support. Maintaining this balance helps avoid an overly transactional approach to care and supports resilience, prevention and wellbeing. Clear national guidance and communications would therefore add value by reinforcing the intended purpose of the right, explicitly linking national expectations to principles of proportionality, subsidiarity and sustainability, supporting alignment between national expectations and local delivery, and sustaining trust between carers, practitioners and commissioned partners. Q7 & Q8. Circumstances that should not be viewed as a break from caring The proposed exclusions are appropriate and provide helpful clarity. Education merits particular consideration, as its impact can vary depending on individual circumstances. National guidance could usefully support consistent and fair application by recognising situations where carers may continue to carry significant responsibilities despite the cared-for person’s attendance at education, ensuring that decisions remain sensitive and proportionate. Timescales for Preparing Support Plans Q9. Accelerated timescales for carers of terminally ill people Maintaining accelerated timescales for carers of people with terminal illness is appropriate and proportionate, reflecting the urgency of support needs in these circumstances. For other carers, practitioner discretion to prioritise cases based on individual circumstances remains an important strength of the system. Q10. Timescale for Adult Carer Support Plans A 10-week timescale is considered reasonable and achievable. The introduction of a two-stage approach to ACSP preparation supports proportionate engagement, allowing timescales to reflect complexity while retaining flexibility to progress more quickly where circumstances indicate. Q11 & Q12. Timescales for Young Carer Statements Shorter timescales may be appropriate given the pace of change in young carers’ circumstances. Maintaining flexibility remains important to ensure meaningful engagement and to take account of factors such as school holidays and workforce availability. Transitional Arrangements and Interim Definition Q13 & Q14. Phased implementation The scale of change involved is significant for local authorities and commissioned partners. A longer transition period would support workforce planning, service development and prioritisation of carers with greatest need, while sustaining preventative approaches. Q15 & Q16. Interim definition of “sufficient breaks” Phasing implementation by pace rather than by redefining the right itself helps maintain clarity and consistency. This approach supports gradual, sustainable delivery without introducing interim thresholds that could unintentionally alter the nature of the entitlement. Q17. Transition from interim to full definition If an interim approach were to be adopted, progression would be best informed by ongoing monitoring of demand and system capacity rather than fixed timescales. However, a capacity-led approach to phasing implementation, without redefining the right, remains the preferred option. 68
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Cross-cutting Principles, Sustainability and Shared Responsibilities Support for carers should be grounded in subsidiarity and proportionality, ensuring that statutory intervention complements rather than replaces natural and community support, and promotes autonomy, resilience and wellbeing. Independent analysis of Scotland’s medium-term fiscal outlook, alongside evidence from COSLA and Audit Scotland, highlights the importance of aligning new statutory entitlements with clear, sustainable funding decisions. Doing so supports delivery that is both credible and preventative, avoiding unintended pressures elsewhere in the system. Experience with Self-Directed Support (SDS) similarly demonstrates the value of clarity on deliverability and expectations, particularly where rights are grounded in choice and control. Effective delivery of carers’ rights depends on constructive partnership between statutory bodies and commissioned and third-sector organisations. Providers funded to deliver carers’ support play a vital role in: • making best use of available resources, with a focus on outcomes and prevention; • applying proportionality so that intensive support is targeted where it adds most value; • collaborating with statutory partners and other providers to maximise reach and avoid duplication; • supporting realistic and transparent expectation-setting with carers; and • contributing positively to system learning, improvement and transparency. Through this shared approach, commissioned providers are key partners in managing demand, shaping expectations and supporting the preventative intent of carers’ policy. Where providers also undertake advocacy, clear delineation of roles and responsible public communication can further strengthen partnership working and confidence in local delivery. Finally, maintaining public confidence depends on transparent reconciliation between national expectations and available resources, supported by clear governance, shared accountability and collaborative leadership to support consistent, fair and sustainable implementation. 69
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 6 May 2026 Report by: Director, Health and Social Care Subject: Self-Directed Support - Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on key actions underway to strengthen the delivery of Self‑Directed Support (SDS) in South Lanarkshire, in line with statutory duties and national policy direction summarise learning from engagement and improvement activity, including participation in the Scottish Government‑funded Working Together for Change programme outline further action being taken to improve consistency, understanding and sustainability of SDS within existing resources provide an update on the Independent Living Fund (ILF) during 2025/2026 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the contents of the report be noted. 3. Background 3.1. The Social Care (Self-Directed Support) (Scotland) Act 2013 (the 2013 Act) sets out the duties of relevant authorities to offer choice when arranging care and support including community care services and children’s services. 3.2. The 2013 Act was intended to ensure that care and support is arranged, managed, and delivered in a way that supports choice and control for people. The Act is underpinned by 4 statutory principles: participation and dignity; involvement; informed choice; and collaboration. 3.3. The Act 2013 requires local authorities to offer people who are eligible for social care four choices concerning how they receive support, taking account of the amount of choice and control the supported person wants over their social care arrangements. The 4 choices, or options, are:- Option 1: The making of a direct payment by the local authority to the supported person for the provision of support. Option 2: The selection of support by the supported person and the making of arrangements for the provision of it by the local authority or an agreed third party (such as a support provider) on behalf of the supported person. Where the support is provided other than by the authority, the relevant amount in respect of the cost of that support is paid by the local authority. 11 71
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Option 3: The selection of support for the supported person by the local authority, the making of arrangements for the provision of it by the authority and, where it is provided by someone other than the authority, the payment by the authority of the relevant amount in respect of the cost of that provision. Option 4: The selection by the supported person of combinations of Options 1, 2 and 3 and, where it is provided by someone other than the authority, the payment by the local authority of the relevant amount in respect of the cost of the support. 3.4. The Scottish Government first published accompanying statutory guidance to the Act in 2014, which was then updated in 2022: https://www.gov.scot/publications/statutory-guidance-accompany-social-care-self- directed-support-scotland-act-2013-2/ 3.5. In 2021, the Scottish Government alongside Social Work Scotland published a Framework of Standards to support best practice and demonstrate what good SDS implementation looks like. The Framework (subsequently supplemented in 2024) comprises 12 standards, each with accompanying practice standards and core components: https://www.gov.scot/publications/self-directed-support-framework-standards- including-standard-descriptor-practice-statement-core-components-practice- guidance-updated-2024/documents/ 3.6. This was then followed by the Scottish Government and COSLA publishing in 2023 its Self-Directed Support: Improvement Plan 2023 to 2027: https://www.gov.scot/publications/self-directed-support-improvement-plan- 20232027/pages/1/ 4. SDS in South Lanarkshire 4.1. Within South Lanarkshire Council, SDS is delivered across all social work operational services: Social Work Children and Justice Services; and Adult and Older People Social Work Services within the Health and Social Care Partnership (HSCP). For completeness information on all of these areas is included here. 4.2. In addition, 4 external provider organisations are contracted to provide independent information, support and advice in relation to SDS:- Equal Say (advocacy) Glasgow Centre for Inclusive Living (GCIL) (information and advice) Lanarkshire Carers (information, advice and support for carers) Action for Children (support for young carers) 4.3. During 2025/2026, 6,201 service users in South Lanarkshire opted for SDS, representing an increase of approximately 6.6% compared with the previous year. Option 3 remains the most commonly selected choice followed by Option 1 and Option 2. As set out in paragraph 6.1, total spend on Option 1 has also increased compared to previous years. 4.4. As previously reported to the Committee at its September 2025 meeting, the local SDS Improvement Board has been chaired by the Head of Health and Social Care (Social Care) and is responsible for driving improvement using the Scottish Government’s SDS Improvement Plan. With reference to the SDS Framework of Standards, the 72
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Improvement Board is driving forward the following priority changes in relation to Accountability, Transparency and having a Strength and Asset-based approach:- Improve public-facing information in relation to local delivery of SDS through involvement with people with living experience of SDS. Increase staff knowledge and skills around employing a relationship-based practice approach to engaging supported people and carers through a refreshed offer of workforce development. 4.5. During 2025/2026, South Lanarkshire participated in the Scottish Government‑funded Working Together for Change improvement programme delivered by In Control Scotland. The programme brought together supported people, unpaid carers, statutory staff and third‑sector partners involved in SDS delivery. 4.6. The Working Together for Change programme provided structured opportunities to reflect on lived and professional experience of SDS delivery. The insights shared are best understood as illustrative and time‑specific, reflecting individual circumstances and wider system pressures rather than representing a comprehensive or representative evaluation of SDS delivery. 4.7. Three consistent themes emerged from the Working Together for Change programme, aligning closely with priorities already identified locally through the SDS Improvement Board:- Transparency and understanding - the importance of clear, accessible and consistent public‑facing information on SDS processes and options. Engagement and accountability - the value of opportunities for dialogue, learning and shared understanding between the Council, partners and communities. Valuing lived experience - the meaningful involvement of supported people and carers in service design and improvement activity. 4.8. These themes also reflect wider national learning. Recent advice from the Interim National Care Service Advisory Board has reinforced the importance of outcomes‑focused, flexible practice within SDS, particularly in relation to Direct Payments; and highlighted the role of independent support in enabling choice and control within existing statutory frameworks. 4.9. Locally learning from engagement and improvement programmes is being integrated into existing governance and practice arrangements, supporting ongoing, proportionate improvement for supported people and carers. Actions underway or planned include:- Redesign of public‑facing SDS information to improve clarity, accessibility and consistency, informed by people with lived experience. Use of established Health and Social Care Forum and community structures to strengthen SDS awareness and engagement at locality level. Continued integration of independent support services, including GCIL, within SDS pathways to support informed choice and outcomes‑focused planning. Ongoing workforce development to reinforce consistent, proportionate and relationship‑based SDS assessment and review. Continued monitoring of Personal Assistant (PA) workforce sustainability as part of wider SDS improvement activity. Progress against these actions will continue to be monitored through existing SDS governance arrangements and reported through established channels as appropriate. 73
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4.10. A sustainable and available Personal Assistant (PA) workforce is an important enabling factor for individuals who wish to pursue Option 1 (Direct Payments). Recruitment and retention challenges affecting PAs are recognised nationally and have a direct impact on the extent to which this option can be meaningfully exercised. 4.11. A number of steps have been taken to strengthen the sustainability of the PA workforce. These include:- Improved Direct Payment guidance and support. Promotion of the PA role through education and employment pathways. Engagement with national and local support networks. 4.12. In addition, following consideration through established governance and pay determination arrangements, an uplift to Personal Assistant pay has been agreed (to £14.45 per hour) from 1 April 2026 as part of wider action to support workforce sustainability and continuity of care. This measure is intended to mitigate recruitment and retention pressures and support the ongoing viability of Option 1 for those who wish to pursue it. Individual choice of SDS option continues to be determined through assessment, based on personal outcomes and preference, with all four options remaining legitimate choices within the legislation. 4.13. As previously reported, the ILF re‑opened to new applications in April 2024. In the initial year (2024/2025), South Lanarkshire Council utilised 61% of its allocated awards. By 2025/2026, the Council had strengthened its approach and achieved 100% utilisation of its allocation, despite a reduced national allocation (56 compared to 67 in 2024/2025), representing a notable improvement in delivery and impact. Allocations for 2026/2027 are expected to be confirmed in Quarter 1 and will be distributed across fieldwork teams in accordance with established operational processes. 5. Employee Implications 5.1 There are no additional employee implications associated with this report. 6. Financial Implications 6.1 The South Lanarkshire Council spend on SDS Option 1 is summarised in Table 1. Table 1 Financial Year South Lanarkshire annual committed spend on SDS Option 1 2021/2022 £8.377m 2022/2023 £10.777m 2023/2024 £10.240m 2024/2025 £10.289m 2025/2026 £11.081m 7. Climate Change, Sustainability and Environmental Implications 7.1 There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1 The National Benchmarking Overview Report 2023/2024 has reinforced that the social care sector is currently facing complex and unprecedented pressures and challenges. https://www.improvementservice.org.uk/__data/assets/pdf_file/0031/58189/Benchma rking-Overview-Report-2025.pdf 74
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8.2. The report highlights that it is important to recognise that service expectations have been raised – for example, with respect to choice, control and support as per the Self- Directed Support Act 2013 - amongst communities at a time when the ability of local government to deliver is under greater pressure than ever, and demand is accelerating faster than ever. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Professor Soumen Sengupta Director, Health and Social Care 27 April 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self-aware and improving Focused on people and their needs Working with and respecting others Previous References Social Work Resources Committee – 10 September 2025 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ian Beattie, Head of Health and Social Care Ext: 3701 E-mail: Ian.Beattie@southlanarkshire.gov.uk 75
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 6 May 2026 Report by: Director, Health and Social Care Subject: Consultation on the Future of Secure Care - Response 1. Purpose of Report 1.1. The purpose of the report is to:- inform of the Scottish Government Consultation on the future of secure care and response submitted on behalf of South Lanarkshire Council (SLC) 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; and (2) that the appended response to the Scottish Government Consultation on the Future of Secure Care, submitted on 16 April 2026, be noted. 3. Background 3.1. Secure accommodation is a form of residential care that restricts the freedom of children under the age of 18. It is for the small number of children who may be a significant risk to themselves, or others in the community, and whose needs and risks can only be managed in secure care's controlled settings. Secure care aims to provide intensive support and safe boundaries to help these highly vulnerable children re-engage and move forward positively in their communities. 3.2. Secure care in Scotland is provided by four independent charitable organisations:- Good Shepherd Centre, Bishopton Kibble Safe Centre, Paisley Rossie Secure Accommodation Services, Montrose St Mary’s Kenmure, Bishopbriggs 3.3. The Scottish Government has undertaken a national consultation on the future of Scotland’s secure accommodation and secure care transport standards. They also sought respondents’ views on developing a Single Point of Contact service for victims whose cases are dealt with under the Whole System Approach to youth justice or in the Children’s Hearings System. 4. Consultation 4.1. The consultation follows the publication of the Reimagining Secure Care: A Vision for the Future report, published by the Children and Young People’s Centre for Justice (CYCJ) in September 2024. 4.2. The appended response on behalf of the Council has been prepared by officers. The submission timelines for the consultation did not allow for a paper being taken to 12 77
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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. 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. Consultation has taken place with Promise stakeholders to draft the consultation response. Professor Soumen Sengupta Director, Health and Social Care 9 April 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Previous References None List of Background Papers https://www.gov.scot/publications/consultation-future-secure-care-single-point-contact- spoc-victims-childrens-hearings-system/pages/1/ https://www.cycj.org.uk/wp-content/uploads/2024/09/Reimagining-Secure-Care-Final- Report.pdf Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Diane Dobbie - Service Manager, Children and Justice Services Ext: 3986 Email: diane.dobbie@southlanarkshire.gov.uk 78
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Appendix 1: Draft Response – Secure Care Consultation Questions on Secure Accommodation Criteria Q1. Do you think the new criteria for authorising a child’s placement in secure accommodation by a children’s hearing are sufficient? The criteria would benefit from greater clarity, particularly in relation to the definition of serious harm, to support consistent interpretation and decision‑making across Scotland. Explicit reference to serious risk linked to exploitation would also help ensure the criteria remain fit for purpose in the context of contemporary risks faced by children. Clear national guidance will be important to avoid unintended variation or the development of parallel thresholds across the system. Q2. Should the criteria for secure care be revised to include children who, while not posing an immediate risk to others, may still require intensive secure, or near secure, support, protection from self-harm, or stability in near-secure residential provision, including on premises currently registered and approved to deliver secure care? There may be value in clearer pathways for intensive or near‑secure provision for a small number of young people whose needs sit at the margins of secure care, particularly where continuity of relationships is critical. Any such change would require explicit safeguards, clear criteria and routine review to guard against unintended net‑widening. This would also need to be deliverable in practice, with expectations aligned to funding, workforce and commissioning arrangements to avoid an implementation gap. Q3. Are there any factors or circumstances you think should be considered in potential future secure care criteria? Future criteria should explicitly recognise serious risk of exploitation, including contextual and online harm. Important to recognise that secure care is not designed to replicate specialist therapeutic inpatient provision. Where acute psychological need is the primary driver, an arrangement such as the National Secure Adolescent Inpatient Service for Scotland may be more appropriate, with secure care remaining focused on circumstances where deprivation of liberty is necessary to manage risk. Clear national criteria and guidance would help ensure the right form of provision is used for the right purpose, and that secure care remains a last resort. Questions on Secure Accommodation Definition Q4. Should definitions be reviewed to include ‘flex secure’? Provision that allows adaptive levels of restriction may support a more responsive, rights‑based approach if developed with clear thresholds, safeguards and review arrangements. Any revised definition should align with existing statutory processes to avoid duplication or complexity at the point of decision‑making. Q5. How could adaptable restriction advance children’s rights? If implemented carefully, flex‑secure arrangements could support least‑restrictive care, including planned community access where appropriate, without repeated legal resets. This could help ensure deprivation of liberty is used for the shortest possible time, consistent with UNCRC and ECHR principles. Questions on Models Proposed in Reimagining Secure Care Q6. Do you support community‑based hubs? Community‑based hubs with integrated, interdisciplinary teams can reduce disruption and support earlier intervention. To be effective, hubs must simplify the landscape rather than add further layers, with clear roles and realistic expectations aligned to workforce capacity and service availability. Q7. Do you support wider adoption of multi‑disciplinary teams? 79
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Multi‑agency working is essential given the complexity of need. Clear national guidance on roles and escalation pathways would support consistency and reduce duplication, provided expectations are aligned to capacity. Questions on Mental Health Provision Q8. What actions could better integrate secure care and mental health services? Earlier, aligned support for children at the edge of secure care would be beneficial, particularly where engagement with traditional appointment‑based models is difficult. Clear national pathways for specialist advice and intervention would strengthen joint planning, provided expectations are deliverable in practice. Q9. How can systems ensure trauma‑informed, holistic support? A relationship‑based, trauma‑informed approach is central. Community and residential teams would benefit from access to psychological consultation when managing high‑risk situations, supported by clear national guidance on roles and information sharing. Q10. What improvements in information sharing are needed? Timelier information sharing between health care and social work professionals, including across local authority boundaries, would be strengthened by clear national guidance on lawful, proportionate and minimum‑necessary sharing, reducing uncertainty and variation in practice, while supporting confident information sharing both in day‑to‑day care and in post‑incident review and learning processes Prevention, Alternatives, Community Support and Transitions Q11. Most effective alternatives to secure care Tailored, strengths‑based approaches that prioritise relationships, family involvement, mentoring, flexible education and meaningful activity. These are most effective when delivered through simplified, coherent local pathways rather than fragmented provision. Q12. What influences whether alternatives are used? Responsiveness of supports, workforce confidence, and clarity of risk management arrangements. Practice is strengthened where expectations are aligned to available specialist advice, workforce capacity and funding. Q13. Gaps in alternatives across Scotland There is variation in timely access to specialist mental‑health and psychological support, suitable alternative education provision, and consistency of approaches to contextual safeguarding, reflecting wider capacity and workforce pressures. Clearer national guidance on exploitation and online harm would help reduce variation. Q14. How can learning be shared and scaled? Sustained multi‑agency learning mechanisms, supported by proportionate data requirements and shared outcome measures, to avoid adding reporting burden. Q15. Scope for pooling resources on a multi‑authority basis Opportunities particularly in respect of specialist provision, where supported by clear governance, funding and access criteria. Q16. What role should health, education, and justice services play in supporting children with complex needs? Health care, education and justice services each bring an important and complementary contribution to supporting children with complex needs, and clear national guidance can help reinforce shared understanding and alignment of roles. Health care services can support timely assessment and access to psychologically informed community‑based support; justice partners can contribute to shared assessment and proportionate risk 80
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management as equal partners; and education can provide inclusive, flexible provision that responds to a wide range of needs and supports engagement. Ensuring that any new or expanded expectations are supported by appropriate funding and aligned with workforce availability will be important in sustaining this collective contribution in practice. Q17. How should effectiveness of community supports be measured? Effectiveness should be measured through a balanced set of indicators capturing access, quality and outcomes: timely access to the agreed supports; stability and continuity of placements/relationships; engagement with education and planned interventions; and changes in crisis escalation such as repeat high‑risk incidents or emergency presentations. Trends in referrals to secure care can contribute to this picture, recognising they are influenced by thresholds and capacity as well as effectiveness. The views of children, young people and families should be incorporated as a structured, repeatable measure of experience and perceived safety, rather than as anecdotal feedback. A simplified national approach to definitions and data collection would support meaningful comparison and learning across areas. Q18. Support for transitions and reintegration Successful transitions depend on continuity of relationships, timely information sharing and consistent planning across secure care, Young Offender Institution (YOI) and community settings, with expectations aligned to service capacity. National Co‑ordination of Secure Care Placements Q19. How can access to placements be improved? Through national capacity planning, sustainable funding arrangements, and a transparent framework for prioritisation and escalation when capacity is constrained. Q20. Nationally funded facilities to fulfil court orders Greater national coordination could improve stability and confidence in availability, provided expectations are matched by realistic funding and workforce planning. Q21. Single National System for Co‑ordinating Placements A national system could improve consistency, transparency and equity of access. To be effective, it should provide clear national criteria, support timely matching of need to provision within available capacity, include routine review (including monitoring for net‑widening), and remain needs‑led rather than availability or cost‑led. As highlighted in the vision set out in the Children and Young People’s Centre for Justice Reimagining Secure Care work, reform should simplify and align existing routes and responsibilities rather than add parallel systems; and emphasising the importance of clarity, simplification and deliverability to ensure that ambition translates into improved outcomes in practice. Q22. Models Scotland should learn from Scotland should learn from international systems that demonstrate clearer national oversight, consistent decision‑making and reduced fragmentation, while maintaining locally delivered, child‑centred care. The Northern Ireland system may offer relevant learning in relation to system coherence and national accountability, rather than as a direct comparator of outcomes, and should be considered alongside wider international evidence on approaches that reduce reliance on deprivation of liberty and improve transitions and long‑term outcomes for children. Importantly evidence from reviews, inquiries and international experience consistently suggests that pressure on secure care is best addressed by reducing demand through 81
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earlier intervention and system stability, rather than by focusing solely on access, coordination or capacity at the point of crisis. Q23. Other proposals on national co‑ordination Clarity on primacy between national and local roles, consistent step‑down pathways, and clear national guidance on information sharing would strengthen any national approach. Nationalisation, Funding and Transport Q25. Nationalisation of secure care Given that secure care is a core element of the statutory care and justice system, involving the deprivation of liberty and significant safeguarding responsibilities, there is a strong case for arrangements that provide clearer national accountability and long‑term planning, comparable to other essential public services. A more directly publicly‑led model for the ownership, commissioning and oversight of secure care could offer greater stability, consistency and equity across Scotland. The key test for any future model is whether it improves outcomes for children in practice, supports workforce sustainability, and is fully costed and deliverable over the long term. Q26. Move away from spot purchasing In principle, to support sustainability and planning. Q27. Preferred funding model A nationally co‑ordinated, locally delivered model, with national responsibility for funding, capacity planning and oversight, alongside local responsibility for care planning and statutory accountability. Q28. Ensuring equity of access Through clear national criteria, transparent oversight and capacity planning aligned to demand. Q29. Secure care transport standards Implementation would be strengthened by aligned commissioning arrangements, including consideration of national coordination of secure transport. Single Point of Contact (Victims) Q30–Q35. SPOC The Single Point of Contact (SPOC) should complement existing supports, operate within clear, non‑duplicative pathways, and be trauma‑informed and age‑appropriate. Information sharing should be lawful, proportionate and realistic. Any commissioning role should be fully costed and aligned to service availability. Staff should be appropriately trained, supervised and, where required, professionally registered. Assessing Impact Q36. Data protection issues Balancing competing rights and ensuring lawful, proportionate information sharing will be essential, supported by clear national guidance. Q37. Children’s rights and wellbeing issues Both children who have experienced harm and those who have caused harm may be vulnerable. Approaches should remain child‑centred, proportionate and trauma‑informed. Q38. Equality issues Consideration should be given to children with care experience, those living in poverty, girls, and children from minoritised ethnic backgrounds, recognising strong evidence from 82
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inquiries, inspection and case law that these factors are associated with disproportionate use of deprivation‑of‑liberty measures. Mental health and neurodevelopmental needs should be considered in this context, particularly where unmet need or lack of provision risks escalating restrictive responses. Q39. Any other comments Reform should prioritise system coherence and avoid introducing parallel or overlapping arrangements. Changes should be sequenced to support deliverability, with national coordination of secure transport and underpinning digital and information systems established ahead of the introduction of new standards to ensure consistency, safety and workforce readiness. Reform should aim to simplify pathways for children and practitioners, supported by reliable data, shared systems and clear accountability, to enable timely, equitable, rights‑respecting and appropriately resourced decision‑making across the system. There is also an opportunity to consider these reforms in the round, recognising that pressures on secure care and transport are driven in part by wider system demand. Evidence from reviews, inspections and case law consistently highlights the importance of earlier intervention, placement stability and accessible community‑based support in reducing reliance on deprivation of liberty. Alongside improving coordination and standards, sustained investment upstream would support both better outcomes for children and greater system sustainability. 83
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 6 May 2026 Report by: Director, Health and Social Care Subject: Care Inspectorate Update for Registered Care Services - 1 September 2025 to 31 January 2026 1. Purpose of Report 1.1. The purpose of the report is to: provide an update on the outcome of inspections by the Care Inspectorate for registered services delivered and managed by Social Work Resources for the period 1 September 2025 to 31 January 2026. inform the Committee on the outcome of inspections by the Care Inspectorate from 1 September 2025 to 31 January 2026 for registered external services operating within South Lanarkshire. inform the Committee on any updates to inspection and/or improvement frameworks and service registrations. 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): (1) that the content of the report is noted. 3. Background 3.1. The Care Inspectorate is the independent scrutiny and improvement organisation responsible for regulating and inspecting care and support services for adults, children, and criminal justice social work services. It has the authority to place recommendations, requirements or issue an improvement notice seeking authority through the courts to close a registered service where there is failure to comply with or meet scrutiny and standards outlined within:- The Regulation of Care (Scotland) Act 2001 Health and Social Care Standards The Health and Care (Staffing) (Scotland) Act 2019 3.2. The Care Inspectorate carries out inspections based on a range of Quality Assurance Frameworks linking to the Health and Social Care Standards. https://www.careinspectorate.com/index.php/publications-statistics/147- professionals-registration/quality-frameworks 3.3. The quality framework is structured around six key questions: 1. How well do we support people’s wellbeing? 2. How good in our leadership? 3. How good is our staff team? 13 85
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4. How good is our setting? 5. How well is care and support planned? 6. What is our overall capacity for improvement? 3.4. An additional question has been included within the quality frameworks for secure accommodation services, care homes for children and young people, and school care accommodation (special residential schools). 7. How well do we support children and young people’s rights and wellbeing? 3.5. There have been no further quality framework publications since the last report. 3.6. Evaluations are combined from the key questions outlined above, alongside the quality indicators and grades: 6 Excellent, 5 Very Good, 4 Good, 3 Adequate, 2 Weak, 1 Unsatisfactory. Within the six-point scale, there is now also a grading key which can be seen below. The six-point scale 6 Excellent Outstanding or sector leading 5 Very Good Major strengths 4 Good Important strengths, with some areas for improvement 3 Adequate Strengths just outweigh weaknesses 2 Weak Important weaknesses – priority action required 1 Unsatisfactory Major weaknesses – urgent remedial action required Grading Key (I) Grading resulting from an inspection (C) Grading resulting from an upheld or partially upheld complaint (E) Grading resulting from an enforcement (A) Grading resulting from information submitted/not submitted by the provider 3.7. Inspection grades are published by the Care Inspectorate online Care Inspectorate Datastore 4. Inspection Outcomes - Internal 4.1. The Council is responsible for 30 registered in-house care services, noting that some of these services are delivered from alternative sites. Details of these services, their most recent inspection gradings, and any changes in registration are detailed in Appendix 1. 4.2. Since the last report, 4 of the Council’s registered in-house services have been inspected (Table 1). Table 1 – Recent inspections (Internal) Date of Inspection How well do we support people’s wellbeing? How well is our care and support planned? How good is our setting? How good is our staff team? How good is our leadership? What is the overall capacity for improvement? Key Q 1 Key Q 2 Key Q 3 Key Q 4 Key Q 5 Key Q 6 Care Home Service Hamilton Home Care Service 05/12/2025 5 Not Assessed Not Assessed 5 Not Assessed Not Assessed 86
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4.3. Hamilton Home Care Service was supporting 400 people at home at the time of inspection. Inspectors concentrated on two key areas: “How well do we support people’s wellbeing?” and “How good is our staff team?”, both receiving a grade of 5 – very good. Inspectors found significant strengths in aspects of the care provided and how these supported positive outcomes for people. Staff were consistently described as caring, respectful and professional. 4.4. Hillhouse Care Home Service offers residential care for up to 7 children and young people aged 8 to 20 years. At inspection, all places were filled. Inspectors noted strong, caring relationships between staff and young people; staff were found to be responsive and emotionally supportive, with one resident describing the home as “just like a family.” Staff regularly consult mental health professionals to support trauma recovery and provide tailored one‑to‑one support. 4.5. The Home Assessment Team (HAT) in Hamilton and Clydesdale provides short-term, reablement-focused support to promote independence. At the time of the inspection, the service was supporting 106 people. Inspectors concentrated on two key areas: “How well do we support people’s wellbeing?” and “How good is our staff team?”, both receiving a grade of 5 – very good. The inspection revealed considerable strengths in the care offered, which contributed to positive outcomes for service users. Individuals received care that respected their dignity, rights, and choices, with staff consistently demonstrating compassion and respect, providing a sense of safety and wellbeing. 4.6. The Home Assessment Team (HAT) in East Kilbride, Rutherglen, and Cambuslang was supporting 80 people at the time of inspection. Inspectors concentrated on two key areas: “How well do we support people’s wellbeing?” and “How good is our staff team?”, both receiving a grade of 5 – very good. Inspectors highlighted consistency in responsive and professional care. People supported by the service had positive experiences and were treated with dignity and respect. There was strong collaboration with health and social care partners and staff interactions that were observed, were found to be caring and empowering. 5. Inspection Outcomes - External 5.1. There are 156 external registered care services regulated and inspected within South Lanarkshire. These include care homes for adults, older people, and children; short break services; support services (day opportunities); care at home services, housing support services, school care accommodation for children aged 10 to 18, and nurse agencies. Date of Inspection How well do we support people’s wellbeing? How well is our care and support planned? How good is our setting? How good is our staff team? How good is our leadership? What is the overall capacity for improvement? Key Q 1 Key Q 2 Key Q 3 Key Q 4 Key Q 5 Key Q 6 Hillhouse 10/11/2025 5 5 5 5 5 Not Assessed Home Assessment Team (Hamilton and Clydesdale) 07/11/2025 5 Not Assessed Not Assessed 5 Not Assessed Not Assessed Home Assessment Team (East Kilbride and Rutherglen) 08/10/2025 5 Not Assessed Not Assessed 5 Not Assessed Not Assessed 87
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5.2. During the period 1 September 2025 to 31 January 2026, 35 of these services were inspected: 24 care home services; four housing support services; and seven support services. These services and their most recent inspection gradings are detailed in Appendix 2. 5.3. Of those inspected during this period, five external providers operating within South Lanarkshire had gradings decline and were assessed as unsatisfactory (1), weak (2) and adequate (3) in more than one indicator. 5.4. The Care Inspectorate also reported that eight external providers had improved gradings and were assessed as adequate (3), good (4) and very good (5) in more than one indicator. 5.5. A selection of external inspections have been highlighted below within Table 2. Table 2 – Recent inspections sample (External) 5.6. Southview is a registered care home for up to 40 older adults, including 17 places for those with dementia and 23 for adults with mental health conditions. The inspection found the home provides high-quality, person-centred care with dedicated staff, strong teamwork, and engaged leadership, demonstrating ongoing capacity for improvement. 5.7. Beechgrove Care Home, near Lanark, accommodates up to 70 residents, including five younger adults, in four units. Inspectors noted high-quality care with kindness, dignity, and meaningful engagement, a well-maintained environment, and strong leadership promoting openness and improvement. Staff were found to be motivated, and implementation of a new electronic care planning process was progressing well. 5.8. Glengeith is a rural care home for up to four young people aged 7 to 20. The inspection found Glengeith delivers high-quality, trauma-informed care, with positive outcomes reported in wellbeing, relationships, education, and personal growth. Staff meet individual needs, ensure safety, and encourage engagement, while leadership is strong and improvement focused. Date of Inspection How well do we support people’s wellbeing? How well is our care and support planned? How good is our setting? How good is our staff team? How good is our leadership? What is the overall capacity for improvement? Key Q 1 Key Q 2 Key Q 3 Key Q 4 Key Q 5 Key Q 6 Care Home Service (Mental Health Problems) Southview 12/12/2025 5 4 4 4 4 Not Assessed Support Service (Care at Home) Trust Community Care Limited 27/11/2025 2 3 Not Assessed 1 1 Not Assessed Care Home Service (Older People) Beechgrove Care Home 24/09/2025 5 4 5 4 5 Not Assessed Lornebank Care Centre 11/09/2025 3 4 3 3 3 Not Assessed Care Home Service (Children/Young People) Glengeith Farmhouse 01/09/2025 5 5 5 5 5 Not Assessed 88
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5.9. Trust Community Care Limited was a registered provider of Care at Home services commissioned by South Lanarkshire Council. In October 2025, concerns were identified regarding the provider’s compliance with contractual requirements. An investigation was undertaken, supported by engagement with the Care Inspectorate, and a moratorium was applied to new care packages while assurance activity and individual service user reviews were completed. As contractual assurance could not be sufficiently restored, the Council terminated the contract on 14 January 2026, with alternative provision secured for all service users and continuity of care maintained. 5.10. The Council has a range of internal controls in place to support oversight of commissioned Care at Home services, including an established Review Team focused on meeting the statutory requirement to review individual service users’ needs. Recent experience within the Care at Home market, including the termination of the Trust Community Care Limited contract, has however reinforced the importance of having dedicated capacity for proactive contract assurance, quality monitoring and provider risk management at a system level. Learning from this experience is being taken forward through work to strengthen commissioning and assurance arrangements for Care at Home services, as set out in a separate report to Committee, to support earlier identification of risk, safeguard service users and sustain market stability and best value. 6. Large Scale Investigation 6.1 Lornebank Care Home, Hamilton, is a registered care service supporting up to 74 older people. In response to emerging operational and quality concerns, increased professional oversight has been provided by Social Work and Health colleagues. As a result, a formal multi‑agency large‑scale investigation process has been initiated in line with established procedures. Partners are working collaboratively with the provider and relevant scrutiny bodies to assess the position and to manage and mitigate any potential risks to residents while the investigation is ongoing. 7. Employee Implications 7.1. There are no direct employee implications in relation to this report. 8. Financial Implications 8.1. There are no direct financial implications in relation to this report. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 10. Other Implications 10.1. The context of this report relates to the following risk within the Council and Social Work Risk registers:- Failure to comply with or meet the expected standards, scrutiny levels, or improvement as identified by regulatory bodies 10.2. A review of Care Inspectorate recommendations and actions is maintained. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function, or strategy, or recommend a change to existing policy, function, or strategy and, therefore, no impact assessment is required. 89
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11.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Professor Soumen Sengupta Director, Health and Social Care 15 April 2026 Link(s) to Council Values/Priorities/Outcomes focused on people and their needs. working with and respecting others. accountable, effective, efficient, and transparent. Previous References None List of Background Papers Care Inspectorate Datastore Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Aine McCrae, Head of Children and Justice Services and Chief Social Work Officer Tel: 01698 454887 Email: aine.mccrea@southlanarkshire.gov.uk 90
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Appendix 1: Internal Care Inspectorate Gradings as of 31st January 2026 Year of inspection Service Latest Inspection How well do we support people's wellbeing? How well is our care and support planned? How good is our setting? How good is our staff team? How good is our leadership? 2025 Care at Home Hamilton Home Care Service 05/12/2025 5 5 Not Assessed 5 5 Care Home Service Hillhouse 10/11/2025 5 5 5 5 5 Home First (HAT) Home Assessment Team (Hamilton and Clydesdale) 07/11/2025 5 Not Assessed Not Assessed 5 Not Assessed Home First (HAT) Home Assessment Team (East Kilbride & Rutherglen) 08/10/2025 5 5 Not Assessed 5 4 Children’s House Bardykes Road 22/08/2025 5 5 5 5 5 Care Home Service Meldrum Gardens 19/06/2025 5 5 5 5 5 Care Home Service Rosslyn Avenue 13/06/2025 5 5 5 5 5 Care at Home Care and Support Service (South) 17/03/2025 5 Not Assessed Not Assessed 5 Not Assessed Care Home Service David Walker Gardens 09/03/2025 5 5 5 5 5 Children & Young People Langlea Avenue 27/02/2025 5 5 5 5 5 Care at Home Blantyre Intermediate Care 06/02/2025 5 5 Not Assessed 5 5 Care at Home Rutherglen Care at Home Service 05/02/2025 5 5 Not Assessed 5 5 Children & Young People Hunters Crescent 05/02/2025 5 5 5 5 5 2024 Care Home Older McKillop Gardens 28/11/2024 5 5 5 5 5 Care at Home East Kilbride Home Care Service 19/11/2024 5 Not Assessed Not Assessed 5 Not Assessed Care at Home Clydesdale Homecare 24/05/2024 5 5 Not Assessed 5 5 2023 Children’s House Station Road 22/09/2023 4 4 4 4 4 Children & Family South Lanarkshire Council - Adoption Service 27/03/2023 4 5 Not Assessed 5 5 Children & Family South Lanarkshire Council - Fostering Service 27/03/2023 5 5 Not Assessed 5 4 2019 Day Services Harry Heaney Centre 10/05/2019 5 5 5 5 5 Day Services South Lanarkshire Lifestyles - Fairhill 22/01/2019 5 5 5 5 5 C&F Supported Carers Service 22/01/2019 5 5 Not Assessed 5 5 2017 Day Services South Lanarkshire Lifestyles Eastfield 15/11/2017 5 5 5 5 4 91
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Year of inspection Service Latest Inspection How well do we support people's wellbeing? How well is our care and support planned? How good is our setting? How good is our staff team? How good is our leadership? Day Services Meldrum House 05/06/2017 5 5 5 5 5 Day Services South Lanarkshire Lifestyles - Stonehouse 26/05/2017 5 5 5 4 5 Day Service Lesmahagow Neighbourhood Centre 07/02/2017 5 5 6 5 5 2016 Day Service South Lanarkshire Lifestyles East Kilbride 13/12/2016 5 5 5 5 5 Day Service Newberry Rooney 22/11/2016 5 5 5 5 4 2015 Day Service Lifestyle Lanark, Harry Smith Complex 12/08/2015 6 6 6 6 6 Source: Care Inspectorate Datastore 92
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Appendix 2: Care Inspectorate Gradings – South Lanarkshire External Providers as of 31st January 2026 CSNumber ServiceType ServiceName Last Inspection Date Key Question Support Wellbeing Key Question Care & Support Planning Key Question Setting Key Question Staff Team Key Question Leadership Key Question Care Play & Learning Grade Change Care Home Service - Alcohol & Drug Misuse CS2016351239 Private Calderglen House 24/10/2025 5 4 5 4 5 Not Assessed Same Care Home Service - Children and Young People CS2005110586 Voluntary or Not for Profit Silverton Short Breaks 28/02/2024 5 5 5 5 5 Not Assessed Same CS2007144696 Private Kyllimoons Care Home 24/07/2025 6 6 6 6 6 Not Assessed Same CS2007144754 Private Tanglewood 02/05/2024 6 6 6 6 6 Not Assessed Same CS2008169473 Private Rowallan 08/11/2024 5 5 5 5 5 Not Assessed Same CS2010270301 Private Devonside 15/11/2024 4 4 4 4 4 Not Assessed Same CS2012307320 Private Green Pastures 21/01/2025 5 5 5 5 5 Not Assessed Same CS2014331925 Private Blairbeth Road 29/08/2024 5 5 5 5 5 Not Assessed Same CS2015336900 Private Duneaton 06/10/2025 2 2 2 2 2 Not Assessed Improve CS2015343491 Private The Cottage 20/12/2024 5 5 5 5 5 Not Assessed Same CS2016349466 Private Care Visions - The Knowe 21/02/2025 5 5 5 5 5 Not Assessed Same CS2018365629 Private Glenochar 10/09/2024 4 4 4 4 4 Not Assessed Same CS2018371827 Private Clyde Valley House 10/10/2025 5 5 5 5 5 Not Assessed Same CS2019372791 Private Lettershaws Farm Cottage 13/01/2026 4 4 4 4 4 Not Assessed Same CS2019373277 Private Forest View 23/11/2023 6 6 6 6 6 Not Assessed Same CS2019377045 Private Drummond House 20/10/2025 4 4 4 4 4 Not Assessed Decline CS2019377305 Voluntary or Not for Profit Stanmore Care Home Service 30/05/2025 4 4 4 4 4 Not Assessed Improve CS2020379227 Private Heath House 17/07/2025 5 5 5 5 5 Not Assessed Improve CS2020379342 Private Glengeith Farmhouse 01/09/2025 5 5 5 5 5 Not Assessed Improve CS2020379357 Private Netherlethame 26/05/2025 3 3 3 3 3 Not Assessed Improve CS2020380197 Private Nurture One Ltd 08/05/2025 5 5 5 5 5 Not Assessed Improve CS2021000285 Private Crawford House 19/12/2025 2 2 2 2 2 Not Assessed Same CS2022000101 Voluntary or Not for Profit Stepdown Cambuslang and Carntyne 10/06/2024 4 4 4 4 4 Not Assessed Same CS2022000306 Private Coalburn House 09/12/2024 4 4 4 4 4 Not Assessed Same CS2024000338 Private Anitas Dawn 05/05/2025 4 4 4 4 4 Not Assessed CS2024000404 Private 82 Main Street 10/06/2025 3 3 3 3 3 Not Assessed CS2025000358 Private Logans Rise CS2025000442 Private Arms Wide Open Care Home Service - Learning Disabilities CS2003001385 Voluntary or Not for Profit Clannalba 23/03/2025 4 4 4 4 5 Not Assessed Same CS2003001386 Voluntary or Not for Profit New Ridgepark 22/05/2025 4 4 4 4 4 Not Assessed Improve CS2003001388 Private Castle Street Care Home, Living Ambitions Limited 04/08/2025 4 4 4 4 4 Not Assessed Improve CS2003001400 Voluntary or Not for Profit Lanark Project 27/03/2025 4 4 5 5 5 Not Assessed Same CS2003001401 Voluntary or Not for Profit Threshold Support Services - Residential 17/12/2025 4 4 4 4 3 Not Assessed Same CS2003015114 Voluntary or Not for Profit Scottish Autism - South West Area Services - Staikhill 11/12/2025 4 4 4 4 4 Not Assessed Same CS2006137442 Private Collisdene Care Centre 24/07/2025 4 3 3 4 3 Not Assessed Same CS2009194187 Voluntary or Not for Profit Cherry Tree Court 08/01/2026 5 5 4 4 5 Not Assessed Same CS2012311539 Private Millburn Homes 25/11/2025 3 3 3 3 3 Not Assessed Same CS2018368484 Voluntary or Not for Profit Arran House Care Home 05/07/2024 5 5 5 4 5 Not Assessed Same Care Home Service - Mental Health Problems 93
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CS2003001398 Voluntary or Not for Profit Sheriff Park Service 15/08/2025 5 6 5 5 5 Not Assessed Same CS2003010439 Private Southview 12/12/2025 5 4 4 4 4 Not Assessed Improve CS2016350780 Private Clyde Valley Care Home 25/03/2025 5 4 4 5 5 Not Assessed Same Care Home Service - Older People CS2003001376 Voluntary or Not for Profit Eastpark Gardens, Abbeyfield Rutherglen 05/12/2025 4 3 4 3 3 Not Assessed Same CS2003010440 Private Greencross 08/08/2025 5 4 3 4 4 Not Assessed Decline CS2003010566 Private Clinton House Nursing Home 01/08/2025 4 3 4 4 4 Not Assessed Decline CS2003010577 Private Greenhills Care Home 03/04/2025 4 4 4 4 4 Not Assessed Improve CS2003010597 Private Westwood House Nursing Home 22/05/2025 5 4 4 4 4 Not Assessed Same CS2003041409 Private Abbey Lodge Care Home 09/01/2026 5 4 5 5 4 Not Assessed Same CS2003046475 Private Meadowbrook Care Home 16/10/2024 3 3 3 3 3 Not Assessed Same CS2003050656 Private Lindsayfield Lodge 01/03/2024 5 5 5 5 4 Not Assessed Same CS2005102377 Private Arberglen Care Home 20/06/2024 3 3 3 3 3 Not Assessed Same CS2005108192 Private Beechgrove Care Home 24/09/2025 5 4 5 4 5 Not Assessed Improve CS2006115094 Private Rosaburn House 25/09/2025 5 4 4 5 4 Not Assessed Same CS2006117311 Private Miltongrange Nursing Home 03/07/2025 4 4 4 4 4 Not Assessed Same CS2006131737 Private Woodhurst Care Centre 09/05/2024 4 4 3 4 3 Not Assessed Same CS2008172862 Private Croftbank House 14/03/2025 5 4 4 5 5 Not Assessed Same CS2008184563 Private Dunvegan Lodge Care Home 18/12/2025 4 4 4 5 5 Not Assessed Same CS2011285878 Private Flemington Care Home 23/10/2025 3 3 3 3 3 Not Assessed Same CS2011300687 Private Douglas View Care Home 23/05/2024 5 4 4 5 5 Not Assessed Same CS2011301463 Private Lornebank Care Centre 28/11/2025 3 4 4 3 3 Not Assessed Decline CS2011304632 Private Duncraggan Care Home 17/07/2025 4 3 3 4 4 Not Assessed Same CS2013320586 Private Victoria House Care Home 04/09/2025 4 4 4 4 4 Not Assessed Improve CS2013322705 Voluntary or Not for Profit Lower Johnshill 11/06/2025 4 3 4 4 4 Not Assessed Same CS2015339598 Private Avonhaugh Nursing Home 24/03/2025 4 4 4 5 4 Not Assessed Same CS2016350030 Private Georgia Park Care Home 27/11/2025 4 4 4 4 4 Not Assessed Improve CS2017358108 Private Abbeydale Court Care Centre 04/06/2025 5 4 5 4 5 Not Assessed Improve CS2017361020 Private Rutherglen Care Home 02/05/2025 4 4 3 3 3 Not Assessed Same CS2018365959 Private Bothwell Castle Care Home 22/08/2025 4 4 5 4 4 Not Assessed Same CS2019376883 Private Crosslaw House Care Home 02/05/2024 4 4 3 4 3 Not Assessed Same CS2019378604 Private Abercorn House Care Home 14/02/2024 5 5 5 5 5 Not Assessed Same CS2019378609 Private Forefaulds Care Home 31/01/2025 4 4 4 4 4 Not Assessed Same CS2022000327 Private Ryan Meadows Care Home 12/01/2026 4 3 3 3 4 Not Assessed Same CS2024000141 Voluntary or Not for Profit St. Catherine's Care Home 11/09/2025 5 5 5 5 5 Not Assessed Same CS2025000103 Private Ashlea Court Care Home CS2025000122 Private Bankhouse Care Home CS2025000385 Private Avonbridge Care Home CS2025000554 Private Cathkin House Care Home Service - Physical and Sensory Impairment CS2003015475 Voluntary or Not for Profit Lanarkshire Houses 19/09/2025 5 5 5 5 4 Not Assessed Same Care Home Service - Respite Care and Short Breaks CS2003041861 Voluntary or Not for Profit South Lanarkshire Short Break Service 27/04/2022 5 4 5 5 5 Not Assessed Same Housing Support Service CS2004058239 Voluntary or Not for Profit Scottish Autism - South West Scotland Services 26/09/2024 5 5 Not Assessed 5 5 Not Assessed Same CS2004061323 Voluntary or Not for Profit The Richmond Fellowship Scotland - South Lanarkshire 1 26/02/2024 5 5 Not Assessed 4 5 Not Assessed Same CS2004061337 Voluntary or Not for Profit The Richmond Fellowship Scotland - East Renfrewshire & South Lanarkshire 2 23/08/2024 5 6 Not Assessed 5 6 Not Assessed Same 94
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CS2004066246 Voluntary or Not for Profit Abbeyfield Strathaven & District Society Ltd 16/05/2025 5 5 Not Assessed 5 5 Not Assessed Same CS2004068390 Voluntary or Not for Profit Hamilton Supported Living Service - Housing Support Service 21/01/2025 5 5 Not Assessed 5 4 Not Assessed Same CS2004068451 Voluntary or Not for Profit Source Housing Support Service 06/03/2025 6 6 Not Assessed 6 5 Not Assessed Same CS2004079128 Voluntary or Not for Profit The Hamilton Project 05/08/2019 5 5 Not Assessed 5 5 Not Assessed Same CS2004079130 Voluntary or Not for Profit The Lanark Project 19/10/2017 5 5 Not Assessed 5 5 Not Assessed Same CS2004080095 Private Real Care Agency 05/09/2025 4 4 Not Assessed 3 4 Not Assessed Same CS2007142366 Voluntary or Not for Profit Wheatley Care South Lanarkshire Personalised Support Services 15/11/2019 5 5 Not Assessed 4 5 Not Assessed Same CS2008191123 Voluntary or Not for Profit Threshold Support Services - Housing Support 05/07/2024 5 5 Not Assessed 5 5 Not Assessed Same CS2009233687 Voluntary or Not for Profit Eva Burrows 1st Stop Accommodation Project 04/04/2025 5 5 Not Assessed 5 5 Not Assessed Same CS2010275380 Voluntary or Not for Profit Up2Us Support Service 21/04/2023 5 5 Not Assessed 5 4 Not Assessed Same CS2011281086 Private Priory Supported Living in Scotland 03/10/2025 3 3 Not Assessed 3 3 Not Assessed Decline CS2011286888 Private Right There Outreach: Housing Support. South Lanarkshire. 13/11/2019 5 5 Not Assessed 4 4 Not Assessed Same CS2011289574 Voluntary or Not for Profit Women's Aid South Lanarkshire and East Renfrewshire 04/04/2019 6 6 Not Assessed 5 6 Not Assessed Same CS2012310877 Voluntary or Not for Profit Charles Brownlie House 25/03/2024 5 5 Not Assessed 5 5 Not Assessed Same CS2015343504 Private Care Solutions Central Scotland 12/12/2025 4 4 Not Assessed 4 4 Not Assessed Same CS2016352774 Voluntary or Not for Profit Hanover Housing Support Service - Care (East) 08/03/2022 5 5 Not Assessed 5 5 Not Assessed Same CS2017354593 Voluntary or Not for Profit Sense Scotland Supported Living Lanarkshire 2 & surrounding area 08/05/2025 5 5 Not Assessed 5 5 Not Assessed Same CS2018369578 Private Constance Care South Lanarkshire 24/04/2025 4 4 Not Assessed 4 5 Not Assessed Improve CS2019377460 Voluntary or Not for Profit Wheatley Care Personalised and Self Directed Support Services (Lanarkshire) 28/03/2025 5 5 Not Assessed 5 5 Not Assessed Same CS2023000264 Private Carluke Dignity Care 28/02/2025 4 4 Not Assessed 4 4 Not Assessed Same CS2023000354 Private Katvic Healthcare 14/10/2024 4 4 Not Assessed 4 4 Not Assessed Same CS2024000136 Private Angels Home Care 21/05/2025 5 4 Not Assessed 5 Not Assessed Not Assessed Same CS2024000171 Private JKL Care Service Ltd 06/10/2022 Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed CS2024000414 Private Care1 Professional Services LTD 01/08/2025 4 4 Not Assessed 4 4 Not Assessed Improve CS2024000436 Private Adigo Care 31/10/2025 3 3 Not Assessed 4 3 Not Assessed CS2025000005 Private MacLaren Homecare Ltd Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed CS2025000068 Private Lica Homecare Ltd 17/06/2025 4 4 Not Assessed 4 4 Not Assessed Improve Nurse Agency CS2018365850 Private Newcross Healthcare Scotland 06/04/2023 5 Not Assessed Not Assessed Not Assessed 5 Not Assessed Same CS2023000164 Private Response Healthcare Solutions LTD 28/02/2025 4 Not Assessed Not Assessed Not Assessed 4 Not Assessed Same CS2024000340 Private MacLaren Healthcare Ltd Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed 95
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School Care Accommodation Service - Residential Special School CS2019377604 Voluntary or Not for Profit Blackwood Manor 16/02/2022 5 5 5 5 5 Not Assessed Same CS2025000516 Voluntary or Not for Profit Dykecroft Farm Support Service - Care at Home CS2004061324 Voluntary or Not for Profit The Richmond Fellowship Scotland - South Lanarkshire 1 - Care at Home 26/02/2024 5 5 Not Assessed 4 5 Not Assessed Same CS2004068399 Voluntary or Not for Profit Hamilton Supported Living - Care at Home Service 21/01/2025 5 5 Not Assessed 5 4 Not Assessed Same CS2004068454 Voluntary or Not for Profit Source Housing Support Service 06/03/2025 6 6 Not Assessed 6 5 Not Assessed Same CS2004069240 Private Real Care Agency 09/01/2025 4 4 Not Assessed 3 4 Not Assessed Same CS2004071231 Voluntary or Not for Profit Rutherglen Community Carers 16/12/2025 5 5 Not Assessed 5 5 Not Assessed Same CS2007143644 Voluntary or Not for Profit Touchbase Lanarkshire 09/01/2025 5 5 4 5 5 Not Assessed Same CS2008192338 Voluntary or Not for Profit Threshold Support Services - Care at Home 05/07/2024 5 5 Not Assessed 5 5 Not Assessed Same CS2008192910 Voluntary or Not for Profit Auchlochan Homecare 10/03/2025 5 4 Not Assessed 4 4 Not Assessed Same CS2010275360 Voluntary or Not for Profit Up2Us Support Service 21/04/2023 5 5 Not Assessed 5 4 Not Assessed Same CS2011281083 Private Priory Supported Living in Scotland 03/10/2025 3 3 Not Assessed 3 3 Not Assessed Decline CS2012306827 Private Bluebird Care (South Lanarkshire) 18/03/2025 5 5 Not Assessed 5 4 Not Assessed Same CS2015339267 Voluntary or Not for Profit Scottish Autism - South West Scotland Services 26/09/2024 5 5 Not Assessed 5 5 Not Assessed Same CS2015342773 Private Angels Home Care Lanarkshire Ltd 04/10/2023 5 4 Not Assessed 5 4 Not Assessed Same CS2015343505 Private Care Solutions Central Scotland 12/12/2025 4 4 Not Assessed 4 4 Not Assessed Same CS2016350328 Private Heather's Bespoke Care 22/01/2025 5 5 Not Assessed 4 4 Not Assessed Same CS2016350565 Private Home Instead South Lanarkshire 24/10/2024 5 5 Not Assessed 5 5 Not Assessed Same CS2017353798 Private Bespoke Clinical Care 13/06/2024 5 6 Not Assessed 5 4 Not Assessed Same CS2017353831 Voluntary or Not for Profit Together in Lanarkshire 25/02/2020 5 5 5 5 5 Not Assessed Same CS2017354591 Voluntary or Not for Profit Sense Scotland Supported Living Lanarkshire 2 & surrounding area 22/11/2023 5 5 Not Assessed 5 5 Not Assessed Same CS2017360075 Voluntary or Not for Profit Abbeyfield Strathaven & District Society Ltd 16/05/2025 5 5 Not Assessed 5 5 Not Assessed Same CS2018369579 Private Constance Care South Lanarkshire 24/04/2025 4 4 Not Assessed 4 5 Not Assessed Improve CS2018370582 Private Care1 Professional Services Ltd 29/10/2024 4 4 Not Assessed 4 4 Not Assessed Improve CS2019376139 Private JKL Care Service Ltd 06/10/2022 5 4 Not Assessed 4 5 Not Assessed Same CS2019378407 Voluntary or Not for Profit Wheatley Care Personalised and Self Directed Support Services (Lanarkshire) 28/03/2025 5 5 Not Assessed 5 5 Not Assessed Same CS2020379379 Private Lica Homecare Ltd 17/06/2025 4 4 Not Assessed 4 4 Not Assessed Improve CS2020380764 Private Newcross Healthcare Scotland Care at Home 10/10/2025 3 3 Not Assessed 3 3 Not Assessed Improve CS2022000052 Private Trust Community Care Limited 27/11/2025 2 3 Not Assessed 1 1 Not Assessed Decline 96
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CS2023000263 Private Carluke Dignity Care 28/02/2025 4 4 Not Assessed 4 4 Not Assessed Same CS2023000353 Private Katvic Healthcare 14/10/2024 4 4 Not Assessed 4 4 Not Assessed Same CS2023000393 Private Divine Care and Support Services (Scotland) Limited 11/12/2025 4 4 Not Assessed 3 3 Not Assessed Same CS2023000425 Private Okola Care Ltd Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed CS2024000242 Private Friends For Life Healthcare Services Ltd Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed CS2024000349 Private SRS Care Solutions (Central) Ltd 10/09/2025 4 4 Not Assessed 4 4 Not Assessed Improve CS2024000435 Private Adigo Care 3 3 Not Assessed 4 3 Not Assessed CS2025000004 Private MacLaren Homecare Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed Not Assessed CS2025000326 Private Zoe Care Services CS2025000491 Private Joklad Healthcare Limited CS2025000519 Private Loving Hearts Care CS2026000015 Private Heart & Soul Home Care Support Service - Other than Care at home CS2003047729 Voluntary or Not for Profit Hamilton Towers Resource Centre 18/06/2018 4 4 4 4 4 Not Assessed Same CS2009193751 Private Dunvegan Lodge Day Care 13/05/2022 5 5 4 5 5 Not Assessed Same CS2010272692 Voluntary or Not for Profit East Kilbride & District Dementia Carers' Group 03/07/2019 5 5 6 5 6 Not Assessed Same CS2019377387 Voluntary or Not for Profit Stanmore Lifeskills 16/06/2022 5 4 5 4 4 Not Assessed Same Source: Care Inspectorate Datastore 97
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