Agenda Document Pack - Social Work Resources Committee - 01/07/2026
South Lanarkshire Council · 1 July 2026
Back to Social Work Resources Committee — 1 July 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 23 June 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, 01 July 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), Maureen Devlin (ex officio), Alex Allison, John Anderson, Walter Brogan, Archie Buchanan, Mathew Buchanan, Janine Calikes, Colin Dewar, Mary Donnelly, Allan Falconer, Elise Frame, Celine Handibode, Graeme Horne, Mark Horsham, Martin Hose, Gavin Keatt, Eileen Logan, Hugh Macdonald, Catherine McClymont, Mark McGeever, Carol Nugent, John Ross, Graham Scott, David Watson Substitutes John Bradley, Robert Brown, Maureen Chalmers, Margaret Cooper, Margaret Cowie, Geri Gray, Susan Kerr, Richard Lockhart, Elaine McDougall, 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 6 May 2026 submitted for approval as a correct record. (Copy attached) 5 - 16 Monitoring Item(s) 3 Social Work Resources - Revenue Budget Monitoring 2025/2026 Joint report dated 11 June 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 17 - 26 4 Social Work Resources – Revenue Budget Monitoring 2026/2027 Joint report dated 27 May 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 27 - 36 5 Social Work Resources - Capital Budget Monitoring 2025/2026 Joint report dated 4 June 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 37 - 40 6 Social Work Resources - Capital Budget Monitoring 2026/2027 Joint report dated 4 June 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 41 - 44 7 Social Work Resources – Workforce Monitoring – 1 March to 30 April 2026 Joint report dated 27 May 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 45 - 52 8 Social Work Resource Plan - Quarter 4 Progress Report 2025/2026 Report dated 29 May 2026 by the Director, Health and Social Care. (Copy attached) 53 - 72 Item(s) for Decision 9 Social Work Resource Plan 2026/2027 Report dated 29 May 2026 by the Director, Health and Social Care. (Copy attached) 73 - 92 10 Implementing the Multi-Agency Public Protection System (MAPPS) - A Pan-Lanarkshire Approach Joint report dated 15 April 2026 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 93 - 98 Item(s) for Noting 11 Digital Developments in Social Work and Social Care Report dated 19 June 2026 by the Director, Health and Social Care. (Copy attached) 99 - 104 2
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12 Marmot Place Programme – Operational Update Joint report dated 10 June 2026 by the Director, Health and Social Care and Executive Director (Education Resources). (Copy attached) 105 - 110 13 Health and Care (Staffing) (Scotland) Act 2019 Return 2025-2026 Report dated 18 June 2026 by the Director, Health and Social Care. (Copy attached) 111 - 118 14 Notification of Contracts Awarded - 1 October 2025 to 31 March 2026 Report dated 5 May 2026 by the Director, Health and Social Care. (Copy attached) 119 - 124 Urgent Business 15 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Elizabeth-Anne McGonigle Clerk Telephone: 07385 403101 Clerk Email: elizabeth-anne.mcgonigle@southlanarkshire.gov.uk 3
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SOCIAL WORK RESOURCES COMMITTEE Minutes of meeting held via Confero and in the Council Chamber, Council Offices, Almada Street, Hamilton on 6 May 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 Kirsty Williams), Councillor Maureen Devlin, Councillor Colin Dewar, Councillor Mary Donnelly, Councillor Allan Falconer, Councillor Elise Frame, Councillor Graeme Horne, Councillor Martin Hose, Councillor Eileen Logan, Councillor Hugh Macdonald, Councillor Catherine McClymont, Councillor Davie McLachlan (substitute for Councillor Celine Handibode), Councillor Carol Nugent, Councillor John Ross, Councillor Graham Scott, Councillor David Watson Councillors' Apologies: Councillor Joe Fagan (ex officio), Councillor Celine Handibode, Councillor Mark Horsham, Councillor Kirsty Williams (Depute) Attending: Finance and Corporate Resources G Booth, Finance Manager (Strategy); K Gowrie, Finance Manager (Resources); E-A McGonigle, Administration Adviser; K McLeod, Administration Assistant; E McPake, HR Business Manager Health and Social Care/Social Work Resources S Sengupta, Director; L Arthur, Interim Head of Health and Social Care (Social Care); I Beattie, Head of Health and Social Care (Hamilton and Clydesdale); C Kavanagh, Head of Transformation and Performance; A McCrea, Head of Children and Justice Services; P O’Neill, Head of Health and Social Care (Rutherglen/Cambuslang and East Kilbride) Chair’s Opening Remarks The Chair:- welcomed L Arthur, Interim Head of Health and Social Care (Social Care) to her first meeting of the Committee on behalf of the Committee, formally thanked G Booth, Justice Service Manager (Children and Justice Services), for her contributions ahead of starting a new role with the Care Inspectorate and wished her well for the future 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 18 February 2026 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 2 5
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3 Social Work Resources – Revenue Budget Monitoring 2025/2026 A joint report dated 2 April 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 2025 to 20 February 2026 against budgeted expenditure for 2025/2026 for Social Work Resources, along with a projection for the year to 31 March 2026. The report provided information on the actual spend as at 20 February 2026 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 5.1 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 of £1.250 million. It also included a £1.762 million commitment in relation to the element of the budget delegated to the Integration Joint Board (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 5.2 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. The Finance Manager (Resources) responded to a member’s question in relation to the Adult and Older People Service. The Committee decided: (1) that the 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 18 February 2026 (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 2 April 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 2025 to 20 February 2026. 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 18 February 2026. 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 18 February 2026 (Paragraph 4)] 5 Social Work Resources – Workforce Monitoring – 1 January to 28 February 2026 A joint report dated 30 March 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 January to 28 February 2026:- 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 December 2025 The HR Business Manager responded to a member’s question in relation to the increase in referrals for support compared to the same period last year. The Committee decided: that the report be noted. [Reference: Minutes of 18 February 2026 (Paragraph 5)] 6 Social Work Resources’ Risk Register Update A report dated 16 April 2026 by the Director, Health and Social Care was submitted providing an update on risk management arrangements and the Risk Register for Social Work Resources. The top risks identified for the Resource, that is those that were residually scored as being very high, were attached in Appendix 1 to the report. There had been minimal changes to the number of very high and high risks since the last report to the Committee in November 2025, as detailed in paragraphs 4.4 and 4.5 of the report. Following a request from the Committee, a session for members had taken place on 5 May 2026 which covered both risk management and Children’s Services developments, which contributed to risk mitigation in relation to child protection. Members welcomed the report and the members’ session that had taken place on 5 May 2026. The Committee decided: that the content of the report be noted. [Reference: Minutes of 19 November 2025 (Paragraph 7)] 7
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7 Enhancing The Promise – Care Close to Home for Care Experienced Young People A joint report dated 15 April 2026 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources) was submitted:- providing 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 presenting proposals to progress accommodation options for care experienced young people, aligned to The Promise, which formed part of those budget recovery actions by reducing reliance on high cost external placements setting out the transition from standalone budget recovery reporting to future oversight and assurance being provided through the Care Close to Home approach, which would be the mechanism for sustaining financial recovery and service redesign going forward The Promise set a clear expectation that care experienced children and young people should grow up safe and respected, with stable relationships and support that enabled them to thrive. The Committee had received reports related to budget recovery actions in March and November 2025 that highlighted an initial recurring funding gap of £10.600 million. The actions taken throughout the budget recovery period had simultaneously ensured Best Value and aligned to the expectations of The Promise. Over recent years, the Council and partners had been refining the local mix of provision for young people transitioning from care. This had been informed by national policy direction, emerging evidence on supported accommodation, learning from other local authorities and the professional judgement of staff responding to changing patterns of need. On 4 February 2026, the Executive Committee approved a transfer to reserves of £0.500 million for Transformational Residential Care. Previous budget recovery reports had explored the options of modular housing units and Gap Homes as potential models for South Lanarkshire. The budget recovery programme represented a shift from short-term financial stabilisation to longer-term system redesign. This Care Close to Home approach would provide the framework through which the remaining financial risks would be managed and service sustainability secured, rather than standalone recovery measures. Detailed information on enhancing The Promise was provided under the following headings at Section 4 of the report:- what mattered to care experienced young people Barnardo’s Gap Homes modular homes the Commissioning and Assurance Team (CAT) Barnardo’s had developed its Gap Homes model to provide supported living for care experienced young people with higher level needs. Gap Homes were delivered in clusters of 5 properties, consisting of 4 individual homes and one staffed house. Barnardo’s planned to build 50 Gap Homes across the UK, supported by a significant charitable donation which covered all capital construction costs. Officers had explored opportunities with Barnardo’s to develop Gap Homes on council-owned land, as detailed in paragraph 4.9 of the report. The identified site was in Blantyre and, subject to being successfully accepted by Barnardo’s as a partner, would result in a saving of £0.5 million per annum in 2028/2029 as the project had a 2-year build and implementation timescale. 8
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A feasibility study had been undertaken in relation to modular homes and was supportive of proposed enhancement to the accommodation for young people being cared for in South Lanarkshire through the building of 5 independent modular homes within the curtilage of 4 Children’s Houses, as detailed in paragraph 4.15 of the report. Recognising the Council’s agreed investment of £0.500 million, preparatory work to deliver the project timeline had commenced in March 2026 with full implementation to be achieved by June 2027, as detailed in Appendix 3 to the report. In relation to the proposed modular homes, initial engagement had taken place with the Care Inspectorate’s registration team to confirm the regulatory arrangements required, as detailed in paragraph 5.1 of the report. Should any material changes to regulatory requirements or staffing arrangements arise, those would be reported to the Committee as appropriate. A Commissioning and Assurance Team had been established from the existing staffing structure, as detailed in paragraph 4.19 of the report. The team would deliver £0.500 million per annum of recurring efficiencies, supporting the budget recovery plan and strengthening the Council’s ability to secure Best Value. The financial implications of the Care Close to Home approach were fully detailed in Section 6 of the report. Taking into account the savings from the actions reported and already approved, as well as those savings reported at paragraphs 6.2 to 6.4 of the report, total recurring savings of £9.213 million could be realised. The budget gap would, therefore, be reduced to £1.375 million. Further updates on Care Close to Home would be brought back to the Committee in November 2026. Members welcomed the report and congratulated officers for the work which had been progressed to date. The Committee decided: (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 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 of the report, be noted and the associated programme approved; (3) that the financial impact of previously approved budget recovery actions, as detailed in the report, which would reduce the Social Work Children and Families Services’ recurring funding gap from £10.600 million per annum to a projected £1.375 million per annum, be noted; and (4) to 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, which was aligned to The Promise. [Reference: Minutes of 19 November 2025 (Paragraph 9) and 26 March 2025 (Paragraph 11) and Minutes of the Executive Committee of 4 February 2026 (Paragraph 3)] 9
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8 Final Phase of Modernisation of Care at Home Service A joint report dated 15 April 2026 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources) was submitted on 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. Care at Home was a vital service for vulnerable adults who were assessed as having substantial and critical needs and played a key role in supporting flow across the wider health and social care system. In South Lanarkshire, the Care at Home Service was one of the Council’s and the Health and Social Care Partnership’s largest services. It was delivered through a combination of in-house registered services and external providers, commissioned via a Procured Services Arrangement (PSA). The delivery model provided both scale and flexibility in meeting demand. The Care at Home Service had undergone a significant period of redesign over recent years, as detailed in paragraph 3.3 of the report. Alongside those local improvements, Care at Home Services continued to operate within a national context of increasing demand, rising complexity of need and sustained workforce pressures. The improvements had been taken forward as part of a phased programme of modernisation, which had been approved incrementally by the Committee. Section 4 of the report fully detailed the proposals around how the Care at Home Modernisation Programme would be progressed under the following headings:- in-house provision external services and commissioning streamlining and aligning care at home management arrangements commissioning and assurance of external services:- The current management model had evolved over time and now operated across multiple management structures and Council Resources, as detailed in Appendix 1 to the report. In order to streamline and align the Care at Home management model, it was proposed that the operational service components which were currently managed within each locality be brought together under the one service manager arrangement, as detailed in Appendix 2 to the report. Building on this, it was proposed that an integrated Technology Enabled Care and Response Service (TECRS) be established under a single Social Work manager. This would bring together:- the Alarm Receiving Centre (ARC), currently managed by Finance and Corporate Resources, comprising of 26.21 FTE staff the Technology Enabled Care (TEC) team, currently managed within the Health and Social Care Partnership (HSCP) under NHS management arrangements To strengthen the Council’s ability to manage the Care at Home PSA, it was proposed that the establishment of a Care at Home Commissioning and Assurance Team, funded through the conversion of 8 vacant Community Support Assistant posts contained within existing budgets, be established. The team would be led by a Community Living Manager who was accountable for oversight of commissioned registered services and supported by 4 Commissioning and Improvement Officers. To support this Care at Home Modernisation Programme, it was proposed that the following posts be added to/removed from the Social Work Resources’ staffing establishment, as detailed in paragraph 5.1 of the report:- 1 FTE post of Community Living Manager on Grade 5, Level 1, SCP 96-97 (£67,430 to £68,470) 10
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4 FTE posts of Commissioning and Improvement Officer on Grade 3, Level 2, SCP 63-65 (£42,228 to £43,159) deletion of 8 of the current 16 FTE posts of Community Support Assistants on Grade 2, Level 3 plus 2, SCP 50-52 (£47,612 to £48,634) The cost of creating the 5 FTE posts was £0.313 million and would be funded by the conversion of the 8 Community Support Assistant posts from the establishment, all of which were vacant. Overall, the proposed changes were cost neutral. The 26.21 FTE ARC staff currently located within Finance and Corporate Resources would transfer in full to Social Work Resources with a budget transfer of £1.200 million. Members welcomed the report and highlighted the importance of Care at Home Services to local communities. Officers responded to members’ questions on various aspects of the report and, where information was not readily available, undertook to provide that to members. The Committee decided: (1) that the contents of the report be noted; (2) that the proposal to bring together the 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 and Response Service (TECRS), 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 the proposals for the establishment of the Care at Home (Commissioning and Assurance Team) be approved. [Reference: Minutes of 10 September 2025 (Paragraph 9), 7 September 2022 (Paragraph 13) and 9 February 2022 (Paragraph 8)] 9 Delivering Discharge Without Delay – Strengthening Hospital Social Work Capacity A joint report dated 15 April 2026 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources) was submitted seeking approval to enhance the capacity of the Hospital Social Work Team in order to sustain recent improvements in discharge performance, align with national Delay Without Discharge (DWD) expectations and mitigate emerging risks to patient flow across the acute hospital system. The Audit Scotland report ‘Delayed discharges – a symptom of the challenges facing health and social care’, published in January 2026, highlighted that:- delayed discharge continued to have a disproportionate impact on patient outcomes, hospital flow and system capacity across Scotland despite affecting a relatively small proportion of patients 11
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sustained improvement depended on earlier, proactive intervention and sufficient workforce capacity across health and social care and that short-term or time-limited measures alone were insufficient to embed lasting care The Council had a legal duty to assess individuals and arrange appropriate support to ensure that discharge was safe, timely and person-centred. The Hospital Social Work Team fulfilled that statutory responsibility for South Lanarkshire patients across the 3 Lanarkshire acute hospitals, 3 community hospitals and relevant Greater Glasgow and Clyde (GGC) sites. Demand for the service remained high and the complexity of casework had increased, as detailed in paragraph 3.4 of the report. Section 4 of the report provided detailed information on the national DWD programme. Hospital Social Work was a critical enabler of this approach and over the past year, the Hospital Social Work Team had contributed to one of South Lanarkshire’s strongest recent performances in relation to delayed discharge, as detailed in paragraph 4.3 of the report. Those improvements were particularly evident over the winter period and had been supported, in part, by time-limited winter funding from the South Lanarkshire Integration Joint Board (IJB) and NHS Lanarkshire (NHSL). To embed the proven improvements achieved during the winter period, sustain current discharge performance and deliver the proactive, early-intervention model required by DWD, it was proposed that the Hospital Social Work establishment be increased, as detailed in paragraph 5.1 of the report, as follows:- 1 FTE post of Social Worker on Grade 3, Level 4, SCP 72-74 (£47,612 to £48,634) 1 FTE post of Social Worker (Mental Health Officer (MHO)) on Grade 3, Level 8, SCP 79- 80 (£52,393 to £53,178) 4 FTE posts of Social Work Assistant on Grade 2, Level 4, SCP 55-57 (£37,702 to £38,779) 1 FTE post of Social Work Assistant (MHO) on Grade 2, Level 4, SCP 55-57 (£37,702 to £38,779) As part of the Lanarkshire DWD programme, NHSL had provided time-limited funding to enhance weekend social work capacity, supporting frailty units across the main acute sites. It was, therefore, proposed that the following posts be established on a temporary basis to support a 12-month test of change:- 3.5 FTE posts of Social Work Assistant on Grade 2, Level 4 plus 3, SCP 61-63 (£41,078 to £42,228) The additional 7 FTE permanent posts, at an estimated cost of £0.383 million, would be funded from existing resources which were already earmarked within the workforce development budget. This provision was established through the IJB Financial Plan to support the planned expansion of the Hospital Discharge Team. The cost of the additional 3.5 FTE temporary posts was £0.192 million per annum and would be funded by NHSL, as detailed in paragraph 6.2 of the report. Officers responded to members’ questions on various aspects of the report. The Committee decided: (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. 12
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10 Unpaid Carers – Right to Breaks and Timescales for Support Plans – Consultation Response A report dated 15 April 2026 by the Director, Health and Social Care was submitted informing of the proposed response, on behalf of the Council, to the Scottish Government consultation on ‘Unpaid Carers – Right to Breaks and Timescales for Support Plans’. The Care Reform (Scotland) Act 2025 would place new duties on local authorities and Health and Social Care Partnerships (HSCPs) to decide whether a carer was able to take ‘sufficient breaks’ from their caring role and, if not, provide support to enable this. The new legislation would also require Scottish Ministers to set timescales for authorities to prepare adult carer support plans and young carer statements. It would also necessitate the publication of additional information on local short break availability in short break services statements. In preparation for the implementation of that aspect of the Care Reform Act, the Scottish Government had launched a national consultation on 27 February 2026 with a deadline for submissions of 22 May 2026. The proposed appended response, on behalf of the Council, had been prepared by officers from Social Work Resources and agreed by the Corporate Management Team (CMT) in consultation with the Chair of the Committee. The Interim Head of Health and Social Care (Social Care) responded to members’ questions on various aspects of the report. The Committee decided: (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 . 11 Self-Directed Support - Update A report dated 9 April 2026 by the Director, Health and Social Care was submitted:- providing 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 summarising learning from engagement and improvement activity, including participation in the Scottish Government funded Working Together for Change programme outlining further action being taken to improve consistency, understanding and sustainability of SDS within existing resources providing an update of the Independent Living Fund (ILF) during 2025/2026 Section 4 of the report provided information in relation to SDS in South Lanarkshire, including updates on:- the local SDS Improvement Board which was responsible for driving improvement using the Scottish Government’s SDS Improvement Plan the Scottish Government funded ‘Working Together for Change’ improvement programme, which South Lanarkshire had participated in. Three consistent themes had emerged from that programme, as detailed in paragraph 4.7 of the report local learning from engagement and improvement programmes that was being integrated into existing governance and practice arrangements the steps taken to strengthen the sustainability of the Personal Assistant (PA) workforce, including an uplift to PA pay from 1 April 2026 the ILF, which had re-opened to new applications in April 2024 13
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The Head of Health and Social Care (Hamilton and Clydesdale) responded to a member’s question in relation to the uplift in PA pay. The Committee decided: that the contents of the report be noted. [Reference: Minutes of 10 September 2025 (Paragraph 10)] 12 Consultation on the Future of Secure Care - Response A report dated 9 April 2026 by the Director, Health and Social Care was submitted on the response submitted, on behalf of the Council, to the Scottish Government consultation on the Future of Secure Care. Secure accommodation was a form of residential care that restricted the freedom of children under the age of 18 who might be a significant risk to themselves or others in the community. In Scotland, secure care was provided by 4 independent charitable organisations, as detailed in paragraph 3.2 of the report. The Scottish Government had undertaken a national consultation on the future of Scotland’s secure accommodation and secure care transport standards. Views on developing a Single Point of Contact Service for victims whose cases were dealt with under the Whole System Approach to Youth Justice or in the Children’s Hearings System was also sought from respondents. The consultation followed 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. The appended response, on behalf of the Council, had been prepared by officers from Social Work Resources and agreed, in consultation with the Chair of the Committee, due to the timescales for submission. The Committee decided: (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 on behalf of the Council, be noted. 13 Care Inspectorate Update for Registered Care Services – 1 September 2025 to 31 January 2026 A report dated 15 April 2026 by the Director, Health and Social Care was submitted:- providing an update on the outcome of inspections by the Care Inspectorate for registered services delivered and managed by Social Work Resources for the period 1 September 2025 to 31 January 2026 informing of the outcome of inspections by the Care Inspectorate from 1 September 2025 to 31 January 2026 for registered external services operating within South Lanarkshire informing of any updates to inspection and/or improvement frameworks and service registrations Since the last report to the Committee, 4 of the Council’s registered in-house services had been inspected, as detailed in Table 1 at paragraph 4.2 of the report. A full breakdown of the internal Care Inspectorate gradings was provided in Appendix 1 to the report. 14
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There were 156 external registered care services which were regulated and inspected within South Lanarkshire, as detailed in paragraph 5.1 of the report. During the period 1 September 2025 to 31 January 2026, 35 of those services had been inspected which included 24 care home services, 4 housing support services and 11 support services. Those services, and their most recent inspection gradings, were detailed in Appendix 2 to the report. Information was also provided on a larger scale investigation being conducted in Lornebank Care Home, Hamilton in response to emerging operational and quality concerns. Partners were 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 was ongoing. The Head of Health and Social Care (Hamilton and Clydesdale) responded to a member’s question and, where information was not readily available, undertook to provide this to the member. The Committee decided: that the contents of the report be noted. [Reference: Minutes of 19 November 2025 (Paragraph 13)] 14 Urgent Business There were no items of urgent business. Chair’s Closing Remarks The Chair advised that this would be the last Committee meeting that I Beattie, Head of Health and Social Care (Hamilton and Clydesdale), would be attending prior to his retirement from the Council later in the month. The Chair, on behalf of the Committee, thanked Ian for his many years of public service and wished him well for the future. Councillor Frame echoed the Chair’s sentiments. Mr Beattie responded in suitable terms. 15
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 1 July 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 31 March 2026 for Social Work Resources 1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [re (1) that the breakeven position as at 31 March 2026, after approved transfers to reserves, as detailed in Appendix B of the report, be noted; and (2) that the proposed budget virements be approved. [1recs] 3. Background 3.1. This is the final revenue budget monitoring report presented to the Social Work Resources Committee for the financial year 2025/2026. 3.2. The report details the financial position for Social Work Resources. Appendix A provides the new service analysis statement, outlining key highlights by Service for the Resource and appendices B to F provides the detailed financial position with variance explanations by budget category. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. As at 31 March 2026, the Resource’s year-end outturn position after Transfers to Reserves is breakeven. This is outlined in Appendix A. 5.2. This position includes Transfers to Reserves of £4.345 million approved at the Executive Committee (12 February 2026) and a further £1.047 million approved at the Executive Committee (24 June 26). This is outlined in appendices A to F. 5.3. Children and Families: The year‑end outturn across Children and Families, Justice, and Performance and Support Services after previously approved Transfers to Reserves is £1.047 million. At year end, an additional Transfer to Reserves was approved at the Executive Committee (24 June 2026) for residual pressures within the Children and Families Service which are anticipated to continue into 2026/2027 while the budget recovery plan continues to be implemented. The year end Transfer to 3 17
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Reserves would take the non-delegated budget to breakeven, in line with Probable Outturn (shown at Appendix C). 5.4. Adults and Older People: The year-end outturn for Adults and Older People (Appendix D), shows a breakeven position, after transfers to reserves of £1.250 million. This includes a £0.500 million commitment in relation to Adults and Older People, transformational residential care and £0.750 million for a contribution to The Promise. 5.5. The Adults and Older People position at year end includes a further £0.983 million commitment in relation to the element of budget delegation to the Integration Joint Board (IJB) – this is effectively a further underspend on the delegated budget. The Executive Committee (24 June 2026) approved that this additional non-recurring underspend of £0.983 million be retained by the IJB within their reserves earmarked for future costs. 5.6. Virements are proposed to realign budgets. These movements have been detailed in the appendices to this report, as appropriate. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. 7. Risk and 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 been 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 11 June 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent 18
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Previous References Executive Committee - 24 June 2026 Social Work Resources Committee – 6 May 2026 List of Background Papers Financial Ledger and budget monitoring results to 31 March 2026 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 19
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Appendix A Revenue Budget Monitoring Report Social Work Resources Committee: Period 14 Ended 31 March 2026 (No. 14) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Year End Actual (£000) Variance (£000) % Performance and Support Services 6,213 5,607 606 4.96% Children and Families Services 52,819 49,966 2,853 3.99% Adult and Older People Services 192,502 191,252 1,250 0.65% Justice Services 910 227 683 74.95% Net Controllable Exp. 252,444 248,099 5,392 1.72% Service Heading Explanation for significant projected outturn variances Performance and Support Services The service has underspent at the year-end mainly due to vacancies that continue to be actively recruited. Children and Families Services The year-end outturn is an underspend, before Transfers to Reserves. This underspend is after the use of a non-recurring temporary budget virement from Adult and Older People Services, the planned reduction in costs achieved from the Budget Recovery Action Plan and underspends within employee costs, which is partially offset by overspends in residential schools, fostering adoption, kinship care and transport. Transfers to reserves of £4.142 million have been approved by Executive Committee to assist in managing Children and Families’ pressures into 2026/2027: £3.095 million agreed at Probable Outturn (4 February 2026) and £1.047 million to reflect the final spend position (24 June 2026). Adult and Older People Services The year-end outturn is an underspend before Transfers to Reserves. There are underspends in relation to employee costs due to vacancies and direct payments. These are offset in part by pressures arising from increasing demands for services. This position assumes a commitment of £2.745 million to be held in the IJB Reserve for future care costs (section 5.5). Transfers to reserves of £1.250 million have been approved by Executive Committee (4 February 2026). Justice Services The year-end variance is due to vacancies that continue to be actively recruited. 20
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Appendix B Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 31 March 2026 (No.14) Social Work Resources Summary Revised Annual Budget (£000) Forecast for Year (£000) Forecast Variance (£000) YTD Actual (£000) YTD Variance (£000) Over / Under % Employee Costs 121,179 117,350 3,829 116,962 4,217 Under 3.48% Property Costs 3,4,54 3,638 (184) 3,469 (15) Over (0.43%) Supplies & Services 6,138 5,991 147 6,136 2 Under 0.03% Transport & Plant 4,312 4,489 (177) 4,426 (114) Over (2.64%) Administration Costs 1,812 1,964 (150) 1,883 (81) Over (4.47%) Payments to Other Bodies 24,270 24,655 (385) 24,565 (295) Over (1.22%) Payments to Contractors 156,184 155,154 1,030 154,967 1,217 Under 0.78% Transfer Payments 4,375 4,849 (474) 4,815 (440) Over (10.06%) Financing Charges 397 429 (32) 370 27 Under 6.8% Total Controllable Exp. 322,121 318,519 3,602 317,603 4,518 Under 1.40% Total Controllable Inc. (69,677) (70,420) 743 (70,551) 874 Over (1.25%) Net Controllable Exp. 252,444 248,099 4,345 247,052 5,392 Under 2.14% Transfer to Reserves 0 4,345 (4,345) 5,392 (5,392) Position after Transfer to Reserves 252,444 252,444 0 252,444 0 Variance Explanations Variance explanations are shown in Appendices C-F as appropriate. Budget Virements Budget virements are shown in Appendices C-F as appropriate. 21
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Appendix C Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 31 March 2026 (No.14) Children and Families Services Revised Annual Budget (£000) Forecast for Year (£000) Forecast Variance (£000) YTD Actual (£000) YTD Variance (£000) Over/ under % Notes Employee Costs 21,126 19,169 1,957 19,314 1,812 Under 8.58% 1 Property Costs 599 617 (18) 626 (27) Over (4.51%) Supplies & Services 562 528 34 490 72 Under 12.81% 2 Transport & Plant 617 795 (178) 717 (100) Over (16.21 %) 3 Administration Costs 368 437 (69) 355 13 Under 3.53% Payments to Other Bodies 9,874 10,323 (449) 10,131 (257) Over (2.60%) 4 Payments to Contractors 16,544 15,559 985 15,104 1,440 Under 8.70% 5 Transfer Payments 4,362 4,807 (445) 4,764 (402) Over (9.22%) 6 Financing Charges 23 37 (11) 33 (10) Over (43.48 %) Total Controllable Exp. 54,075 52,269 1,806 51,534 2,541 Under 4.70% Total Controllable Inc. (1,256) (1,555) 299 (1,568) 312 Over (24.84 %) 7 Net Controllable Exp. 52,819 50,714 2,105 49,966 2,853 Under 5.40% Transfer to Reserves 0 3,095 (3,095) 4,142 (4,142) i, ii Position after Transfer to Reserves 52,819 53,809 (990) 54,108 (1,289) Variance Explanations 1. This underspend is a result of vacancies experienced through the year. 2. This underspend reflects the demand for Supplies for Clients mainly in relation to the Family Hubs, which is a demand led budget and is dependent on the individuals who present at the hubs. 3. This overspend reflects the current demand/use of pool cars which has increased reflecting service need. 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 2025/2026. 6. This overspend is a result of increasing demand for kinship care. 7. This over recovery is a combination of funding received from the Home Office due to an increase in the number of unaccompanied asylum-seeking young people being supported, an over recovery for LA recharges relating to Interagency adoption fees and non- recurring income received in respect of prior year care costs from service users. Approved Transfers to Reserves (£4.142m) Included in the Probable Outturn (£3.095m) i. Children and Family (£3.095m). Underspend will be carried forward to support the pressures in Children & Families continuing into 2026/2027. Additional Transfers at year-end (£1.047m) ii. Children and Family (£1.047m). The additional underspend will be carried forward to support the pressures in Children & Families into 2026/2027. 22
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Appendix D Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 31 March 2026 (No.14) Adults and Older People Services Revised Annual Budget (£000) Forecast for Year (£000) Forecast Variance (£000) YTD Actual (£000) YTD Actual (£000) Over / Under % Notes Employee Costs 86,771 85,888 883 84,452 1,319 Under 1.52% 1,a,b,c Property Costs 2,207 2,313 (106) 2,180 27 Under 1.22% Supplies & Services 5,309 5,181 128 5,370 (61) Over (1.26%) 2 Transport & Plant 3,426 3,436 (10) 3,469 (43) Over (1.26%) Administration Costs 653 746 (93) 826 (173) Over (26.49%) 3 Payments to Other Bodies 13,872 13,746 81 13,776 51 Under 0.37% Payments to Contractors 139,640 139,593 47 139,864 (224) Over (0.16%) 4 Transfer Payments 7 26 (19) 32 (25) Over (357.14%) Financing Charges 46 57 (11) 78 (32) Over (69.57%) Total Controllable Exp. 251,886 250,986 900 251,047 839 Under 0.33% Total Controllable Inc. (59,384) (59,734) 350 (59,795) 411 Under (0.69%) 5,b.c Net Controllable Exp. 192,502 191,252 1,250 191,252 1,250 Under 0.65% Transfer to Reserves 0 1,250 (1,250) 1,250 (1,250) i, ii Position after Transfer to Reserves 192,502 192,502 0 192,502 0 Variance Explanations 1. This underspend is a result of vacancies experienced within Social workers, Home carers and care staff within Residential and Day care services. 2. This overspend relates to additional demand for Telecare technology. 3. This overspend is due an increase in legal costs in relation to Adults with Incapacity and guardianship orders and demand led overspends in other admin lines. 4. This overspend is across externally purchased supported living and Day opportunities to meet demand based on assessed need. 5. The over recovery in income is non-recurring due to the continued Self Direct Support (SDS) recovery in relation to Direct payments not utilised by service user, prior year care costs, and additional contributions received from NHS Lanarkshire and other external bodies. Budget Virements a. Incorporation of Apprentice Levy from Corporate Items. Net effect: £0.343m, Employee Costs £0.343m. b. Incorporation of Winter Planning funding. Net effect £nil, Income (£0.115m), Employee Costs £0.115m. c. Incorporation of Delayed Discharge NHS funding Net effect £nil, Income (£0.459m), Employee Costs £0.459m. Approved Transfers to Reserves (£1.250m) Included in the Probable Outturn (£1.250m) 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). 23
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 31 March 2026 (No.14) Performance and Support Services Revised Annual Budget (£000) Forecast for Year (£000) Forecast Variance (£000) YTD Actual (£000) YTD Variance (£000) Over / Under % Notes Employee Costs 5,303 4,974 329 4,849 454 Under 8.56% 1 Property Costs 561 588 (27) 548 13 Under 2.32% Supplies & Services 152 206 (54) 196 (44) Over (28.95%) Transport & Plant 164 162 2 154 10 Under 6.10% Administration Costs 269 253 16 233 36 Under 13.38% Payments to Other Bodies 37 24 13 16 21 Under 56.76% Payments to Contractors 0 0 0 (10) 10 - 0.00% Transfer Payments 0 0 0 0 0 - 0.00% Financing Charges 319 322 (3) 241 78 Under 24.45% 2 Total Controllable Exp. 6,805 6,529 276 6,227 578 Under 8.49% Total Controllable Inc. (592) (624) 32 (620) 28 Over -4.73% Net Controllable Exp. 6,213 5,905 308 5,607 606 Under 9.75% Transfer to Reserves 0 0 0 0 - Position after Transfer to Reserves 6,213 5,973 94 5,607 606 Variance Explanations 1. This underspend is due to vacancies experienced through the year. 2. This underspend relates to non-recurring underspends in relation to the purchase of IT equipment. 24
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Appendix F Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 31 March 2026 (No.14) Justice Services Revised Annual Budget (£000) Forecast for Year (£000) Forecast Variance (£000) YTD Actual (£000) YTD Variance (£000) Over / Under % Notes Employee Costs 7,979 7,319 660 7,347 632 Under 7.92% 1 Property Costs 87 120 (33) 115 (28) Over (32.18%) Supplies & Services 115 76 39 80 35 Under (30.43%) Transport & Plant 105 96 9 86 19 Under 18.10% Administration Costs 522 528 (6) 479 43 Under 8.24% Payments to Other Bodies 532 526 (30) 642 (110) Over (20.68%) 2 Payments to Contractors 0 2 (2) 0 (9) Over 0.00% Transfer Payments 6 16 (10) 19 (13) Over (216.67%) Financing Charges 9 16 (7) 18 (9) Over (100%) Total Controllable Exp. 9,355 8,735 620 8,795 560 Under 5.99% Total Controllable Inc. (8,445) (8,507) 62 (8,568) 123 Over (1.45%) 3 Net Controllable Exp. 910 228 682 227 683 Under 75.05% Transfer to Reserves 0 0 0 0 - Position after Transfer to Reserves 910 228 682 227 683 Variance Explanations 1. This underspend is mainly due to new posts approved at Committee during the year, and vacancies experienced through the year. 2. This overspend relates to payments for Intensive support packages and gender-based violence services (see 3 below). 3. This non-recurring over recovery of income is a recharge for additional services being provided on a pan Lanarkshire basis, and an over recovery in relation to gender-based violence service (offsets 2 above). 25
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 1 July 2026 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources – Revenue Budget Monitoring 2026/2027 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April to 15 May 2026 for Social Work Resources provide a forecast for the year to 31 March 2027 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [re (1) that the forecast to 31 March 2027 of a breakeven position, as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements be approved. [1recs] 3. Background 3.1. This is the first revenue budget monitoring report presented to the Social Work Resources Committee for the financial year 2026/2027. 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 15 May 2026 within the Resource budget and reflects the expected outturn forecast on expenditure and income at this date. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. As at 15 May 2026, the Resource’s projected outturn position for 2026/2027 is a breakeven position. This is outlined in Appendix A. 5.2. Children and Families: The forecast for Children and Families, Justice and Performance and Support Services show a breakeven position. 5.3. Budget pressures within Children and Families are continuing into 2026/2027 in relation to statutory duties of continuing care and increased costs and requirements for residential placements, fostering and kinship care. This breakeven forecast 4 27
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includes an allocation of £1.080 million from the Integrated Joint Board (IJB) for Pension Contributions no longer required. This will support the ongoing budget pressures in Children and Families, while further options are being progressed to bring spend in line with budget, including the use of earmarked monies held in reserves. 5.4 There is currently £8.6 million earmarked with reserves to support these residual pressures in Children and Families Services. 5.5. The Resource is working towards managing the remaining budget pressure in Children and Families in 2026/2027 and beyond. 5.6. Adults and Older People: The Adults and Older People forecast is currently showing a breakeven position for 2026/2027. As we move through the financial year, the forecast outturn will continue to be refined, taking into account ongoing recruitment and management decisions. Any transfers to reserves that are required would be confirmed as part of the Probable Outturn exercise. 5.7. Virements are proposed to realign budgets. These movements have been detailed in the appendices to this report, as appropriate. 6 Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. 7 Risk and 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 2026/2027. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 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 27 May 2026 28
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Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Financial Ledger and budget monitoring results to 15 May 2026 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 29
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Appendix A Revenue Budget Monitoring Report Social Work Resources Committee: Period 2 Ended 15 May 2026 (No. 2) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) % YTD Actual (£000) Performance and Support Services 6,791 6,460 331 4.87% 649 Children and Families Services 49,375 50,018 (643) (1.30)% 5,469 Adult and Older People Services 212,765 212,765 0 0.00% 22,158 Justice Services 1,511 1,199 312 20.65% 65 Net Controllable Exp. 270,442 270,442 0 0.00% 28,341 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 Although there is no projected year end variance for the Service, the forecast does include projected overspends in residential schools, fostering, adoption and kinship care. These are funded on a non- recurring basis from the temporary budget virement from Adult and Older People Services (£1.080 million) for Pension Contributions no longer required, the planned reduction in costs that will be achieved from the Budget Recovery Action Plan, underspends within employee costs and any residual overspend being drawn from reserves. Adult and Older People Services The forecast is currently showing a breakeven position for 2026/27. As we move through the financial year, the forecast outturn will continue to be refined, taking into account ongoing recruitment and management decisions. Any transfers to reserves that are required would be confirmed as part of the Probable Outturn exercise. Justice Services The projected year end variance is an underspend and is the result of vacancies that are being actively recruited across the Service. 30
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Appendix B Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 15 May 2026 (No.2) Social Work Resources Summary Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 135,390 133,907 1,483 under 12.66% 12,880 Property Costs 3,479 3,479 0 - 0.00% 220 Supplies & Services 5,758 5,758 0 - 0.00% 1,151 Transport & Plant 4,361 4,361 0 - 0.00% 126 Administration Costs 1,653 1,653 0 - 0.00% 133 Payments to Other Bodies 25,117 25,267 (150) over (1.55)% 2,859 Payments to Contractors 162,082 162,123 (1,040) over (9.35)% 13,287 Transfer Payments 4,292 4,592 (300) over (7.01)% 692 Financing Charges 397 397 0 - 0.00% 2 Total Controllable Exp. 342,529 342,536 (7) over 0.00% 31,350 Total Controllable Inc. (72,087) (72,094) 7 - (0.66)% (3,009) Net Controllable Exp. 270,442 270,442 0 - 0.00% 28,341 Variance Explanations Variance explanations are shown in Appendices B-E as appropriate. Budget Virements Budget virements are shown in Appendices B-E as appropriate. 31
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Appendix C Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 15 May 2026 (No.2) Children and Families Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 23,249 22,409 840 under 3.61% 2,175 1 Property Costs 572 572 0 - 0.00% 25 Supplies & Services 549 549 0 - 0.00% 70 Transport & Plant 620 620 0 - 0.00% 7 Administration Costs 368 368 0 - 0.00% 47 Payments to Other Bodies 9,663 9,813 (150) Over (1.55)% 1,304 2,a,b Payments to Contractors 11,117 12,158 (1,040) Over (9.35)% 1,166 3, b Transfer Payments 4,280 4,580 (300) Over (7.01)% 684 4 Financing Charges 23 23 0 - 0.00% 0 Total Controllable Exp. 50,441 51,091 (650) under (1.29)% 5,478 Total Controllable Inc. (1,006) (1,073) 7 over (0.66)% (9) Net Controllable Exp. 49,375 50,018 (643) under (1.30)% 5,469 Variance Explanations 1. This underspend is a result of vacancies that are actively being recruited. 2. This overspend is due to continuing pressures in relation to increased demand for adoption allowances and fostering placements. 3. This overspend is a result of the continuing requirement for children’s residential external placements. 4. This overspend is a result of increasing demand for kinship care. Budget Virements a. Reduction in pension contributions – transfer from Adult & Older People. Net effect £1.080m: Payment to Contractors £1.080m. b. Realignment of budgets to reflect service delivery. Net effect £nil. Payment to other bodies (£0.287m), Payment to contractors £0.287m. 32
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Appendix D Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 15 May 2026 (No.2) Adults and Older People Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 97,138 97,138 0 - 0.00% 9.303 a,b,c Property Costs 2,260 2,260 0 - 0.00% 121 a Supplies & Services 4,951 4,951 0 - 0.00% 1,065 a,c Transport & Plant 3,472 3,472 0 - 0.00% 110 a Administration Costs 483 483 0 - 0.00% 60 Payments to Other Bodies 14,866 14,866 0 - 0.00% 1,526 e Payments to Contractors 150,965 150,965 0 - 0.00% 12,114 a,c,d,e Transfer Payments 6 6 0 - 0.00% 6 Financing Charges 46 46 0 - 0.00% 1 Total Controllable Exp. 274,187 274,187 0 - 0.00% 24,306 Total Controllable Inc. (61,422) (61,422) 0 - 0.18% (2,148) a Net Controllable Exp. 212,765 212,765 0 - 0.00% 22,158 Budget Virements a. Realignment of budget to reflect the IJB financial plan for 2026/2027. Net Effect £nil: Employee Costs £1.709m, Property Costs £0.046m, Supplies & Services £0.029m, Transport £0.045m, Payment to Contractors £0.101m, Income (£1.930m). b. Reduction in pension contribution – transfer to Children and Families.Net effect (£1.080m): Employee costs (£1.080m). c. Budget realignment for posts approved at Committee in relation to Hospital Discharge and Homecare Redesign. Net effect £nil. Employee costs £0.700m, Supplies & services (£0.274m), Payment to Contractors (£0.426m). d. Incorporation of additional Adult and Social Care Living wage allocation. Net effect £0.909m. Payment to Contractors £0.909m. e. Realignment of Living Wage budget. Net Effect £nil: Payment to other bodies £0.549m, Payment to Contractors (£0.549m). 33
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 15 May 2026 (No.2) Performance and Support Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 5,882 5,551 331 under 5.63% 543 1 Property Costs 560 560 0 - 0.00% 74 Supplies & Services 143 143 0 - 0.00% 10 Transport & Plant 164 164 0 - 0.00% 3 Administration Costs 278 278 0 - 0.00% 9 Payments to Other Bodies 37 37 0 - 0.00% 9 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 319 319 0 - 0.00% 1 Total Controllable Exp. 7,383 7,052 331 under 4.48% 649 Total Controllable Inc. (592) (592) 0 - 0.00% 0 Net Controllable Exp. 6,791 6,460 331 Under 4.87% 649 Variance Explanations 1. This underspend is a result of vacancies that are actively being recruited. 34
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Appendix F Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 15 May 2026 (No.2) Justice Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 9,121 8,809 312 under 3.42% 859 1,a Property Costs 87 87 0 - 0.00% 0 Supplies & Services 115 115 0 - 0.00% 6 Transport & Plant 105 105 0 - 0.00% 6 Administration Costs 524 524 0 - 0.00% 17 Payments to Other Bodies 551 551 0 - 0.00% 20 b Payments to Contractors 0 0 0 - 0.00% 7 Transfer Payments 6 6 0 - 0.00% 2 Financing Charges 9 9 0 - 0.00% 0 Total Controllable Exp. 10,518 10,518 312 Under 2.97% 917 Total Controllable Inc. (9,007) (9,007) 0 - 0.00% (852) a,b Net Controllable Exp. 1,511 1,199 312 Under 20.65% 65 Variance Explanations 1. This underspend is the result of vacancies that are being actively recruited. Budget Virements a. Incorporation of increase in S27 Grant funding 26/27. Net Effect (£0m): Employee Costs £0.472m, Income (£0.472m) b. Incorporation of Corra funding Net effect £Nil. Income (£0.126m). Payment to other bodies £0.126m. 35
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 1 July 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 capital programme for Social Work Resources for the period 1 April 2025 to 31 March 2026 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendations:- (1) that the Social Work Resources’ capital programme of £0.337 million, and expenditure for the year of £0.624 million, be noted. 3. Background 3.1. This is the final capital monitoring report presented to the Social Work Resources Committee for the financial year 2025/2026. 3.2. As noted in the last report to the Committee on 6 May 2026, the budget for Social Work Resources for financial year 2025/2026 was £0.337 million. This was the final budget for the year 2025/2026. 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 Capital Programme – Final Position As detailed in paragraph 3.2, the total capital programme for Social Work Resources for 2025/2026 was £0.337 million. Total expenditure to the 31 March 2026 was £0.624 million, a difference of £0.287 million in comparison to the programme of £0.337 million. 5.2. The position reflects additional funded spend on the implementation of the new system, Liquid Logic. This spend is funded by planned transfer of Revenue budget. An update on the 2026/2027 programme is detailed in a separate report to this Committee. 5 37
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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. Risk and Other Implications 7.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment Management Meetings. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 4 June 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Social Work Resources Committee, 6 May 2026 Executive Committee, 25 June 2025 List of Background Papers Financial ledger to 31 March 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 38
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Appendix A South Lanarkshire Council Capital Expenditure 2025/2026 Social Work Resources Programme For Period 1 April 2025 – 31 March 2026 Social Work Resources Base Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Actual Expenditure £000 Swis Plus Replacement 337 - - 337 624 TOTAL 337 - - 337 624 39
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 1 July 2026 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources - Capital Budget Monitoring 2026/2027 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the progress of the capital programme for Social Work Resources for the period 1 April to 15 May 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 £0.500 million, and forecast expenditure of £0.500 million, be noted. 3. Background 3.1. This is the first capital monitoring report presented to the Social Work Resources Committee for the financial year 2026/2027. Further reports will follow throughout the year. 3.2. The budget of £0.500 million for Social Work Resources reflects the budget presented to the Executive Committee in June 2026. Details are provided in Section 5. 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. 2026/2027 Budget As detailed in paragraph 3.2, the 2026/2027 capital programme for Social Work Resources is £0.500 million. This budget reflects the £0.500 million allocation for Accommodation for Care Experienced young people, approved as part of the Budget Amendment agreed by Council in February 2026, and presented to the Executive Committee in June 2026 as part of the 2026/2027 Council Capital Programme. 5.2. The budget of £0.500 million reflects the level of spend which can be achieved in 2026/2027, based on current estimates. 5.3. 2026/2027 Forecast Appendix A shows a forecast for the financial year of £0.500 million. 6 41
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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. Risk and Other Implications 7.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment Management Meetings. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 4 June 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References South Lanarkshire Council, 25 February 2026 Executive Committee, 24 June 2026 List of Background Papers Financial ledger to 15 May 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 42
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Appendix A South Lanarkshire Council Capital Expenditure 2026/2027 Social Work Resources Programme For Period 1 April 2026 – 15 May 2026 Social Work Resources Base Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Forecast Spend £000 Forecast Variance £000 Actual Expenditure £000 Accommodation for Care Experienced Young People 500 - - 500 500 - - TOTAL 500 - - 500 500 - - 43
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 1 July 2026 Report by: Executive Director (Finance and Corporate Resources Director, Health and Social Care Subject: Social Work Resources – Workforce Monitoring – 1 March to 30 April 2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 March to 30 April 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 March to 30 April 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 14 March 2026. [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 March to 30 April 2026. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of April 2026 for Social Work Resources. The Resource absence figure for April 2026 was 7.1%, this figure has decreased by 1.2% when compared to the previous month and is 1.5% higher than the Council- wide figure. Compared to April 2025, the Resource absence figure has decreased by 0.7%. Based on absence figures as at April 2026, the annual average absence for the Resource for 2026/2027 is 7.1% compared to a Council-wide annual average figure of 5.6%. 7 45
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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, 306 referrals were made this period. This represents increase of 2 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 38 accidents/incidents recorded and investigated within the Resource this period. This represents an increase of 11 when compared with the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 7 disciplinary hearings were held within the Resource, this represents a decrease of 1 when compared to the same period last year. One appeal was submitted, this is an increase of 1 when compared to the same period last year. No grievances were raised within the Resource, this is a decrease of 1 when compared to the same period last year. No Dignity at Work complaints were raised, this figure has decreased by 7 when compared to last year. 4.5. Analysis of Leavers (Appendix 2a) There was a total of 9 leavers this period who were eligible for an exit questionnaire. This figure has decreased by 6, when compared with the same period last year. Two exit questionnaires were completed in this period; this figure has increased by 1 when compared to the same period last year. 5. Staffing Watch (Appendix 3) 5.1. There has been a decrease of 21 employees in post from 13 December 2025 to 14 March 2026. 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. Risk and 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. 46
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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 27 May 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 – 6 May 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 47
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2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 % % % % % % % % % % % % April 6.5 7.0 6.1 April 8.8 9.4 9.4 April 7.3 7.8 7.1 April 5.2 5.7 5.6 May 5.8 6.6 May 9.5 8.6 May 7.0 7.2 May 5.3 5.6 June 6.0 6.6 June 9.2 8.7 June 7.0 7.3 June 5.2 5.4 July 6.5 6.8 July 11.2 9.0 July 8.0 7.5 July 4.1 4.3 August 6.9 7.1 August 11.4 8.7 August 8.4 7.7 August 4.7 4.7 September 7.2 7.7 September 12.0 10.0 September 8.8 8.5 September 6.1 6.1 October 7.5 7.0 October 11.0 10.1 October 8.6 8.0 October 6.0 6.2 November 8.1 6.6 November 10.0 10.1 November 8.7 7.8 November 6.9 7.0 December 7.0 7.6 December 11.6 11.2 December 8.5 8.8 December 7.0 7.5 January 6.7 7.0 January 11.3 11.4 January 8.2 8.4 January 6.7 6.5 February 7.0 6.6 February 11.6 11.9 February 8.5 8.3 February 7.0 6.8 March 7.5 6.9 March 10.7 11.1 March 8.6 8.3 March 6.8 6.7 Annual Average 6.9 7.0 6.1 Annual Average 10.7 10.0 9.4 Annual Average 8.1 8.0 7.1 Annual Average 5.9 6.0 5.6 Average Apr - Mar 6.9 7.0 6.1 Average Apr - Mar 10.7 10.0 9.4 Average Apr - Mar 8.1 8.0 7.1 Average Apr - Mar 5.9 6.0 5.6 1790 1008 2798 15824 Appendix 1 Absence Trends - 2024/2025, 2025/2026 & 2026/ 2027 Social Work Resources APT&C Council WideResource TotalManual Workers No of Employees at 30 April 2026 No of Employees at 30 April 2026 No of Employees at 30 April 2026 No of Employees at 30 April 2026 48
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Mar - Apr Mar - Apr 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 80 85 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 31 2 TOTAL 304 306 Mar - Apr Mar - Apr 2025 2026 Over 7 day absences 3 0 Minor 9 11 Near Miss*** 0 1 Violent Incident: Physical**** 8 20 Violent Incident: Verbal***** 7 6 Total Accidents/Incidents 27 38 Mar - Apr Mar - Apr 2025 2026 Total Number of Hearings 8 7 Total Number of Appeals 0 2 Appeals Pending 0 1 Time Taken to Convene Hearing - 1 March 2026 - 30 April 2026 0-3 Weeks 4-6 Weeks Over 6 Weeks 0 1 6 Mar - Apr Mar - Apr 2025 2026 Number of Grievances 1 0 Number Resolved at Stage 2 1 0 Still in Progress 0 0 Mar - Apr Mar - Apr 2025 2026 Number of Incidents 7 0 Number Resolved at Formal Stage 7 0 Number of Appeals 1 0 Appeals in Process 0 0 Still in Process 0 0 ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS RECORD OF DIGNITY AT WORK ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different Appendix 2 SOCIAL WORK RESOURCES 106 103 *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. 9 32 78 84 CAUSE OF ACCIDENTS/INCIDENTS 49
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Mar - Apr Mar - Apr 2025 2026 Career Advancement 9 1 Moving outwith area 1 2 Personal Reasons 2 2 Poor relationship with managers / colleagues 0 2 Other 3 2 Total Number of Leavers Eligible for Exit Questionnaire 15 9 Number of Exit Questionnaires completed 1 2 Percentage of Questionnaires completed 7% 22% ANALYSIS OF REASONS FOR LEAVING Appendix 2a SOCIAL WORK RESOURCES 50
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As at 14 March 2026 Total Number of Employees F/T P/T F/T P/T 184 235 953 1400 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 316.00 1447.12 477.52 96.33 32.60 0.00 1.00 0.00 2373.57 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 Appendix 3 JOINT STAFFING WATCH RETURN SOCIAL WORK RESOURCES *Full - Time Equivalent No of Employees Salary Bands 2772 MALE FEMALE TOTAL Salary Bands MALE FEMALE TOTAL 2793 *Full - Time Equivalent No of Employees 51
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Report Agenda Item Report to: Social Work Committee Date of Meeting: 1 July 2026 Report by: Director, Health and Social Care Subject: Social Work Resource Plan - Quarter 4 Progress Report 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- provide the Social Work Resource Plan Quarter 4 Progress Report 2025/2026, for the period 1 April 2025 to 31 March 2026 [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Social Work Resource Plan Quarter 4 Progress Report 2025/2026 as summarised in Section 4 and attached as Appendix 2 of this report, be noted; (2) that the key achievements made by the Resource to date, as detailed in paragraph 4.5. of the report, be noted; and (3) that the areas for improvement and associated management actions as detailed in paragraph 4.6. of the report, be noted. 3. Background 3.1. The Social Work Resource Plan 2025/2026 was approved by the Committee on 11 June 2025, and sets out the outcomes, measures and actions to be managed and delivered by the Resource for the financial year 2025/2026. 3.2. The Resource Plan follows the agreed corporate structure and style. The Plan is a key element of the Council’s performance management arrangements and provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the Outcomes set out in the Council Plan Connect 2022 to 2027. 4. Progress 4.1. The Social Work Resource Plan establishes a set of outcomes, actions and performance measures aligned to the Council Plan Connect 2022 to 2027. These outcomes and measures are set out in Appendix 1. 4.2. Progress against all Resource Plan measures is reported through the Council’s IMPROVe performance management system and is presented in Appendix 2. The Quarter 4 report represents the cumulative year-end position for the period 1 April 2025 to 31 March 2026, with Quarter 4 narrative provided where this supports understanding of performance trends or recent improvement activity. 4.3. Performance is monitored using an agreed traffic-light methodology. Measures assessed as amber or red require further scrutiny and are summarised in paragraph 4.6 of this report. 8 53
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4.4. An overview of performance at year-end shows that the majority of measures are assessed as green or complete, providing assurance that the Resource Plan has been delivered effectively overall during 2025/2026. Where performance has not met the target, appropriate management actions have been identified and are in progress. The table below provides a visual summary of performance across all 24 measures: Status Measures Statistical Project Total % Blue N/A 6 6 25% Green 13 N/A 13 54% Amber 2 1 3 13% Red 1 1 2 8% Report later/Contextual N/A N/A N/A N/A Totals 16 8 24 100% 4.5. Key Achievements 4.5.1. During 2025/2026, Social Work Resources delivered a range of improvements across Children and Young People, Health and Wellbeing, Community Justice and Digital Transformation, contributing to the delivery of the Council Plan outcomes. 4.5.2. Key areas of achievement include:- continued strengthening of early intervention and participation approaches for children, young people and families good performance in supporting independence through Self-Directed Support and community-based care, with several targets exceeded strong assurance on the quality of registered care services, supported by positive Care Inspectorate inspection outcomes improved performance during Quarter 4 in Community Payback Order unpaid work measures progress in digital and technology-enabled care, supporting quality, efficiency and service user experience 4.5.3. Further detail on individual achievements, supporting evidence and performance indicators is provided in Appendix 2. 4.6. Areas for improvement 4.6.1. A small number of measures were assessed as amber or red at year-end. These reflect areas where performance did not meet the annual target or where delivery was affected by changes in context during the year. Management actions are in place to address each area. Community Payback Order – unpaid work timescales 4.6.2. Performance against measures relating to induction and placement start times for Community Payback Orders improved during Quarter 4, with performance exceeding the 75% target in both measures. 4.6.3. The amber status for both measures reflects the cumulative year-to-date position, with lower performance earlier in the year impacting the overall result. Operational improvements introduced from January 2026 are now embedded and are expected to be sustained into 2026/2027. 54
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Tender of commissioned carers services 4.6.4. The target to tender commissioned carers services by March 2026 has not been achieved by quarter 4; however, it has been assessed as amber as there has been clear progress, and a managed plan is in place to provide non-contractual extensions for both contracts until 31 March 2027. This will ensure continuity of service is secured whilst commissioning activity continues to progress. Recycling and reuse of community alarms 4.6.5. This measure was assessed as red. This reflects a planned operational decision taken during the year to replace legacy 2G community alarms following confirmation of the national telecommunications network switch-off. As a result, the annual recycling target was no longer achievable. 4.6.6. Despite this, significant recycling and reuse of newer equipment was achieved, delivering financial savings and environmental benefits while ensuring service safety and continuity. Social Work IT system replacement 4.6.7. The delivery of the new social care case management system was behind the original timetable at year end and was assessed as red. This project has now concluded following full implementation on 18 May 2026. 4.6.8. Governance and oversight arrangements remain in place to manage risk and safely support the new system as it embeds. 5. Employee Implications 5.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable, and in turn the Performance Appraisal process for individual employees. 6. Financial Implications 6.1. The outcomes within the Resource Plan are reflected in the respective annual Resource Revenue and Capital budgets and, longer term, within the framework of the Council’s approved Financial Strategy. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change or environmental implications as a result of this report. 7.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2025-26. 8. Risk and Other Implications 8.1. A significant element of the delivery of the outcomes in the Community Plan 2022 to 2032 will come through the achievement of the actions contained within Connect. 8.2. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 9. Integrated Impact Assessment and Consultation Requirements 9.1. Many of the actions detailed within the Resource Plan reflect ongoing strategies and policies which will be or have been the subject of consultation and impact assessment. 55
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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 29 May 2026 Link(s) to Council Values/Priorities/Outcomes The Resource Plan has been structured upon the Vision, Values and Outcomes in the Council Plan Connect 2022 to 2027 Previous References Social Work Resources Plan 2025/2026 – approved by Social Work Resources Committee on 11 June 2025 List of Background Papers Council Plan 2022 to 2027 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Claire Kavanagh, Head of Transformation and Performance Tel: 01698 453704 E-mail: Claire.Kavanagh@lanarkshire.scot.nhs.uk 56
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Appendix 1 Social Work Resource Objectives 2025/2026 Connect Outcomes Resource Outcomes Communities and Environment • Social Work Resources embeds sustainable development across services Education and Learning No Resource Outcomes for this Connect Outcome Health and Wellbeing • Care and protect children, young people, and adults from risk of harm • Provide assurance on the quality of registered care services • For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all • Help people to continue to live within their homes and communities through integrated community health and social care services • Promote early intervention and prevention to achieve healthy, active lives and reduce inequalities Children and Young People • Improve the health and wellbeing of children, young people, and families Housing and Land No Resource Outcomes for this Connect Outcome Our Economy No Resource Outcomes for this Connect Outcome Delivering the Plan and achieving Best Value • Digital and ICT services meet the needs of the council and its customers 57
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IMPROVe - SLC Performance Management System Report printed on 18 May 17:12 Quarter 4 : April 2025 - March 2026 South Lanarkshire Council Social Work Resource Plan (This represents the cumulative position to March 2026) Performance Report 2025-26 8 59
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IMPROVe - SLC Performance Management System Report printed on 18 May 17:12 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Green Amber Red Report later / Contextual Total Communities and Environment 1 0 1 0 2 Education and Learning 0 0 0 0 0 Health and Wellbeing 11 2 0 0 13 Children and Young People 1 0 0 0 1 Housing and Land 0 0 0 0 0 Our Economy 0 0 0 0 0 Delivering the plan and achieving best value 0 0 0 0 0 Total 13 2 1 0 16 Page 1 60
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IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Communities and Environment Social Work Resources embeds sustainable development across services Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Evidence the use of recycled stock as a percentage of all Equipu activity. To date, there have been a total of 4,447 items issued, of which (20%) 885 were recycled. In quarter 4, there was a total of 1,190 items, of which 22% (262) were recycled. The target of 10% has been achieved for the reporting period. Green 10% 20% ------ 20% 22% Recycle and reuse community alarms per month To date, 150 Care IP 2G alert alarms and 442 Eliza 4G alert alarms have been reused and recycled, saving £90,580. Overall, 592 alarms were recycled and reused, this is 82% of the annual target of 720. In quarter 4, a total of 215 Eliza 4G alert alarms were recycled and reused contributing savings of £30,100. This measure was assessed as red. This reflects a planned operational decision taken during the year to replace legacy 2G community alarms following confirmation of the national telecommunications network switch off. As a result, the annual recycling target was no longer achievable. Despite this, significant recycling and reuse of newer equipment was achieved, delivering financial savings and environmental benefits while ensuring service safety and continuity. Red 720 592 ------ ------ ------ Page 2 61
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IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing Care and protect children, young people and adults from risk of harm Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of parental attendance at initial Child Protection Planning meetings. To date there has been 89% parental attendance at Initial Child Protection Planning meetings. In quarter 4, 59 out of 73 (81%) of invitations sent to parents for initial CP Case Conferences were attended. This is a decrease in performance from 84% in quarter 3. Parents will continue to be encouraged to attend all Children Protection meetings. This will be revisited within local meetings to ensure a focus remains on familial participation. To improve attendance, we are enhancing communication, offering flexible and virtual meeting options, and helping parents to prepare on what to expect. Non-attendance is being analysed by each local team, with targeted follow-up for absentees. This remains a focus in local team and Field Work Manager meetings to ensure ongoing improvement and accountability. Green 85% 89% 89% 89% 95% Percentage of children seen by a supervising officer within 15 days. The year to date position of 100% continues to exceed the annual target. Green 75.0% 100.0% 89.0% 57.0% 85.0% Percentage of reports submitted to the Children’s Reporter within agreed timescales. To date 87% (240 out of 277) reports submitted to the Children's Reporter within timescale. In quarter 4, 86% (56 out of 65) reports were submitted within timescales. This is a decrease in performance from 92% in quarter 3. Green 75.0% 87.0% 77.0% 53.0% 72.0% Percentage of care experienced children and young people accommodated in residential placements. As at 31 March 2026, there were a total of 735 Looked After Children, 664 (90%) were looked after in a community setting and 71 (10%) were looked after in a residential setting including local authority houses, secure accommodation and residential schools, this position has been maintained since 2021. This reflects South Lanarkshire’s commitment to shift the way care is delivered to Looked After Children, with continued support to children and young people within the community. Green 10.0% 10.0% 10.0% 10.0% 10.0% Page 3 62
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IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing Care and protect children, young people and adults from risk of harm Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of statutory supervising officer visits completed within timescale for local authority welfare guardianship orders. To date, there was a total of 256 local authority guardianship visits due with 90% (230) being completed in time, exceeding the target. In quarter 4, there was a total of 61 local authority welfare guardianship visits due with 89% (54) being completed in time, exceeding the target of 75%. Performance reports remain available to the teams providing current performance levels. Green 75% 90% 93% 94% 91% Percentage of statutory supervising officer visits completed within timescale for private welfare guardianship orders. To date, there was a total of 1,678 private guardianship visits due with 83% (1,394) being completed in time, exceeding the target. In quarter 4, there was a total of 368 private guardianship visits due with 87% (319) being completed in time, exceeding the target of 75%. Performance reports remain available to the teams providing current performance levels. Green 75% 83% 93% 92% 87% Provide assurance on the quality of registered care services Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of internal care services graded 'good' or better in Care Inspectorate inspections The Care Inspectorate carries out inspections based on a range of Quality Assurance Frameworks linking to the Health and Social Care Standards. The Council is responsible for 30 registered in-house care services. On review of the last datastore information, all 30 in house care services were graded 4 or above across all six key questions. The percentage of internal care services graded 'good' or better is 100%. All gradings remained the same as previous inspections. Source: Care Inspectorate Datastore as at 28 February 2026 Green 75.0% 100.0% 0.0% 0.0% 0.0% Page 4 63
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IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of people on CPO unpaid work requirement seen within five working days by their case manager. To date, 72% (414 out of 578) Community Payback Orders with an Unpaid Work requirement were inducted within 5 working days. In quarter 4, 83% (105 out of 126) Community Payback Orders with an Unpaid Work requirement were inducted within 5 working days which is an increase in performance from 68% in quarter 3. In quarter 4, 34 out of 42 (81%) of the Community Payback Orders with an Unpaid Work requirement which were inducted within 5 working days were Level 1’s with 83% inducted within 10 working days, 2% inducted within 15 days, 2% inducted within 20 working days with 12% (5) not yet inducted. In quarter 4, 71 out of 84 (85%) of the Community Payback Orders with an Unpaid Work requirement which were inducted within 5 working days were Level 2’s with 95% inducted within 10 working days, 1% inducted within 15 days, 1% within 20 days with 2% (2) not yet inducted. Amber 75.0% 72.0% 69.0% 72.0% 67.0% Page 5 64
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IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of people starting their placement within seven days of a CPO unpaid work sentence. To date, 70% (407 out of 578) Community Payback Orders with an Unpaid Work requirement were commenced within 7 working days. In quarter 4, 80% (101 out of 126) Community Payback Orders with an Unpaid Work requirement commenced within 7 working days which is an increase in performance from 66% in quarter 3. In quarter 4, 32 out of 42 (76%) of the Community Payback Orders with an Unpaid Work requirement which commenced within 7 working days were Level 1’s with 79% commenced within 10 working days, 5% commenced within 15 working days, and 2% commenced within 20 + working days with 14% (6) not yet started placement. In quarter 4, 69 out of 84 (82%) of the Community Payback Orders with an Unpaid Work requirement which commenced within 7 working days were Level 2’s with 90% commenced within 10 working days, 5% commenced within 15 working days, 1% commenced within 20 working days, 1% commenced within 20+ working days with 2% (2) not yet started placement. Amber 75.0% 70.0% 67.0% 70.0% 65.0% Percentage of Justice Social Work reports submitted to Court by the due date. To date, 98% (1812 out of 1858) of Justice Social Work reports have been submitted within timescale. In quarter 4, 98% (425 out of 433) of Justice Social Work reports have been submitted within timescale this is an increase from 97% in quarter 3. Green 95.0% 98.0% 98.0% 98.0% 97.0% Page 6 65
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IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Health and Wellbeing Help people to continue to live within their homes and communities through integrated community health and social care services Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of care at home hours reduced through Home Assessment Team intervention. In 2025/26, 942 care episodes were completed by the Home Assessment Teams, with care packages reducing by 36% overall when comparing hours required at start of intervention to end. Looking at the data for Q4, 238 care episodes were successfully completed, with care packages being reduced by 44% when comparing hours required at start of intervention to end. This is an increase in performance from 37% in quarter 3. The number of completed episodes increased by 42.51% from 167 episodes in quarter 3 to 238 in quarter 4. Green 30.0% 36.0% 0.0% 0.0% 29.0% Percentage of people on a Drug Treatment and Testing Order (DTTO) seen within 2 days To date, of those placed on DTTO commencing within 2 days of order being imposed has remained at 100%. In quarter 4, 100% (1 out of 1) of those placed on DTTO commencing within 2 days of order being imposed has been within timescale. This is a maintained position of 100% reported in quarter 3. Green 95.0% 100.0% 0.0% 0.0% 0.0% Help people to continue to live within their homes and communities through integrated community health and social care services Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of people participating in a co-produced Self-Directed Support Assessment to exercise choice and control over their care. To date, 4,104 co-produced assessments were approved this year, exceeding the annual target of 3,000; quarter 4 alone saw 1,018 approvals. This reflects a steady increase in demand for Social Work support with social care needs. Ongoing initiatives such as expectation management, assertive signposting to community resources, online information, and GCIL "pre-assessment" sessions aim to address rising demand, though their effects are expected to emerge gradually. Green 3,000 4,104 ------ 3,459 3,756 Page 7 66
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IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan Performance Indicators South Lanarkshire Council - Social Work Children and Young People Improve the health and wellbeing of children, young people, and families Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Reduce the number of babies living away from their families As at 31 July 2024 the number of looked after children aged under 1 was 14, this reduced by 14% to 12 as at 31 July 2025. In the period 2023/24 20 children aged under 1 started to be looked after, this reduced by 5% to 19 in the period 2024/25. The Family Support Hubs have responsibility for assessing and intervening at the pre-birth stage. This year has seen a further reduction in pre-birth child protection investigations due to the provision of early assessment and support to vulnerable pregnancies. 47 unborn babies were subject to these measures in 22/23, 42 in 23/24 and 38 in 24/25. Green 10.0% 14.0% 0.0% 0.0% 0.0% Page 8 67
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Complete Green Amber Red Report later Total Communities and Environment 0 0 0 0 0 0 Education and Learning 0 0 0 0 0 0 Health and Wellbeing 5 0 1 0 0 6 Children and Young People 1 0 0 0 0 1 Housing and Land 0 0 0 0 0 0 Our Economy 0 0 0 0 0 0 Delivering the plan and achieving best value 0 0 0 1 0 1 Total 6 0 1 1 0 8 Page 9 68
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IMPROVe - SLC Performance Management System Report printed on Monday 18 May 2026 Resource Plan actions and measures South Lanarkshire Council - Social Work Health and Wellbeing Care and protect children, young people and adults from risk of harm Action Measures Comments/ Progress Status Provide strategic leadership and oversight of the delivery of public protection services and improved outcomes for children, young people, and adults Hold quarterly meetings of the Chief Officer’s Group (Public Protection) to monitor, scrutinise and evaluate public protection activity including performance, Learning Reviews, audit, and evaluation outcomes Strategic leadership and oversight of public protection services continues to be provided through the Chief Officer’s Group (Public Protection), which meets on a quarterly basis. The Group receives regular updates on public protection activity, performance, Learning Reviews, and audit and evaluation findings, supporting effective governance and continuous improvement across services for children, young people and adults. This position remains unchanged in Quarter 4, with all agreed actions and performance targets achieved. Complete Provide assurance on the quality of registered care services Action Measures Comments/ Progress Status Consult and engage with service users, carers, other providers, and community forums in the process of self-evaluation of delivered care services Evaluate Care Opinion activity across services biannually Care Opinion is an independent platform that provides oversight of service user feedback on SLUHSCP services, providing opportunity for future improvement and development. So far, 876 stories have been received, with 173 in quarter 4; 85% were positive, suggesting high care quality across SLUHSCP. Staff receive ongoing training and support through webinars and recorded sessions to boost confidence in handling feedback. Employees from SLUHSCP participated in the Care Opinion Spring Conference in April 2026, sharing their positive experiences using Care Opinion. Complete Page 10 69
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This work is scheduled to commence in 2026, alongside the submission of the South Lanarkshire Community Justice Partnership Annual Activity Return 2024–25. Progress against the Core Assurance framework, together with findings from the Annual Activity Return, will be reported through established governance arrangements, including the Public Protection Chief Officers’ Group, Safer South Lanarkshire Board and the Social Work Resources Committee during 2026. This will support ongoing evaluation of the effectiveness and impact of Community Justice activity and provide appropriate assurance to elected members. Complete Help people to continue to live within their homes and communities through integrated community health and social care services Action Measures Comments/ Progress Status Commission independent services to ensure information, advice and support is available for people who provide care Tender of commissioned carers services to be completed by March 2026 The target to tender commissioned carers services by March 2026 has not been achieved by quarter 4; however, there has been clear progress, and a managed plan is in place to provide non-contractual extensions for both contracts until 31 March 2027. This will ensure continuity of service is secured whilst commissioning activity continues to progress. Amber Page 11 70
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March 2026 saw the first device installed for a virtual medication prompting pilot, marking a major milestone. Procurement for around 300 devices is nearly complete, funded by the Glasgow City Region Innovation Programme via TEC Smart and Socially Connected Places. Quarterly evaluations have been conducted, and the final evaluation for 2025/26 is expected on schedule, ensuring insights into impact, learning, and scalability. Complete Evaluate the potential to expand the Smart TV messaging service within residential services Project evaluation to be completed by September 2025 Following a successful pilot at David Walker Gardens, the Care Messenger smart TV based video calling and messaging system has now been rolled out across all three Council care homes and Blantyre LIFE. Using familiar technology, the platform supports simple video calls and messaging, helping residents maintain meaningful connections and reduce digital exclusion. At David Walker Gardens, the system has supported almost 500 video calls, contributing to reduced loneliness and improved wellbeing. This innovative approach has received external recognition, with David Walker Gardens shortlisted for the Care for Mental Health Award at the Scotland’s Health Awards. Complete Page 12 71
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There were 6,935 allocations to Hub staff, up 6% from 2024. Early intervention has reduced statutory service referrals by 58% since 2022. Families receive tailored, needs-based support, with 97% positive feedback reported via Care Opinion. Parenting and engagement programs remain central to South Lanarkshire’s Whole Family Wellbeing strategy, enhancing parenting skills and child development and wellbeing. Evaluations show major gains in parental knowledge and confidence, and 48% of those in the Psychology of Parenting program come from areas of socioeconomic disadvantage, indicating resources are reaching those most in need. Complete Delivering the plan and achieving best value Digital and ICT services meet the needs of the council and its customers Action Measures Comments/ Progress Status Deliver the implementation programme to replace the existing Social Work IT system within timescale Develop a fully comprehensive familiarisation and training plan to support business change processes for implementation The delivery of the new social care case management system was behind the original timetable at year end and was assessed as red. This project has now concluded following full implementation on 18 May 2026. Governance and oversight arrangements remain in place to manage risk and safely support the new system as it embeds. Red Page 13 72
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 1 July 2026 Report by: Director, Health and Social Care Subject: Social Work Resource Plan 2026/2027 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present the Social Work Resource Plan 2026/2027 for approval and note the monitoring arrangements [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the Resource Plan 2026/2027, attached as Appendix 1, be approved; (2) that the Resource Plan 2026/2027 be uploaded onto the Council’s website following consideration by this Committee; (3) that following Committee approval, the Resource Plan will be presented to the Executive Committee for noting; and (4) that Progress Reports on the Resource Plan 2026/2027 be provided at Quarter 2 and Quarter 4 to future meetings of this Committee. 3. Background 3.1. The Resource Plans for 2026/2027 were prepared in line with the corporate Resource Planning guidance. 3.2. The Resource Plan is a key element of the Council’s performance management arrangements. It provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the priorities and outcomes set out in the Council Plan Connect 2022 to 2027. 3.3. Performance management is a keystone of Best Value and ensures that the Council can demonstrate sound governance arrangements. The Resource Plan is one part of the Council’s framework for planning and budgeting and demonstrates how this leads to effective front line service delivery. 3.4. As part of this framework, the Resource Plan reflects the aspirations of the Council Plan and the Community Plan as well as being complemented by the details of individual Service, Business and other Plans. Ultimately, these details are included in the key work objectives of individual officers. This demonstrates the ‘Golden Thread’ of performance management which ensures a clear understanding of the Council’s vision, values, priorities and outcomes at all levels. 3.5. The current format for performance reporting has been established since 2007 and is used for Executive Directors’ reports to the Chief Executive, Resource Management Teams, Resource Committees and the Performance and Review Scrutiny Forum. The focus has been on reporting progress on Council outcomes, statutory 9 73
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performance indicators, other key performance measures and high level Resource outcomes. Progress reports are provided at Quarter 2 and Quarter 4 to this Committee. 3.6. In preparing the Plan, account has also been taken of the need to ensure a robust response to Risk Management and Control. Risks associated with delivery of the actions in this Resource Plan have been identified and evaluated and are listed in the Resource Risk Register. Where necessary, controls or further actions to mitigate these risks have been agreed. Such actions are tracked through the Resource Risk Control Plan which is kept under review by the Risk Sponsor for the Resource. 3.7. Following approval at individual Resource Committees, all Resource Plans will be presented, as a pack, to Executive Committee, for noting. 4. Resource Plan 2026/2027 4.1. The Resource Plan 2026/2027 is attached as Appendix 1 and is structured around the following headings:- 1. Introduction 2. Key areas for the year ahead 3. Resource outcomes 4. Measures and actions 5. Resourcing the Plan 4.2. Resource Outcomes 2026/2027 The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2026/2027. To support these outcomes, the Resource has developed performance measures in an action plan which is set out in section 4 of the Resource Plan. Key or strategic measures will be included in the Council Plan Connect Progress Reports 2026/2027, with the rest being monitored and reported at Resource level. 4.3. Monitoring and reporting As part of the performance management arrangements, the Committee will receive a mid-year update of progress on the measures in the Resource Plan covering the period 1 April to 30 September 2026 (Quarter 2) as well as an end of year progress report covering the full year 1 April 2026 to 31 March 2027 (Quarter 4). 5. Employee Implications 5.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable and, in turn, the Performance Appraisal process for individual employees. 6. Financial Implications 6.1. The outcomes within the Resource Plan are reflected in the respective Resource Revenue and Capital budgets and, longer term, within the framework of the Council’s approved Financial Strategy. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change or environmental implications as a result of this report. 7.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. 74
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All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2026/2027. 8. Risk and Other Implications 8.1. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Professor Soumen Sengupta Director, Health and Social Care 29 May 2026 Link(s) to Council Values/Priorities/Outcomes The Resource Plan has been structured upon the Vision, Values, Priorities and Outcomes in the Council Plan Connect 2022 to 2027 Previous References None List of Background Papers Council Plan 2022 to 2027 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Claire Kavanagh, Head of Transformation and Performance E-mail: claire.kavanagh@lanarkshire.scot.nhs.uk 75
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Section Contents 1.0 Introduction 2.0 Key areas of focus for the year ahead 3.0 Resource outcomes 4.0 Measures and actions 5.0 Resourcing the Plan 78
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Section One – Introduction I am pleased to present the Resource Plan for 2026-27, which outlines our intended outcomes and priorities for the coming year. This document is the main annual business plan for Social Work Resources, aligning with the council’s strategic priorities as detailed in the Council Plan, Connect, and the directions provided by the South Lanarkshire Integration Joint Board (IJB) Strategic Commissioning Plan (SCP). The overarching aim of Social Work Resources is to promote social welfare and deliver effective care and support for vulnerable people across South Lanarkshire. We work with partners to provide services that meet defined standards, empower local people to maintain independence, reach their potential and achieve improved outcomes. Our services extend to supporting and protecting children, young people, adults, older people, and their carers, as well as adults involved with the justice system. Social Work Resources delivers services that are shaped by statutory duties set within a complex and changing environment. Challenges such as demographic changes, deprivation, and health inequalities continue to place increasing demand on our services. Through multi-agency collaboration, we pursue strategic objectives that are realistic and focused on the safety and protection of our local communities. In accordance with statutory requirements, the council appoints a professionally qualified Chief Social Work Officer (CSWO) who is registered with the Scottish Social Services Council (SSSC). The CSWO’s role is to offer professional advice and guidance to the local authority, South Lanarkshire IJB, elected members, and officers regarding the provision of Social Work services, whether these are commissioned or delivered directly. The latest CSWO Report is available for download from the council website. Service background There are three distinct areas of service within the Resource, as outlined below: Children and Justice services aim to provide early help when it is needed, to support children, young people and their families to remain at home wherever possible or close to home, so that they can flourish within their communities. The service uses creative approaches to support families, enhance well-being, and involve children and young people in decisions that impact their lives. While child protection is a shared responsibility with other agencies and the wider community, Social Work Resources specifically hold the duty to investigate any allegations of child abuse using joint child protection procedures. Justice Social Work services operate as part of the South Lanarkshire Community Justice Partnership (CJP), enabling people to participate effectively in response to the problems and consequences of crime. Support is provided through courts, local offices, and specialised teams for those referred by the courts, prisons, and other agencies. The partnership aims to support people in conflict with the law to reduce their offending behaviour and promote community safety. This is achieved by helping people reintegrate after imprisonment, addressing responsibility for offending, providing programs that offer practical alternatives and raising awareness about the impact of crime on victims. South Lanarkshire University Health and Social Care Partnership (South Lanarkshire University HSCP) support the operational delivery of community-based health and social care services for adults and older people on behalf of the South Lanarkshire IJB; which has responsibility for the strategic direction of the delivery of health and social care for adults and older people in South Lanarkshire. Staff deliver statutory services under a range of legislation including the Care Reform (Scotland) Act 2025, Carers (Scotland) Act 2016, Social Care (Self-directed Support) (Scotland) Act 2013, Adult Support and Protection (Scotland) Act 2007, Mental Health 79
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(Care and Treatment) (Scotland) Act 2003 and Adults with Incapacity (Scotland) Act 2000. Identifying assessed needs and planning support to meet those needs is undertaken collaboratively with adults, carers, and other partners, enabling people to have choice and control over their care. Performance and Support Services play a vital role in enabling the effective delivery of Social Work Resources and the South Lanarkshire University Health and Social Care Partnership. Providing a broad range of administrative and business support functions, the service also leads on strategic areas of planning, governance, inspection, and risk management. The work ensures the provision of accurate management and performance data, supporting statutory obligations and local planning. As we develop this plan, we build on recent achievements to deliver effective, sustainable services that protect those most at risk and support those with the greatest needs. Despite future challenges and uncertainty, our ambition is matched by the drive and commitment of staff across our services. We remain committed to innovating and engaging with local communities, partners, and other stakeholders as we face the future together. Professor Soumen Sengupta Director, Health and Social Care 80
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Section Two – Key areas of focus for the year ahead 2.0. Overview The Resource has identified the main challenges, risks and developments which will have significant impact on the delivery of services in the coming year. These are set out below. 2.1. Delivering Safe, High Quality and Sustainable Statutory Services During 2026-27, the Resource will continue to provide strong professional leadership and assurance in the delivery of statutory services across children, adults, older people and justice. Priority will be given to effective public protection governance, learning from inspection, audit and review activity, and ensuring that improvement actions are clearly identified, prioritised and implemented. Strengthened assurance arrangements will support consistent quality across both internally delivered and commissioned services, ensuring compliance with regulatory requirements, effective risk management and best value. Delivering safe and high-quality services must also be achieved within a constrained and uncertain financial context. The financial position within the Resource will continue to be challenging throughout 2026-27. Pressures arising from the cost of living, increased morbidity and an ageing population experiencing poorer health are expected to persist, alongside continued growth in overall population. South Lanarkshire’s population is projected to increase by approximately 2%, from 319,020 in 2018 to 325,243 by 2028, further intensifying demand for social care services. The Integration Joint Board has a statutory duty to set a balanced budget, and nationally IJBs face significant challenges over the medium term in relation to social care demand, rising costs and uncertainty over future funding. Current forecasts indicate increasing cost pressures across health and social care services, including a projected increase of £51 million over the three-year period from 2026–27 to 2028–29, of which £26 million relates directly to adult and older people social care. In this context, the Resource will continue to focus on sustainability as a core component of statutory assurance. This includes prioritising resources to protect services and supports for the most vulnerable and those most at risk, while strengthening prevention, early intervention, commissioning and service redesign to manage demand and improve outcomes. Decisions taken during 2026-27 will be informed by clear evidence of impact, risk and value, ensuring statutory duties are met while supporting the longer-term resilience of social work services across South Lanarkshire. Activity during the year will be carefully sequenced to prioritise consolidation, sustainability and the effective embedding of recent change. 2.2 Child Poverty and Reducing Inequalities Addressing child poverty will be a core priority for Social Work Resources in 2026-27, recognising its unfair influence as a driver of inequalities and on children’s development, wellbeing and long-term life chances. Evidence demonstrates that the most significant inequalities emerge before school age and are concentrated in specific local neighbourhoods. Reducing the impacts of poverty early is therefore central to prevention and to reducing future demand for statutory services. During the year ahead, the Resource will support delivery of South Lanarkshire’s Marmot Place Programme through a place-based, preventative approach focused on early years and child poverty, initially centred on Burnbank and surrounding communities, where children experience the highest levels of poverty-related disadvantage. Family Support 81
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Hubs will be central to this work to bring services together around families, building on their established impact and strong community presence. In 2026-27, emphasis will be on building from their role as anchors for early years and whole-family support, ensuring families receive timely practical help, guidance and multi-agency assistance. 2.3 Children and Family Services – Care Close to Home The Promise is Scotland’s national commitment to improve care for children and young people with experience of care, aiming to fulfil actions from the Independent Care Review by 2030. Audit Scotland’s report, Improving care experience: Delivering The Promise, advises clearer actions and timelines are required nationally to achieve progress in the next five years. The Resource will progress a Care Close to Home ethos aligned to The Promise, with a focus on supporting children and young people to remain safely with their families and within local communities wherever possible. During 2026-27 work will continue to develop local pathways that reduce reliance on high-cost, out-of-area placements and support young people to transition safely toward independence with support from trusted adults, including exploration of innovative partnership models for care-experienced young people. 2.4 Adult Social Work and Integrated Community Health and Social Care The Resource will support delivery of the South Lanarkshire HSCP Strategic Commissioning Plan 2025–28, with a focus on enabling people to live independently within their homes and communities and improving flow across the wider health and social care system. Priorities for 2026-27 include consolidating Care at Home redesign, refining the Home Assessment Team model, strengthening commissioning and assurance of adult social care services, and continuing to modernise Self-directed Support. This work will support increased choice and control, workforce sustainability and improved outcomes for people. The Resource will continue to embed the Getting it Right for Everyone (GIRFE) approach, aligning adult practice with the principles of Getting it Right for Every Child (GIRFEC) to support consistent, person-centred service delivery across the life course. 2.5 Care at Home and Supporting Independence Care at Home services will remain central to the Resources’ ambition to support people to live independently, safely and well within their own homes and communities. During 2026- 27, the focus will be on consolidating the significant redesign activity undertaken in recent years and embedding a more consistent, outcomes-focused operating model that supports prevention, flow and sustainability across the health and social care system. This will include implementing the final phase of Care at Home modernisation, bringing greater coherence to service delivery, management and assurance arrangements. Particular emphasis will be placed on aligning directly delivered and commissioned services, strengthening professional leadership, reducing unwarranted variation and ensuring capacity is targeted where it has the greatest impact. Care at Home will continue to play a critical role in preventing unnecessary hospital admissions, supporting timely discharge and reducing reliance on more intensive and costly forms of care. Alongside service redesign, attention will be given to strengthening the commissioning and assurance of Care at Home provision to support market stability, quality and best value. This will ensure services are responsive to changing demand, regulatory expectations and workforce pressures, while maintaining a strong focus on outcomes for people who use services and their carers. 82
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2.6 Hospital Discharge, Flow and System Performance Building on recent improvements, the Resource will focus on sustaining and strengthening arrangements that support timely, safe hospital discharge and reduce avoidable delays. This will include embedding enhanced Hospital Social Work capacity, supporting earlier and more proactive engagement in hospital settings, and improving multi-agency decision-making at key points in the discharge pathway. New and refined approaches to assessment and placement decision-making will continue to be tested to improve patient flow and overall system resilience. 2.7 Justice Social Work and Public Protection Justice Social Work Services will continue to deliver high-quality, trauma-informed interventions in line with the Community Justice Outcome Improvement Plan 2024–29. During 2026-27, focus will be placed on supporting people subject to community sentences, strengthening arrangements for unpaid work, contributing to national efforts to reduce the prison population, and improving community reintegration. Effective practice models, including recovery-orientated approaches, will continue to be expanded, alongside preparation for national developments affecting public protection systems, including readiness for the implementation of the Multi-Agency Public Protection System (MAPPS). 2.8 Commissioning, Assurance and Best Value Across all service areas, the Resource will continue to strengthen its role as a system steward by embedding commissioning, assurance and market management as core capabilities. This includes further development of commissioning and assurance arrangements within adult services and Children and Family Services, improved oversight of provider quality and sustainability, and increased use of data and evidence to inform decision-making. Where commissioning approaches are aligned across children’s and adults’ services, this will be undertaken as appropriate and proportionate, reinforcing service‑specific statutory duties, professional practice requirements and the distinct needs of different population groups. 2.9 Workforce Sustainability, Capability and Leadership The sustainability of the Social Work workforce will remain a critical priority during 2026-27, reflecting ongoing recruitment and retention challenges across social work and social care, particularly within Care at Home as demand continues to grow. National and local data highlight sustained increases in demand alongside demographic pressures, with a significant proportion of the workforce approaching retirement age. Addressing these challenges is essential to maintaining safe, effective and resilient services. During the year ahead, the Resource will continue to deliver the Workforce Plan 2025–27, focusing on recruitment and retention, skills development, leadership capacity, career pathways and staff wellbeing. A central element of this approach is a commitment to “grow your own” pathways to strengthen workforce sustainability and succession planning. This includes the Graduate Apprenticeship programme delivered in partnership with the University of the West of Scotland, providing employees with a supported route to qualification as social workers and progression within the profession. Alongside workforce development, the Resource will continue to promote equality, inclusion and fair work. During 2026-27, the Resource will engage with emerging national work on anti‑racism in social work, supporting learning and improvement as national findings, resources and action plans are published. Workforce planning and development will remain closely aligned to service redesign, commissioning priorities and statutory demand, supporting the effective embedding of change and the long‑term sustainability of services. 83
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2.10 Digital Transformation and Enabling Infrastructure The Resource will continue to progress digital transformation to support safe, efficient and modern service delivery. This will include implementing the new Social Work case management system, embedding business change to support effective use of digital tools, and progressing the integration of Technology Enabled Care, alarm receiving and responder services. This will strengthen frontline responsiveness, improve the experience of people who use services, and support independence through more effective use of digital and assistive technology. 2.11 Responding to National Reform and Future Change During 2026-27, the Resource will respond to a range of recent and emerging legislative changes affecting adult social care, children and families’ services and justice, ensuring services remain compliant, rights-based and sustainable while maintaining continuity of delivery. This includes the Care Reform (Scotland) Act 2025 and the Children (Care and Justice) (Scotland) Act 2024. In doing so, the Resource will remain cognisant of the additional demands and expectations associated with new legislation, including where these are not fully supported by new or recurring funding and will manage implementation in a proportionate and risk-aware manner. 2.12 Sustainable Development and Climate Change The council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. It is expected that, as a public body, the council leads by example and uses its role to influence area-wide climate change action and sustainability. The Sustainable Development and Climate Change Strategy (2022-27) sets out how the council aims to develop sustainably and tackle climate change. 84
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Section Three – Resource outcomes 3.1 Resource outcomes Social Work Resources has established the following Resource outcomes to support the delivery of Connect outcomes in 2026-27. Connect Outcomes Resource Outcomes Communities and Environment • Social Work Resources embeds sustainable development across services Education and Learning No Resource Outcomes for this Connect Outcome Health and Wellbeing • Care and protect children, young people, and adults from risk of harm • Provide assurance on the quality of registered care services • For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all • Help people to continue to live within their homes and communities through integrated community health and social care services • Promote early intervention and prevention to achieve healthy, active lives and reduce inequalities Children and Young People • Improve the health and wellbeing of children, young people, and families Housing and Land No Resource Outcomes for this Connect Outcome Our Economy No Resource Outcomes for this Connect Outcome 3.2. Delivering the Plan and achieving Best Value In working towards the six outcomes, the council aims to continually improve and ensure effective and efficient use of resources, and our business will be conducted with integrity, transparency and will operate to the highest standards. 85
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Section Four – Measures and actions 4.0 Performance measures and action plan This section of the Resource Plan is divided into two parts: part (a) sets out our main performance measures against our outcomes; and part (b) describes the key actions we will take in the coming year to respond to the challenges ahead and improve services and outcomes. 4.a. How we will measure our performance The table below shows our performance measures, with the actual data last reported to Committee and the target for the last financial year and 2026-27. Additional context for the results/targets is provided within the note’s column, where applicable. Resource Outcome: Social Work Resources embeds sustainable development across services Measure 2024-25 Actual 2025-26 Target 2026-27 Target Links Service Notes 1. Evidence the use of recycled stock as a percentage of all activity 22% 10% 10% C01.06 Adult and Older No change from 25/26 Resource Outcome: Care and protect children, young people, and adults from risk of harm Measure 2024-25 Actual 2025-26 Target 2026-27 Target Links Service Notes 2. Percentage of parental attendance at initial Child Protection Planning meetings 95% 85% 85% 04.05 Children and Justice No change from 25/26 3. Percentage of children seen by a supervising officer within 15 days 85% 75% 75% 03.04 Children and Justice No change from 25/26 National Target 75% 4. Percentage of reports submitted to the Children’s Reporter within agreed timescales 72% 75% 75% C03.04 Children and Justice No change from 25/26 National Target 75% 5. Percentage of care experienced children and young people accommodated in residential placements 10% 10% 10% C04.08 Children and Justice No change from 25/26 National target 10% 86
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Measure 2024-25 Actual 2025-26 Target 2026-27 Target Links Service Notes 6. Percentage of statutory supervising officer visits completed within timescale for local authority welfare guardianship orders 91% 75% 75% C03.04 Adult and Older People No change from 25/26 National target 75% 7. Percentage of statutory supervising officer visits completed within timescale for private welfare guardianship orders 87% 75% 75% C03.04 Adult and Older People No change from 25/26 National target 75% Resource Outcome: Provide assurance on the quality of registered care services Measure 2024-25 Actual 2025-26 Target 2026-27 Target Links Service Notes 8. Percentage of internal care services graded ‘good’ or better in Care Inspectorate inspections n/a 75% 85% 07.10 Children and Justice and Adult and Older People Target increased from 75% to 85% Resource Outcome: For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all Measure 2024-25 Actual 2025-26 Target 2026-27 Target Links Service Notes 9. Percentage of people on CPO unpaid work requirement seen within five working days by their case manager 67% 75% 75% 03.02 Children and Justice No change from 25/26 National target 75% 10. Percentage of people starting their placements within seven days of a CPO unpaid work sentence 70% 75% 75% 03.02 Children and Justice No change from 25/26 National target 75% 87
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Measure 2024-25 Actual 2025-26 Target 2026-27 Target Links Service Notes 11. Percentage of Justice Social Work reports submitted to Court by due date 97% 95% 95% C03.02 Children and Justice No change from 25/26 National target 95% Resource Outcome: Help people to continue to live within their homes and communities through integrated community health and social care services Measure 2024-25 Actual 2025-26 Target 2026-27 Target Links Service Notes 12. Percentage of care at home hours reduced through Home Assessment intervention 29% 30% 30% 03.01 Adult and Older No change from 25/26 13. Number of people participating in a co- produced Self-directed Support Assessment to exercise choice and control over their care 3,459 3,000 3,000 03.05 Adult and Older People No change from 25/26 Resource Outcome: Promote early intervention and prevention to achieve healthy, active lives and reduce inequalities Measure 2024-25 Actual 2025-26 Target 2026-27 Target Links Service Notes 14. Respond to the UK 2G national shut down by 2030 - Transition from 2G CareIP units to 4G Eliza alert alarms to improve resilience and service user safety n/a n/a 1,500 03.01 Adult and Older New measure for 2026/27 Adult and Older People Services 88
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Resource Outcome: Improve the health and wellbeing of children, young people, and families Measure 2024-25 Actual 2025-26 Target 2026-27 Target Links Service Notes 15.Reduce the number of babies living away from their families n/a 10% 10% 04.04 Children and Justice No change from 25/26 4.b What actions will we take in 2026-27 Resource Outcome: Care and protect children, young people, and adults from risk of harm Action Milestones/Steps we will take to deliver our actions Links Service 1. Provide strategic leadership and oversight of the delivery of public protection services and improved outcomes for children, young people, and adults Hold quarterly meetings of the Chief Officer’s Group (Public Protection) to monitor, scrutinise, and evaluate public protection activity including performance, Learning Reviews, audit, and evaluation outcomes 03.04 Adult and Older People Services Children and Family Services Resource Outcome: Provide assurance on the quality of registered care services Action Milestones/Steps we will take to deliver our actions Links Service 2. Consult and engage with service users, carers, other providers, and community forums in the process of self- evaluation of delivered care services Conduct consultation and engagement in preparation of the new Carer’s Strategy 2027-2030. Engage with service users across South Lanarkshire regarding the delivery and development of Self-directed Support (SDS). 03.02 Adult and Older People Services Resource Outcome: For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all Action Milestones/Steps we will take to deliver our actions Links Service 3. Contribute to a reduction of the national prison population supporting individuals on release Evaluate the impact of the work of the Community Justice Partnership, reporting to Social Work Committee by December 2026. 03.02 Justice Services 89
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Resource Outcome: Help people to continue to live within their homes and communities through integrated community health and social care services Action Milestones/Steps we will take to deliver our actions Links Service 4. Commission independent services to ensure information, advice and support is available for people who provide care Tender of commissioned carers services to be complete by March 2027 03.04 Adult and Older People Services Children and Family Services Resource Outcome: Improve the health and wellbeing of children, young people, and families Action Milestones/Steps we will take to deliver our actions Links Service 5. Engage families in receiving whole family support Demonstrate the impact of the Family Support Hubs within an annual report by March 2027 03.06 Children and Family Services 6. Ensure children and young people are safe, supported and connected to their communities growing up close to home whenever it is safe to do so. Report progress to Social Work Resources Committee by March 2027 on the delivery of the Care Close to Home ethos for care experienced young people 03.06 Children and Family Services 90
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Section Five – Resourcing the plan 5.0. Introduction In this section we consider the resources needed to implement our plan, including funding and staffing. 5.1. Revenue budget 2026-27 The Resource has a Net Revenue Budget of £269.53 million. The table below allocates this budget across the services: Net budget by service £ million % Performance and Support Services 6.757 2.5% Adult and Older People 213.02 79.0% Children and Family 48.229 17.9% Justice and Substance Misuse 1.524 0.6% Total 269.53 100% 5.2. Capital budget 2026-27 There is no capital budget allocated. 5.3. Resource employees Social Work Resources has 2845 employees as of February 2026. We support these employees to deliver their duties through a range of policies including personal appraisal and a robust training framework. The number of employees (per headcount) by service is as follows: Service Number of employees Adult and Older Peoples Services 2073 Children and Justice Services 558 Performance and Support 213 Directorate 1 Total 2845 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk 91
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 1 July 2026 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Implementing the Multi‑Agency Public Protection System (MAPPS) - A Pan‑Lanarkshire Approach 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an overview of the Multi‑Agency Public Protection System (MAPPS) and the national implementation programme outline the implications of MAPPS and the associated MAPPS Charter for South Lanarkshire Council (SLC) as a responsible authority under multi-agency public protection arrangements (MAPPA) seek approval for the creation of a pan‑Lanarkshire MAPPA Development Officer to support implementation, consistency and resilience across Lanarkshire [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted; and (2) that it be approved that the additional post, as detailed in Section 5 of the report, be added to the Social Work Resources’ establishment. 3. Background 3.1. The MAPPA are statutory partnership arrangements established under sections 10 and 11 of the Management of Offenders etc. (Scotland) Act 2005. MAPPA provides the framework through which responsible authorities - including local authorities, Police Scotland, the Scottish Prison Service and Health Boards - work together to assess and manage the risks posed by certain categories of individuals, including Registered Sex Offenders and others assessed as posing a risk of serious harm. 3.2. The overarching purpose of MAPPA is public protection, achieved through co- ordinated information‑sharing, risk assessment and risk management across agencies. MAPPA is not a standalone body, but a statutory mechanism through which partner organisations discharge their existing legal responsibilities in a planned and collaborative way. 3.3. Under MAPPA, individuals are managed at one of three levels, which reflect the degree of multi‑agency coordination required rather than a fixed risk categorisation. National guidance is clear that cases should be managed at the lowest level consistent with effective public protection, with the majority managed at MAPPA Level 1 through ordinary agency management and routine information‑sharing. Escalation to Levels 2 10 93
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and 3 occurs only where greater multi‑agency coordination or senior oversight is required. 3.4. MAPPA have been in place in Scotland for 18 years. Over this period, the nature and scale of sexual offending and public protection responsibilities have changed significantly, driven by increased reporting of historical offences, growth in cyber‑enabled crime, and legislative change. Scottish Government MAPPA Annual Reports show that since 2015 the number of Registered Sex Offenders (RSOs) in Scotland has increased by 56%, from 4,787 to 7,451 individuals, with a 40% increase in those managed in the community. Growth has accelerated recently, with an 8% increase between March 2024 and March 2025, the largest year‑on‑year rise since 2015. 3.5. Lanarkshire has the third largest RSO population in Scotland. As of January 2026, there were 977 RSOs managed across North and South Lanarkshire, with approximately 99% managed at MAPPA Level 1. While individual Level 1 cases do not typically require intensive multi‑agency intervention, the scale and growth of this cohort generate significant cumulative workload, including statutory reviews, monitoring, information‑sharing and assurance activity. Between 2014 and 2022, MAPPA Level 1 cases in Lanarkshire increased by 57%, and if current trends continue the total is projected to exceed 1,000 cases by 2030. 3.6. This growth in volume at Level 1 heightens the importance of robust, consistent and efficient systems to support information‑sharing and oversight. It is within this context that the forthcoming replacement of the Violent and Sex Offender Register (ViSOR) with the MAPPS represents a significant and timely change, with direct implications for how MAPPA activity is supported and governed in Lanarkshire. 4. MAPPS: Statutory Context and Proposed Local Response 4.1. MAPPS is a new UK‑wide Home Office system that will replace ViSOR, with implementation currently planned for May 2028. MAPPS will remain the sole secure national system for information‑sharing across MAPPA partners once ViSOR is decommissioned. 4.2. Sections 10 and 11 of the Management of Offenders etc. (Scotland) Act 2005 place statutory responsibilities on the responsible authorities, including local authorities, to share information for the assessment and management of certain categories of offenders. Continued lawful compliance with these duties will, therefore, depend on the effective adoption and use of MAPPS. 4.3. To support implementation, a MAPPS Charter has been developed nationally, setting out expectations on readiness, governance and engagement for Responsible Authorities. The Charter forms part of the national implementation and assurance arrangements between the Home Office and Responsible Authorities and is not a public‑facing document. The Council signed the MAPPS Charter in December 2025, confirming its commitment to implementation in line with the national programme. 4.4. MAPPS represents a significant change in how MAPPA activity is supported operationally. National direction indicates that a number of enabling and assurance functions previously supported through more centralised arrangements will require greater local coordination, assurance and readiness, including governance oversight, workforce preparedness, training coordination and system resilience. 94
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4.5. Implementation of MAPPS will, therefore, require a number of new or expanded operational responsibilities to be undertaken at local authority level. These include coordination of workforce readiness and vetting processes, local system assurance arrangements, and oversight of training and onboarding activity. National indications are that some functions previously supported by Police Scotland in relation to ViSOR will no longer be delivered in the same way, representing a shift in operational responsibility towards local authorities and increasing the requirement for dedicated operational development and delivery capacity. 4.6. MAPPA services in Lanarkshire are delivered on a Pan‑Lanarkshire basis, hosted by South Lanarkshire Justice Services. In recognition of both the scale of change associated with MAPPS implementation and the increasing volume and complexity of MAPPA activity, discussions with North Lanarkshire Council have confirmed a shared view that a co‑ordinated Pan‑Lanarkshire response provides the most effective, resilient and proportionate approach. 4.7. It is, therefore, proposed that a Pan‑Lanarkshire MAPPA Operational Development Officer be created to provide dedicated operational development and delivery capacity in support of MAPPS implementation and ongoing MAPPA governance across North and South Lanarkshire. The role would:- coordinate MAPPS readiness and implementation activity across both local authorities act as a single point of contact for MAPPS‑related liaison, training coordination and local assurance support consistency of practice and system use strengthen governance and operational resilience during and beyond the transition from ViSOR to MAPPS 4.8. The proposed role would also strengthen service resilience. At present, a number of key co-ordination and assurance functions sit largely with a single MAPPA Co‑ordinator post, with limited contingency. Establishing an Operational Development Officer reduces reliance on single‑post arrangements and strengthens continuity, assurance and capacity. 4.9. Across other public protection disciplines in Lanarkshire, including Adult and Child Protection, development and support roles are already established to support policy development, training, performance oversight and assurance. MAPPA is the only public protection function delivered on a formal Pan‑Lanarkshire basis without equivalent development capacity. The proposed role, therefore, creates parity with wider public protection structures and strengthens assurance for Chief Officers and elected members. 5. Employee Implications 5.1. The proposal involves the creation of a new operational development and delivery role, focused on supporting MAPPS implementation and strengthening ongoing MAPPA coordination and assurance across Lanarkshire. 95
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Post Number of current posts Proposed number of posts Grade SC P ran ge Hourly rate Annual salary Gross Cost inc on costs 29.7% Total cost MAPPA Development Officer 0 1 G3 L8 79- 80 £28.71- £29.14 £52,393- £53,178 £67,954- £68,971 £67,954- £68,971 Operational Development Officer 0.4 0 G3 L8 79- 80 £28.71- £29.14 £52,393- £53,178 £67,954- £68,971 (£27,182 - £27,588) Total £40,772 – £41,383 5.2. The deletion of the existing 0.4 FTE Operational Development Officer post reflects the consolidation of operational development capacity into the proposed pan‑Lanarkshire role, ensuring focused delivery while avoiding duplication. 6. Financial Implications 6.1. The cost of the MAPPA Operational Development Officer post will be shared equally between North and South Lanarkshire Justice Services, at a cost of £34,485 each. South Lanarkshire Justice Services will also convert a 0.4 FTE Operational Development Officer post, with the remaining 0.1 FTE cost of £6,897 being met from the existing S27 budget. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications associated with this report. 8. Risk and Other Implications 8.1. MAPPS represents a significant system transition for the statutory management of individuals who pose a risk of serious harm. Without dedicated operational development and delivery capacity, there is a risk of fragmented implementation, reduced assurance, and increased reliance on single‑post arrangements during the transition from ViSOR. 8.2. The proposals in this report mitigate these risks by strengthening operational coordination, resilience and assurance, and by supporting continued compliance with sections 10 and 11 of the Management of Offenders etc. (Scotland) Act 2005. The proposals also reflect changing operational expectations across MAPPA partners and ensure that local authority capacity remains aligned with these changes. 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 Jackie Taylor Executive Director (Finance and Corporate Resources) 96
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15 April 2026 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Accountable, effective, efficient, and transparent Ambitious, self-aware and improving 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:- Claire Borden, Service Manager (Children and Justice Services) Email: Claire.Borden@southlanarkshire.gov.uk Tel: 01698 454887 97
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 1 July 2026 Report by: Director, Health and Social Care Subject: Digital Developments in Social Work and Social Care 1. Purpose of Report 1.1. The purpose of the report is to:- ♦ provide an overview of digital development work across social work and social care within South Lanarkshire [1purpose] 2. Recommendations 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. Digital development in social work and social care is progressing both nationally and locally, supported by a clear policy direction and ongoing investment in systems and infrastructure. 3.2. The Scottish Government and COSLA’s Digital Health and Care Strategy (“Care in the Digital Age”) and the Digital Strategy for Scotland set out a shared ambition to improve care and wellbeing through the effective use of digital technologies, supporting delivery of the right care, in the right place, at the right time. National work led through COSLA and the Digital Office for Scottish Local Government is supporting councils to strengthen digital capability, improve information sharing and develop more consistent approaches across services. This includes initiatives such as the Community Health Index (CHI) in Local Government, aimed at improving data quality, reducing duplication and supporting better coordination of care across agencies. 3.3. South Lanarkshire Council recognises the clear benefits of coordinated digital development and already has sustained capital investment, service redesign and partnership working to enable the development of a comprehensive digital offer encompassing assistive technology, core systems, telecare, and service user-facing platforms. To deliver on national and local strategic digital priorities, the Council has developed a programme for digital transformation across three areas aligned to its current Digital Strategy, comprising business systems and processes; workforce productivity; and customer engagement. 3.4. Social work and social care digital development sits within this wider programme and reflects the same priorities, including improving care and wellbeing, strengthening information sharing and supporting more coordinated and person-centred services. 11 99
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3.5. The Council is, therefore, progressing a range of digital developments within social work and social care to support safe, efficient and modern service delivery, improve the experience of people who use services and support greater independence. 4. Digital Programmes and Innovative Solutions 4.1. Digital solutions support and sustain care provision, rather than replace direct support or professional judgement. They form part of the Council’s and the Health and Social Care Part6nerships (HSCP) wider care model, supporting more responsive, person‑centred services and helping to manage increasing demand and workforce pressures. 4.2. Digital development within Social Work and Social Care has progressed from initial investment and system replacement to large‑scale delivery and embedding in frontline services. The Council has focused on a number of key system‑level developments which are now supporting care delivery in practice. These relate to:- ♦ Care at Home – supporting independence and delivery of care in people’s own homes ♦ Residential care – strengthening care recording and decision‑making ♦ Core digital infrastructure – supporting consistency, coordination and oversight across services Notable areas of development are set out below. 4.3. Care at Home 4.3.1. Advanced home-based technologies are being introduced within Care at Home, including the rollout of the Care Surround programme with virtual medication prompting devices to support daily living. This supports people to manage medication safely and independently within their own homes, promoting independence and supporting more targeted use of care resources. 4.3.2 A key area of development has been the introduction of digital platforms aimed at improving transparency and enhancing the service user experience. The Care at Home Service User Portal provides a secure online platform allowing individuals, their permitted family members or in the absence of capacity, those with appropriate legal powers, to view the details of care provided, including the timing of visits, name of staff attending and tasks completed. This improves communication and engagement, supports greater transparency and provides individuals with increased oversight and control of their care. 4.3.3. Existing digital solutions such as community alarms continue to evolve and improve over time. Over 7,000 community alarms have been migrated from analogue to digital systems ahead of the Public Switched Telephone Network (PSTN) switch-off in 2027, improving the resilience and sustainability of telecare services. The move to a national Digital Alarm Receiving Centre (ARC) platform strengthens reliability and responsiveness, ensuring that alerts are managed more effectively and consistently. 4.3.4. In parallel, the introduction of voice‑activated and digital support tools provides additional functionality, including reminders, wellbeing prompts and enhanced connectivity with support networks. These developments improve choice, control and safety, supporting more proactive and preventative care. 100
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4.3.5. Over 2500 telecare referrals were processed in 2025, many of them urgent and supporting hospital discharge, end-of-life care and adult protection. These technologies are supporting more personalised and preventative approaches to care, promoting independence and reducing risk across a range of service areas. 4.4. Residential Care 4.4.1. A new electronic care information system (Person Centred Software (PCS)) is being introduced across residential care services, representing a significant change in how care information is recorded, accessed and used in practice. This supports the recording, access and management of care information, strengthening care planning, improving information quality and enabling more consistent and informed decision‑making within residential settings. 4.4.2. Further developments with residential care include the rollout of Smart Television technology, supported through the Glasgow City Region 5G Innovation Fund. This technology, delivered through familiar devices, enables residents to remain connected with family, friends and professionals through video and messaging. Evaluation showed reduced social isolation and improved wellbeing, with almost 1,000 calls and messages with family and friends reported by September 2025. Following the success of the pilot, the programme was expanded to the across all council care homes and the Blantyre LIFE facility. 4.5. Operational Digital Infrastructure 4.5.1. Systems supporting workforce deployment and operational delivery continue to be developed and embedded as part of routine service infrastructure, supporting the effective day-to-day delivery of services. 4.5.2. The replacement Social Work case management system (Liquidlogic) was introduced on 18 May 2026 and is now being embedded with 1,400 staff for daily use, managing approximately 19,500 open referrals at any point in time. The system provides a modern platform for case recording, service delivery, data management and compliance, with integration across key systems to streamline business processes. It supports improved consistency in practice, enhanced information sharing and stronger oversight of service delivery. 4.5.3. Alongside this, the Council has invested in core operational systems and infrastructure that support the coordination and delivery of Care at Home services. These include digital scheduling tools which assist in arranging care for approximately 1,500 service users each week and support over 900 staff in managing daily schedules and service information. This helps ensure care is delivered at the right time and in the right place, supporting a more coordinated and responsive service for people who use Care at Home services. 4.5.4. In parallel with the implementation of Liquidlogic, Power BI has replaced the council’s previous performance management and reporting system, enhancing performance reporting through improved analytics, better access to information and closer alignment with corporate systems. 4.5.5. Collectively, these developments support safer, more coordinated and more person‑centred care by improving the availability and sharing of information, strengthening decision‑making and enabling staff to focus more of their time on direct care and professional practice. 101
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5. Lived Experience of Digital Supports for Citizens of South Lanarkshire 5.1. The developments described above are intended to improve independence, safety, communication and access to support. Digital and assistive technologies form part of a wider model of assessment, care planning and support, with staff working alongside individuals and families to identify appropriate solutions and ensure they can be used confidently and safely. 5.2. National policy highlights the role of digital approaches in supporting more personalised care, improving access to information and enabling people to remain independent for longer. Locally, feedback from service users and carers demonstrates the positive impact that the combination of technology and professional support can have on confidence, wellbeing and day-to-day living. 5.3. Feedback from individuals and families shows how technology can contribute to maintaining independence and supporting people to remain at home safely for longer: “Care for my 82 yearr old, living with dementia. We were looking for information in relation to technology which might help manage some of the challenges and help maintain his independence for longer. Thank you very helpful.” “Visited today to ask for help and any information to assist my father in law when he is discharged from the Blantyre LiFE. We were given lots of help, support and advice in what technology could help support him and our family. Feeling more at ease for when he is discharged now, knowing there is help and support available.” These examples demonstrate how digital supports can complement wider care arrangements, helping people and families to feel more confident and prepared when managing care at home. 5.4. The benefits of digital technology are often realised through the support provided by staff in explaining options, assessing suitability and helping individuals gain confidence in using new technologies. “Visited before about help and advice for a family member. Received great advice and implemented many of the ideas and help we received. Family member has deteriorated and remembered being told about the GPS, so visited to find out more. Staff walked us through the information, gave a demonstration and we left with a digital tracker all set up within an hour or so. Super quick, friendly and informed service.” “The team were so helpful in understanding my parents’ needs. They were able to recommend care devices and other services which I didn't know were available. Great visit, thank you.” 5.5. These examples demonstrate that technology alone is not the intervention. The greatest benefits are achieved when digital solutions are combined with personalised advice, assessment and ongoing support, enabling people and families to make informed choices and use technology safely and effectively. 6. Further Development 6.1. The developments outlined in this report form part of an ongoing programme of digital improvement within social work and social care. The Council will continue to develop existing systems and explore new opportunities to support information 102
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sharing, service integration, independence and improved outcomes for people who use services. 6.2. A report on implementation of the Multi-Agency Public Protection System (MAPPS) is presented elsewhere on the agenda for this meeting of the Commitrtee. MAPPS is a significant national development which will strengthen information sharing and risk management across public protection services and further support integrated working across agencies. 6.3. Future development will also continue to align with national and regional digital programmes being progressed across local government, health and social care. For example, the rollout of MyCare.scot within NHS Lanarkshire forms part of Scotland’s wider Digital Front Door programme, which aims to provide people with improved digital access to health and care information and services through a single online platform. As services become increasingly connected, continued collaboration with partner agencies will support improved information sharing, service coordination and the experience of individuals who require support from multiple services. 7. Employee Implications 7.1. The activities described within this report form part of existing service delivery and development programmes and do not give rise to any additional employee implications at this stage. 8. Financial Implications 8.1. The activity described within this report form part of existing service delivery and development programmes and do not give rise to any additional financial implications at this stage. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no climate change or environmental implications as a result of this report. 10. Risk and Other Implications 10.1. There are no other implications noted 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. 10.2. The feedback from service users at Section 5 illustrates how digital and assistive technologies are helping people to remain independent, experience greater peace of mind and access support in ways that are tailored to their individual circumstances. It also highlights the continuing importance of professional judgement, personalised assessment and direct staff support in ensuring technology is used effectively as part of wider care and support arrangements. Professor Soumen Sengupta Director, Health and Social Care 19 June 2026 Link(s) to Council Values/Priorities/Outcomes ♦ Ambitious, self-aware and improving ♦ Focused on people and their needs 103
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Previous References ♦ None List of Background Papers ♦ Enabling Connecting and Empowering: Care in the Digital Age ♦ Digital Strategy for Scotland 2025-28 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Claire Kavanagh, Head of Transformation and Performance Tel: 01698 453704 E-mail: claire.kavanagh@lanarkshire.scot.nhs.uk Murray Husband, Head of IT Tel: 01698 455648 E-mail: murray.husband@southlanarkshire.gov.uk 104
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 1 July 2026 Report by: Director, Health and Social Care Executive Director (Education Resources) Subject: Marmot Place Programme – Operational Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on progress made on the Marmot Place Programme and the associated Early Years Transformation Pilot 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report and work undertaken so far, including an Early Years Transformation Pilot with partners, through the Community Planning Partnership (CPP), be noted. 3. Background 3.1. South Lanarkshire Council (SLC) and NHS Lanarkshire (NHSL) and South Lanarkshire Integration Joint Board (IJB) are participating in the Collaboration for Health Equity in Scotland (CHES) through the South Lanarkshire CPP. The detailed background to that work and the Marmot Principles that underpin it are set out in the Marmot Place Programme- Date Update report and accompanying child poverty data and life expectancy data infographics reported to the Executive Committee on 4 March 2026. 3.2. That earlier report provided the results so far from Phase 1 (Data and Evidence Analysis) of the collaboration in South Lanarkshire. That data report shows that South Lanarkshire now has a strong evidence base demonstrating that poverty influences almost every outcome for children, from health and development in early years to school readiness, including nutrition and access to support services as they grow. Furthermore, the strongest inequalities are evident before school age. 3.3. These findings provide partners with the evidence to understand where, and in what neighbourhoods, outcomes vary most for children’s health and where preventative action is most needed to give every child a best start in life. 3.4. Furthermore, the findings show that using average figures can mask significant inequalities within communities and that service intelligence and local information are an essential element of the data-informed approach that is going to be essential to tackle poverty and reduce health inequalities at a neighbourhood level. 12 105
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3.5. This further report builds on the outcomes of that data analysis by providing members with an update on behalf of the multi-partner Marmot Leadership Group, which has provided strategic oversight of the programme. It presents details of proposals to take operational action to test a Marmot, place-based approach in South Lanarkshire. 4. The South Lanarkshire Marmot Place Programme 4.1. The Leadership Group has developed a South Lanarkshire Marmot Framework that contains the characteristics of our local approach. The Leadership Group will apply the framework across our pilot projects, as outlined below: - Partners shared vision: Working to reduce health inequalities and to improve healthy life expectancy across South Lanarkshire. We will do this through:- Collaborative Leadership Improved poverty evidence base Improved data literacy at operational and management levels Evidence-based decision making Whole Systems planning and working around place Routinely embedding prevention in service design Cultural change and a learning environment Transactional process change:- - collaborative resourcing - prevention spend mapping and budgeting - proportionate universalism in service design 4.2. Having considered the results of the data phase, and applying the principles of this framework, the Leadership Group is proposing a range of actions that can be taken to enable local partners and stakeholders to work better together to close the gap in life expectancy caused by health inequalities in South Lanarkshire. These are outlined in three workstreams that are taking place during the CHES two-year programme. Workstream 1: Data and Intelligence: Develop and disseminate the evidence base for inequality in South Lanarkshire. Developing the local evidence base. Producing local data tools and pack ensuring poverty information is available and accessible to all for use. Supporting all services and sectors to interrogate their own intelligence by deprivation. Online, open demographic data tool Learning and workshops for all partners staff and stakeholders. Workstream 2: Strategic Alignment Ensure core policies supporting children and families are working to reduce health inequalities based on the Marmot evidence and seek to improve healthy life expectancy. Community Planning Performance Outcomes Framework development Refresh of the Integrated Children’s Services Plan. Review of Child Poverty Commitment and Action Plan to reflect learning. 106
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Workstream 3: Action Early Years Transformation Pilot. Neighbourhood Planning Review. Prevention Spend and Budgeting Pilot. 4.3. The Data and Intelligence workstream is well progressed and the results so far are contained in the report referenced at paragraph 3.1. above. The data provides a starting point to prioritise and plan our response by outlining where more intense, preventive support is most needed, and it will inform actions for collaborative place planning and the joint resourcing of this. 4.4. The Strategic Alignment workstream will see the CPP develop its performance framework by integrating the Population Health Framework and the Marmot Principles into a theory of change for the Community Plan. The Community Plan outcomes will be aligned to the Marmot evidence of poorer outcomes, and the partnership will monitor the impact of actions and interventions. 4.5. This new performance framework will incorporate collaborative place outcomes that will be co-designed with Neighbourhood Planning communities. Therefore, a review of Neighbourhood Planning will take the Marmot evidence base into communities to involve residents in supporting the solutions and co-designing preventative services. 4.6. This process will take place over three years and extend beyond the life of the CHES programme. However, given the importance of work to reduce health inequalities and improve outcomes, it has been agreed that as an immediate first stage, an Early Years Transformation Pilot is undertaken. 4.7. The evidence from the data phase has demonstrated that Burnbank and surrounding communities report the highest level of children living in low-income households who are experiencing deprivation-driven low outcomes. It has, therefore, been agreed that the focus of the Early Years Transformation Pilot should be on Burnbank and surrounding area. 4.8. SLC already has a Family Support Hub based in Burnbank, one of a network of four such hubs which provide an early intervention response for pregnant women, babies and young people. In 2025 the Family Support Hubs received national recognition through a COSLA Excellence Award in the Tackling Inequalities and Improving Health category. The Early Years Transformation pilot will have the advantage of previous experience and excellent community relationships that already exist in the Burnbank area. 4.9. Research evidence in the area of prevention and early intervention consistently highlights the wide-ranging benefits of investment in the early years. The early years period (pre-birth to five) is a period where the foundations of all later learning, health and wellbeing are established. UNICEF highlights that early childhood investment is critical for improving life expectancy and reducing health inequalities. 4.10. Over the past 30 years there have been various programmes aiming to support investment in early years across the UK. Evidence from the Sure Start initiative highlighted that financial investment and co-location of services in communities with high concentrations of child poverty narrowed inequalities. Studies following the same subjects over longer periods of time indicate that a Sure Start model has the potential 107
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to improve health outcomes, child development, attainment and improve family functioning. 4.11. A Sure Start approach is based on focusing investment on neighbourhoods with the highest rates of child poverty and enables universal access to family support services for all families within a geographical area. The model brings together a team of services that often operate separately including early education, health, family support and employability. The integrated model aims to give children a strong start in life and reduce a fragmented service experience. 4.12. In South Lanarkshire, the Marmot Place Programme provides a good opportunity to establish a Sure Start approach to support our early years work. The data provided through the programme will enable decisions around areas of investment and support new working models for services supporting families. 4.13. A multi-agency steering group has been established that will consider the development of an early years family support approach as partners proceed with the Early Years Transformation Pilot in Burnbank and surrounding neighbourhoods. 4.14. The steering group will consider current models of early intervention and family support that currently operate through the successful South Lanarkshire Family Support Hub model. This will provide a framework for the development of a place-based approach for early years family support. The work will be centred around council early years settings and will involve the development of a multi-agency place-based approach involving services such as education, social work, health care and employability. 4.15. The CHES partnership will support the early years work, hosting a partnership workshop which will analyse local health equity system and develop actions to improve its outcomes. The workshop will help partners to understand both the enablers and barriers to improving health inequalities in our chosen place. 4.16. The steering group will work with CHES to determine short and long-term outcomes of the early years programme and will report on progress through the Marmot Leadership group, with updates provided to the Executive as appropriate. 4.17. Successful development and implementation of the approach within Burnbank and surrounding communities will inform the next phase of implementation in other communities across South Lanarkshire. Any developments will be taken forward with full discussion and consultation with affected local communities, including co-design of services. 5. Employee Implications 5.1. There are no employee implications associated with this report. 5.2. All partners within the Marmot Place programme are part of a system and would be expected to be open to participating in the programme, examining their current resources and staff and be open to considering adapting these resources to support any proposed changes. 5.3. As detailed in the background section of the report, the Leadership Group has developed a South Lanarkshire Marmot Framework, which has been applied across the pilot projects. As the pilots are evaluated and the framework further implemented, there may be employee implications for partner organisations. This may involve additional support and training for staff in developing new skills and knowledge 108
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required to work to a Marmot approach. In addition, reviews of service models could result in changes to roles and/or approaches to practice. 6. Financial Implications 6.1. Funding has been approved by the governing bodies of partners who are involved in the project. 6.2. On 4 February 2026, SLC’s Executive Committee approved that £1.000 million of underspend from the Revenue Budget 2025/2026 would be transferred to reserves to allow the council to provide financial support to contribute towards the response to questions posed by the Marmot initiative. The report noted that this £1.000 million would allow the council to contribute towards the cost of taking forwards activity to progress Marmot findings, including any required staffing and implementation costs. 6.3. In January 2026, NHSL Board agreed to contribute £2.000 million over a three-year period to South Lanarkshire CPP to take forward population health actions specifically focused on early years and child poverty to provide practical, evidence-based and collaborative interventions. 6.4. In December 2025, South Lanarkshire Integration Joint Board agreed to invest £2.000 million over three years to support collaborative action with Community Planning Partners to focus on child poverty and improve early years outcomes. 6.5. Any further financial implications resulting from the Marmot Place programme will be included in future updates. 7. Climate Change, Sustainability and Environmental Implications 7.1. Positive environmental impacts are anticipated as a result of the Marmot Place approach, reflecting the programme’s commitment to sustainability and climate considerations as one of its eight core principles. 8. Risk and Other Implications 8.1. There are risks associated with this report because success depends on factors in a whole system that are outwith the control of the Council. Our ability to facilitate collaboration and be system leaders mitigates this risk. 8.2. The Marmot Principles, which aim to reduce inequality and improve health outcomes for all, would have to be embedded across all the core functions of the council and its partners. The approach would be transformative but would need to be integral to how the council and its partners work. This has practical, operational considerations for all. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce any new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. Successful development and implementation of the approach within Burnbank and surrounding communities will inform the next phase of implementation in other communities across South Lanarkshire. Any developments will be taken forward with full discussion and consultation with affected local communities, including co-design of services. 109
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Professor Soumen Sengupta Director, Health and Social Care Lyndsay McRoberts Executive Director (Education Resources) 10 June 2026 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 Marmot Place Programme - Data Update Report, Executive Committee - 4 March 2026 Marmot Place Programme - Operational Update Report, Executive Committee - 4 March 2026 List of Background Papers https://ifs.org.uk/publications/short-and-medium-term-effects-sure-start-childrens- outcomes Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Jen Kerr, Community Engagement Manager, South Lanarkshire Council Tel: 01698 455769 Email: Jennifer.Kerr1@southlanarkshire.gov.uk 110
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 1 July 2026 Report by: Director, Health and Social Care Subject: Health and Care (Staffing) (Scotland) Act 2019 Return 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- provide the Committee with the annual return for the Council as required by the Health and Care (Staffing) (Scotland) Act 2019 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the content of the report be noted; and (2) that the return for 2025/2026, attached at Appendix 1 as the Council’s response for submission by 30 June 2026, be noted. 3. Background 3.1. The Health and Care (Staffing) (Scotland) Act 2019 (the Act) came into effect on 1 April 2024. Under the Act, all local and Integration Authorities must consider certain factors when planning or arranging third-party care services. Health Boards have a separate reporting structure and the requirements under the Integration Authority are only for those services commissioned through a council route. 3.2. The following care services are in scope:- a support service a care home service a school care accommodation service a nurse agency a child care agency a secure accommodation service an offender accommodation service an adoption service a fostering service an adult placement service child minding day care of children a housing support service 3.3. There is a requirement for every local authority to publish an annual report to demonstrate how the regulations have been complied with. The Scottish Government has provided a template for completion of the return, and the draft response is attached at Appendix 1. This must be completed and submitted no later than 30 June 2026. 13 111
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This is to be a public facing document and details of where the report is published need to be identified in the return. 4. Approach to Discharging Duties 4.1. The responsibility for the discharging of those duties as regards Council functions delegated to the South Lanarkshire Integration Joint Board (IJB) is held by the Director, Health and Social Care for the South Lanarkshire University Health and Social Care Partnership (HSCP). 4.2. As regards to Council services within scope of the Act but which do not fall within functions delegated to the IJB, the lead Resource responsibility will be shared between Children and Justice Services, Education Resources and Housing and Technical Resources, and as such shared between the Chief Social Work Officer/ Head of Children and Justice Services and the Executive Directors of each Resource. The types of services in scope predominantly fall within Housing and Technical Resources and Social Work Resources. 4.3. The return for financial year 2025/2026 is only for newly commissioned services or services with a variation of contract that fall under the category of the Act. The Act does not require the local authority to report on in-house provided services for this financial year. 4.4. As well as compliance with procurement and commissioning requirements, the return asks for detail of how risks that affect the local authority’s ability to comply with the duty set out in the Act will be managed. For example:- a shortage of service providers giving rise to limited choice in planning or securing services different care services, contracts, agreements or arrangements making it difficult to incorporate the requirements of the Act into every situation, for example, spot purchasing 4.5. In relation to the Council’s response:- regard is given to the guiding principles and requirements set out under the Act by the Council/HSCP compliance with legal requirements for commissioning and tendering procedures is recognised, supported by appropriate legal advice for all tenders assurance is provided that all commissioned providers hold appropriate Care Inspectorate registration, supporting public protection responsibilities and confirming suitable staff registration and training all commissioned services operate within established performance monitoring and reporting frameworks, covering both financial scrutiny and wellbeing outcomes in line with legislative requirements. Following award, this scrutiny is undertaken by operational resource leads and supported by provider meetings evidencing the quality of care and services delivered any failure in performance monitoring results in internal oversight arrangements being invoked, with input from procurement, legal, finance and operational leads to address identified concerns established Social Work, Social Care and Health governance forums are in place, providing oversight and reporting in relation to national Health and Wellbeing Standards across providers routine reporting is received from the Care Inspectorate in relation to inspections, including both planned and unplanned activity 112
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regular updates are received covering registered services, including thematic inspections of providers at both local and national levels internal partnership procedures may be invoked in response to identified risks, including Adult Protection and Child Protection investigations, as well as Large Scale Investigation Procedures where required all commissioned services within Social Work and Social Care are reported to the Social Work Committee on a six-monthly basis, alongside any externally registered services highlighted by the Care Inspectorate for performance concerns or declining grades 4.6. No awards have been made to any provider that is not compliant with Care Inspectorate registration requirements of staff with respect to qualification requirements and training appropriate to the role to deliver safe services. 4.7. The return at Appendix 1 has been presented to the Council’s Corporate Management Team as the return for South Lanarkshire Council/HSCP for financial year 2025/2026 to enable submission by the deadline of 30 June 2026. 5. Employee Implications 5.1. There are no direct employee implications as a consequence of this report. 6. Financial Implications 6.1. There are no direct financial implications as a consequence of this report. 6.2. All future tenders or variation of contracts will specify the requirements for inclusion of the Act as part of the Council’s sourcing strategy and specification. 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 within this report. 8. Risk and Other Implications 8.1. There are no risks identified in respect of compliance with the Act for the Council. 9. Impact Assessment and Consultation Requirements 9.1. There is no requirement to impact assess the content of this return. 9.2. Trade Union colleagues will be advised on this return through the Joint Consultative Committee. 9.3. Presenting this return to the Social Work Resources Committee, and with the return being published as part of the agenda pack on the Council’s website, will meet the public reporting requirements of the Act. Professor Soumen Sengupta Director, Health and Social Care 18 June 2026 113
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Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs. Accountable, effective, efficient, and transparent Previous References None List of Background Papers Appendix 1 Scottish Government Reporting Template Draft https://www.careinspectorate.scot/quality-improvement/quality-improvement- programmes/safe-staffing-programme Contact for Further Information Aine McCrea Chief Social Work Officer / Head of Children and Justice Service Tel: 01698 454887 E-mail: aine.mccrea@southlanalrkhire.gov.uk Eileen McPake HR Business Manager Tel: 01698 454647 E-mail: Eileen.McPake@southlanarkshire.gov.uk 114
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Appendix 1 Health and Care (Staffing) (Scotland) Act 2019: Annual Report Under section 3(2) of the Health and Care (Staffing) (Scotland) Act 2019 (“the Act”), every local authority and integration authority must have regard to a number of listed factors when planning or securing the provision of a care service from a third party: • the guiding principles in the Act (section 1 of the Act); • the requirement on care service providers to have regard to the guiding principles (section 3(1) of the Act); • the duty on care service providers to ensure appropriate staffing (section 7 of the Act); • the requirement on care service providers with regard to training of staff (section 8 of the Act); • the requirement on care service providers to have regard to guidance issued by the Scottish Ministers (section 10 of the Act); • the duties on care service providers under Chapter 3 of Part 5 of the Public Services Reform (Scotland) Act 2010, for example with regard to registration of care services; and • the duties on care service providers under Chapter 3A of Part 5 of the Public Services Reform (Scotland) Act 2010, for example with regard to the use of any prescribed staffing methods or staffing tools. Note that the Health and Care (Staffing) (Scotland) Act 2019 inserted chapter 3A into the Public Services Reform (Scotland) Act. Section 3(6) of the Act states that relevant organisations must publish information annually on the steps they have taken to comply with the requirement in section 3(2) regarding the planning and securing of care services and any ongoing risks that may affect their ability to comply with this requirement. This template should be used by local authorities and integration authorities to publish the information required and should be read in conjunction with the statutory guidance that accompanies the Act, specifically chapter 15. The information in this template should relate to the financial year, i.e. 01 April to 31 March. All reports must be published by 30 June at the latest each year. In order to collate the information published, the Scottish Government also requests that you send the completed template to hcsa@gov.scot. 115
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Declaration Name of local authority / integration authority: South Lanarkshire Council and South Lanarkshire University Health and Social Care Partnership Report authorised by: Council Chief Executive Name: Paul Manning aul Manning Designation Chief Executive South Lanarkshire Council Date 31st May 2026 Details of where the report will be published: Report is published on the council website: https://southlanarkshire.cmis.uk.com/southlanarkshire/Committeesandforums/tabid/62/ctl/Vi ewCMIS_CommitteeDetails/mid/381/id/45/Default.aspx Information Required 1. Please detail the steps you have taken as an organisation to comply with section 3(2) of the Health and Care (Staffing) (Scotland) Act 2019: 3(2) In planning or securing the provision of a care service from another person under a contract, agreement or other arrangements, every local authority and every integration authority (within the meaning of section 59 of the Public Bodies (Joint Working) (Scotland) Act 2014) must have regard to— (a) the guiding principles for health and care staffing, and (b) the duties relating to staffing imposed on persons who provide care services— (i) by virtue of subsection (1) and sections 7 to 10, and (ii) by virtue of Chapters 3 and 3A of Part 5 of the Public Services Reform (Scotland) Act 2010. South Lanarkshire Council and the South Lanarkshire University Health and Social Care Partnership are cognisant with the principles of the Health and Care (Staffing) (Scotland) Act 2019. In relation to the return for financial year 2025/2026 for commissioned services that are in scope I can confirm the following. Of these services in scope either planned or secured as part of South Lanarkshire’s commissioning requirements we are satisfied that we have been compliant with the principles outlined in the Act. Examples of services include residential homelessness services for individuals or families; refuge services for women and children fleeing violence against women and girls and Care at Home services. We are confident as commissioners and for the successful awards granted that we have complied with the requirements and principles within the Act We are satisfied that as part of our procurement strategy that it is fit for purpose to ensure that the council’s procurement activity is undertaken in accordance with a legal and procedural framework. Legal requirements are underpinned by the Council’s Standing Orders on Contracts and procedural arrangements are as set out in the Scottish Government’s Procurement Journey. Governance and monitoring arrangements for regulated procurements ensure a robust structure is in place. 116
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At a practical level this consists of the preparation and authorisation of sourcing strategies and tender documentation through to robust arrangements for authorisation of awards. This strategy includes the requirements of our documentation to make reference to the Health and Care (Staffing) (Scotland) Act 2019. The Council also has a scrutiny review structure in place to review tendering and award arrangements for all relevant procurements. With regards to the duties in 3(2)(b) relating to staffing imposed on persons who provide care services these are considered as part of the procurement approach and considered as part of the award process. In relation to our procurement for services we specifically ask about Care Inspectorate registration requirements and only registered services will be awarded contracts or services with a timeframe for registration as part of a tender. South Lanarkshire consider the following in all awards: • Care Inspectorate inspection reports for care service providers, • Care Inspectorate joint inspection reports, • Care Inspectorate Datastore, • Previous experience of commissioning, or working with, the provider, • Current or previous enforcement action, • Evidence of processes in place for the provider to implement the requirements of the Act and • Other relevant inspections contract monitoring and audits. 2. Please detail any ongoing risks that may affect your ability to comply with the duty set out in section 3(2). Risks are established through a variety of methods. The council has a scrutiny review structure in place to review tendering and award arrangements for relevant high-risk procurements. This is led by senior officers in Planning and Commissioning, Legal services, Finance as well as identified operational leads in the identified resource teams across Social Work, Housing, Education. As well as the provider performance reviews risk can also be identified and highlighted as follows:. • self-reporting from a provider • performance reporting as part of contract monitoring arrangements • Care Inspectorate notification following an inspection • Individual service user/client reviews, or • Service user/client or carers reporting through complaints The council will invoke appropriate policies and procedures in relation to ensuring public protection risks are dealt with as well as assessment of needs and risks reviewed. Where concerns are established the council response will be proportionate and will escalate as appropriate. This will range from: • responding to and dealing with service user complaints in commissioned services. • established regular reporting of complaints at a senior leadership level that gives oversight to any emerging patterns of concern. • where concerns or themes are noted planning meetings with providers and stakeholders to establish details and seek assurance about any mitigations will be enacted. 117
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• All of the above overseen by Operational teams, Planning and Commissioning services, legal and finance. • Escalation to care Inspectorate as appropriate for noting or action. Where appropriate independent advocacy to identify issues and ensure the voice of clients/service users are sought and heard. A proportionate response should mitigate any risks and provide assurance either as a commissioner or for registration purposes of the provider. There are various strategies that can be explored such as mutual aid from other providers or as a council. This may require variation in contracts. Where there are significant risks, the council can also consider a Large-Scale Investigation (LSI). This a specific type of Adult Support and Protection (ASP) or Child Protection investigation and may be required when there is a belief that a particular service, or an alleged harmer, may be placing more than one resident or service user at risk of harm. An LSI planning meeting brings relevant stakeholders together to decide whether or not an LSI needs to be implemented, and to agree an initial action plan. Parallel to this, local ASP and Child Protection procedures will establish if intervention is required to safeguard any individual adults at risk. The above will trigger an automatic notification to the Care Inspectorate and with wider partners such as Health and Police we will work with the Care Inspectorate who have additional powers of enforcement to achieve safe practice and outcomes. For the financial year return we have invoked escalation strategies in relation to a small number of providers, The Council has responded appropriately where concerns have arisen, with a clear focus on safeguarding, quality and ensuring assurance. SLC 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 a provider 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, to support earlier identification of risk, safeguard service users and sustain market stability and best value. The council also have Social Work Health and Care Governance Groups that meet five times per year and report on provider updates and Care Inspection updates as standard. Care Inspection Reports for Social Work commissioned and registered services are also reported to the Social Work Committee and South Lanarkshire Integration Joint Board on a six-monthly basis for providers that have been inspected in the locality. This ensures visibility for elected members and Integration Joint Board members for commissioned resources re external scrutiny. The council routinely work and communicate with regulatory services such as the Care Inspectorate to ensure there is a clear communication strategy for risks to be highlighted and actioned. 118
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 1 July 2026 Report by: Director, Health and Social Care Subject: Notification of Contracts Awarded - 1 October 2025 to 31 March 2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide notification, in accordance with Standing Orders on Contracts, of contracts awarded by Social Work Resources during the period 1 October 2025 to 31 March 2026 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that details of the contracts awarded be noted. [1recs] 3. Background 3.1. It is a requirement of Clauses 21.8 and 22.5 of the Standing Orders on Contracts that details of the acceptance of all tenders above £50,000 be reported retrospectively to the relevant Committee for noting, other than those under Clause 21.3 where the award is not the lowest in a price only tender, or costs exceed the approved financial provision. In these instances, a report is submitted to the appropriate Committee and subsequent authority to award is granted by that Committee. 4. Contract Awards 4.1. The details of contracts awarded for the period 1 October 2025 to 31 March 2026, on the basis of lowest offer and/or most economically advantageous offer submitted, are provided at Appendix 1. 4.2. Details of extensions awarded during the period are provided at Appendix 2. 5. Employee Implications 5.1. There are no employee implications arising from this report. 6. Financial Implications 6.1. Appropriate budget provision is in place for all contracts awarded. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no Climate Change, Sustainability and Environmental Implications arising from the information presented in this report. 14 119
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8. Risk and Other Implications 8.1. There are no direct risks or implications for sustainability in terms of the information contained in this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy nor 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 5 May 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None List of Background Papers Standing Orders on Contracts Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Emma Smith, Corporate Procurement and Transactions Manager Ext: 5329 (Tel: 01698 455329) E-mail: emma.smith@southlanarkshire.gov.uk 120
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Appendix 1 Contracts Awarded by Social Work Resources over £50,000 in value Contract Reference Number Contract Description Contractor Name Estimated Value Start Date End Date Extension Date Award date SLC/SW/25/043 Care Home Service for Adults with Learning Disabilities – Castle Street Care Home. Living Ambitions Ltd 10,761,107.25 01/02/2026 31/01/2031 31/01/2034 02/10/2025 SLC/SW/23/035 Care at Home and Housing Support Services Procured Service Arrangement (PSA) Phase 4 appointees All Care Services Ltd, Assist Care and Support Ltd, Careline Home Support, Cluaran HCS Ltd, Key Housing Association Ltd, Real Care Agency Ltd 714,300,000.00 01/07/2024 30/06/2034 30/06/2039 22/10/2025 SLC/SW/25/026 Care at Home Abbeyfield Strathaven & District 52,519.82 01/07/2025 30/06/2026 30/06/2027 03/11/2025 SLC/SW/25/063 Purchase of Eliza 4G Telecare Alarms Careium UK Ltd 420,000.00 10/11/2025 09/09/2026 - 03/11/2025 SLC/SW/25/050 Supply of Sim Cards for Telecare peripheral Equipment Careium UK Ltd 1,013,844.00 10/11/2025 09/11/2027 09/11/2028 05/11/2025 SLC/SW/25/042 MARAC Chair Appointment Women’s Aid South Lanarkshire & East Renfewshire 52,933.67 01/08/2025 31/07/2027 31/07/2028 12/11/2025 SLC/SW/24/071 Care at Home for individual service user Barnardo’s 71,903.29 18/09/2023 17/07/2029 - 12/11/2025 SLC/SW/24/062 Care at Home for individual service user Barnardo’s 68,465.15 17/07/2025 26/02/2013 - 12/11/2025 SLC/SW/25/038 Avert Service for SM Sacro 73,961.75 01/04/2025 31/03/2027 31/03/2028 14/11/2025 SLC/SW/25/037 Intensive Support Package (ISP) Sacro 638,405.00 01/04/2025 31/03/2027 31/03/2028 19/11/2025 SLC/SW/25/051 Assistive Technology Installation Care & Repair in Lanarkshire Limited 389,993.45 01/12/2025 30/11/2026 30/11/2027 26/11/2025 SLC/SW/25/029 Supply of Care at Home Uniforms – Tunics and Trousers Haven Products Ltd 506,003.35 31/12/2025 30/12/2028 30/12/2030 29/12/2025 SLC/SW/25/033 Self-Directed Support (SDS) Independent Information and Advice Service GCIL 786,894.95 01/02/2026 31/01/2029 31/01/2031 28/01/2026 121
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Contract Reference Number Contract Description Contractor Name Estimated Value Start Date End Date Extension Date Award date SLC/SW/25/073 Interim Care Home Beds Keane Premier Healthcare Ltd 72,902.05 04/12/2025 04/03/2026 - 09/02/2026 SLC/SW/24/003 Children and Young People’s Independent Advocacy Service Who Cares? Scotland 706,119.21 01/03/2026 28/02/2030 28/02/2032 24/02/2026 SLC/SW/25/067 Social Care Agency Worker Randstad Solutions Ltd 60,442.20 09/02/2026 09/08/2026 08/11/2026 20/03/2026 SLC/SW/25/072 Carers Day Opportunities and Community Based Activities - Lanark Clydesdale Community Initiatives 545,578.73 01/04/2025 31/03/2028 31/03/2030 23/03/2026 122
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Appendix 2 Contract Extensions for contracts over £50,000 in value Contract Reference Number Contract Description Contractor Name Estimated Value (£) Extension Value (£) Date of Extension Start Date End Date Further Extension Date SLC/PS/SW/22/0 05 Family Group Decision Making Children 1st 531,000.00 177,000.00 09/03/2026 01/04/2024 31/03/2027 - SLC/PS/SW/22/0 40 Carer Respite Service for People with Dementia Rutherglen Community Carers 285,000.00 80,000 12/03/2026 01/04/2023 31/03/2028 - SLC/SW/23/116 Adult Supported Living for Individual Supported Person Enhance Living Support Services ltd 448,818.02 244,006.32 13/03/2025 17/03/2025 31/03/2027 - 123
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