Agenda Document Pack - Social Work Resources Committee - 16/11/2022
South Lanarkshire Council · 16 November 2022
Back to Social Work Resources Committee — 16 November 2022 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, 08 November 2022 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, 16 November 2022 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 Cleland Sneddon Chief Executive Members Margaret B Walker (Chair), Catherine McClymont (Depute Chair), Joe Fagan (ex officio), Alex Allison, John Bradley, Walter Brogan, Robert Brown, Archie Buchanan, Mathew Buchanan, Janine Calikes, Maureen Devlin, Mary Donnelly, Allan Falconer, Elise Frame, Lynsey Hamilton, Celine Handibode, Graeme Horne, Mark Horsham, Martin Hose, Cal Johnston-Dempsey, Eileen Logan, Hugh Macdonald, Richard Nelson, Carol Nugent, John Ross, David Watson Substitutes John Anderson, Maureen Chalmers, Margaret Cooper, Poppy Corbett, Margaret Cowie, Geri Gray, Ross Lambie, Richard Lockhart, Elaine McDougall, Mark McGeever, Davie McLachlan, Graham Scott, 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 7 September 2022 submitted for approval as a correct record. (Copy attached) 5 - 20 Monitoring Item(s) 3 Social Work Resources - Revenue Budget Monitoring 2022/2023 Joint report dated 18 October 2022 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 21 - 28 4 Social Work Resources - Capital Budget Monitoring 2022/2023 Joint report dated 19 October 2022 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 29 - 32 5 Social Work Resources – Workforce Monitoring – July and August 2022 Joint report dated 5 October 2022 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 33 - 40 6 Update of the 2022 Risk Register and Risk Control Plan Report dated 28 October 2022 by the Director, Health and Social Care. (Copy attached) 41 - 56 7 Planning for Winter 2022/2023 Report dated 3 November 2022 by the Director, Health and Social Care. (Copy attached) 57 - 68 Item(s) for Decision 8 Strengthening Assessment and Review Capacity Joint report dated 28 October 2022 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources). (Copy attached) 69 - 72 9 Reinforcing Safe Staffing - The Older People's Residential Care Staff Bank Joint report dated 28 October 2022 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources). (Copy attached) 73 - 76 10 Enhancing Capacity in Support of Adult Disability Payments Joint report dated 28 October 2022 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources). (Copy attached) 77 - 80 11 Enhancing Resilience of Mental Health Officer Provision Joint report dated 27 October 2022 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources). (Copy attached) 81 - 84 12 Scheme for Curator ad Litem and Reporting Officers Panel Report dated 20 October 2022 by the Director, Health and Social Care. (Copy attached) 85 - 96 2
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Item(s) for Noting 13 The Lanarkshire Care Academy Report dated 28 October 2022 by the Director, Health and Social Care. (Copy attached) 97 - 102 14 Bairns' Hoose Update Report dated 10 October 2022 by the Director, Health and Social Care. (Copy attached) 103 - 106 15 Notification of Contracts Awarded - April to September 2022 Report dated 20 October 2022 by the Director, Health and Social Care. (Copy attached) 107 - 112 Urgent Business 16 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Tracy Slater Clerk Telephone: 07385370089 Clerk Email: tracy.slater@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 7 September 2022 Chair: Councillor Margaret B Walker Councillors Present: Councillor Alex Allison, Councillor John Anderson (substitute for Councillor Janine Calikes), Councillor John Bradley, Councillor Walter Brogan, Councillor Robert Brown, Councillor Mathew Buchanan, Councillor Maureen Devlin, Councillor Mary Donnelly, Councillor Allan Falconer, Councillor Elise Frame, Councillor Lynsey Hamilton, Councillor Celine Handibode, Councillor Mark Horsham, Councillor Martin Hose, Councillor Cal Johnston-Dempsey, Councillor Hugh Macdonald, Councillor Catherine McClymont, Councillor Davie McLachlan (substitute for Councillor Eileen Logan), Councillor Richard Nelson, Councillor David Watson Councillors' Apologies: Councillor Archie Buchanan, Councillor Janine Calikes, Councillor Joe Fagan, Councillor Graeme Horne, Councillor Eileen Logan, Councillor Carol Nugent, Councillor John Ross Attending: Finance and Corporate Resources H Goodwin, Finance Manager; E McPake, HR Business Partner; A Norris, Administration Assistant; L O’Hagan, Finance Manager (Strategy); T Slater, Administration Adviser; M M Wilson, Legal Services Manager Health and Social Care/Social Work Resources S Sengupta, Director; I Beattie, Head of Health and Social Care (Hamilton and Clydesdale); G Booth, Justice Service Manager; M Kane, Service Manager (Performance and Support); S McNeil, Service Manager (Registered Care at Home Services) 1 Declaration of Interests No interests were declared. 2 Social Work Resources – Revenue Budget Monitoring 2021/2022 A joint report dated 9 August 2022 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care was submitted comparing actual expenditure for the period 1 April 2021 to 31 March 2022 against budgeted expenditure for 2021/2022 for Social Work Resources. As at 31 March 2022, there was an overspend of £0.916 million before transfer to reserves and an overspend of £2.967 million after transfer to reserves, as detailed in appendices A to F to the report. The Adult and Older People Services’ budget, as detailed in Appendix D to the report, showed an underspend of £2.082 million before transfer to reserves. Included within this position, was a commitment in relation to the Integration Joint Board (IJB) which had an underspend of £8.827 million. The Council had agreed to the IJB retaining £6.746 million of this non-recurring underspend within their reserves earmarked for future care costs in line with the approach to integrating health and social care budgets. Of the underspend remaining, £2.051 million was transferred to a Council reserve to be used in 2022/2023 towards projected pressures within Children and Family Services. 2 5
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The £2.967 million overspend was in relation to additional Covid-19 related expenditure of £2.573 million for Children and Families Services, which was not funded by the Scottish Government via the Mobilisation Plan, as those services were not delegated to the IJB, and £0.395 million non-Covid related. Additional Covid-19 related costs to services devolved to the IJB had been fully funded by the Scottish Government through the Mobilisation Plan. Those additional costs and income from the Scottish Government totalled £15.702 million and were detailed in Appendix B to the report. In addition, the Resource had lost income from services which were not being provided during the pandemic and non-achievement of proposed savings. This totalled £2.069 million. Details were provided in the appendices to the report on budget virements in respect of Social Work Resources to realign budgets. The Committee decided: (1) that the Social Work Resources’ outturn position as at 31 March 2022 of an overspend of £2.967 million, after approved transfers to reserves, as detailed in Appendix A to the report, be noted; and (2) that the proposed budget virements be approved. [Reference: Minutes of 9 February 2022 (Paragraph 3)] 3 Social Work Resources – Revenue Budget Monitoring 2022/2023 A joint report dated 28 July 2022 by the Executive Director (Finance and Corporate Resources) and the Director, Health and Social Care was submitted comparing actual expenditure at 15 July 2022 against budgeted expenditure for 2022/2023 for Social Work Resources, together with a forecast of the position for the year to 31 March 2023. As at 15 July 2021, there was an underspend of £0.407 million against the phased budget, all of which related to Adult and Older People Services as a result of vacancies. Children and Family Services continued to experience budget pressures in 2022/2023 in relation to residential placements, fostering and Kinship Care and £3.451 million had been added to the Services’ budget on a one-off basis. This had been funded by the monies set aside in Reserves. In addition, some of the remaining Covid funding was available to assist with this pressure. The Council continued to incur expenditure in relation to Covid-19 and those costs were now included within the individual service statements rather than shown separately. The Covid-19 related expenditure incurred by Social Work Resources for Adult and Older People Services would be funded by Covid-19 reserves held by the Integration Joint Board. The additional costs included expenditure on beds to facilitate discharge from hospital, PPE (Personal Protective Equipment), staff overtime and sustainability, and additional cost being incurred by Social Care providers. The financial forecast for the revenue budget to 31 March 2023 was breakeven. Details were provided on budget virements in respect of Social Work Resources to realign budgets. The Committee decided: (1) that the underspend of £0.407 million on Social Work Resources’ revenue budget be noted; 6
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(2) that the forecast to 31 March 2023 of a breakeven position be noted; and (3) that the proposed budget virements be approved. [Reference: Minutes of the Executive Committee of 29 June 2022 (Paragraph 3)] 4 Social Work Resources – Capital Budget Monitoring 2021/2022 A joint report dated 17 August 2022 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 the period 1 April 2021 to 31 March 2022. The total capital programme for Social Work Resources for 2021/2022 was £5.354 million. The total expenditure to 31 March 2022 was £5.054 million, a difference of £0.300 million. The underspend was mainly due to the timing of project spend on a number of projects. Funding would be carried forward into the next financial year as required. The Committee decided: that the Social Work Resources’ capital programme of £5.354 million, and expenditure for the year of £5.054 million, be noted. [Reference: Minutes of 9 February 2022 (Paragraph 4)] 5 Social Work Resources – Capital Budget Monitoring 2022/2023 A joint report dated 17 August 2022 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 2022/2023 and summarising the expenditure position at 15 July 2022. The capital programme for Social Work Resources for 2022/2023 was £3.903 million. Anticipated spend to date was £1.680 million and spend to 15 July 2022 amounted to £1.793 million. This represented a position of £0.113 million ahead of profile and mainly reflected good progress made on the Blantyre Care Facility project. The Committee decided: that the Social Work Resources’ capital programme of £3.903 million, and expenditure to date of £1.793 million, be noted. 6 Social Work Resources – Workforce Monitoring – April to June 2022 A joint report dated 15 August 2022 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 April to June 2022:- 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 11 June 2022 The attendance information contained within the report included absences as a result of Covid- 19 and employees were being supported through this difficult time to maintain attendance levels where possible. 7
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The Committee decided: that the report be noted. [Reference: Minutes of 9 February 2022 (Paragraph 5)] 7 Social Work Resource Plan – Quarter 4 Progress Report 2021/2022 A report dated 19 August 2022 by the Director, Health and Social Care was submitted on the Social Work Resource Plan for 2021/2022. Details were provided on:- progress made against all Resource Plan measures, as detailed in the Quarter 4 Progress Report, attached as Appendix 2 to the report key achievements made by the Resource to date, as detailed in Section 5.3 of the report areas for improvement and associated management actions, as detailed in Section 5.4 of the report absence performance results as at Quarter 4, as detailed in Appendix 3 to the report Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the Quarter 4 Progress report for 2021/2022, as detailed in Appendix 2 to the report, be noted; (2) that the key achievements made by the Resource to date, as detailed in Section 5.3 of the report, be noted; and (3) that the areas for improvement and management actions, as detailed in paragraph 5.4 of the report, be noted. [Reference: Minutes of 1 September 2021 (Paragraph 8)] 8 Social Work Risk Register A report dated 9 August 2022 by the Director, Health and Social Care was submitted on the Risk Register and Risk Control Actions for Social Work Resources. The Council’s Risk Management Strategy promoted consideration of risk in service delivery, planning and decision-making processes. The Strategy required Resources to record and review risks and control actions regularly. The purpose of the Risk Register was to ensure that the Resource was fully aware of its top risks, that those risks were prioritised and that controls were in place to eliminate or minimise the impact of the risks. Risks were measured both before (inherent risk) and after (residual risk) consideration of controls. The Council aimed to be risk-embracing, that is that a tolerable level of risk was acceptable. Risks were scored between 1 to 25 (low to very high). Very high and high risks were monitored particularly closely as the top risks identified for a Resource. In order to strengthen oversight arrangements, it was proposed that an update report on risk would be provided at each Social Work Resources Committee, alongside the annual overview report being provided in November/December each year. The current Resource Risk Register was attached as Appendix 1 to the report. Officers responded to members’ questions on various aspects of the report. 8
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The Committee decided: (1) that the contents of the Resource Risk Register be noted; and (2) that future updates on the Social Work Resources’ Risk Register be reported at every Social Work Resources Committee. [Reference: Minutes of 10 November 2021 (Paragraph 11)] 9 Social Work Resources’ Workforce Plan 2022 to 2025 A report dated 18 August 2022 by the Director, Health and Social Care was submitted on Social Work Resources’ Workforce Plan 2022 to 2025. The Executive Committee had agreed the Council Workforce Plan 2017 to 2020, with Resources being required to provide updates on their Workforce Plan to their respective committees. The review of workforce plans had been delayed due to the Covid-19 pandemic and Resources had produced Plans covering the period 2022 to 2025. The Social Work Resources’ Workforce Plan 2022 to 2025, together with the Action Plan, was attached as Appendix 1 to the report. The Plan provided an overview of the services delivered by the Resource, the service demands and a workforce profile. This, together with the strategic plans and drivers, was used to identify the objectives and actions required. The key themes for workforce planning that had been identified were:- sustained pressure on services and an increased demand that would continue over the period of the Plan significant national workforce supply challenges that required action at a national policy level to impact change implications of the National Care Service and impact on existing workforce and ability to recruit maintaining the well-being and value of the workforce to enable recruitment and retention across all service areas The key activities identified were:- continue to invest in key areas to address the increased demand for services while looking at how to redesign services to maximise the use of available resources review recruitment practices to extend and promote social care by using a flexible approach and utilising employability routes establishing the Care Academy in South Lanarkshire to ‘grow our own’ workforce and avoid a skills gap in the future years robust career pathways to be identified to enhance career progression and succession planning maintain employee health and well-being to ensure the workforce felt valued and supported This aligned with the general common themes from all Resource Action Plans which were:- increased demand and a reduced workforce pool, which was a national issue demographic challenges, increased turnover, employees retiring earlier than expected and succession planning employee wellbeing Officers responded to members’ questions on various aspects of the report. 9
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The Committee decided: (1) that the contents of the report be noted; and (2) that the Social Work Resources’ Workforce Plan, attached as Appendix 1 to the report, be approved. [Reference: Minutes of the Executive Committee of 8 November 2017 (Paragraph 15)] 10 Accelerating Preparations for Winter – Home First A joint report dated 29 July 2022 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources) was submitted on the progress of implementing the Home First programme. The aim of Home First was to have a person-centred approach to care provision that allowed for a period of rehabilitation and enablement. This ensured that any supports were targeted and realistic for a person’s needs and outcomes though a robust assessment and care plan. Details were provided on:- Phase 1 outcomes - the Home First Home Assessment Team had supported 90 patients between November 2021 and April 2022. The Team had supported the patients’ needs, resulting in outcomes to-date that had included 112 hours reduction in original prescribed care and 59 hours of care reduced. Critically, 90 people had been assessed and supported in their own home, rather than a stay in hospital. A monitoring framework was being developed to track the benefits of the programme Home First Phase 2 - involved the expansion of the Home First Home Assessment Team to provide cover to Hamilton, Cambuslang/Rutherglen and Clydesdale. This included additional hospital social work, assessment and care management, and care at home staffing a joint initiative with Public Health Scotland’s Local Intelligence Support Team (LIST) and Care at Home staff which had resulted in the development of a Geographical Information System (GIS) mapping solution that plotted all individuals receiving an in-house or commissioned Care at Home package on interactive maps and highlighted real potential to release capacity within the system by focusing the work of individual providers within more discreet areas To support this work, it was proposed that the following posts be added to the Social Work Resources’ staffing establishment on a permanent basis:- 1 Full-time Equivalent (FTE) post of Operations Manager on Grade 4, Level 2-5, SCP 82- 88 (£44,089 to £48,250) 3 FTE posts of Team Leader on Grade 3, Level 8, SCP 79-80 (£42,191 to £45,953) 9 FTE posts of Social Work Assistant on Grade 2, Level 4, SCP 55-57 (£29,837 to £30,749) 8 FTE posts of Community Support Co-ordinator on Grade 3, Level 2, SCP 63-65 (£33,651 to £34,618) 12 FTE posts of Senior Home Carer on Grade 2, Level 3 plus 2, SCP 50-52 (£27,757 to £28,578) 84.5 FTE posts of Home Carer on Grade 1, Level 4 plus 2, SCP 32-33 (£21,625 to £22,008) It was also proposed that 4 FTE posts of Social Work Assistant on Grade 2, Level 4, SCP 55-57 (£29,837 to £30,749) be added to the Social Work Resources’ staffing establishment for a fixed period of 18 months. The cost of the proposals would be met from the Scottish Government funding for Care at Home. 10
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The Committee decided: (1) that the contents of the report be noted; and (2) that the additions to Social Work Resources’ staffing establishment, as detailed in the report, be approved. [Reference: Minutes of 9 February 2022 (Paragraph 8)] 11 Enhancing Social Work Fieldwork Capacity A joint report dated 10 August 2022 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources) was submitted on the proposal to utilise £1.200 million of recurring government funding to support frontline social care workforce development and infrastructure. Between 2017/2018 and 2021/2022, demand for social care services had increased as follows:- referrals to Adult Older People (AOP) teams by 41% Adult Support and Protection (ASP) enquiries by 47% Adults With Incapacity (AWI) Supervising Officer (SO) visits by 15% the number of service users with Welfare Guardianship Orders by 14% In February 2022, the Scottish Government advised that an additional £22 million of recurring funding would be made available to provide additional capacity within local authorities. This funding was a direct response to feedback and a recognition that social care services were enduring a level of demand and pressure in the system beyond anything experienced before. The allocation to South Lanarkshire had been confirmed as £1.292 million, with the Scottish Government specifying that this should be utilised to target:- support to the adult social care workload in recognition of the pressures across health and social care enhancement of frontline capacity for Adults with Incapacity and Adult Support and Protection, inclusive of Large-Scale Investigations (LSI) additional support to the statutory duties undertaken by Mental Health Officers and Social Workers increasing capacity within the wider assessment, care management and reviewing functions, for example individualised support planning in line with Self–Directed Support (SDS) enhancing frontline management capacity to increase levels of assurance and supervision of frontline staff support for Care Home oversight activity as a consequence of additional demands brought about by the pandemic capacity within teams of support staff to free up pressures on frontline workers to undertake their duties Staffing proposals, outlined at Section 4 of the report, had been specifically designed to mitigate pressures on teams, whilst targeting types of roles where recruitment challenges were less pronounced. It was, therefore, proposed that the following posts be added to the Social Work Resources’ staffing establishment on a permanent basis:- 6 FTE posts of Finance Assistant (SDS) on Grade 2, Level 3, SCP 46-48 (£26,151 to £26,954) 4 FTE posts of Administrative Assistant on Grade 2, Level 1–3, SCP 34-48 (£22,300 to £26,953) 11
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2 FTE posts of Staff Development Officer (Practice Coach) on Grade 3, Level 8, SCP 79- 80 (£42,191 to £42,830) 6 FTE posts of Social Work Assistant on Grade 2, Level 4, SCP 55-57 (£29,837 to £30,749) 1 FTE post of Clerical Assistant on Grade1, Level 1-4, SCP 20-27 (£18,322 to £20,219) 0.5 FTE post of Performance and Systems Support Assistant on Grade 2, Level 4, SCP 55-57 (£29,837 to £30,749) The cost of the staffing proposals was £0.757 million, with £0.737 million being utilised from the £1.292 million funding for additional social work capacity in adult services. The Performance and Systems Support Assistant post would be a full time Health and Social Care Partnership post hosted by the Council but resourced jointly with NHS Lanarkshire. The Council contribution was a vacant 0.5 FTE post and the additional cost of £0.020 million would be funded by NHS Lanarkshire. The Committee decided: (1) that the contents of the report be noted; (2) that the staffing proposals, outlined at Section 4 of the report, be approved; and (3) that the additions to Social Work Resources’ staffing establishment, as outlined at Section 5 of the report, be approved. 12 Enhancing Carers Supports A joint report dated 29 July 2022 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources) was submitted providing an update on the utilisation of funding from the Carers (Scotland) Act 2016 allocation 2022/2023 to enhance operational services for carers in South Lanarkshire. The Carers (Scotland) Act 2016 aimed to support carers’ health and wellbeing and help make caring more sustainable. The requirements of this Act came into effect on 1 April 2018. In January 2022 the Sottish Government announced additional funding for local Carers Centres to expand vital support services for unpaid carers during the winter period. Nationally, a £20.5 million uplift in Carers Act implementation funding was included in the local government settlement as part of the Scottish Budget 2022/2023. Adult Services in South Lanarkshire received £1.053 million from this funding. It was proposed that the additional funding from the Scottish Government be directed to support ongoing work with carers in South Lanarkshire, with a particular emphasis on the Self-Directed Support (SDS) agenda, and a strengthened internal capacity within the Resource to enable frontline staff to manage increasing demand. It was recommended that the following posts be added to the Social Work Resources’ staffing establishment on a permanent basis:- 1 FTE post of Team Leader (Carers) on Grade 3, Level 8, SCP 79-80 (£42,191 to £45,953) 2 FTE posts of Social Worker (SDS Reviews) on Grade 3, Level 2–4, SCP 63-74 (£33,651 to £39,162) 12 FTE posts of Social Work Assistant on Grade 2, Level 4, SCP 55-57 (£29,837 to £30,749) 1.4 FTE posts of Telecare Officer on Grade 3, Level 4, SCP 63-65 (£38,395 to £39,162) 3 FTE posts of Clerical Assistant on Grade1, Level 1-4, SCP 20-31 (£18,322 to £21,406) The total cost of the staffing proposals was £0.801 million and would be met from the 2022/2023 funding for the Carers Act. Full year funding would not be required in 2022/2023 due to the timeline to fully recruit to posts. 12
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The Committee decided: (1) that the contents of the report be noted; and (2) that the additions to Social Work Resources’ staffing establishment, as outlined at Section 5.1. of the report, be approved. 13 Preparing for Winter: Enhancing Care at Home Capacity A joint report dated 29 July 2022 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources) was submitted on the progress of the redesign of Care at Home Services and proposals to enhance capacity to sustain the improvements achieved and support further development of the service. South Lanarkshire Care at Home Services currently employed almost 1,000 members of staff who undertook approximately 25,000 visits to service users per week. The staffing level was expected to rise to around 1,200 following additional ringfenced Scottish Government investment which would increase the number of visits undertaken in recognition of growing levels and complexity of demand. At its meeting on 2 June 2021, the Committee approved proposals for the redesign of Care at Home Services and for the use of the Carer’s Fund to establish a number of new posts to enhance assessment and care management. There were originally plans for a further report to Committee to outline proposals for the implementation of phase 2 of the Care at Home redesign, however, those plans were subsequently incorporated into proposals on the introduction of a Home First Approach which was endorsed by the Integration Joint Board and by this Committee at its meeting on 9 February 2022, following additional ringfenced funding from the Scottish Government. One of the key aims of the modernisation of Care at Home Services was to improve standards within the Service. The nature of Care at Home services had become increasingly complex and the Service needed to be able to respond to a frequently changing policy context to ensure that it was employing best practice and had the appropriate quality assurance frameworks in place. To support this critical work, it was proposed that 2 of the temporary posts previously approved by Committee be converted to permanent posts. Those posts would also be responsible for supporting the wider development of the service and overseeing the remaining elements of the redesign of the service. The existing staffing was 1 full-time equivalent full-time equivalent (FTE) Project Governance Coordinator and 1 FTE Project Officer. Once established on a permanent basis, the focus would be on service development and improvement rather than aligned to a specific project. The Service had now fully implemented a new electronic scheduling system and it had been identified that there would be significant added value for there now being ongoing dedicated capacity to support the system, deliver learning and development programmes, and further develop the use of the system to meet the growing levels of demand and complexity. It was proposed that the fixed-term FTE posts of 1 Team Leader and 1 Performance and Support Officer be made permanent. Information was also provided on the:- requirement to strengthen the leadership arrangements for the Community Alarm Responder Service by establishing 1 FTE post of Team Leader additional pressures on locality services and the requirement to address an equity issue within the Clydesdale locality by establishing a 0.5 FTE post of Team Leader importance of the role of a fixed-term Operations Manager within the Service and the requirement to make this a permanent position It was noted that 2 fixed-term posts within the Service would be coming to an end, therefore, the overall number of posts would not increase. 13
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It was, therefore, recommended that the following posts be added to the establishment on a permanent basis:- 1 FTE post of Operations Manager on Grade 4, Level 2-5, SCP 82-88 (£44,089 to £48,250) 1 FTE post of Project Governance Co-ordinator on Grade 4, Level 2–5, SCP 82-88 (£44,089 to £48,250) 1 FTE post of Project Officer on Grade 3, Level 2, SCP 63-65 (£33,651 to £34,618) 1 FTE post of Team Leader (Total Mobile) on Grade 3, Level 8, SCP 79-80 (£42,191 to £45,953) 1 FTE post of Performance and Support Officer (Total Mobile) on Grade 3, Level 2, SCP 63-65 (£33,651 to £34,618) 1 FTE post of Team Leader (Alert) on Grade 3, Level 8, SCP 79-80 (£42,191 to £45,953) 0.5 FTE post of Team Leader (Clydesdale) on Grade 3, Level 8, SCP 79-80 (£21,096 to £22,977) The cost of the proposals amounted to £358,886, £63,473 of which was currently available within the Care at Home staffing budget. It was proposed that £295,411 be transferred from the external Care at Home budget to provide the remaining funding, as outlined in the report. The Committee decided: (1) that the contents of the report be noted; and (2) that the proposals outlined in section 4 of the report with regards to staffing and infrastructure capacity be approved; and (3) that the post conversions and additions to Social Work Resources’ establishment, as outlined in section 5 of the report, be approved. [Reference: Minutes of 2 June 2021 (Paragraph 15) and 9 February 2022 (Paragraph 8)] Councillor Watson left the meeting during this item of business In terms of Standing Order No 14, the Chair adjourned the meeting at 12.00 noon for a 10 minute period. The meeting reconvened at 12.10pm. Councillor Falconer was not present when the meeting reconvened 14 Strengthening Community Alarm Digital Capabilities A joint report dated 19 August 2022 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources) was submitted on proposals to recruit a Digital Alarm Implementation Team to the Council’s Analogue to Digital Telecare Programme and to support the Community Alarm Service redesign and Analogue to Digital (A2D) programme. The Public Switched Telephone Network (PSTN) in the UK was due to be switched off in 2025, requiring home phones to have an internet-based digital connection instead of a traditional copper-wire landline. Of the approximately 9,000 Community Alarm service users in South Lanarkshire, around 7,000 had dispersed analogue alert alarms in their homes which helped them to live safely and well at home for longer. The analogue alert alarms would not be compatible with a digital connection and required to be replaced with compatible digital telecare alarms and peripherals to ensure that Community Alarm service users continued to receive a reliable and safe service. The migration of telecom customers to digital voice over internet protocol products had already begun and was anticipated to accelerate significantly over the coming months. Approximately 500 digital alert alarms had already been installed in South Lanarkshire Community Alarm service users’ homes as a result of the migration to digital products. 14
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The current arrangement was for the assistive Technology Enabled Care (TEC) team to programme the required digital alarms which were then installed by the contracted assistive technology installer (Care and Repair). However, this arrangement was not sufficient to support the scale of programming, installation and monitoring required for a further 6,500 digital alert alarms. To support this work, it was proposed that the following posts be added to the Social Work Resources’ staffing establishment for a fixed term period of 23 months:- 4 FTE posts of Technology Assistant on Grade 1, Level 1-2, SCP 20-23 (£18,322 to £19,125) 2 FTE posts of Digital Telecare Assistant on Grade 2, Level 2-4, SCP 55-57 (£29,837 to £30,749) Further analysis had identified that there would be a gap in programming and monitoring capability out of hours and over weekends, resulting in programming, installing and monitoring of digital alarms only occurring Mondays to Fridays during working hours. Consequently, to ensure a sustainable 7 days’ working arrangement, it was proposed that the following posts be added to the Social Work Resources’ staffing establishment for a fixed term period of 23 months:- 2 FTE posts of Digital Telecare Assistant on Grade 2, Level 2-4, SCP 55-57 (£29,837 to £30,749) The Health and Social Care Partnership had also secured £0.015 million from the Scottish Government Technology Enabled Care funding to part-fund a fixed term post to lead the redesign of the Community Alarm Service, as outlined in the report, and it was proposed that the following post be added to the Social Work Resources’ staffing establishment for a fixed term period of 23 months:- 1 FTE post of Project Manager on Grade 4, Level 2-5, SCP 82-88 (£44,089 to £48,250) The costs of the proposals would be met from the Scottish Government Technology Enabled Care funding, capital funding approved from the A2D programme and slippage from the Home First programme, as detailed in the report. The Committee decided: (1) that the contents of the report be noted; (2) that the staffing proposals, outlined in Section 4 of the report, be approved; and (3) that the additions to Social Work Resources’ staffing establishment, as outlined in Section 6 of the report, be approved. 15 Enhancing Improvement Support A joint report dated 18 August 2022 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources) was submitted on enhancing improvement support for the work of the Health and Social Care Partnership (HSCP) to transform its Social Care model and deliver the ambitions of the Integration Joint Board’s (IJB) Strategic Commissioning Plan (SCP). The IJB had recently approved its new 3-year SCP which would ensure that resources were directed to meeting the IJB’s key strategic outcomes. This Plan continued the work of the Partnership to focus on themes including prevention, early intervention and supporting people to live as well as they could and as independently as they could. 15
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There had been a whole system approach to the redesign of service where, for example, the existing review work on Residential Care Homes, Day Services, Care at Home and Care Management teams all interacted to deliver a balanced, outcome-focused Social Work and Social Care model. Whilst the Partnership had been able to identify some project capacity to support its change programme, it had been overly reliant on existing operational managers to set aside time to support the change and improvement work. This review and transformation activity required to be sustained for the foreseeable future and there was an ongoing need to invest in job roles which supported this critical activity. As part of this work, it was proposed that the HSCP establish a fixed term, part-time ‘business expert’ role to support the leadership and co-ordination of the social care elements of the improvement and transformation programme. The role would have a particular focus on service user, carer and staff engagement in relation to change processes. The Project Team resource, which was supporting the development and implementation of the Care Facility at Blantyre, was fixed-term until September 2022. This Team currently comprised of a Project Governance Co-ordinator, 2 Planning and Development Officers and an administration resource. The Team had provided the theoretical and practical project management support to the Blantyre development. As it was unclear what future phases of this programme would consist of and the fact that there was a significant change agenda, it was proposed that the Project Governance Co-ordinator post be maintained to support Senior Management Team priorities, particularly given the experience gained by the individual in this complex project. The remaining staff within this team would return to their substantive posts, post September 2022. It was, therefore, proposed that the following posts be established for a fixed term period of 2 years:- 0.6 full-time equivalent (FTE) post of Service Manager (Improvement) on Grade 5, Level 8, SCP 107-108 (£64,017 to £64,984) 1 FTE post of Project Governance Co-ordinator on Grade 4, Level 2-5, SCP 82-88 (£44,089 to £48,250) The costs of the staffing proposals would be met from the Health and Social Care Partnership’s Change fund, the aim of which was to support activity that enabled change to occur. The Committee decided: (1) that the contents of the report be noted; and (2) that the posts, as detailed in Section 4 of the report, be added to the Social Work Resources’ staffing establishment for a fixed term period of 2 years. 16 Enhancing Multi Agency Public Protection Arrangements (MAPPA) Support Capacity A joint report dated 19 August 2022 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources) was submitted on the capacity requirements of the Multi Agency Public Protection Arrangements (MAPPA). MAPPA was a pan-Lanarkshire Service with 2 full-time equivalent (FTE) administration posts that supported MAPPA Level 2/3. Those posts were jointly funded by North and South Lanarkshire Councils. 16
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There had been a 20% increase in MAPPA meetings since the start of the Covid-19 pandemic, and since April 2020, there had been a steady increase each quarter which was partly due to courts being closed and groupwork meetings being suspended. This increase had significantly impacted on the capacity of the administration team. Whilst this had settled down slightly, since the easing of restrictions, an analysis of historic trends suggested that there would continue to be increased demand in this area of 5.5% per annum. The impact of the increases had resulted in longer timescales in returning minutes to key officers for approval and distribution. In turn, this had a wider impact on ensuring protection plans were up to date and being actioned to manage risk. To manage this in the short–term, temporary additional capacity had been re-directed from other areas of the administration service, but this was now beginning to have wider impacts across the service, for example with backlogs with other statutory minute taking functions. In providing a sustainable way forward, permanent additional resources required to be identified, given the consistent increase in demand over time. It was proposed, therefore, that an additional post of 0.5 Clerical Assistant on Grade 1, Level 4, SCP 30–31 (£21,096 to £21,406) be established. The funding for this post would be met from the Section 27 budget and would be a 50/50 share of costs between North and South Lanarkshire Council. The Committee decided: (1) that the contents of the report be noted; and (2) that the addition to the Social Work Resources’ staffing establishment, as detailed in the report, be approved. 17 Blantyre Care Development – Progress Update A report dated 7 September 2022 by the Director, Health and Social Care was submitted on the progress of the new care facility and technology enabled housing in Blantyre. As part of the Council and South Lanarkshire Integration Joint Board’s (IJB) long-standing commitment to improving later life for adults and older people, and to meet the future needs and wishes of the people, work had been ongoing to develop technology enabled houses and a new care facility based within Blantyre. All of the technology enabled homes had been allocated to service users throughout the first half of this year and it was anticipated that the care facility would be fully operational by January 2023. Details were provided on the:- technology enabled homes intermediate care beds centre of excellence It had been proposed that the new care facility be named Blantyre LIFE, however, following discussion, Councillor Allison, seconded by Councillor Nelson, proposed that a consultation exercise be held with the local community and local elected members on the name of the care facility. This was agreed unanimously. The Committee decided: (1) that the progress made to date on the development of the Blantyre care facility be noted; and 17
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(2) that a consultation exercise be held involving the local community and local elected members on the name of the care facility. 18 Social Work Resource Plan 2022/2023 A report dated 19 August 2022 by the Director, Health and Social Care was submitted on the Social Work Resource Plan 2022/2023. Details were provided on the Resource Plan for 2022/2023, attached as Appendix 1 to the report, which outlined the:- key areas of focus for the year ahead Resource outcomes measures and actions resourcing of the Plan The Resource had established a number of outcomes to support the delivery of the Connect priorities in 2022/2023. In line with the Council’s performance management arrangements, a mid-year (Quarter 2) and end of year (Quarter 4) progress report on actions identified in the 2022/2023 Resource Plan would be submitted to future meetings of the Committee. The Committee decided: that the Social Work Resource Plan for 2022/2023 be noted and uploaded to the Council’s website. [Reference: Minutes of the Executive Committee of 24 August 2022 (Paragraph 8)] 19 Community Payback Annual Report 2020/2021 A report dated 5 July 2022 by the Director, Health and Social Care was submitted on the Community Payback Order (CPO) Annual Report 2020/2021. The CPO Annual Report 2020/2021, attached as Appendix 1 to the report, had been submitted to the Scottish Government in March 2022. The Community Justice Scotland Summary Report 2020/2021, which provided a summary of local authority annual reports on CPOs, had been laid before Parliament on 30 March 2022. Within the Summary Report, South Lanarkshire’s Unpaid Work (UPW) Service was highlighted for its work on survival blankets for homeless people and the hot meal service. The Committee decided: that the contents of the report be noted. 20 Care Inspection Updates for Registered Services A report dated 19 August 2022 by the Director, Health and Social Care was submitted providing an update on inspections that had been undertaken by the Care Inspectorate on registered social work services. South Lanarkshire had 39 registered services, which included 6 care homes for older people, 13 day centres for older people, 6 adult lifestyles centres, 1 adult community support service, 6 care homes for children and young people, 3 child and family services (fostering, adoption and support carers) and 4 home care services. Since the last report to Committee, 3 in-house residential facilities for older people had been inspected, with 6 care homes for children and young people having unannounced inspections. The grading of those inspections were outlined in the report. 18
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Since an Improvement Notice had been put in place, the Care Inspectorate had also undertaken 2 inspections of Hamilton and Rutherglen Care at Home services, with both inspections resulting in improvement and grades being increased. The Improvement Notice had since been lifted. The Committee decided: that the content of the report be noted. [Reference: Minutes of 10 November 2021 (Paragraph 8)] 21 Joint Inspection of Adult Support and Protection A report dated 19 August 2022 by the Director, Health and Social Care was submitted providing information on the timetable and progress made on preparations for the forthcoming Joint Inspection of Adult Support and Protection. A national 2-year programme of Joint Inspection of Adult Support and Protection was announced by the Scottish Government in 2019 to seek assurance that adults at risk were protected by existing local and national arrangements, and to identify areas for further improvement if necessary. The inspection programme had faced significant delay as a consequence of the Covid-19 pandemic. 11 inspections had now been completed and it was anticipated the programme would conclude in July 2023. Details were provided on the timetable for inspection which had been reduced from a 20 week timeframe to 13 weeks as a result of the pandemic. The inspection would also be virtual with communication and case file reading conducted via a secure data sharing IT system. Preparations for the inspection had continued throughout the pandemic, taking cognisance of service pressures for each of the partners. A programme of self-evaluation had provided valuable feedback from staff, service users and the wider community. A draft position statement document had been produced and provided a clear statement of progress and an overview of the partnership’s strengths and areas for improvement. The Committee decided: that the content of the report be noted. 22 Rates and Charges for Care Services for 2022/2023 A report dated 26 July 2022 by the Director, Health and Social Care was submitted providing an update on the 2022/2023 rates and charges for care services. Each year, Social Work Resources was required to confirm the rates and charges that would be adopted for residential, nursing, supported living, non-residential care services and care at home services. The rates to be charged to other local authorities for care services must also be set. In recognition of the need to implement contractual uplifts in 2022/2023 without delay to providers, the Social Work Resources Committee, at its meeting on 9 February 2022, authorised the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care to agree the following rates, as detailed in the report:- Care at Home, Supported Living, Day Care and Integrated Care Facilities Residential and Nursing Care through the National Care Home Contract Residential services outwith the National Care Home Contract In March 2022, the Scottish Government and COSLA approved a national living wage uplift for contractual hourly rates paid to adult social care providers in accordance with the increase to the real living wage. 19
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The Committee decided: (1) that the revised rates and associated arrangements to Residential and Nursing Care rates, as detailed in Section 4 of the report, be noted; (2) that the revised Nursing and Residential Respite charges, as detailed in Section 5 of the report, be noted; (3) that the revised rates and associated arrangements for Care at Home, Supported Living and Day Care, as detailed in Section 6 of the report, be noted; and (4) that the arrangements for Non-Residential Charges, as detailed in Section 7 of the report, be noted. [Reference: Minutes of 9 February 2022 (Paragraph 9)] 23 Notification of Contracts Awarded - 1 October 2021 to 31 March 2022 A report dated 9 August 2022 by the Director, Health and Social Care was submitted on contracts awarded by Social Work Resources in the period 1 October 2021 to 31 March 2022. In terms of Standing Order Nos 21.8 and 22.5 of the Standing Orders on Contracts, Resources were required to notify the relevant Committee of contracts awarded in excess of £50,000. Details of the contracts awarded by Social Work Resources were provided in the appendix to the report. The Committee decided: that the report be noted. 24 Urgent Business There were no items of urgent business. 20
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 16 November 2022 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources - Revenue Budget Monitoring 2022/2023 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 2022 to 7 Oct 2022 for Social Work Resources provide a forecast for the year to 31 March 2023 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [re (1) that the underspend position of £0.012m on the Social Work Resources’ revenue budget, as detailed in Appendix A of the report, and the forecast to 31 March 2023 of breakeven, be noted; and (2) that the proposed budget virements be approved. [1recs] 3. Background 3.1. This is the second revenue budget monitoring report presented to the Social Work Resources Committee for the financial year 2022/2023. 3.2. The report details the financial position for Social Work Resources in Appendix A, and then details the individual services, along with variance explanations, in Appendices B to E. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. As at 7 October 2022, there is an underspend of £0.012m against the phased budget, with underspends within Adult and Older People Services, Performance and Support Services and Justice Services, offset with an overspend in Children and Family Services. 3 21
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5.2. There continues to be financial pressures with the Children and Family Services budget, with spend on external placements being the main reason for the continued increase in spend. As detailed at section 5.1 above, this is being offset within the overall Social Work Resources’ position and in part by an underspend in Adult and Older People, a service delegated to the Integration Joint Board (IJB). Work is ongoing with the Services to establish funding solutions for the residual overspend. In 2021/22 some core Adult and Older People budget underspend was retained by the Council to help cover the Children and Family pressure, and the same approach has been proposed to the Health and Social Care Partnership for 2022/23. 5.3. As previously reported, there are likely to be further underspends in relation to specific funding streams in Adult and Older People Services, where spend has not yet commenced or is not fully committed, predominately related to recruitment challenges. Finance Services are currently in discussion with the Chief Financial Officer from the IJB, and await confirmation on the anticipated position and this will be reported back in the regular reports to this committee. As detailed in section 5.2., the Council may look to this underspend to assist in managing the pressures within Children and Family Services. 5.4. Virements are proposed to realign budgets. These movements have been detailed in the appendices to this report, as appropriate. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. There are inflationary and budget pressures including utilities (as well as general inflation pressures) this year which increase the risk of overspend, however, these have mitigated through the IJB financial plan for 2022/23. 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. 7.2. There are no implications for sustainability in terms of the information contained in this report. 8. Equality Impact Assessment and Consultation Arrangements 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. Paul Manning Executive Director (Finance and Corporate Resources) Soumen Sengupta Director, Health and Social Care 18 October 2022 22
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Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Social Work Resources Committee – 7 September 2022 List of Background Papers Financial Ledger and budget monitoring results to 7 October 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Hazel Goodwin, Finance Manager Ext: 2699 (Tel: 01698 452699) E-mail: Hazel.Goodwin@southlanarkshire.gov.uk 23
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 7 October (No.7) Social Work Resources Summary Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 07/10/22 Actual 07/10//22 Variance 07/10/22 % Variance 07/10/22 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 110,322 110,322 0 49,424 48,327 1,097 under 2.2% Property Costs 3,630 3,630 0 1,578 1,628 (50) over -3.2% Supplies & Services 6,691 6,691 0 3,069 3,097 (28) over -0.9% Transport & Plant 4,890 4,890 0 957 1,008 (51) over -5.3% Administration Costs 1,809 1,809 0 568 575 (7) over -1.2% Payments to Other Bodies 26,410 26,410 0 12,456 12,287 169 under 1.4% Payments to Contractors 129,662 129.662 0 57,014 57,597 (943) over -1.7% Transfer Payments 3,832 3,832 0 2,081 2,226 (145) over -7.0% Financing Charges 367 367 0 207 218 (11) over -5.3% Total Controllable Exp. 287,613 287,613 0 127,354 127,323 31 under 0.0% Total Controllable Inc. (76,216) (76,216) 0 (20,579) (20,560) (19) Under recovered 0.1% Net Controllable Exp. 211,397 211,397 0 106,775 106,763 12 Under 0.0% Variance Explanations Variance explanations are shown in Appendices B -E. Budget Virements Budget virements are shown in Appendices B-E. 24
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 7 October 2022 (No.7) Children and Families Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 07/10/22 Actual 07/10/22 Variance 07/10/22 % Variance 07/10/22 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 17,716 17,716 0 8,718 8,703 15 under 0.2% Property Costs 404 404 0 245 284 (39) over -15.9% Supplies & Services 639 639 0 210 207 3 under 1.4% Transport & Plant 634 634 0 1278 314 (36) over -2.8% Administration Costs 351 351 0 139 138 1 under 2.6% Payments to Other Bodies 10,370 10,370 0 5,217 5,105 112 under 2.1% 1 a Payments to Contractors 7,245 7,245 0 3,643 4,586 (943) over -25.9% 2 a Transfer Payments 3,819 3,819 0 2,075 2,211 (136) over -6.6% 3 Financing Charges 21 21 0 11 17 (6) over -54.5% Total Controllable Exp. 41,199 41,199 0 20,536 21,565 (1,029)) over 5.0% Total Controllable Inc. (2,371) (2,371) 0 (494) (520) 26 over recovered 5.26% Net Controllable Exp. 38,828 38,828 0 20,042 21,045 (1,003) over 5.0% Variance Explanations 1. Payment to Other bodies The underspend is in respect of non-recurring underspends in relation to funding to develop both supported accommodation and young carers services and demand for supported carers and short break services. This is offset in part by an overspend as a result of the increased requirement for support with adoption allowances. 2. Payment to Contractors This overspend is a result of the continuing increased requirement for children’s residential school and external placements. 3. Transfer Payments This overspend relates to an increase in numbers for kinship care. Budget Virements a Realignment of Carers Act Funding Net effect £0, Payment to contractor £0.131m, Payment to other bodies (£0.131m). 25
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 07 October 2022 (No.7) Adults and Older People Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 07/10/22 Actual 07/10/22 Variance 07/10/22 % Variance 07/10/22 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 80,602 80,602 0 34,908 34,222 686 under 2.0% 1 b c Property Costs 2,625 2,625 0 929 915 14 under 1.5% b Supplies & Services 5,533 5,533 0 2,694 2,699 (5) over -0.19% b Transport & Plant 3,908 3,908 0 592 604 (12) over -2.0% b Administration Costs 465 465 0 221 252 (31) over -14.0% B Payments to Other Bodies 15,515 15,515 0 6,930 6,880 50 under 0.7% a, b Payments to Contractors 122,374 122,374 0 53,328 53,328 0 0.0% b Transfer Payments 7 7 0 3 12 (9) over -300.0% Financing Charges 58 58 0 29 31 (2) over -6.9% Total Controllable Exp. 231,087 231,087 0 99,634 98,943 691 under 0.7% Total Controllable Inc. (65,886) (65,886) 0 (16,655) (16,612) (43) Under recovered 0.3% a b c Net Controllable Exp. 165,201 165,201 0 82,979 82,331 648 under 0% Variance Explanations 1. Employee costs The underspend is a result of vacancies of vacancies across Social Workers, Day Care and Residential homes. Budget Virements a. Incorporation of Distress Brief Intervention funding 22-23 Net effect £0, Payment to other bodies £0.317m, Income (£0.317) b. Transfer from Covid Reserve Net effect £0, Employee costs £1.580m, Property costs £0.271m, Supplies and Services £0.557m, Transportation £0.196m, Administration £0.010m, Payment to contractors £0.100m, Payment to other bodies £0.500, Income (£3.214m). c. Reversal of previous virement for Home Care Scheduling team budget reduction net effect £0, Employee costs (£0.147m), Income £0.147m. 26
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Appendix D SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 07 October 2022 (No.7) Performance and Support Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 07/10/22 Actual 07/10/22 Variance 07/10/22 % Variance 07/10/22 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 5,336 5,336 0 2,624 2,367 257 under 9.8% 1 Property Costs 534 534 0 351 352 (1) over -0.3% Supplies & Services 432 432 0 126 147 (21) over -16.7% Transport & Plant 256 256 0 31 26 5 under 16.1% Administration Costs 387 387 0 166 157 9 under 5.4% Payments to Other Bodies 35 35 0 3 1 2 under 66.7% Payments to Contractors 0 0 0 0 0 0 - n/a Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 278 278 0 162 161 1 under 0.6% Total Controllable Exp. 7,258 7,258 0 3,463 3,211 252 under 7.3% Total Controllable Inc. (758) (758) 0 (81) (81) 0 0.0% Net Controllable Exp. 6,500 6,500 0 3,382 3,130 252 under 7.5% Variance Explanations 1. Employee costs This is an underspend due to vacancies which are being actively recruited, mainly within Admin and Clerical staff. 27
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 07 October 2022 (No7) Justice Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 07/10/22 Actual 07/10/22 Variance 07/10/22 % Variance 07/10/22 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 6,668 6,668 0 3,174 3,035 139 under 4.4% 1 Property Costs 67 67 0 53 77 (24) over -45.3% Supplies & Services 87 87 0 39 44 (5) over -12.8% Transport & Plant 92 92 0 56 64 (8) over -14.3% Administration Costs 606 606 0 42 28 14 under 33.3% Payments to Other Bodies 490 490 0 306 301 5 under 1.6% Payments to Contractors 43 43 0 43 43 0 0.0% Transfer Payments 6 6 0 3 3 0 0.0% Financing Charges 10 10 0 5 9 (4) over -80.0% Total Controllable Exp. 8,069 8,069 0 3,721 3,604 117 under 3.14% Total Controllable Inc. (7,201) (7,201) 0 (3,349) (3,347) (2) Under rec 0.1% Net Controllable Exp. 868 868 0 372 257 115 under 30.9% Variance Explanations 1. Employee costs This underspend is due to vacancies which are being actively recruited. 28
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 16 November 2022 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources - Capital Budget Monitoring 2022/2023 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 2022 to 7 October 2022 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Social Work Resources’ capital programme of £3.903 million, and expenditure to date of £2.931 million, be noted. 3. Background 3.1. This is the second capital monitoring report presented to the Social Work Resources Committee for the financial year 2022/2023. Further reports will follow throughout the year. 3.2. The budget of £3.903 million for Social Work Resources is based on the overall Capital Programme for 2022/2023, which was approved by the Executive Committee on 29 June 2022. There has been no change to this budget since the last report to this Committee. 3.3. The report details the financial position for Social Work Resources in Appendix A. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. 2022/2023 Capital Programme Update As detailed in Section 3.2, the 2022/2023 capital programme for Social Work Resources is £3.903 million. 5.2. Period 4 Position Anticipated spend to date was £2.986 million and spend to 7 October 2022 amounts to £2.931 million. This represents a position of £0.055 million behind profile and this mainly reflects the timing of payments on the Blantyre Care Facility project. 4 29
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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. Other Implications 7.1. The main risk associated with the Council’s Capital Programme is an overspend. There are detailed project management plans prepared and the risk of overspend on each project is monitored through four weekly investment management meetings. 7.2. The Council continues to experience material shortages, longer lead times and extraordinary inflationary price increases and it is anticipated that this will continue to impact the supply chain for the foreseeable future. The impact of this will continue to be monitored through the four weekly investment management meetings. Further updates will be reported in the coming months with any significant increases in contract values being brought to members’ attention. 8. Equality Impact Assessment and Consultation Arrangements 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. Paul Manning Executive Director (Finance and Corporate Resources) Soumen Sengupta Executive Director (Health and Social Care) 19 October 2022 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Executive Committee, 29 June 2022 List of Background Papers ▪ Financial ledger to 15 July 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 30
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Appendix A South Lanarkshire Council Capital Expenditure 2022-2023 Social Work Resources Programme For Period 1 April 2022 – 7 October 2022 Social Work Resources Base Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Budget to Date £000 Actual Expenditure £000 Care Facilities 2,702 40 - 2,742 2,658 2,614 Other 4,691 40 (3,570) 1,161 328 317 TOTAL 7,393 80 (3,570) 3,903 2,986 2,931 31
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 16 November 2022 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources – Workforce Monitoring – July and August 2022 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] provide employment information for July and August 2022 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 July and August 2022 relating to Social Work Resources be noted: - attendance statistics occupational health accident/incident statistics discipline, grievance and Dignity at Work cases analysis of leavers and exit interviews Staffing Watch as of 11 June 2022 [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 July and August 2022. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of August for Social Work Resources. The Resource absence figure for August 2022 was 7.5%, this figure has decreased by 0.4% when compared to last month and is 3.1% higher than the Council-wide figure. Compared to August 2021, the Resource absence figure has decreased by 0.7%. Based on the absence figures at August 2022 and annual trends, the projected annual average absence for the Resource for 2022/2023 is 8.1%, compared to a Council-wide average figure of 6.1%. 5 33
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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. The attendance information contained in this report includes absences as a result of Covid-19, and employees are being supported through this difficult time to maintain attendance levels where they can. At the time of this report, the Council overall absence level was 4.96% with 0.48% of this relating to Covid-19 for sickness and special leave. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health, which include medical examinations and physiotherapy, overall, 256 referrals were made this period. This represents a decrease of 20 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 26 accidents/incidents recorded within the Resource this period, an increase of 18 when compared to the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 4 disciplinary hearings were held within the Resource, a decrease of 3 when compared to the same period last year. No appeals were heard by the Appeals Panel. Two grievance hearings were raised within the Resource, an increase of 2 when compared to the same period last year. One Dignity at Work complaint was raised within the Resource, this figure has increased by 1 when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2) There were a total of 27 leavers in the Resource this period eligible for an exit interview. This figure has increased by 7 when compared with the same period last year. Fifteen interviews were conducted in this period, an increase of 1 when compared to the same period last year. 4.6. When processing an employee termination, managers were asked to identify whether they intended to replace the employee who had left the Council. If they indicated that they did not intend to replace the employee, they were asked to select from the following options: plan to hold for savings fill on a fixed term basis pending savings transfer budget to another post end of fixed term post 4.7. Appendix 2a provides a breakdown of vacant posts and whether these are being replaced or held for savings. In the period July to August 2022, 46 employees (38.11 FTE) employees in total left employment, managers indicated that 45 posts (37.11 FTE) posts were being replaced and 1 (1.00 FTE) is being removed for savings. 5. Staffing Watch 5.1. There has been a decrease of 14 in the number of employees in post from 12 March 2022 to 11 June 2022. 34
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6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 7. Financial Implications 7.1. All financial implications are accommodated within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 9. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 10. Equality Impact Assessment and Consultation Arrangements 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. There was no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) Soumen Sengupta Director, Health and Social Care 5 October 2022 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Social Work Resources Committee – 7 September 2022 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 35
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2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 % % % % % % % % % % % % April 5.5 4.5 6.2 April 10.2 9.6 12.6 April 7.1 6.2 8.3 April 4.4 4.3 5.6 May 4.4 5.0 5.7 May 8.1 9.3 10.1 May 5.7 6.5 7.1 May 3.1 4.9 5.4 June 3.9 3.9 5.9 June 7.6 7.6 11.3 June 5.2 5.2 7.6 June 2.7 4.7 5.3 July 3.7 6.1 6.0 July 6.3 10.3 11.8 July 4.6 7.5 7.9 July 2.3 4.0 4.6 August 4.4 7.3 6.0 August 6.7 10.2 10.8 August 5.2 8.2 7.5 August 3.1 4.7 4.4 September 5.4 7.6 September 7.5 10.3 September 6.1 8.5 September 4.2 6.4 October 5.9 6.9 October 8.2 11.3 October 6.7 8.4 October 4.8 6.3 November 6.6 6.2 November 8.9 10.8 November 7.4 7.7 November 5.8 6.9 December 6.5 5.5 December 10.3 11.1 December 7.7 7.3 December 5.6 6.9 January 5.8 7.4 January 13.1 13.0 January 8.3 9.2 January 4.8 7.0 February 5.1 7.5 February 12.6 10.1 February 7.6 8.3 February 4.8 6.6 March 4.6 8.0 March 10.6 12.8 March 6.6 9.5 March 4.9 7.9 Annual Average 5.2 6.3 6.6 Annual Average 9.2 10.5 11.3 Annual Average 6.5 7.7 8.1 Annual Average 4.2 5.9 6.1 Average Apr-Aug 4.4 5.4 6.0 Average Apr-Aug 7.8 9.4 11.3 Average Apr-Aug 5.6 6.7 7.7 Average Apr-Aug 3.1 4.5 5.1 1811 1045 2856 16466No of Employees at 31 Aug 2022 No of Employees at 31 Aug 2022 No of Employees at 31 Aug 2022 No of Employees at 31 Aug 2022 Appendix 1 Absence Trends - 2020/2021, 2021/2022 & 2022/2023 Social Work Resources APT&C Council WideResource TotalManual Workers 36
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Jul - Aug Jul - Aug 2021 2022 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 82 98 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 0 TOTAL 276 256 Jul - Aug Jul - Aug 2021 2022 Specified Injuries* 0 0 Over 7 day absences 1 2 Over 3 day absences** 0 0 Minor 4 12 Near Miss 0 0 Violent Incident: Physical**** 1 8 Violent Incident: Verbal***** 2 4 Total Accidents/Incidents 8 26 Jul - Aug Jul - Aug 2021 2022 Total Number of Hearings 7 4 Total Number of Appeals 0 0 Appeals Pending 0 0 Time Taken to Convene Hearing April - June 2022 0-3 Weeks 4-6 Weeks Over 6 Weeks 2 2 0 Jul - Aug Jul - Aug 2021 2022 Number of Grievances 0 2 Number Resolved at Stage 1 0 0 Number Resolved at Stage 2 0 0 Number Resolved at Stage 3 0 0 Still in Progress 0 2 Jul - Aug Jul - Aug 2021 2022 Number of Incidents 0 1 Number Resolved at Informal Stage 0 0 Number Resolved at Formal Stage 0 0 Number of Appeals 0 0 Appeals in Process 0 0 Still in Process 0 1 Jul - Aug Jul - Aug 2021 2022 Number of Exit Interviews conducted 14 15 Total Number of Leavers Eligible for Exit Interview 20 27 Percentage of interviews conducted 70% 56% Appendix 2 107 65 13 23 SOCIAL WORK RESOURCES 74 70 CAUSE OF ACCIDENTS/INCIDENTS *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. ***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 circumstance. ANALYSIS OF REASONS FOR LEAVING ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the "Total Specified" figures. ****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. ****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 37
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Appendix 2a Reason Jul - Aug 2022 Cumulative total FTE H/C FTE H/C Terminations/Leavers 38.11 46 107.76 136 Being replaced 37.11 45 104.11 132 Filling on a temporary basis 0.00 0 0.00 0 Plan to transfer this budget to another post 0.00 0 0.00 0 End of fixed term contract 0.00 0 1.65 2 Held pending service Review 0.00 0 1.00 1 Plan to remove for savings 1.00 1 1.00 1 38
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As at 11 June 2022 F/T P/T F/T P/T Social Work 231 168 1041 1240 2680 *Full-Time Equavalent No of Employees Salary Bands Director Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher Total Social Work 1.00 1149.08 589.20 542.04 34.80 28.76 2.00 0.00 0.00 2346.88 As at 12 March 2022 F/T P/T F/T P/T Social Work 226 172 1026 1270 2694 *Full-Time Equavalent No of Employees Salary Bands Director Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher Total Social Work 1.00 1182.65 568.72 542.39 31.80 26.76 2.00 0.00 0.00 2355.32 Male Female Total Appendix 3 Joing Staffing Watch Return Social Work Resources Male Female Total 39
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 16 November 2022 Report by: Director, Health, and Social Care Subject: Update of the 2022 Risk Register and Risk Control Plan 1. Purpose of Report 1.1. The purpose of the report is to:- [purse] provide an update on risk management arrangements and the risk register for Social Work Resources 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted. [1recs] 3. Background 3.1. The Council’s Risk Management Strategy promotes consideration of risk in service delivery, planning and decision-making processes. The Strategy requires Resources to record and review risks and control actions regularly. Social Work Resources (SWR) follow the guidance in developing, monitoring and updating the risk register on an ongoing basis. 3.2. The purpose of the Risk Register is to ensure that SWR is fully aware of its top risks; that these risks are prioritised; and that controls are in place to eliminate or minimise the impact of the risks. 3.3. The Resource scores these risks in accordance with the Council’s Corporately agreed scoring mechanism, based on likelihood and impact. This results in risks being scored between one and twenty-five (low – very high). Risks are scored on their inherent score (risk if we do nothing) and their residual risk (risk after applying controls). Further detail on the Council’s scoring matrix and approach to risk appetite is outlined in Appendix 1. 3.4. Each Resource has a Resource Risk Management Group which has responsibility for the promotion and management of risk. The SWR Risk Management Group continues to meet on a regular basis to provide strategic and operational oversight of all risks impacting on the delivery of Social Care Services. 6 41
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3.5. This particular report provides an update to Social Work Committee on a number of interrelated pieces of work that have been undertaken with regards to risk in the context and how these impact on the delivery of Social Care Services. Notably, this report will cover the following areas: a reviewed list of top risks impacting on social care as per agreement at Social Work Committee on 7 September 2022 to undertake this piece of work in line with corporate reporting requirements, a comparison in risk scores across the period 2021 and 2022. The last annual update was reported to Social Work Resources Committee on 10 November 2021 an update on insurance hotspots for SWR update on Risk Control Actions 4. Review of the Top Risks Impacting on Social Care Services 4.1. At its meeting of 7 September 2022, SWR Committee agreed that a review should be undertaken to re-state the top risks impacting on the delivery of Social Care Services and that risk should be a standing item on the agenda. This work has been duly undertaken and detailed below is a proposed revised set of 5 top risks for the Committee’s consideration and approval:- workforce availability and capacity (lack of capacity and skills to meet increased service demands) meeting Public Protection and Legislative Duties (combined legislation/statutory duties Public Protection, Care Inspectorate/Self Directed Services (SDS) market and provider capacity (Procurement/Supply chain) funding and budgetary pressures (Reduction in funding/increased costs) demand pressures (Emergency response) 4.2. Appendix 2 provides further detail on each of these top risks, alongside the inherent and residual risk scores and sample controls. 4.3. Whilst these top risks will be the primary focus of the Resource in terms of oversight, monitoring and management, there are other risks (whilst deemed to be of lesser impact at this point in time) that the Resource will be required to monitor and contribute to by way of mitigation. Some of these risks are wider organisational risks which require all departments of the Council to respond to by working together corporately. The list below provides some additional detail in this regard:- deliver Strategic Commissioning Plan Outcomes IJB IT development and functionality pandemic response and recovery National Care Service/Independent Review Adult Social Care failure to meet sustainable development and climate change objectives fraud; theft organised crime and cyber-attacks historic child abuse increased levels of adverse weather cost of living crisis refugee resettlement and asylum seeker dispersal programme disruption to Council Services due to industrial action 42
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4.4. From a risk appetite and tolerance perspective, the Council aims to be risk embracing, in that it will accept a tolerable level of risk in seeking service efficiencies and in agreeing control measures. The level of risk facing the Council is measured both before (inherent risk) and after (residual risk) consideration of controls. The Council should never carry a very high residual risk exposure as this would indicate instability, but a low residual risk exposure should also be avoided as this indicates lack of innovation. 4.5. The Council’s universal risk tolerance levels were updated as part of the review of the risk management strategy last year, with the ideal risk profile defined as:- no more than 10% of residual risks at a very high level no more than 15 % of risks at a high level around 50 to 60% of residual risks at a medium level no more than 30% of residual risks at a low level 4.6. Of the 16 risks referred to in sections 4.1 and 4.3, SWR currently has a risk profile of 31% mainly due to the top risks having a residual score of very high. However, this is reflective of the environment and risks which the service currently operates within. 4.7. Moving forwards, risk will be a standing item on Social Work Committee and the risk register and reporting of risk will be a dynamic process, with Committee receiving updates on any changes to levels of risk or new risks which may evolve overtime. 5. Risk Movement Across the Period 2021 and 2022 5.1. As highlighted above and in line with corporate reporting, movement in risks are required to be reported annually to Committee. 5.2. Appendix 3 provides a comparison of risk scores across this period. This appendix also details changes in risk descriptions. By way of summary, it is important to highlight that risk has increased year on year with regards to workforce, procurement, and the potential impact of the independent review of Adult Social Care. 5.3. In addition to this, the Central Risk Management team annually review Resource compliance with the Risk Management Strategy. The outcome of the 2021/2022 review identified that SWR achieved 100 per cent compliance, scoring 45 out of a possible 45. 6. Insurance Hotspots 6.1. Following the completion of claims leakage analysis reports by insurers, specific hotspot areas identified for SWR are liability and motor related claims. 6.2. The Risk and Insurance Team are leading on corporate initiatives to mitigate against liability, motor, and property insurance claims. This includes a property insurer survey programme, a Health and Safety/training review to be undertaken by the Councils’ claims handlers, and ongoing development of driving at work training with support from Employee Development. 7. Risk Control Actions 7.1. Social Work risk control actions were due for delivery between April and August 2022 and were completed on time. 43
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7.2. Social Work actions due for completion during 2021/22 have been completed. 100 per cent (7) of control actions were completed on time against an overall Resource target of 90 per cent. 7.3. Details of the completion of risk control actions during 2021/22 and 2022/23 to date are contained in Table Three below. Table Three – Completion of top risk control actions 2021/2022 2022/23 (as at 31 August 2022) Total number of actions due 7 0 Completed on time 7 0 Completed late 0 0 Carried forward to 2022/23 0 0 To be completed at a later date 0 0 7.4. Progress with completion of Resource Risk Control Actions is monitored by the Resource Risk Group. 8. Major projects, partnerships, or change 8.1. Within SWR13 partnerships have been identified. None of these is considered to be high risk. Major projects/transformational change programmes are reported to Committee. 9. Next steps 9.1. The Resource Risk Management Group will continue to meet on a regular basis. The risk register will be reviewed on an ongoing basis by the group to ensure that risks remain valid for the appropriate Service areas and to identify new areas of risk that affect the Resource. An update report will be provided regularly to Committee. 9.2. Moreover, future reports and proposals brought before Social Work Resources Committee will show the correlation and read across with the top risks to assure Committee that such proposals are geared towards providing further levels of mitigation. 10. Employee Implications 10.1. Time will be required by the Resource Risk Management Group in the management of the Resource Risk Register and Risk Control Plan 11. Financial Implications 11.1. There are no direct financial implications associated with the Resource’s top risks. There are a number of proposed risks which are classified under the heading of financial. Where this is the case, the appropriate controls and actions have been included in the risk control cards and progress will be monitored. 12. Climate Change, Sustainability and Environmental Implications 12.1. Sustainable development issues are included within the Council’s top risk register through being linked directly to the Council plan objective ‘make communities safer, stronger and sustainable’. 44
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13. Other Implications 13.1. Failure to demonstrate that risk is actively considered and managed cannot only lead to avoidable financial loss but could also affect delivery of services and could affect the resources’ reputation. 13.2. There are no sustainable development issues associated with this report. 14. Equality Impact Assessment and Consultation Arrangements 14.1. 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. 14.2. Consultation on the content of this report has been undertaken with the Resource Management Team. Soumen Sengupta Director, Health, and Social Care 28 October 2022 Link(s) to Council Values/Priorities/Outcomes accountable, effective and efficient Previous References Social Work Committee - 7 September 2022 List of Background Papers none Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Martin Kane, Service Development Manager Ext: 3743 (Phone: 01698 453743) Email: martin.kane@southlanarkshire.gov.uk @southlanarkshire.gov.uk 45
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Appendix 1 – Risk scoring matrix, likelihood, and impact definitions Likelihood Score 1 2 3 4 5 Description Rare Unlikely Possible Likely Almost certain Likelihood of occurrence 1 in 10 years 1 in 3 years 1 in 2 years Annually Monthly Probability of occurrence The event may occur in certain circumstances The event could occur The event may occur The event will probably occur The event is expected to occur or occurs regularly Impact Reputation Financial Service delivery/ Time to recover Compliance Safety 1 Negligible Public concern restricted to local complaints <£50,000 per annum No impact to service quality; limited disruption to operations. No external interest Minor injury – no lost time 2 Minor Minor adverse local/public/me dia attention and complaints £50,000- £250,000 per annum Minor impact to service quality; minor service standards are not met; short term Very minor attention from legislative /regulatory body Minor injury – resulting in lost time 3 Moderate Adverse national media Public attention £250,000 to £500,000 per annum Significant fall in service quality; major partnership relationships strained; serious disruption in service standards Short-term attention from legislative/ regulatory body Major injury or ill health resulting in lost time 4 Major Serious negative national or regional criticism £500,000 to £1million per annum Major impact to service delivery; multiple service standards are not met; long term disruption to operations; multiple partnerships affected Medium-term attention from legislative/ regulatory body Fatality; or injuries to several people 5 Catastrophic Prolonged international, regional and national condemnation £1million per annum Catastrophic fail in service quality and key service standards are not met; long term catastrophic interruption to operations; several major partnerships are affected National impact with rapid intervention of legislative/ regulatory body Multiple fatalities; Or injuries to large number of people 46
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The assessments for impact and likelihood combine to provide an overall inherent risk score on the scale of between 1 and 25, using the Council’s recognised risk matrix. Risk matrix Likelihood 5 Almost Certain 5 10 15 20 25 4 Likely 4 8 12 16 20 3 Possible 3 6 9 12 15 2 Unlikely 2 4 6 8 10 1 Rare 1 2 3 4 5 1 Negligible 2 Minor 3 Moderate 4 Major 5 Catastrophic Impact The risk score is calculated as follows: Likelihood score x Impact score = Risk Score Risks scored 15 to 25 are considered to be very high risks and risks scored eight to 12 are considered to be high risks. Very high and high risks are monitored closely. 47
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Appendix 2 – Top Risks impacting on Social Work Services Risk Category Key Risk Inherent risk score Sample Controls Residual Risk Score 1 1 Very High (15-25) Workforce Availability and Capacity Description • lack of capacity and skills to meet increased service demands. • National shortage of skilled workforce across all sectors • Recruitment, selection, and retention of Social Care Staff challenging • Growing demographic and post pandemic service demands • Workforce profile shows an ageing workforce within social care • Competition with other industry sectors and Local Authorities 25 Prioritising workloads, raising concern within management team Social Care and Social Work Critical Functions Framework Care at Home social media recruitment campaign (Everyday heros) Workforce Monitoring reports to SWC Personnel targeted recruitment campaigns Increase use of social media to recruit Care Academy Workforce Strategy for Health and Social Care Scotland SSSC (Scottish Social Services Council) registration requirements 20 48
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Appendix 2 – Top Risks impacting on Social Work Services Risk Category Key Risk Inherent risk score Sample Controls Residual Risk Score 2 1 Very High (15-25) Meeting Public Protection and Legislative Duties Description • Ability to meet increased demands and risks with regards Public Protection (Child Protection, Adult Support and Protection, MAPPA and Gender Based Violence) • Meeting all legislative duties pertaining to assessment, support planning and reviews 25 SwisPlus system records legislative rationale for intervention. Improve reports on legislative timescales targets being met ASP decision making support tool for staff. Wellbeing portal for all staff to access. Risk Assessment for Service Users PPE support to all who require A risk assessment is part of care management function. Mandatory training and LOL courses for all staff, specific legislation LOL’s available. Workforce updates to all SW Committee Meetings. Serious Incident recording and action Previous inspections reports by CI: SDS, Children’s Services and current planned ASP inspection. All registered care services have oversight by Care Inspectorate Other inspection (ASP) Mental Welfare Commission reviews 20 49
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Appendix 2 – Top Risks impacting on Social Work Services Risk Category Key Risk Inherent risk score Sample Controls Residual Risk Score 3 1 Very High (15-25) Market and Provider Capacity Description • The market has insufficient capacity and choice to meet demand • Risks of Providers not being able to sustain their business models/supply chain issues • Providers are able to maintain compliance with national standards and quality of service delivery 25 Quality Assurance & Commissioning Team in place Procurement Network Oversight meetings in place Mapping tool developed in support of care at home service Oversight of all SL based registered care services maintained Social Work Scotland Care Market intelligence shared. Market facilitation plan Care Inspectorate regulation of all care services Scottish Care support of independent, private, voluntary care providers .20 4 1 Very High (15-25) Funding and Budgetary Pressures Description • Risk that services have to re-prioritised as a result of reductions in budgets • Reduction in early intervention and prevention activity as a result of having to respond to statutory duties such a public protection 25 Budget holder responsibility and monitoring. Care Packages linked to finance module Voluntary Sector commissioned services can lever additional funding to the area Revenue and Capital budget monitoring reports to SW Committee 20 50
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Appendix 2 – Top Risks impacting on Social Work Services Risk Category Key Risk Inherent risk score Sample Controls Residual Risk Score Four weekly monitoring and reporting of financial performance to CMT COSLA role in support of LA’s and links to Scottish Government Audit Scotland reports and briefings 5 1 Very High (15-25) Demand Pressures Description • Increased service demand beyond normal levels as a result of the impact of seasonal Flu, other respiratory conditions and increased unwellness in the population • Impact on workforce availability due to potential increases in sickness/absence • Impact of adverse weather on service delivery 25 Planning for Winter 2022/2023 commenced in July 2022 All health and social care staff offered flu and COVID 19 vaccines. Covid and Flu Vaccine Programme for public GP and Pharmacy Opening Maximising Planned Date of Discharge, Discharge Without Delay and Home First Multi-agency approach across NHS Lanarkshire, the two H&SCPs/IJBs, North and South Lanarkshire Councils together with the respective supports. NHS 24 etc. NHS Scotland, Public Health Scotland, Healthier Scotland driving forward Winter 2022 Vaccines programme. Overall Resilience Planning 20 51
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Appendix 3: Comparison of the 2022 and 2021 Resource risk registers Risk Category Key Risk 2021 Residual Risk Score 2022 Residual Risk Score Change Change to key descriptions/score 1 1 Very High (15-25) The Council does not provide an adequate response to the pandemic; maintaining critical services; delivering emergency response commitments as a Category One Responder; and protecting wellbeing of employees and service users as far as reasonably practicable. Responding to the pandemic will impact on everything else the Council does • Health and Social Care Services increased pressures/service demands Council Top Risk 16 12 Wording amended to focus on response and recovery and future pandemic 2 1 Very High (15-25) Reduction in external funding and fees/income received by the council, as well as increased service demands, results in saving difficulties. • Failure to generate income from charging policy Council Top Risk 20 20 = Reworded risk, Funding and Budgetary Pressures 3 1 Very High (15-25) The Council does not fully deliver the strategic outcomes required of the IJB in their Strategic Commissioning Plan • Independent Review of Social Care and role of IJB Council Top Risk 12 9 Slight rewording 52
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Risk Category Key Risk 2021 Residual Risk Score 2022 Residual Risk Score Change Change to key descriptions/score 4 1 Very High (15-25) Failure to ensure the health, safety and wellbeing of employees and the protection of service users and members of the public in the delivery of council services. • Increased demand on Mental Health Services • More vulnerable service users • Staff capacity and increase absence rates and attrition of qualified posts and challenges with recruitment Council Top Risk 9 Risk refocussed, and reworded Meeting Public Protection and Legislative Duties 5 1 Very High (15-25) Community Alarms - Failure to properly prepare and successfully transition from the current analogue services to a digital solution within the pre-determined timescale • There are currently approximately 9,000 community alarm users in South Lanarkshire 15 Removed 6 1 Very High (15-25) Failure to evidence sufficient progress against Care Inspectorate requirements • Resource responsible for 39 Registered Care Services 16 Risk refocussed, and reworded Meeting Public Protection and Legislative Duties 7 1 Very High (15-25) Lack of capacity and skills to provide and meet increased service demands • Competition with other industry sectors • (retail and hospitality sector, less responsibility) • Competition within Social Care sector • Covid – expectation of vaccination • Qualified Social Work salary differential across the country • Volume of inexperienced workers Council Top Risk 9 20 Risk refocussed and reworded Workforce Availability and Capacity 53
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Risk Category Key Risk 2021 Residual Risk Score 2022 Residual Risk Score Change Change to key descriptions/score 8 1 Very High (15-25) New and amended legislation • Social Work operates against a backdrop of many pieces of legislation, historically operating under the requirements of the Social Work (Scotland) Act 1968 • Independent Review of Adult Social Care (IRASC) implications on Social Care Services (not just Adult Services) 6 Risk refocussed, and reworded Meeting Public Protection and Legislative Duties 9 1 Very High (15-25) The Council fails to meet statutory and legislative duties in respect of public protection. • Child Protection • Adult Protection • MAPPA/VISOR • Gender based Violence Council Top Risk 9 Risk refocussed, and reworded Meeting Public Protection and Legislative Duties 10 2 High (8-12) The Council is materially affected by the recommendations arising from the independent review of Adult Social Care in Scotland. • All social care services no longer based in Councils • Impact on Council Budgets Council Top Risk 12 16 Corporate risk reworded The council is materially effected by the implications arising from the National Care Service Bill 11 2 High (8-12) Information Governance not subject to adequate controls • Poor information recording within Client index systems Council Top Risk 12 12 = Not considered a high or very high risk as replacement system commissioned 54
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Risk Category Key Risk 2021 Residual Risk Score 2022 Residual Risk Score Change Change to key descriptions/score 12 2 High (8-12) Historical Childhood Abuse • Perceived failure on the authority and predecessor authority to fulfil its obligations in relation to looked after children Council Top Risk 12 12 = National redress scheme and Scottish Child Abuse Inquiry 13 2 High (8-12) Failure to embed Self-directed support (SDS) with the Carers (Scotland) Act 2016 in respect of Carers • Allows for choice/option in how care is delivered service user/carer control 6 Removed, included in Meeting Public Protection and Legislative Duties 14 2 High (8-12) Procurement activity is affected by a lack of resources, non-compliance or legal challenge • Centralised procurement function reducing capacity and knowledge of health and social care requirements Council Top Risk 9 20 Risk refocused and reworded Market and Provider Capacity 15 2 High (8-12) IT development and functionality does not keep pace with changing service requirements • Restrictions on legacy systems (SWIS plus) Council Top Risk 9 9 = Major IT project SWIS+ replacement 16 2 High (8-12) Fraud, theft, organised crime and cyber- attacks • Employee fraud/theft • Breach in internet security Council Top Risk 12 12 = Corporate 17 2 High (8-12) Failure to achieve results and demonstrate continuous improvement through leadership, good governance and organisational effectiveness • Children’s Services Inspection 6 Removed, is it part of legislative duties 55
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Risk Category Key Risk 2021 Residual Risk Score 2022 Residual Risk Score Change Change to key descriptions/score • Adult Support and Protection Inspection 18 2 High (8-12) The Council is significantly affected by the impact of the UK leaving the European Union • There will be a shortage of entry level workers, including those with lower skills, those who gain their qualifications largely through work based training, and those in less highly-paid sectors • Social Care Staff shortages • Access to supply chains (mobile phone components, computer parts, Technology enabled care equipment) • ) Council Top Risk 6 Removed 56
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Agenda Item Report Report to: Social Work Resources Committee Date of Meeting: 16 November 2022 Report by: Director, Health and Social Care Subject: Planning for Winter 2022/2023 1. Purpose of Report 1.1. The purpose of the report is to :- provide the Committee with an update on and confirm support for the planning arrangements being put in place to ensure health and social care services are prepared as reasonably as they can be for the coming winter months – with particular recognition of the uncertainties and potential impacts of Covid 19, influenza, cost of living issues and other concurrent risks against the backdrop of unprecedented pre-existing system-wide pressures 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s) :- (1) that the planning arrangements which have been put in place to ensure health and social care services are prepared for the coming winter months and the associated costs associated with same are noted; (2) that the potential need for additional support to mitigate the wider impacts of winter across all public services are noted; and (3) that the ongoing work with Scottish Government to confirm the financial arrangements is noted. 3. Background 3.1. Committee members have previously been provided with a briefing on the most recent national Audit Scotland Report on Social Care (January 2022). This national report described the significant challenges facing the sustainability of social care in Scotland; the degree to which those challenges resonate across the health and social care system as a whole; and the consequent imperatives for evidence-based and values-based transformation. 3.2. Annual ‘whole system’ planning is undertaken in preparing health and social care services in such a way as to mitigate the risks normally associated with winter. The Committee will be aware that the South Lanarkshire health and social care system – in common with that across Scotland - continues to face significant challenges. Last winter, health and social care services and staff had to contend with extreme pressures, many of which continue to be issues for the system. 7 57
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3.3. Planning for Winter 2022/23 commenced in July 2022 and, as in previous years, is undertaken in accordance with national guidance. The Lanarkshire approach to winter planning is a multi-agency approach across NHS Lanarkshire, North and South Lanarkshire Integration Joint Boards (IJBs) and both Councils together with the respective supports (e.g. the Scottish Ambulance Service and NHS 24). 3.4. Give the level of unpredictability in the health and social care sectors as well as in the wider public system, this year’s Winter Plan has been developed as – and should be understood to be - a dynamic plan and one that is highly likely to be subject to change over the coming months. This has also been recognised from a Local Resilience Planning (LRP) perspective and a specific piece of work is being undertaken by NHS Lanarkshire, to take account of the increasingly likely eventuality of a number of concurrent risks which may well align to create increased system pressure. These risks include, inter alia, further waves of Covid 19; increased prevalence of flu and other respiratory infections - both in relation to infectivity and impact; uptake and efficacy of vaccination programmes; workforce shortages in all sectors and grades across the health and social care sector; potential industrial action; public health impact of cost of living crisis/fuel costs and subsequent demand on health and care services; increasing numbers of displaced Ukrainians/Asylum Seekers; inclement weather; and available finances. 4. Winter Workstreams 4.1. National Guidance / Scottish Government Correspondence 4.1.1. On 4 October 2022, Scottish Government published a Winter Resilience Overview 2022-23 which set out the actions they are taking in an effort to support the sector over the winter period. 4.1.2. That guidance set out the national expectations for those areas that local winter plans would be expected to address. As will be clear from the body of this report most of the areas identified already feature as part of the Lanarkshire winter planning process; are being reviewed/refined to ensure that they are as up-to-date as can be and resourced appropriately given available capacity. The guidance was further reinforced by subsequent correspondence to Chief Executives and Chief Officers on 12 October 2022 and 17 October 2022, the latter including a checklist for completion. Following a national event on 19 October 2022, further guidance was issued and an associated operational self-assessment on winter preparedness was issued. Work is ongoing in completing the same prior to submission to Scottish Government by 7 November 2022. 4.1.3. Discussion is still ongoing at national and local level on available funding to manage the impact of Covid 19 and ongoing pressures associated with both unscheduled and planned care. Work is ongoing between the NHS Lanarkshire Director of Finance, the two Chief Financial Officers of the IJBs and Council Finance Directors to be clear of those monies which have already been committed to meet ongoing service pressures/respond to previous Government policy; and that which may be available to support any new proposals. 4.2. Ongoing Urgent and Unscheduled Care Planning 4.2.1. The national Redesign of Urgent Care programme looks to build on these opportunities to support the public to access the right care in the right place at the right time. As part of the ongoing NHS Lanarkshire Urgent and Unscheduled Care development programme work has been undertaken to identify those areas where there may be scope to introduce early change such that there can be a beneficial impact on whole system capacity. 58
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4.2.2. As well as a refocus on the Six Essential Actions (nationally developed with the Academy of Royal Colleges) there are a further six main areas where active consideration is now being given to opportunities to support increase “flow” through the system. It should be noted that these areas are all consistent with the Scottish Government guidance from October 2022 referred to above: • Hospital at Home - review of the current model and consideration of opportunities for expansion of service. • Frailty – pathway development to support admission avoidance and early discharge. • Development of a community-based Urgent Care Service. • Development of Minors Service Hub. • Expansion of the scope of the Flow Navigation Centre (FNC – see below). • Development of Discharge Ward Model / Commissioned Beds. 4.2.3. Both Chief Officers of the North and South Lanarkshire IJBs are also closely involved in the Urgent and Unscheduled Care work stream. This is in recognition of the fact that currently almost 95% of patients are discharged from hospital without delay; and, accordingly, it is very important to whole system “flow” that acute services are delivered as efficiently as possible alongside expanding the capacity of and transforming the delivery of more services in the community. 4.3. Discharge Without Delay 4.3.1. A national Unscheduled Care Planning for Winter event was held on 19 October 2022 at which it was reinforced that the delivery of discharge planning by acute hospital staff was vital as part of the Discharge Without Delay programme with its emphasis on Planned Date of Discharge. 4.3.2. NHS Lanarkshire is a pathfinder site for the national Discharge Without Delay programme. The South Lanarkshire IJB endorsed the NHS Lanarkshire Discharge Without Delay pathfinder programme – which is hosted within the South Lanarkshire HSCP – at its meeting of 25 January 2022. This was subsequently ratified at Social Work Resources Committee on 9 February 2022. Considerable work is going to promote and systematise Planned Date of Discharges across all hospital sites; and work is ongoing to embed the necessary steps to improve “flow” (e.g. increase pre-noon discharges) across all hospital settings. 4.3.3. As reported to the IJB at its meeting of 25 January 2022 and Social Work Resources Committee of 9 February 2022 and then 7 September 2022, to progress this South Lanarkshire HSCP implemented a pilot with redeployed Allied Health Professionals (AHPs), Social Care Staff and Care at Home Staff called the Home First Home Assessment Team. This was and is a multi-disciplinary initiative with a focus on early intervention, reablement and rehabilitation, which supports people home from hospital and avoid admission, while maximising their independence and outcomes and ensuring that they have the package of care that best meets their needs. As Committee has been updated on, recurrent and ringfenced funding from the Scottish Government has subsequently been used to further develop the pilot teams into a wider Home First Programme. 4.3.4. The South Lanarkshire HSCP Home First programme is already receiving national recognition, including winning the Integrated Care Award at the 2022 Scottish Health Awards. 59
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4.3.5. Similarly, work being undertaken by the Home Assessment Team in North Lanarkshire has also made significant improvements in the number of people able to be supported out of hospital with no/little delay. 4.3.6. There are a range of other initiatives that are being implemented to provide better outcomes for patients and service users which also contribute to the better use of available services and reduce pressures on social care services. These include: • The establishment of an end-of-life pathway to support people to die at home without a care package but with appropriate support. • Carer support on the wards to support signposting. • Working with third sector to develop a pathway for supporting discharge. 4.3.7. The development of third sector support for hospital discharge includes volunteer recruitment; induction and training; and process and system development to ensure volunteers and ward staff are clear on what can be done and that patients are supported to feel safe in the knowledge that the volunteers involved are an integral part of the discharge process where applicable. This reflects the commitment of NHS Lanarkshire and the HSCP – mirroring that of the Council - to the South Lanarkshire Community Planning Partnership Volunteering Pledge. 4.4. Ongoing Modernisation of South Lanarkshire Care at Home Service 4.4.1. South Lanarkshire HSCP Care at Home staff currently undertake circa. 25,000 visits to service users per week. The Service currently employs almost 1,000 staff, with this expected to rise to around 1,200 following additional ringfenced Scottish Government investment. The increase in capacity will increase the number of visits undertaken in recognition of growing levels and complexity of demand. 4.4.2. The modernisation of the Care at Home Service is progressing, with a variety of milestones now having been achieved that are crucial to its being able to better contend to the significant demand pressures from both within the community and through the acute hospital sites. These include: • Home Carer mobile devices have been refreshed and Microsoft 365 has been introduced to enhance communication with the dispersed workforce. • A new electronic scheduling system has been implemented across all four localities. • Scheduling and Response teams have been established in all localities and are operating between 6.30am and 11pm every day of the year to ensure support to staff and service users is aligned to periods when services are delivered. • Responsibility for the out-of-hours care at home support function in respect of the Clydesdale and Rutherglen/Cambuslang localities has been transferred from the Emergency Social Work Service into the Care at Home Service itself (with plans in place to transfer support functions that serve the teams working in the Hamilton and East Kilbride localities by March 2023). 4.4.3. The Council has a statutory duty to undertake an assessment of an individual’s needs and to complete this within 28 days of its commencement. There is also a statutory duty to review their needs on an annual basis, or more regularly if needs or circumstances change. In addition to ensuring that the Council meets its statutory obligations, timely assessment and review of service users serves to mitigate risks to service users and ensures that their health and wellbeing needs are met and the services that they receive are appropriate to their needs – often releasing capacity that can be directed towards supporting hospital discharges and those in greatest need. 60
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4.4.4. Proposals approved and actions taken over the course of the last 18 months – including introducing the Home First approach and increasing Social Work Assistant capacity within the Care at Home service - will address this going forward. 4.4.5. However, there is now a substantial back-log of assessments and reviews as an inevitable result of the pandemic and ongoing demand and capacity challenges. Work has been ongoing and some progress on outstanding internal assessments and reviews has been made as part of remobilisation. Nonetheless, having reviewed the situation – and given the anticipated ongoing demands on the Service – Officers have identified that there is a pressing need to accelerate activity to reduce this backlog to provide assurance as to the safety, health and wellbeing of service users and to ensure that services appropriately meet their needs; and that in order to do so, additional fixed term capacity is required. The latter is the focus for a separate report that has been prepared for this meeting (November 2022) of the Social Work Resources Committee. 4.5. Maximisation of Flow Navigation Centre (FNC) 4.5.1. The Flow Navigation Centre offers rapid access to a senior clinical decision maker within the multidisciplinary team, optimising digital health through a telephone or video consultation where possible, and minimising the need to attend an Emergency Department. This includes the use of ‘Consultant Connect’ for rapid professional to professional clinical decisions to support clinical decision making, reduce unnecessary attendances, and to navigate patients to the most appropriate place, first time. Both of these services allow GPs to have the opportunity to discuss cases with an appropriate secondary care clinician with a view to ensuring as many patients as possible are managed in a ‘planned’ way. 4.5.2. Accordingly, as part of the planning for winter, work is being undertaken to enhance the FNC to maximise the number of people who can be diverted from Emergency Departments and managed in a different way. 4.6. Surge/Bed Capacity 4.6.1. Acute hospitals that are working close to or at full capacity are a strong indicator of a system that is under significant pressure. Surge capacity generally refers to the ability to maintain a sudden and unexpected increase in patients. 4.6.2. Unlike in previous years and in common with the position across Scotland, the scope for additional surge capacity in NHS Lanarkshire is limited. This is both in terms of workforce and accommodation, recognising other capital works ongoing on the University Hospital Monklands site means that the ward traditionally used to manage “surge” is not currently available. The latter position will be kept under constant review such that if sufficient staffing does become available, then the respective acute beds can be mobilised and introduced to support overall hospital capacity. 4.6.3. Both South and North Lanarkshire HSCPs will also utilise intermediate care beds; and interim beds within care homes such that additional flow can be created in the absence of immediately available care at home or a care home of choice. 4.7. Social Care Provider Sustainability 4.7.1. Independent providers of social care in Scotland – notably care homes and care at home providers – have highlighted the extremely difficult operating environment. Coupled to the cost-of-living-crisis and the impact of the pandemic, vacancy pressures are a significant concern for many providers in terms of service viability. 61
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4.7.2. Both HSCPs and their respective Councils have taken steps to augment their scanning of the care home provider context and provide additional support proportionate to the demands on in-house provision, available resources (noting the social care workforce challenges) and statutory/legal parameters. Within South Lanarkshire, ongoing actions include the HSCP convening the providers’ forums, and regular meetings with Scottish Care. On a Lanarkshire-wide basis support and quality assurance for Care Homes continues on a whole system basis to be overseen by the pan-Lanarkshire Care Home Assurance Tactical (CHAT) Group; and for care at home services through the equivalent Care at Home Oversight Group. The Care Inspectorate participates in both of these meetings. 4.8. General Practice and Pharmacy Opening 4.8.1. As in previous years, a Local Enhanced Service to support general practices opening on the fourth day of the weekend/public holidays - i.e. on 27 December and 3 January as well as the Saturdays through January 2023 - will be offered. There will also be an extended public holiday pharmacy service available to ensure that people can both access prescriptions as well as being available for re-direction from NHS24, the Primary Care Out of Hours (PCOOH) Service, Emergency Departments and the FNC where possible. 4.9. General Practice Sustainability 4.9.1. As is recognised as the situation across Scotland, general practices across Lanarkshire are experiencing more pressure than at any point in their history. The Scottish Parliament’s Health, Social Care and Sport Committee has highlighted that the rise in complexity of patient needs has led to a substantial increase in the primary care workload in Scotland; and that the problems in maintaining and developing the general practice workforce also exacerbate the overall system challenges. 4.9.2. This was the subject of an extensive presentation at the September 2022 meeting of the South Lanarkshire IJB, which including describing the work ongoing to address capacity and demand – most notably, through the Primary Care Improvement Plan (PCIP) that is reported through to the IJB and NHS Lanarkshire Board as per the expectations within the General Medical Services (GMS) Contract. 4.10. Primary Care Out of Hours 4.10.1. For a considerable period, and similar to most Scottish out of hours services, the NHS Lanarkshire PCOOH Service has had to manage workforce availability challenges (notably in relation to GPs); and has regularly had to contend with escalating levels of demand. There are already approvals in place for a new clinical model and supporting project which will move the PCOOH service to a more multi- disciplinary workforce and competency-based model of care, alongside a wider review of urgent care arrangements (as has been reported to and approved by both IJBs and the Health Board). In the meantime, work continues to stabilise the service, with contingency and escalation frameworks in place. 4.11. Planned Care 4.11.1. Work is ongoing in estimating the extent of planned care that may require to be stood down during the peak winter period, all the while seeking to minimise this such that the pace of recovery in meeting revised NHS Treatment Time Guarantee targets can be maintained. In extremis, there may be a requirement to revisit attainment of the targets depending on the impact of winter on overall system flow. 62
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4.12. Contingency Arrangements for Additional Deaths 4.12.1. As set out within national guidance and is the case every year, work is underway – including with local undertakers - to ensure that there is sufficient ‘pace’ of funeral services (both burials and cremations) to support the eventuality of a significant excess of deaths over the winter period. Additional mortuary capacity identified for Covid 19 is still in place and will continue to be available over this winter period. 4.13. Covid 19 and Flu Vaccine Programme 4.13.1. Following final advice on the winter Covid 19 booster programme from the Joint Committee on Vaccination and Immunisation (JCVI), the following groups are being offered an additional Covid 19 booster: residents in a care home for older adults and staff working in care homes for older adults frontline health and social care workers all adults aged 50 years and over those aged 5 to 49 years in a clinical risk group, including those who are pregnant those aged 5 to 49 years who are household contacts of people with immunosuppression carers aged 16-49 years 4.13.2. It has been estimated that approximately 300,000 people will be eligible for a Covid 19 vaccine and 380,000 for a flu vaccine as part of the Autumn/Winter Vaccination Programme for 2022. 4.13.3. Work is well underway in pursuit of achieving an 80% uptake by December 2022 - thereby maximising protection to the community and, in turn, to health and social care services by reducing the risk of increased Covid 19 and flu related hospital admissions or other deteriorations in health such that additional support is required. Significant progress has already been made in relation to residents within the older people’s care home sector; and work is advancing in respect of the cohorts linked with those with illnesses that results in immuno-suppression. 4.13.4. Despite considerable efforts to promote the programme, uptake thus far by NHS- employed staff and social care staff from both Council and independent and voluntary sectors in Lanarkshire has been lower than predicted. This is consistent with the pattern being seen across the rest of the country. Action is being taken to try and increase uptake accordingly. 4.14. Carers Supports 4.14.1. At is meeting of 7 September 2022, the Committee was provided with an update on the utilisation of funding from the Carers (Scotland) Act 2016 allocation 2022/2023 to enhance operational services for carers in South Lanarkshire. This included monies from this funding being directed to support ongoing work with carers in South Lanarkshire, with a particular emphasis on the Self-Directed Support (SDS) agenda; and a strengthened internal capacity within the HSCP to enable frontline staff in managing increasing demand with regards to supporting carers. 63
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4.15. Staff Wellbeing 4.15.1. NHS Lanarkshire’s Health and Wellbeing Strategy is being launched during its Staff Health and Wellbeing week (31 October to 4 November 2022). Key messages from the Strategy form an integral part of the system wide winter plan, with the emphasis on providing a working environment in all areas across health and social care where staff are able to enhance and maintain their personal and professional wellbeing and to reach their full potential in a culture that’s provides space, time and support for self-care. 4.15.2. The Strategy supports the shared vision of ensuring that staff health and wellbeing is embedded in everything we do and championed at all levels across the respective organisations. To increase visibility and awareness of staff health and wellbeing platforms, Staff Health and Wellbeing week has been designed to showcase the support, resources, initiatives and opportunities currently provided to help support staff to manage their health and wellbeing. Again, like the wider approach to winter planning, this recognises pressures which are system-wide; and a shared approach to dynamic between the imperative to maintain staff health and well-being alongside the significant demand being placed on health and social care services. 4.15.3. South Lanarkshire Council employees can access a range of materials to support health and wellbeing through the employee wellbeing hub and through the employee assist program. In addition, the Council have been awarded a grant from the Workforce Wellbeing fund for Adult Social Work and Social Care. This grant will be used to promote wellbeing at work activities for residential and day care employees. 4.16. Adverse Weather 4.16.1. Adverse Weather events are defined by reference to the Met Office Weather Warning system. NHS Lanarkshire and both South and North Lanarkshire Councils have policies in relation to adverse weather that applies wherever severe weather obstruct staff from being able to attend work, and/or where severe weather poses a significant risk to the health, safety and wellbeing of staff. 4.16.2. A series of actions is open to the organisations – individually and in collaboration - in managing adverse weather and these have been refined over many years of winter planning. These include working with and through the Local Resilience Partnership (LRP) and with pre-identified voluntary organisations. 4.17. Concurrent Resilience Planning and Risks 4.17.1. As highlighted above, there is a likelihood of concurrent risks aligning to have a significant impact on the wider health and social care services. 4.17.2. Perhaps key amongst these is the threat of industrial action and the impact both directly and indirectly. As well as potential industrial action by NHS and local government staff, so too there is the indirect impact of industrial action in other sectors, e.g. ScotRail and Royal Mail. 4.17.3. Resilience Planners from across the NHS and local government have been collaborating on scoping the range and extent of the mitigating factors introduced to reduce the impact of winter on the overall system. Two ‘Winter Breach’ events have been held this year, a regional event on 26 October 2022 and a Lanarkshire LRP event on 27 October 2022. Learning from both of these events have been taken into account in reviewing the robustness of the planning to date. 64
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4.17.4. Importantly, there are well-developed escalation processes and prioritisation frameworks in place supported by ‘Strategic Command’ structures can be introduced when required. These arrangements provide appropriate and necessary governance for services to be stood down in a planned way in extremis, and thereby ensure a focus on the delivery of essential/core functions and the provision of care for the most vulnerable. 4.18. Communications 4.18.1. Work is underway at both local and national levels on the public message in relation to the different pathways/routes into health care services the public are being asked to follow during the winter months. As will be appreciated from the foregoing range of initiatives, there are many areas where the public will be asked to assist in managing the impact of winter this year. South and North Lanarkshire HSCPs, both Councils and NHS Lanarkshire are actively involved in seeking to ensure the messages are appropriate, shared widely and understood. 4.18.2. The key message themes are to ask people to plan ahead; know the different options that are available to them to access urgent care; and to encourage as many people as possible to access the service which is closest to them and least reliant on hospitals and general practices. Communication staff from both Councils are also actively engaged in the advertising campaigns to maximise care staffing recruitment. 5. Employee Implications 5.1. Learning from recent months and years have underscored the need for continued multi-disciplinary team working to better meet service demands; and the need for a cohesive whole system approach to delivering health and social care going forward. The experience of the pandemic has emphasised the interdependencies between primary care (including independent contractor services), community care, secondary care, and social care; and shown that one component of health and social care delivery being overwhelmed with demand can have consequential knock-on effects on the other component parts of the system. 5.2. As Committee will recall from the approved Social Work Resources Workforce Plan, there are a number of workforce challenges for social care – both in South Lanarkshire and across Scotland – that are directly impacting on the ability to fully meet current demand, including: workforce availability – there are national workforce shortages (recently referenced in Audit Scotland’s briefing on social care) and the HSCP is experiencing difficulty in filling all care roles. competition and pay – the Council, other social care providers and other employers are competing for the same pool of staff, with the pool not being sufficient in numbers. This is leading to competition and pay variation, which has increased the challenges around successful recruitment and retention of staff. Social Care as a vocation and the value placed on it within society requires national action. 5.3. Significant workforce challenges are also being experienced in respect of health care services and NHS staff, as highlighted by the Audit Scotland report NHS in Scotland 2021. 65
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5.4. As workforce supply challenges persist across health and social care, this has led to increased competition for recruitment and retention at local, regional and national level. This poses an ongoing risk and emphasises the need to develop new and transformational roles in response to growing demand across health and social care to ensure there will be a sustainable supply of workforce to meet future health requirements of an ageing population in Lanarkshire, and across Scotland. 5.5. Capacity planning is a key area of action for both South and North Lanarkshire HSCPs and is being supported by both Councils and NHS Lanarkshire. All services are scoping and making contingency arrangements in respect of staffing levels to respond to and as required prioritise the potential needs over the period. In addition to this, additional staff will be sought to cover a number of areas where it is recognised that maximising flow will be essential to maintaining safe systems off care. Work is also progressing on the recruitment of various staff who will support system “flow’ across the winter period. These developments have been reported previously through the Social Work Resources Committee. 6. Financial Implications 6.1. As described above, there has been a range of funding sources which have been identified and suggested as being able to support planning for winter. Many of these have already been utilised in undertaking work to meet Scottish Government directions, for example increasing the hourly rate of care staff. Accordingly, work is ongoing to identify those monies which may be available to support additional costs over the winter period. 6.2. Some of these costs are also associated with additional Covid 19 funding, e.g. cost of the vaccination service, and again work is ongoing in agreeing the extent of funding which is available and scope to be used towards the respective actions requested. All of this is against a requirement to stay within year end brokerage limits agreed between Scottish Government and NHS Lanarkshire. 6.3. Costs associated with each of the attendant parts of planning activities articulated here are being finalised and work will continue during the coming weeks to confirm which funding is available and the extent to which the various parts of the plan can be met. 6.4. Future reporting to the South Lanarkshire IJB will confirm the respective costs and budgets. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for Climate Change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1. The proposals contained in this report will contribute to the mitigation of a number of risks within the Social Work Resources Risk Register, notably: • Workforce Availability and Capacity • Meeting Public Protection and Legislative Duties • Market and Provider Capacity • Funding and Budgetary Pressures • Demand Pressures 66
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8.2. Availability of staffing over the peak winter period has been identified as the major risk. There is also work ongoing in predicting the scale and potential impact of Covid 19 and flu on hospital admissions and associated care services. This will form part of the regular review of contingency arrangements and the prioritisation of resources. These risks are heightened by the fact that there is the scope for a series of major risks all to coincide concurrently. 8.3. Depending on further advice from Scottish Government as well as local Strategic Command arrangements, it may be necessary to re-prioritise essential/core services and temporarily standing down other services thereby necessarily interrupting the remobilisation process. 8.4. There are no other issues associated with this report. 9. Equality Impact Assessment and Consultation Arrangements 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. This substance of this report has been informed by and reflects following discussion across both North and South Lanarkshire HSCPs, both Councils, NHS Lanarkshire and LRP partners. Briefings and reports have been or will be provided to South and North Lanarkshire IJBs and NHS Lanarkshire. Soumen Sengupta Director, Health and Social Care 3 November 2022 Link(s) to Council Values/Objectives focused on people and their needs we will work to put people first and reduce inequality people live the healthiest lives possible Previous References none List of Background Papers Scottish Government (2023) Winter Resilience Overview 2022-23: https://www.gov.scot/binaries/content/documents/govscot/publications/strategy- plan/2022/10/health-social-care-winter-resilience-overview-2022-23/documents/winter- resilience-overview-2022-23/winter-resilience-overview-2022- 23/govscot%3Adocument/winter-resilience-overview-2022-23.pdf Scottish Government (2015) Improving unscheduled care: six essential actions https://www.gov.scot/publications/improving-unscheduled-care-six-essential-actions/ Audit Scotland (2022) Social Care Briefing https://www.audit-scotland.gov.uk/publications/social-care-briefing Audit Scotland (2022) NHS in Scotland 2021 https://www.audit-scotland.gov.uk/publications/nhs-in-scotland-2021 67
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Contact for Further Information Name: Craig Cunningham Designation: Head of Commissioning and Performance Phone: 01698 453704 Email: craig.cunningham@lanarkshire.scot.nhs.uk 68
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 16 November 2022 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Strengthening Assessment and Review Capacity 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] update the Committee on proposals to utilise slippage from the Home First Programme to address a backlog of assessments and reviews resulting from the Pandemic and contribute to action to improve unscheduled care [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted; and (2) that the additions to Social Work Resources’ establishment, as outlined in Section 5, be approved. [1recs] 3. Background 3.1. The Care at Home Service (CAH) plays a pivotal role in achieving the strategic goal of supporting people to live independently and safely at home and in doing so supports the Social Work Resource Plan’s delivery of a key direction within the South Lanarkshire Integration Joint Board’s (IJB’s) Strategic Commissioning Plan (SCP) of managing the pressures on unscheduled care. 3.2. The Council has a statutory duty to undertake an assessment of an individual’s needs and to complete this within 28 days of its commencement. There is also a statutory duty to review their needs on an annual basis, or more regularly if needs or circumstances change. 3.3. In addition to ensuring that the Council meets its statutory obligations, timely assessment and review of service users serves to mitigate risks to service users and ensures that their health and wellbeing needs are met and the services that they receive are appropriate to their needs – often releasing capacity that can be directed towards supporting hospital discharges and those in greatest need. 3.4. The assessment and care management infrastructure within CAH has remained relatively static for almost 12 years. Proposals approved and actions taken over the course of the last 18 months – including introducing the Home First approach and increasing Social Work Assistant capacity within the CAH Service - will address this going forward. However, there is now a substantial backlog of assessments and reviews as an inevitable result of the Pandemic and ongoing demand and capacity challenges. 8 69
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3.5. Work has been ongoing and progress on outstanding internal assessments and reviews has been made as part of remobilisation. Nonetheless, having reviewed the situation – and given the anticipated ongoing demands on the Service – Officers have identified that there is a pressing need to accelerate activity to reduce this backlog to provide assurance as to the safety, health and wellbeing of service users and to ensure that services appropriately meet their needs; and that in order to do so, additional fixed term capacity is required. 4. Current Position 4.1. Internally, CAH Services undertake a dual function, comprising of both statutory assessments and reviews for non-complex cases; and the six-monthly support plan reviews required of service providers by the regulator, the Care Inspectorate. 4.2. The Council currently commissions 29,734 CAH hours each week for 1,203 service users. Assessment and Review activity for commissioned services is currently running approximately 12 months behind schedule. 4.3. It should be noted that immediate concerns and risks that are reported continue to be addressed by the Service, with reviews taking place to ensure the safety and wellbeing of service users. Further assurance is provided via the regulatory requirement on CAH providers to undertake a review of support plans every six months, with providers expected to highlight any concerns for action by the Health and Social Care Partnership (HSCP). Despite this, there is potential for risks to service users remaining unidentified given the volume of assessments and reviews that are outstanding. 4.4. In addition to the above, it is anticipated that activity targeted towards commissioned cases will enable capacity for new services to be generated through the assessment and review process – and for this to be consequently directed towards supporting the current challenges being faced by colleagues in NHS acute settings by facilitating further discharges from hospital. 4.5. Internal CAH Services benefit from routine communications between staff and assessors about the changing needs of service users, with support plans routinely revised to ensure they are appropriate to the needs of the individual. This practice is more limited for services commissioned externally and there is confidence that targeted assessment and review activity will release capacity that can be redirected. 4.6. A conservative estimate of a 5% reduction in externally commissioned services following assessment and review would release 1486.7 hours every week. For context, this is equivalent to 43 care packages at 35 hours, 53 packages at 28 Hours or 70 packages at 21 hours. 4.7. It is proposed that a team is established comprising a permanent 1 full time equivalent (FTE) Team Leader and permanent 7 FTE Social Work Assistants to target the assessments and reviews for commissioned service users and that this is supplemented by a further 6 FTE fixed-term Social Work Assistant posts for a period of 12 months to address outstanding assessments and reviews within the Internal Service. This will address the build-up across the Service and enable the existing staffing infrastructure to focus on maintaining activity going forward. 70
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4.8. Funding for these fixed terms post has been identified from the slippage in the Home First programme expenditure (as its use here would be in accordance with the criteria for the ringfenced funding from Scottish Government to manage the pressures on unscheduled care and contribute to action to reduce delayed discharges). 5. Employee Implications 5.1. The following posts will be added to the Social Work Resources’ establishment on a permanent basis as detailed below: Post Number of posts (FTE) Grade SCP Range Hourly Rate Annual Salary Gross Cost Inc on costs 31.55% Total Costs Team Leader 1 Grade 3 Level 8 79-80 £23.12 - £23.47 £42,191 - £45,953 £55,503 - £56,343 £55,503 - £56,343 Social Work Assistant 7 Grade 2 Level 4 55-57 £16.35 - £16.85 £29,837 - £30,749 £39,251 - £40,451 £274,757 - £283,157 The following posts should be added to the Social Work Resources’ establishment on a fixed term basis for 12 months: Post Number of posts (FTE) Grade SCP Range Hourly Rate Annual Salary Gross Cost Inc on costs 31.55% Total Costs Social Work Assistant 6 Grade 2 Level 4 55-57 £16.35 - £16.85 £29,837 - £30,749 £39,251 - £40,451 £235,506 - £242,706 5.2. As acknowledged within the Social Care Resource Workforce Plan, Social Care – both in South Lanarkshire and across all of Scotland – continues to operate within an exceptionally challenging employment market. Due to pro-active working between the Care at Home Service and Human Resource colleagues’ recruitment to Social Work Assistant posts has been progressing well, with significant interest in the permanent posts that have been advertised to date. There is, therefore, confidence that these posts could be recruited to. 6. Financial Implications 6.1. The cost of the additional posts is £0.582m per annum. The phasing of the introduction of Home First has resulted in slippage in expenditure and it is proposed that £0.752m of this slippage is earmarked to fund the permanent posts for 18 months and the temporary posts for 12 months. 6.2. At the end of the 18-month period the permanent posts will be transferred to vacancies within the establishment. 71
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for Climate Change, sustainability, or the environment in terms of the information contained in this report. 8. Other Implications 8.1. The proposals contained in this report will contribute to the mitigation of a number of risks within the Social Work Resources Risk Register, notably: lack of capacity and skills to provide and meet increased service demands (very high) the Council does not fully deliver the strategic outcomes of the IJB as outlined in their Strategic Commissioning Plan (very high) 8.2. These proposals mitigate the risk that service improvements cannot be sustained as a consequence of shortfalls in the management and support infrastructure. 8.3. There are no other issues associated with this report. 9. Equality Impact Assessment and Consultation Arrangements 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. Soumen Sengupta Director, Health and Social Care Paul Manning Executive Director (Finance and Corporate Resources) 28 October 2022 Link(s) to Council Values/Priorities/Outcomes focused on people and their needs we will work to put people first and reduce inequality people live the healthiest lives possible 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: - Name: Ian Beattie Designation: Head of Health and Social Care Phone: 01698 453701 Email: ian.beattie@southlanarkshire.gov.uk 72
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 16 November 2022 Report by: Director, Health and Social Care Executive Director, Finance and Corporate Resources Subject: Reinforcing Safe Staffing – The Older People’s Residential Care Staff Bank 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] update Committee on the staffing requirements to support the management of the Older People’s Services supply staff bank [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted; and (2) that the changes in establishment, identified in the table at Section 5.1., be approved. 3. Background 3.1. The adult Social Care sector has experienced major challenges related to the recruitment and retention of staff for many years. Many of these issues and the risks associated with them were touched upon at the last Social Work Committee, specifically within the Workforce Plan and Risk Register reports. 3.2. These risks have been acutely felt in the last few years in the wake of events such as Covid-19 and Brexit, with vacancy rates in the sector reported to have risen sharply in the last year across Scotland. This in turn, creates enduring challenges for employers within the Social Care sector to recruit, develop and retain the right people to deliver high quality, person-centred care, and support services. 3.3. These risks and challenges are very live within the care homes and will be further exacerbated by winter pressures and potentially another wave of Covid-19. It is therefore essential that solutions are developed to ensure that safe staffing levels can be maintained to not only provide good care and support, but also to support staff wellbeing and reduce the risks of fatigue. 3.4. In an attempt to address these issues, a successful Internal Bank Staffing arrangement was tested in the winter of 2021 utilising a temporary administration post to support this. Staff from across the Social Care Service were asked to put forward expressions of interest to be included within the bank of staff that could be called upon in times of sickness or higher than usual vacancy levels. This approach assisted in augmenting existing staffing levels, reducing overtime and alleviating staff fatigue. 9 73
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3.5. It is evident, with all the challenges outlined above, that this development remains crucial whilst work on other initiatives such as the development of the Care Academy, job fairs and the innovative use of social media take effect. As such, there is now a requirement for this temporary function to transition to a permanent arrangement, given the benefits already outlined by way of service resilience and business continuity. 4. Proposed Next Steps 4.1. Approval is sought from Committee to increase staffing within the Adult and Older People Services by one Grade 2, Level 1 post to provide administrative support to the residential older people’s units’ team to source cover within residential establishments and to ensure adequate services are delivered to the Residential Services within the said establishments 5. Employee Implications 5.1. The following post should be added to the establishment on a permanent basis: Post No. of posts Grade SCP range Hourly rate Annual salary Gross cost Total cost Admin Assistant 1 Grade 2 Level 1 34 – 35 £12.22 - £12.42 £22,300 - £22,665 £29,336 - £29,816 £29,336 - £29,816 6. Financial Implications 6.1. The financial implications are as outlined above and will be met from existing budgets within the current residential care budget. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for Climate Change, Sustainability, or the Environment in terms of information contained in this report. 8. Other Implications 8.1. The proposals outlined in this report help to mitigate key Social Work risks with regards to fulfilling statutory and core duties and workforce availability. 9. Equality Impact Assessment and Consultation Arrangements 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 Equality Impact Assessment is required. Soumen Sengupta Director, Health and Social Care Paul Manning Executive Director (Finance and Corporate Resources) 28 October 2022 74
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Link(s) to Council Values/Priorities/Outcomes focused on people and their needs we will work to put people first and reduce inequality people live the healthiest lives possible our children and young people thrive Previous References Social Work Resources Committee – 7 September 2022 List of Background Papers none Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Martin Kane, Service Development Manager Ext: 845 3743 (Phone: 01698 453743) Email: martin.kane@southlanarkshire.gov.uk 75
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 16 November 2022 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Enhancing Capacity in Support of Adult Disability Payments 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] update the Committee on changes to disability benefits through the introduction of Adult Disability Payments and how this will impact on Social Work Resources [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 the changes in establishment, identified in the table at Section 5.1., be approved. [1recs] 3. Background 3.1. On 22 August 2022, the way in which disability payments for people aged 16 plus to state pension age changed. Prior to this date, the Department for Works and Pensions (DWP) oversaw this process of approval and the administration of benefits through Personal Independence Payments (PIPs) and Disability Living Allowance (DLA). 3.2. From this date of 22 August 2022, Social Security Scotland assumed the lead role for this, with PIPs and DLA being replaced by Adult Disability Payments (ADPs). All existing people in receipt of a PIP or DLA will automatically transition on to an ADP with no break in entitlement or payment. Any new applicant applying for support with a disability, will require to apply for an ADP. 3.3. Similar to PIP and DLA, ADP payments will be made to people who have a disability or long-term condition which impacts on their daily living. The payment is made up of two parts 1) support with daily living tasks, for example, preparing food, washing/bathing and dressing/undressing; 2) mobility, for example, moving around or planning a journey. 10 77
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3.4. By way of process, Social Security Scotland will be taking a slightly different approach to how supporting information is gathered. Applicants are still encouraged to provide supporting evidence with their claim form for example, a prescription list, a letter confirming a diagnosis or a copy of a Social Care assessment. In straightforward cases this may help the Social Security Scotland to make a quicker decision about eligibility. But applicants can opt instead to give the name of a person or people who understand the impact of their condition so that Social Security Scotland can contact that person direct. A named person may be a friend, carer, family member, GP or a professional supporting them. If Social Security Scotland assess that they need to better understand a person’s needs to make a decision on eligibility, they will contact the named person (or people) to request supporting information. 3.5. At present, both Health and Social Care professionals may already assist people to complete disability benefits applications or provide supporting information for applications. Supporting information is generally evidence of how someone is affected by their condition and the impact it has on their life. Such information is used as part of assessing whether or not someone is eligible for a benefit. Information will be requested via a standard questionnaire covering a number of areas associated with daily living tasks 4. Current Position, Implications and Proposed Next Steps 4.1. Whilst it is anticipated that the majority of requests for additional information fielded by Social Security Scotland will go direct to NHS colleagues, there will be a volume of requests that require the Social Care workforce to provide information within a defined turnaround timescale of 28 days of receipt. 4.2. To manage this, the Scottish Government has been working with Social Security Scotland, councils and the NHS to agree a process. In terms of requests coming to Social Care, this will be managed through a secure drop box which is checked daily by trained administration staff. Thereafter, the requests are fielded to the relevant frontline member of staff to complete the questionnaire, where it is then returned to the administration member of staff and forwarded on to Social Security Scotland through a secure system (Objective Connect).w 4.3. In a South Lanarkshire context, this drop box system has been in place since June 2022 and requests thus far have been extremely low. However, it is anticipated that this will progressively step up by way of activity as all new applications for an ADP will require to go through a process such as this, whereby a health professional or social care professional may become involved. 4.4. To assist with this transition and the potential for new requests to generate extra work for both support services and frontline services, the Scottish Government has allocated a sum of £3.409m. The South Lanarkshire share of this being £223,000. It is unclear at this stage if this funding will continue beyond 2022/23 as the Scottish Government is currently reviewing this. 4.5. It is proposed that this funding it utilised to add capacity into frontline services and support services in order that potential demand and the 28-day timescale can be met. This is important, given that any delay in the process will directly impact on the member of the public who may be eligible for an ADP. Therefore, the following posts are proposed to be added to the establishment on a temporary basis until such times as there is confirmation of funding beyond 2022/23 as referred to in Section 4.4: 78
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Post Number Responsibility Combination of Occupational Therapy Assistants and Social Work Assistants 4 To add capacity into locality teams to deal directly with requests for information related to an open case. For example, assessed information in relation to a person’s ability to communicate, undertake personal care tasks, mobility, and social skills. Administration Support 2 To oversee and field requests direct from Social Security Scotland to frontline services, ensuring this information is returned within the 28-day target time 5. Employee Implications 5.1. These posts should be added to the establishment on a permanent basis as detailed below Post No. of posts Grade SCP range Hourly rate Annual salary Gross cost Total cost Social Work Assistant/Occupational Therapy Assistants 4 Grade 2 Level 1-4 34 - 57 £12.22 - £16.85 £22,300 - £30,750 £29,336 - £40,451 £117,344 - £161,804 Clerical Assistant 2 Grade 1 Level 1-4 20 - 31 £10.04 - £11.73 £18,322 - £20,220 £24,103 - £28.160 £48,206 - £56,320 Total 6 £165,550 - £218,124 6. Financial Implications 6.1. The cost of the proposals is £0.218m and will be funded from the allocation of £0.233m provided by the Scottish Government. Given that there is the potential for the funding allocation to change, in the event that if funding is reduced, staff will be redeployed to other vacancies within the Service. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for Climate Change, Sustainability, or the Environment in terms of information contained in this report. 8. Other Implications 8.1. The proposals outlined in this report help to mitigate key Social Work risks with regards to fulfilling statutory and core duties and workforce availability. 9. Equality Impact Assessment and Consultation Arrangements 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 Equality Impact Assessment is required. 79
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Soumen Sengupta Director, Health and Social Care Paul Manning Executive Director (Finance and Corporate Resources) 28 October 2022 Link(s) to Council Values/Priorities/Outcomes focused on people and their needs we will work to put people first and reduce inequality people live the healthiest lives possible our children and young people thrive 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:- Martin Kane, Service Development Manager Ext: 845 3743 (Phone: 01698 453743) Email: martin.kane@southlanarkshire.gov.uk 80
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 16 November 2022 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Enhancing Resilience of Mental Health Officer Provision 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek Committee approval to increase Social Work establishment within Community Mental Health Teams [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted; (2) that the proposals outlined in section 4 with regards to staffing and infrastructure capacity be approved; and (3) that the additions to Social Work Resources establishment, as outlined in section 5, be approved. [1recs] 3. Background 3.1. The Scottish Government and COSLA have provided additional funding in order to ensure that local authorities have additional resources to address pressures within Mental Health Officer Services. The funding is intended to build capacity and resilience within services. 3.2. Following consultation with Community Mental Health Team (CMHT) staff, Team Leaders and with the Social Work Mental Health Strategy Group, it was agreed that there are currently sufficient funded Mental Health Officer posts across the teams with additional resilience afforded by the authority’s continued strategy for mental health commitment to supporting Social Workers to train as Mental Health Officers. However, it was recognised that enhancing the provision of Social Workers within the teams would support the functioning of the Community Mental Health Teams. This will permit Mental Health Officers to focus on delivery of the increasing demands for statutory Mental Health Officer duties whilst being supported by social work staff undertaking general assessment, enablement and review functions with users of Community Mental Health Team Services. 11 81
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3.3. Over the past 2 years there has been a significant and sustained increase in demand upon the Mental Health Officer Service in terms of requests for Mental Health Officer consent to detention across both day and Out-of-Hours Service (OOH). Day time detentions for the period 2021/2022 have increased by 27% over the previous year. Out-of-Hours Service call outs from the first 6 months of this year are 25% higher than for the same period last year. 3.4. Out-of-Hours Service Mental Health Officer shifts have been challenging to fill, requiring considerable input of Team Leaders and a reliance on goodwill from practitioners to ensure that we, as an authority, meet our obligations. Having identified sufficient Mental Health Officer’s on establishment, Social Work Resources will continue to review rota processes to ensure effectiveness in service delivery whilst having due regard to the Mental Health Officers who support the Out-of-Hours Service rota. 4. Proposed Position 4.1. Approval is sought from Committee to increase staffing within the Community Mental Health Teams by 3 full time equivalent Social Workers and to convert 1 full time equivalent Social Work Assistant post to a Social Worker post. This enables Social Workers to be distributed across the four localities as follows 1 full time equivalent in Hamilton, 1 full time equivalent in East Kilbride and 0.5 full time equivalent in Clydesdale and 0.5 full time equivalent Rutherglen Community Mental Health Team’s. The additional capacity can be utilised to increase existing part time posts to full time. 4.2. The Mental Health Manager post provides operational oversight and input to the Social Work Team Leader and Social Work team at The State Hospital, Carstairs. Changes in the service level agreement with The State Hospital Board has resulted in a revised funding commitment from 1 full time equivalent to 0.5 full time equivalent for this post. This in turn creates opportunity for Social Work Resources to provide a dedicated mental health social work management input and oversight support to locality fieldwork mental health provision through request for funding for 0.5 full time equivalent which will facilitate retention of a 1 full time equivalent Mental Health Social Work Manager. 5. Employee Implications 5.1. The following amendments should be made to the establishment on a permanent basis, as detailed below: Post No of posts Grade SCP range Hourly rate Annual salary Gross cost Total cost Social Worker 4 Grade 3 Level 4 72 - 74 £21.02 - £21.46 £38,359 - £39,162 £50,462 - £51,518 £201,848 - £206,072 Social Work Assistant -1 Grade 2 Level 4 55 - 57 £16.35 - £16.85 £29,837 - £30,750 £39,251 - £40,451 (£39,251) - (£40,451) Mental Health Manager 0.5 Grade 5 Level 1 96 - 97 £29.76 - £30.22 £54,309 - £55,148 £71,444 - £72,548 £35,722 - £36,274 £198,319 - £201,895 82
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6. Financial Implications 6.1. The cost of the staffing proposals at 5.1. is £0.202m. In addition, the proposed changes to the Out-of-Hours Service rota will require funding of £0.006m, bringing the total cost of the proposals to £0.208m. This will be funded from the funding of £0.214m provided by the Scottish Government to build capacity in Mental Health Officer Services. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for Climate Change associated with this report. 7.2. There are no sustainable development issues associated with this report. 7.3. There are no environment Implications associated with this report. 8. Other Implications 8.1. The proposals contained in this report will contribute to the ongoing delivery of statutory mental health services and ensure that the authority can continue to meet its obligations in this respect and support public protection. 8.2. This report does not describe any new other implications. 9. Equality Impact Assessment and Consultation Arrangements 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 Equality Impact Assessment is required. Soumen Sengupta Director, Health and Social Care 27 October 2022 Link(s) to Council Values/Priorities/Outcomes focused on people and their needs ambitious, self-aware and improving we will work to put people first and reduce inequality we will work to recover, progress and improve caring, connected, sustainable communities people live the healthiest lives possible Previous References none List of Background Papers none Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ian Beattie, Head of Health and Social Care Ext: 3701 (Phone: 01698 453701) Email: Ian.Beattie@southlanarkshire.gov.uk@southlanarkshire.gov.uk 83
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 16 November 2022 Report by: Director, Health and Social Care Subject: Scheme for Curator ad Litem and Reporting Officers Panel 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] to seek approval of the Revised Scheme for Curator ad Litem and Reporting Officers Panel, appended to the report [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 the Revised Scheme for Curator ad Litem and Reporting Officers Panel be approved. [1recs] 3. Background 3.1. Under the Curator ad Litem and Reporting Officers (Panels) (Scotland) Regulations 2001 as amended the local authority have a requirement to maintain a Panel of Curators ad Litem and Reporting Officers. The role of Curators ad Litem and Reporting Officers involves investigating the circumstances and providing a report to the Court in respect of adoption or Permanence Order applications for children who cannot remain with their birth families and who become accommodated by the local authority, adoption and permanent fostering provides a secure family base from which their needs can be met into adulthood and beyond. 3.2. When an Adoption Petition or Permanence Order application is lodged in Court, a Curator Ad Litem/Reporting Officer is appointed by the Court to investigate the circumstances and to report to the Court. 3.3. The general duty of a Curator ad Litem is to safeguard the interests of the child. A Reporting Officer is charged principally with witnessing agreements to adoption and with matters relating to parental consent. The same person may be appointed to the case in both capacities. 3.4. Local authorities have a requirement to maintain a panel of Curators ad Litem/reporting officer in terms of: the Curator ad Litem and Reporting Officers (Panels) (Scotland) Regulations 2001 12 85
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4. Report 4.1. The impetus to update the previous scheme was informed by rising Court costs, the necessity to update membership of the panel and a legislative requirement to review. 4.2. Discussions regarding the proposals took place with North Lanarkshire Council and the previous Sheriff Principal (Sheriff Principal Abercrombie) of the Sheriffdom of South Strathclyde, Dumfries, and Galloway and with the Lanark and Hamilton Sheriff Court Faculties of lawyers who were supportive of the updated scheme. More recently, discussions took place between the current Sheriff Principal of the same Sheriffdom (Sheriff Principal Anwar) and the relevant local authorities including South Lanarkshire Council with a view to there being consistency across the authorities in the terms of the Schemes and of the qualifications and experience of potential Curators and Reporting Officers not being unduly restrictive. As a result, all the authorities have agreed to include those with relevant teaching qualifications and teaching experience with associated Court experience and family law knowledge who may apply to be curators/reporting officers. The local Faculties of Lawyers for Hamilton and Lanark have been made aware of this addition. 4.3. The Revised Scheme, attached as Appendix 1, covers processes and standards which will apply to: the establishment and maintenance of the Panel Appointments to the Panel 4.4. The most important requirements for those appointed to the Curators ad Litem and Reporting Officers Panel are: an ability to communicate effectively with child/parents and other agencies/professionals concerned awareness of the issues and implications of permanent substitute care for the children, the natural parents, and the substitute carers a working knowledge of relevant legislation and Court procedures 4.5. Recruitment to the Panel is managed via the Council’s Administration and Legal Services in consultation with the Sheriff Principal as detailed in the Revised Scheme appended to this report. 5. Employee Implications 5.1. There are no significant personnel implications arising from the updating of the scheme. 6. Financial Implications 6.1. The Scheme sets out the fees chargeable by the Curator ad Litem /Reporting Officers. It, therefore, regulates the fee which a Curator ad Litem/Reporting Officer can charge. It is proposed that the level of fees set by the Council from the date of agreement is a fixed fee of £600 for a joint appointment as Curator ad Litem and Reporting Officer, and a fixed fee of £550 for a single appointment as either Curator ad Litem or a Reporting Officer. For an additional child, the appointment will be a fixed fee of £200. This ensures a consistent approach to fees paid. The current scheme which has operated since 2014 stipulates fees of £300 per report with no reduced fee for additional children. 86
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6.1.1. It should be noted that to avoid significant costs being awarded on a time and line basis, and in recognition of increased payments within other local authorities, Curators’ claims in excess of those fees have been agreed by South Lanarkshire Council (SLC) as permitted within the current scheme and average £600. Previous time and line claims awarded were in the region of £1,500 and there were concerns that should this become normal practice, the costs to the Council would be significant. By deploying this approach which echoes the fees of the revised scheme for which approval is sought we have avoided larger claims from Curators/Reporting Officers which may be granted by Sheriffs. It is anticipated that under the Revised Scheme significant savings in fees would be made. 6.1.2. Funding for the appointment of Curator ad Litem and Reporting Officers is contained within the Service’s Professional Fees budget. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications associated with this report. 8. Other Implications 8.1. The implementation of the Scheme proposed in this report will ensure that a panel of Curator ad Litem and Reporting Officers is maintained in accordance with the Council’s statutory obligations ensuring compliance with the relevant regulations and reducing the risk of a shortage of Curators ad Litem and Reporting Officers. 8.1.1. The implementation of the Scheme will assist in continuing to ensure that Curators ad Litem and Reporting Officers have the qualifications and experience required to undertake their duties and support good decision making for children. 8.1.2. In setting out related fees chargeable it regulates the fee which a Curator ad Litem/Reporting Officer can charge and reduces risk of excessive fees being granted by Sheriffs. 9. Equality Impact Assessment and Consultation Arrangements 9.1. The Scheme attached to this report will help to ensure that children and young people who cannot live with their birth families are given the opportunities to grow up and thrive within alternative secure family settings. 9.2. The arrangements outlined in this report and appendices will assist the Council to comply with its statutory responsibilities. There are however no direct equalities implications arising from this report. 9.3. In developing this proposed Scheme there has been broad consultation with Sheriff Principals, Curators, other local authorities and the Hamilton and Lanark Faculties of Solicitors. Soumen Sengupta Director, Health and Social Care 20 October 2022 87
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Link(s) to Council Values/Priorities/Outcomes focused on people and their needs our children and young people thrive 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: - Jan Strain, Adoption and Fostering Manager Ext: 880 6457 (Phone: 01355 886457) Email: jan.strain@southlanarkshire.gov.uk 88
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1 Appendix Scheme for Curator ad Litem and Reporting Officers’ Panel South Lanarkshire Council requires to appoint a panel of persons from which Curators ad Litem (“Curators”) and Reporting Officers may be appointed. This scheme and attached appendices outline the appointment process for Curators and Reporting Officers and the terms of appointment. Definitions “Local Authority” means South Lanarkshire Council “Panel Member” means a person appointed to a panel of persons established in accordance with Regulation 3(1) of the Curators ad Litem and Reporting Officers (Panels) (Scotland) Regulations 2001. “Relevant Experience” means having a minimum of 5 years, demonstrable experience in (i) Family Law; (ii) Social Work working with children and their parents and carers (including experience of dealing with adoption and other long term substitute care arrangements and the issues associated with those arrangements); or (iii) Teaching working with children and their parents and carers, and having relevant experience of court practice and procedures and dealing with Family Law matters (including experience of dealing with adoption and other long term substitute care arrangements and the issues associated with those arrangements). “Relevant Legislation” includes but is not limited to Adoption and Children (Scotland) Act 2007, Curators ad Litem and Reporting Officers (Panels) (Scotland) Regulations 2001 as amended, Act of Sederunt (Sheriff Court Rules Amendment) (Adoption and Children (Scotland) Act 2007) 2009, Children (Scotland) Act 1995, Children’s Hearings (Scotland) Act 2011, Social Work (Scotland) Act 1968 and all subsequent amending legislation. “Relevant Qualifications” means being a (i) Solicitor or Solicitor Advocate, holding a current or who has previously held a practising certificate from the Law Society of Scotland; (ii) Advocate, being a practising Member of the Faculty of Advocates; (iii) Social Worker, holding or who has previously held a registration with the Scottish Social Services Council; or (iv) Teacher, holding or who has previously held a registration with the General Teaching Council for Scotland. “Services” means Curator ad Litem and Reporting Officer services 1. Qualifications and Experience The Panel Member shall, when submitting an application, confirm that he / she has:- 1. the Relevant Qualifications; 2. the Relevant Experience; 3. knowledge of the Relevant Legislation; and 4. the capacity to perform the duties of the role as identified in Paragraph 12 of the Act of Sederunt (Sheriff Court Rules Amendment) (Adoption and Children) (Scotland) Act 2007) 2009 2. Process for Nominations and Appointment to the Panel (i) The Local Authority shall invite nominations for persons as potential members of the panel from Sheriffs, other local authorities and such other persons as it may consider appropriate; (ii) The Local Authority may take such steps as it considers appropriate after consultation with the Sheriff Principal, including advertisement to secure the nominations of panel members, including making nominations itself; and (iii) Appendix 2 outlines the Nomination Application process. 3. Scheme Membership 1. The Panel Member acknowledges and agrees that her or she is appointed by the Court. The appointment is a public appointment, and the Panel Member is deemed to be a public office holder; 2. The Panel Member acknowledges that:- 12 89
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2 (a) the scheme membership does not constitute a contract of employment; (b) when providing the Services, he/she will be acting in an individual capacity; and 3. The Panel Member undertakes to disqualify himself/herself from appointment in cases where he /she has prior personal knowledge of any of the parties to the case or if the appointment in any way represents a conflict of interest, actual or perceived. 4. The Panel Member undertakes to submit reports in accordance with Paragraph 12(d) of the Act of Sederunt (Sheriff Court Rules Amendment) (Adoption and Children (Scotland) Act 2007) 2009. 4. Length of appointment (i) The initial appointment will be for a period not exceeding three years, or for such other period as the Sheriff Principal and the Local Authority consider appropriate. (ii) A Curator or Reporting Officer may apply to be re-appointed. Any application for re- appointment should be sent in advance to the Local Authority for consideration by it and the Sheriff Principal. Up to date information confirming the applicant’s continuing eligibility for appointment will be required. Any re-appointment shall be for a period not exceeding three years as determined by the Local Authority after consultation with the Sheriff Principal. 5. Termination of Appointment The Local Authority shall be entitled to terminate any appointment with immediate effect, without written notice, where: - (i) the Local Authority is satisfied that the Panel Member is unable, unfit or unsuitable to continue to carry out the functions of a Panel Member; (ii) the Sheriff Principal or any Sheriff or Summary Sheriff in the Sheriffdom reports to the Local Authority that the Panel Member is unable, unfit or unsuitable to continue to carry out the functions as Panel Member; or (iii) the Panel Member no longer meets the standard of qualifications or experience specified in Condition 1. 6. Confidentiality & Data Protection (i) The Panel Member will not include any information specifying prospective adopters’ or foster carers’ identity, location or employment in any report prepared in respect of the Services; (ii) The Panel Member will not specify in any report prepared in relation to the Services, the name of any child or children’s nursery, school or any other information that may lead to the identification of the prospective adopters or foster carers (iii) The Panel Member acknowledges that he/she will comply with the Data Protection Act 2018 as amended. 7. Expenses and fees (i) Payment for the provision of the Services will be made at the rates stated in the Fees and Expenses Table (Appendix 1], as revised from time to time, or as judicially determined by the Court at the option of the Panel Member. (ii) Claims for payment should be submitted to the Local Authority using the Fee Claim Form (Appendix 3) accompanied by a breakdown of hours worked and receipts for reasonable expenses. 90
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3 8. Insurance, Liability and indemnity (i) The Panel Member agrees to indemnify the Local Authority from and against any loss, damage, costs or liability incurred by the Local Authority from any breach by the Panel Member of his/her duties or inappropriate or negligent use of any of the data or information supplied to the Panel Member. Signed by Panel Member: Print Name: Date: 91
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4 APPENDIX 1 Fees and Expenses Table 1 Joint Appointment as Curator ad Litem and Reporting Officer (Appointment Fee) Fixed fee £600 Covers the first 10 hours of work which includes: Investigation, written report including interim report, written and verbal communications, attendance at hearings and meetings, contribution and administrative expenses. 2 Single Appointment as either Curator ad Litem or Reporting Officer (Appointment Fee) Fixed fee £550 Covers the first 10 hours of work which includes: Investigation, written report including interim report, written and verbal communications, attendance at hearings and meetings, contribution and administrative expenses. 3 Additional Child appointment fee - Joint Appointment as Curator ad Litem and Reporting Officer (Appointment Fee) Fixed fee £200 Covers the first 10 hours of work which includes: Investigation, written report including interim report, written and verbal communications, attendance at hearings and meetings, contribution and administrative expenses. 4 Additional Child appointment fee - Single Appointment as either Curator ad Litem or Reporting Officer (Appointment Fee) Fixed Fee £150 Covers the first 10 hours of work which includes: Investigation, written report including interim report, written and verbal communications, attendance at hearings and meetings, contribution and administrative expenses. 5 Daily Court attendance fee £30 per hour up to a maximum of £150 per day To be paid only after the first 10 hours referred to in the Appointment Fee have been completed. Includes the time spent travelling to and from a Court hearing and time spent at the hearing. 6 Additional Work not covered in paragraphs 1-5 above £30 per hour To be paid only for additional work not already covered or referred to in paragraphs 1-5 above which includes, but is not limited to, further investigation, additional written report, or further written/verbal communications. The Panel Member must seek prior authorisation from the Local Authority before commencing work on the foregoing. 7 Mileage £0.45 per mile Mileage 8 Exceptional accommodation or transport To be agreed with Relevant Local Authority Cannot be claimed retrospectively and can only be paid where the Panel Member has sought and received prior authorisation from the Local Authority. 92
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5 APPENDIX 2 Guide for Application - Curator ad Litem and / or Reporting Officer Panel for South Lanarkshire Council (“the Local Authority”) (“the Panel”) This guide is based on the rules for application and appointment set out in the Curators ad Litem and Reporting Officers (Panels) (Scotland) Regulations 2001/477 (Scottish SI). Nomination Process Please submit your application for Nomination to the Local Authority. This should be clearly marked for the attention of Administration and Legal Services, Finance and Corporate Resources, South Lanarkshire Council, Floor 11, Council Offices, Almada Street, Hamilton, ML3 0AA only. In order to avoid a conflict of interest your application will not be viewed or considered by any other official in any other Resource of the Local Authority. You need to list your qualifications and experience in the application. For guidance, please see the Contractual Terms and Conditions where the required “Relevant Experience” and “Relevant Qualifications” are defined. Please note that the Local Authority cannot accept your application unless you are able to demonstrate that you possess the relevant qualifications and experience. You also require to demonstrate that you have a Protecting Vulnerable Groups (PVG) Scheme Membership. Guidance on how to obtain membership can be found here; www.mygov.scot/pvg-scheme. You can apply to be a member of more than one panel if you wish. Once your application has been received, it will be processed by Administration and Legal Services of the Local Authority. If your application is accepted it will be passed to the Sheriff Principal. The Sheriff Principal and the Local Authority may consult Sheriffs, Summary Sheriffs, Sheriff Clerks, local Faculties/Bar Association and representatives of Local Authority’s Administration and Legal Services and Social Work Resources and others as he/she/it considers necessary with respect to the suitability of your appointment. If you are called for an interview; this will take place before the Sheriff Principal. The Sheriff Principal may invite representatives of the Local Authority‘s Administration and Legal Services to attend. The Local Authority will notify you of the outcome of your application. If your application is approved, the Sheriff Principal will nominate the candidate and the Local Authority will appoint the applicant to the Panel. The Sheriff Principal may, independently from this process, nominate individuals with the necessary qualifications and experience to the Panel. The Local Authority will upon receipt of nomination by the Sheriff Principal appoint that individual to the Panel Any decision in respect of your application is final and not subject to appeal. 93
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6 APPENDIX 3 Fee Claim Form To: SOCIAL WORK DEPARTMENT - CHILDCARE COUNCIL CLAIM FORM – CURATORS AD LITEM AND REPORTING OFFICERS 1 Name Address (to which payment will be forwarded) Court Serial No. of Petition FEES (1) Reporting Officer 2 £ (2) Curator ad litem £ (3) Combined Duties £ (4) Other expenses 3 £ (5) VAT (where appropriate) £ V.A.T. Registration No. Total Amount Claimed £ OTHER EXPENSES (i) Travelling (a) Fares – Bus/Train/Ferry/Air £ 1 This form should be returned to the Court with the report 2 Amount entered at (1), (2) or (3) above should be taken from the current list of fees 3 Items included should be expenses directly incurred in carrying out the duties of Curator ad litem / Reporting Officer and detailed overleaf 94
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7 Details of Journeys (b) Car travel miles at p per mile £ Parking fees £ Details of journeys (ii) Meals / Overnight Accommodation 4 £ (iii) Postage / Telephone Expenses 5 £ (iv) Miscellaneous 6 £ TOTAL £ 7 Signature of Claimant Date To be completed by Sheriff Clerk’s Office To be completed by Social Work Department I hereby certify that we are in receipt of the above report Signature Signature Designation Designation Date Date 4 Details of costs incurred, receipts should be attached in respect of accommodation 5 To be claimed at actual cost 6 Any other direct expenses incurred may be claimed here. Please detail the expenditure and indicate why it was necessary 7 This figure should be shown in (4) on previous page 95
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 16 November 2022 Report by: Director, Health and Social Care Subject: The Lanarkshire Care Academy 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] provide an update to the Committee on the adoption and development of the Care Academy approach in South Lanarkshire [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted; and (2) that it be noted that officers will provide updates on the approach as the Care Academy develops. [1recs] 3. Background 3.1. As Committee will recognise, Social Care – both in South Lanarkshire and across all of Scotland – continues to have to operate within an exceptionally challenging employment market. 3.2. The approved South Lanarkshire Council (SLC) Social Work Resources Workforce Plan outlines the key workforce challenges and the actions required to address these. 3.3. A key action within the Workforce Plan is to establish a Care Academy to better promote Social Care as a vocation in South Lanarkshire; reinforce and expand routes into a career in Social Care; and provide a much more explicit framework to enable the Council to ‘grow their own’ workforce to address workforce requirements. 3.4. The Care Academy is being progressed in such a manner as to provide a mechanism to further co-ordinate the activity of partners throughout Lanarkshire with a view to increasing the number of staff entering the Social Care and Health Care workforce. By doing this, the intention is to enable the Council and key partners to better address recruitment challenges and enhance capacity to meet increasing demands for services. 4. The Care Academy 4.1. The Care Academy is being progressed on a pan-Lanarkshire basis, so as to build upon existing and growing effective co-operation between both South Lanarkshire and North Lanarkshire Health and Social Care Partnerships (HSCPs): both in terms of co-ordination between the respective Councils; joint working between the Councils and NHS Lanarkshire; and Lanarkshire-wide services “hosted” by each HSCP. 13 97
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4.2. A Care Academy is already in place for North Lanarkshire, and so the plan is for that arrangement to be extended and developed on a Lanarkshire-wide basis in order to strengthen existing links; reduce duplication; streamline engagement with other partners; share learning; and enable this more structured approach to be established for South Lanarkshire more rapidly (the latter being particularly important given the workforce challenge). The vison of the existing North Lanarkshire HSCP Care Academy is ‘to deliver the future Health and Social Care workforce from the local population by encouraging more residents to choose a career from a broad range of opportunities.’ This vision aligns to the objectives set out in the South Lanarkshire Social Work Resource Workforce Plan - namely to maximise opportunities and create pipelines into Social Care as a career – and so should provide reassurance that this joint approach will be mutually beneficial to all the partners involved. 4.3. A pan-Lanarkshire approach then across SLC, North Lanarkshire Council (NLC) and NHS Lanarkshire (NHSL) will enhance the existing work across a range of Health and Social Care portfolios and enhance a collaborative approach in areas of mutual interest. 5. Current Position 5.1. The Council already has a range of initiatives which will fit into and enhance the Lanarkshire Care Academy, with examples as follows. 5.1.1. Modern Apprenticeships The Council has a well-established Modern Apprentice program across different vocational areas. For Social Care this is a two-year program and participants work alongside experienced employees towards achieving the SVQ level 3 qualification. There are currently 18 Social Care Modern Apprentices and there is planned recruitment for a further 23 in 2022/23. 5.1.2. Developing the Young Workforce The Council’s Youth Employability Service currently supports young people in the senior phase to develop skills and experiences in the Health and Social Care Sector. The Foundation Apprenticeship (FA) programme in Health and Social Care is delivered in partnership with South Lanarkshire College (SLC). Young people attend college, or an FA Hub established in South Lanarkshire secondary schools while taking part in a work placement and achieve an award at SCQF level 6. Health and Social Care FA work placements take place across a range of settings, including Social Work and Health Care. There are currently 37 SLC pupils engaged in an FA. 5.1.3. The GradU8 Programme supports young people to develop vocational skills across 12 subject areas including Social Care. The Social Care programme is delivered in partnership with SLC and New College Lanarkshire (NCL). There are currently 48 pupils undertaking the programme which will see them achieve qualifications at SCQF level 5. 5.1.4. Professional Apprentices In 2022/23 10 existing employees are being supported to undertake Professional Apprenticeships with SLC. They are doing SVQ 4, and are drawn from Care at Home, Adult Residential and Day Care Services. 98
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5.1.5. Employability SLC deliver in partnership, a range of employability programmes to support the health and care sector to recruit, develop and retain the right people to deliver high quality, person-centred care, and support. There are a range of employability services to support the sector and encourage a pipeline of talent to enter Social Care. South Lanarkshire Council has established a dedicated Employability Team to support the supply of suitable new recruits directly matched to the available job opportunities. In terms of Council positions, the Employability Teams (in conjunction with services and HR) offer a targeted and streamlined recruitment process to fast track unemployed residents. In addition, the Employability Team work directly with several independent care providers delivering Care at Home Services to people within local communities under contract to SLC. 5.1.6. Links with colleges The Council and the HSCP has links to colleges and universities which can be used to attract students into positions once they have completed their qualifications. This is done through a practice placement program for Social Workers. In addition, the Social Care Staff Supply Bank has been promoted through the colleges to enable students to gain experience at the Council while completing their studies. This academic year, 18 HNC placements have been offered to SLC – these are a mixture of HNC Social Services and HNC Health Care Practice. This creates a route for these students to secure posts in the Council once they have completed their qualification. 5.1.7. Keeping the Promise The Care Academy is being developed to support the commitment to Keep the Promise for care experienced children, young people and their families and promote opportunities for routes into a career in Social Care. As per the South Lanarkshire Corporate Parenting Strategy 2021-24, work is already undertaken with partners in further and higher education to ensure care experienced young people get continued support throughout their studies; to provide bespoke employability support to all care experienced young people who need it; and expand the care experienced pilot Into Work program and provide more places within the Council and NHS Lanarkshire. 6. Next Steps 6.1. Work is underway on a Memorandum of Understanding between North and South Lanarkshire Councils and NHSL to formalise a Lanarkshire-wide Care Academy. 6.2. A Steering Group is in place and have identified three foundation workstreams within which South Lanarkshire Council will be represented: Developing the Young Workforce Employability and Inclusion Recruitment, Attraction and Retention. 6.3. In addition, research undertaking by the Open University regarding removing barriers to learning for adults in high SMID area has identified the benefits of providing support for adult learners in South Lanarkshire. Using these findings, the Open University will work with local partners to access local learning. As this develops this work will be incorporated into the Care Academy activity. 99
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7. Employee Implications 7.1. Having a proactive workforce planning process in place, ensures an effective workforce is in place to deliver our services. A key action within the Workforce Plan is to establish a Care Academy. 8. Financial Implications 8.1. There are no costs associated with establishing a Lanarkshire-wide Care Academy nor undertaking the workforce planning process. Any financial implications that have been detailed in the approved Workforce Plan will be met within existing resources. 8.2. Planning for appropriate workforce arrangement demonstrates effective and efficient use of resources. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for Climate Change, sustainability, or the environment in terms of the information contained in this report. 10. Other Implications 10.1. This development of a Lanarkshire Care Academy will contribute to mitigating the workforce supply-side challenges described within the Resource Workforce Plan over the short-medium-and-long term. 11. Equality Impact Assessment and Consultation Arrangements 11.1. 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. 11.2. There is also no requirement to undertake any additional consultation in terms of the information contained in this report. Soumen Sengupta Director, Health and Social Care 28 October 2022. Link(s) to Council Values/Priorities/Outcomes focused on people and their needs working with and respecting others accountable, effective, efficient, and transparent ambitious, self-aware, and improving fair, open, and sustainable excellent employer Previous References Social Work Resources Committee, 7 September 2022 100
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List of Background Papers none 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: 845 4668 (Phone: 01698 454668) Email: Eileen.mcpake@southlanarkshire.gov.uk 101
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 16 November 2022 Report by: Director, Health and Social Care Subject: Bairns’ Hoose Update 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] update the Committee on the progress with the implementation of Bairns’ Hoose in South 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 are noted. 3. Background 3.1. The Scottish Government’s vision is that all children who are victims or witnesses to abuse or violence will have access to a Bairns’ Hoose by 2025. The term Bairns’ Hoose is adapted from the Icelandic term Barnahaus which literally means children’s house. Barnahaus was first implemented in Iceland in 1988 to respond to the special needs of children and brings together services in a “four rooms” approach with Child Protection, Health, Justice, and Recovery Services all made available in one setting. A key aim of the model is to reduce the number of times children must recount their experiences. A co-ordinated approach which places the needs of the children at the centre is at the core of the Barnahaus model. The Barnahaus model is based on the requirements of the United Nations Convention on the Rights of the Child (UNCRC). Bairns’ Hoose is aligned with #Keep the PROMISE and Getting it Right for Every Child to ensure children receive the right help at the right time. 3.2. Scope 3.2.1. Those eligible for inclusion in the Bairns’ Hoose are: children who are believed to have been victims to abuse or violence, which has caused or is likely to cause significant harm children under the age of criminal responsibility whose behaviour has caused significant harm or abuse 3.2.2. The national guidance for Child Protection in Scotland 2021 describes the responsibilities and expectations for all involved in protecting children in Scotland and provides a definition of significant harm. 14 103
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3.3. Child-friendly setting 3.3.1. The Bairns’ Hoose model offers a co-ordinated approach designed to reduce the number of times children have to recount their experiences to different professionals. All the care, support, and recovery a child and their family needs will be delivered under one roof. This child-centred model offers consistent and holistic support which enables the voice of the child to be heard and prevents children being retraumatised. 3.4. Target Group 3.4.1. Children who are suspected or have been subjected to violent crimes, unlawful deprivation of personal freedom, trafficking, children who have witnessed violence against a relative, women subjected to female genital mutilation. 3.5. Environment 3.5.1. The premises are located in residential areas and the interior is child friendly. Services provided include forensic interviews, medical examination, therapeutic services, family counselling/support. 3.6. How it functions 3.6.1. Bairns’ Hoose is described as having four rooms with different purposes/operations. It is a child-centred environment where the Police, forensic medicine, child and adolescent psychiatry can collaborate and plan the initial stages of an investigation. 3.7. Draft Bairns’ Hoose Standards 3.7.1. Draft Bairns’ Hoose (Scottish Barnahaus) national standards have been developed for Scotland and were published in August 2022. The national standards are out for consultation with a closing date for responses on 4 November 2022. (The Lanarkshire multi-agency consultation response will be ready for submission by the end of October 2022). The11 national standards are outlined below: 1. Key principles and the rights of the child 2. Collective, collaborative leadership 3. Inclusive Access 4. Design and Environment 5. Planning for Children 6. Interviews in the Bairns’ Hoose 7. Support through court and legal processes 8. Health and Wellbeing 9. Access to therapeutic recovery 10. Multi-disciplinary staff training and support; and 11. Prevention, sharing knowledge and support. 4. Progress and model for local implementation of Bairns’ Hoose 4.1. North and South Lanarkshire were chosen as a pilot site for implementation of the Scottish Child Interview Model (SCIRM) in 2020. The principles underpinning the Scottish Child interview model for Joint Investigative Interviews (JII) will be a fundamental part of Bairns’ Hoose. 4.2. The SCIRM is the new approach to JII of children who are victims or witnesses to abuse or violence as well as children under the age of criminal responsibility whose behaviour has caused significant harm or abuse. 104
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4.3. SCIRM for JII was staffed from within the existing establishment with no additional funding provided. Three experienced children and family’s Social Workers from the Camglen, Lanark and Hamilton localities were relocated to support this pilot. Since 2020 these Social Workers have continued to be co-located with Social Workers from North Lanarkshire and dedicated Police Officers in Police (Scotland) Offices in Blantyre. The local implementation of the SCIRM is overseen by a Lanarkshire implementation group chaired by a North Lanarkshire Children and Families Service Manager and a strategic group chaired by the Chief Social Work Officer from North Lanarkshire with partners from Social Work, NHS/Health Care, Police Scotland, the Scottish Children’s Reporters Administration (SCRA) and the Procurator Fiscal. These strategic groups will oversee the next steps of the Implementation of the Bairns’ Hoose Approach in Lanarkshire and a timeline will be attached to this plan. 4.4. Next Steps 4.4.1. At a national level the financial framework underpinning the implementation of Bairns’ Hoose has not yet been published. Locally, a full implementation plan for the Bairns’ Hoose project is being progressed at the Strategic Group in November 2022. Key factors included in strategic discussions going forward include who will be the lead authority for Bairns’ Hoose. The strategic group will also make recommendations on where the Bairns’ Hoose accommodation which meets the holistic requirements and adheres to the national standards will be located. To add to this, is staffing, funding and the wider implementation framework for the project. The local governance and reporting frameworks also need to be agreed. 5. Employee Implications 5.1. There is currently funding in place for 3 FTE Children and Families Social Workers and 0.5FTE Team Leader to undertake interviews, briefing and debriefings. Costings are outlined in the table below for information. Post title Number of posts Grade / SCP Hourly Rate Annual salary Gross salary (including on- costs 30.3%) Total Social Worker (Children and Families) 3.0 Grade 3 Level 4 / 72 - 74 £21.02 - £21.46 £38,359 - £39,162 £50,462 - £51,518 £151,386 - £154,554 Team Leader 0.5 Grade 3 Level 8 / 79 -80 £23.12 - £23.47 £42,191 - £42,830 £55,503 - £56,343 £27,751 - £28,171 6. Financial Implications 6.1. There will be additional financial implications for the building and staffing going forward but at the present time it is unclear what these costings will be for South Lanarkshire in the future. 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. Other Implications 8.1. There are no other risk implications associated with this report. 105
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9. Equality Impact Assessment and Consultation Arrangements 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 Equality Impact Assessment is required. However, an Equality Impact Assessment will be undertaken in advance of implementing a Bairns’ Hoose in Lanarkshire. Soumen Sengupta Director, Health and Social Care 10 October 2022 Link(s) to Council Values/Priorities/Outcomes Focussed on people and their needs Ambitious, self-aware and improving Our children and young people thrive Previous References none List of Background Papers Guidance on Joint Investigative Interviewing of Child Witnesses in Scotland, Scottish Government, 2011 National Guidance for Child Protection in Scotland, Scottish Government, 2021. Evidence and Procedure Review, Scottish Court Service, 2015. Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Diane Dobbie, Service Manager (Children and Justice) Ext: 3952 (Phone: 01698 453952) Email: diane.dobbie@southlanarkshire.gov.uk 106
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 16 November 2022 Report by: Director, Health and Social Care Subject: Notification of Contracts Awarded: April to September 2022 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide notification, in line with Standing Orders on Contracts, to Committee of contracts awarded by Social Work Resources during the period 1 April 2022 to 30 September 2022 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the details of the contracts awarded be noted. [1recs] 3. Background 3.1. It is a requirement of Clauses 21.8 and 22.5 of the Standing Orders on Contracts that details of the acceptance of all tenders above £50,000 be reported retrospectively to the relevant Committee for noting, other than those under Clause 21.3 where the award is not the lowest in a price only tender, or costs exceed the approved financial provision. In these instances, a report is submitted to the appropriate Committee and subsequent authority to award is granted by that Committee. 4. Contract Awards 4.1. Contracts awarded for the period 1 April to 30 September 2022, on the basis of lowest offer and/or most economically advantageous offer submitted, are detailed in Appendix 1. 5. Employee Implications 5.1. Contract management, including performance appraisal, will be undertaken by both Social Work Resources and the Procurement Service. 6. Financial Implications 6.1. Appropriate budgetary provision is available for each of the contracts awarded. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications associated with this report. 15 107
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8. Other Implications 8.1. There are no direct risks or implications for sustainability in terms of the information contained in this report. 9. Equality Impact Assessment and Consultation Arrangements 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. Soumen Sengupta Director, Health and Social Care 20 October 2022 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Social Work Resources Committee – 7 September 2022 List of Background Papers None 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 (Phone: 01698 455329) Email: emma.smith@southlanarkshire.gov.uk 108
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Appendix 1 Contracts Awarded by Social Work Resources over £50,000 in value Contractor CRN Value of Contract Awarded Date of Award Brief Description Contract Period The Advocacy Project SLC/PS/SW/21/007 £364,160.00 03 May 2022 Independent Advocacy Services 01/04/22 - 01/04/23 Speak Out Advocacy Project SLC/PS/SW/21/009 £275,200.00 03 May 2022 Independent Advocacy Services 01/05/22 - 01/04/23 Aberlour Child Care Trust SLC/PS/SW/21/011 £9,700,000.00 31 May 2022 Fostering and Continuing Care – call off from SXL Framework 01/07/22 - 30/06/24 (extension 30/06/25) Action for Children Barnardos Carevisions Fostering Ltd Carolina House Trust Dean & Cauvin Young People's Trust Foster Care Assoc Scotland Ltd Fostering People Scotland Ltd Fostering Relations Ltd Fosterplus (Fostercare) Ltd St Andrew’s Children Society Ltd Swiis foster care Scotland Ltd The Adolescent & Children's Trust The National Fostering Agency Kibble Education & Care Centre SLC/PS/SW/21/012 £2,300,000.00 01 April 2022 Secure Care Services Call-off from SXL 0219 Secure Care Services Framework 01/04/22 - 31/03/24 (extension 31/03/25) Rossie Young People's Trust St Mary’s, Kenmure The Good Shepherd Centre National Autistic Society SLC/PS/SW/21/071 £2,812,890.00 22 August 2022 Specialist Adult Supported Living - Daldorch House 01/08/22 - 31/07/27 (extension 31/07/29) 109
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SACRO SLC/PS/SW/21/087 £60,000.00 14 July 2022 Bail Mentoring and Support 01/04/22 - 28/02/23 (extension 31/12/223) Highfield Park SLC/PS/SW/21/091 £581,709.70 01 May 2022 Specialist Residential Care - Pine Cottages 01/05/22 - 31/10/23 (extension 31/10/24) Craegmoor Supporting You Ltd SLC/PS/SW/22/015 £434,232.00 01 July 2022 Negotiated - Provision of Care at Home Services 01/06/22 - 30/06/24 Trust Community Care Ltd SLC/PS/SW/22/026 £126,162.00 01 July 2022 Provision of Care at Home Services - Negotiated 01/07/22 - 30/06/24 Glasgow Science Centre Ltd SLC/PS/SW22/023 £106,820.00 29 June 2022 Technology Enabled Care (TEC) Zone - Blantyre Care Hub 13/05/22 - 30/09/22 110
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Contract extensions awarded over £50,000 in value Contractor CRN Value of Extension Date of Extension Brief Description Contract Extension period National Autistic Society SLC/PS/SW/21/066 £ 174,005 01 April 2022 Specialist Adult Supported Living – Daldorch House 01/04/2022 – 31/03/2023 Care at Home Framework providers: • Allied Healthcare Services Ltd • BJMCA Ltd t/a Bluebird Care (South Lanarkshire) • C-Change Scotland • Community Care Choice Ltd • Constance Care Ltd • Craegmoor Supporting You Ltd • Social Care Council of the Church of Scotland, operating as CrossReach • Crossroads Caring Scotland • ENABLE Scotland (Leading the Way) • GMD Community Services Ltd • Hazelhead Homecare Ltd • HRH Homecare Services Ltd • Keane Premier Support Services Ltd • Key Housing Association Ltd • Mears Care (Scotland) Ltd (now Cera Care) • Real Care Agency Ltd • SRS Care Solutions Ltd (SRS Partnership) SLC/PS/SW/16/015 £40,000,000 30 June 2022 Care at Home Framework 01/07/2022 – 30/07/2024 111
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• The Richmond Fellowship Scotland Ltd 121 Care at Home SLC/PS/SW/20/018 £ 500,000 30 June 2022 Care at Home Services – negotiated providers 01/07/2022 - 30/06/2024 Adigo Care Ltd SLC/PS/SW/20/034 £ 150,000 All New Beginnings Ltd SLC/PS/SW/20/019 £ 500,000 Angels Home Care Lanarkshire SLC/PS/SW/20/020 £ 500,000 ASAC Care Ltd t/a SLC/PS/SW/20/026 £ 500,000 Care1 Professional Services Ltd SLC/PS/SW/20/021 £ 500,000 Care Solutions Ltd SLC/PS/SW/20/022 £ 500,000 Enhance Living Support Services Ltd SLC/PS/SW/20/024 £ 500,000 ICare Group SLC/PS/SW/20/027 £ 500,000 Ion Care SLC/PS/SW/20/028 £ 500,000 JKL Services Ltd SLC/PS/SW/20/029 £ 500,000 Lica Home Care UK Ltd SLC/PS/SW/21/048 £ 115,236 Love@Care Ltd SLC/PS/SW/20/030 £ 500,000 Take Care at Home Ltd SLC/PS/SW/20/037 £ 96,030 112