Agenda Document Pack - Social Work Resources Committee - 22/05/2024
South Lanarkshire Council · 22 May 2024
Back to Social Work Resources Committee — 22 May 2024 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, 14 May 2024 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, 22 May 2024 Time: 10:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Margaret B Walker (Chair), Kirsty Williams (Depute Chair), Joe Fagan (ex officio), Alex Allison, John Anderson, John Bradley, Walter Brogan, Robert Brown, Archie Buchanan, Mathew Buchanan, Janine Calikes, Maureen Devlin, Mary Donnelly, Allan Falconer, Elise Frame, Celine Handibode, Graeme Horne, Martin Hose, Eileen Logan, Hugh Macdonald, Catherine McClymont, Richard Nelson, Carol Nugent, John Ross, Graham Scott, David Watson Substitutes Maureen Chalmers, Margaret Cooper, Poppy Corbett, Margaret Cowie, Colin Dewar, Geri Gray, Susan Kerr, Ross Lambie, Richard Lockhart, Elaine McDougall, Mark McGeever, Davie McLachlan, Bert Thomson 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Social Work Resources Committee held on 6 March 2024 submitted for approval as a correct record. (Copy attached) 5 - 12 Monitoring Item(s) 3 Social Work Resources - Revenue Budget Monitoring 2023/2024 Joint report dated 18 April 2024 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 13 - 20 4 Social Work Resources - Capital Budget Monitoring 2023/2024 Joint report dated 29 April 2024 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 21 - 24 5 Social Work Resources – Workforce Monitoring – January to March 2024 Joint report dated 11 April 2024 by the Executive Director (Finance and Corporate Resources) and Director, Health and Social Care. (Copy attached) 25 - 32 6 Social Work Resources’ Risk Register - Update Report dated 10 April 2024 by the Director, Health and Social Care. (Copy attached) 33 - 44 Item(s) for Decision 7 Social Work Resource Plan 2024/2025 Report dated 17 April 2024 by the Director, Health and Social Care. (Copy attached) 45 - 66 8 Justice Social Work - Modernisation Programme Update Joint report dated 22 April 2024 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources). (Copy attached) 67 - 72 Item(s) for Noting 9 Sustaining Social Work Children and Families Services: Budget Recovery Actions Update Joint report dated 3 May 2024 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources). (Copy attached) 73 - 80 10 The Lanarkshire Winter Plan 2023/2024 – Debrief Report dated 22 April 2024 by the Director, Health and Social Care. (Copy attached) 81 - 88 11 Response Process Regarding Mobility Aids in South Lanarkshire and Conflict Zones Report dated 29 April 2024 by the Director, Health and Social Care. (Copy attached) 89 - 92 2
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12 Notification of Contracts Awarded: 1 October 2023 to 31 March 2024 Report dated 25 April 2024 by the Director, Health and Social Care. (Copy attached) 93 - 98 Urgent Business 13 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Tracy Slater Clerk Telephone: 07385 370089 Clerk Email: tracy.slater@southlanarkshire.gov.uk 3
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SOCIAL WORK RESOURCES COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 6 March 2024 Chair: Councillor Margaret B Walker Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Walter Brogan, Councillor Robert Brown, Councillor Archie Buchanan, Councillor Mathew Buchanan, Councillor Janine Calikes, Councillor Margaret Cowie (substitute for Councillor Celine Handibode), Councillor Maureen Devlin, Councillor Mary Donnelly, Councillor Allan Falconer, Councillor Elise Frame, Councillor Graeme Horne, Councillor Martin Hose, Councillor Eileen Logan, Councillor Hugh Macdonald, Councillor Catherine McClymont, Councillor Richard Nelson, Councillor Carol Nugent, Councillor John Ross, Councillor Graham Scott, Councillor David Watson, Councillor Kirsty Williams (Depute) Councillors' Apologies: Councillor John Bradley, Councillor Joe Fagan (ex officio), Councillor Celine Handibode Attending: Finance and Corporate Resources G Booth, Finance Manager (Resources); E McPake, HR Business Manager; A Norris, Administration Assistant; 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); C Cunningham, Head of Commissioning and Performance; L Purdie, Head of Children and Justice Services 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Social Work Resources Committee held on 6 December 2023 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Social Work Resources – Revenue Budget Monitoring 2023/2024 A joint report dated 31 January 2024 by the Head of Finance (Strategy) and Director, Health and Social Care was submitted comparing actual expenditure for the period 1 April to 28 December 2023 against budgeted expenditure for 2023/2024 for Social Work Resources. As at 28 December 2023, there was a breakeven position against the phased budget, as outlined in Appendix A to the report. Following the Council’s probable Outturn exercise, the Resource also reported a breakeven position. Information was provided on the ongoing actions to manage budget pressures. 2 5
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Detailed variance explanations and proposed budget virements were detailed in appendices B to E to the report. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the breakeven position on the Social Work Resources’ revenue budget at 28 December 2023, and forecast to 31 March 2024 of a breakeven position, as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements be approved. [Reference: Minutes of 6 December 2023 (Paragraph 3) and Minutes of the Executive Committee of 24 January 2024 (Paragraph 3)] 4 Social Work Resources – Capital Budget Monitoring 2023/2024 A joint report dated 14 February 2024 by the Head of Finance (Strategy) and Director, Health and Social Care was submitted advising of progress on the Social Work Resources’ capital programme for 2023/2024 and summarising the expenditure position at 28 December 2023. The capital programme for Social Work Resources for 2023/2024 was £2.030 million. Anticipated spend to date was £1.391 million and spend to 28 December 2023 amounted to £1.537 million. This represented a position of £0.146 million ahead of profile and was a result of a timing issue with the data migration costs for the SWiSplus replacement project. Work had been ongoing to monitor the predicted spend position for this financial year and current estimates for the Resource suggested an outturn of £2.6 million, which was an overspend of £0.570 million. The majority of this variance was due to the timing of spend on both the Community Alarms – Analogue to Digital and SWiSplus replacement projects. The Committee decided: (1) that the Social Work Resources’ capital programme of £2.030 million, and expenditure to date of £1.537 million, be noted; and (2) that the projected outturn of £2.6 million be noted. [Reference: Minutes of 6 December 2023 (Paragraph 4)] 5 Social Work Resources – Workforce Monitoring – October to December 2023 A joint report dated 1 February 2024 by the Chief Executive and Director, Health and Social Care was submitted on the following employee information for Social Work Resources for the period October to December 2023:- 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 9 December 2023 6
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An officer responded to members’ questions on various aspects of the report and undertook to provide a breakdown of the reasons for absences. The Committee decided: that the report be noted. [Reference: Minutes of 6 December 2023 (Paragraph 5)] 6 Social Work Resource Plan – Quarter 2 Progress Report 2023/2024 A report dated 20 December 2023 by the Director, Health and Social Care was submitted on the Social Work Resource Plan Quarter 2 Progress Report 2023/2024 for the period 1 April to 30 September 2023. Details were provided on:- progress made against all Resource Plan measures, as detailed in Appendix 2 to the report key achievements made by the Resource to date, as detailed in Section 5.3 of the report areas for improvement and associated management actions, as detailed in Section 5.4 of the report Officers responded to members’ questions on various aspects of the report and undertook to submit reports to a future meeting of the committee on the Unpaid Work Service and Scottish Children’s Reporter Administration reports. The Committee decided: (1) that the Social Work Resource Plan Quarter 2 Progress report for 2023/2024, as detailed in Appendix 2 to the report, be noted; (2) that the key achievements made by the Resource to date, as detailed in paragraph 5.3 of the report, be noted; and (3) that the areas for improvement and associated management actions, as detailed in paragraph 5.4. to the report, be noted. [Reference: Minutes of 3 May 2023 (Paragraph 7)] 7 Social Work Resource Risk Register - Update A report dated 14 February 2024 by the Director, Health and Social Care was submitted on risk management arrangements and the Risk Register for Social Work Resources. The Resource had followed Council guidance in developing, monitoring and updating its Risk Control Register on an ongoing basis. The scoring matrix and definitions for likelihood and impact were outlined in Appendix 1 to the report. This had resulted in risks being scored between 1 to 25 (low to very high). Risks were scored on their inherent risk (risk if nothing was done) and their residual risk (risk after applying controls). The top risks presented to Committee at its meeting on 6 December 2023 had been reviewed and updated, together with the risk descriptors and controls, as detailed in Appendix 2 to the report. The format of the Resource’s Risk Register had also been reviewed and updated. 7
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Information was provided on:- additional risks, as detailed in Appendix 3 to the report implications arising from the National Care Service Bill the Year End Risk Management Report (2022/2023) and Review of Council's Top Risks (2023/2024) the Integration Joint Board risk register The Committee decided: (1) that the report be noted; and (2) that the set of top risks for Social Work Resources be approved. [Reference: Minutes of 6 December 2023 (Paragraph 7)] 8 Sustaining Social Work Children and Families Services - Budget Recovery Actions A joint report dated 22 February 2024 by the Director, Health and Social Care and Chief Executive was submitted providing an update on actions to address the projected £10.6 million cost pressure for Children and Families Services for 2024/2025. Appendix 1 to the report provided a breakdown of actual budget against projected pressures for 2023/2024. With the expected continuation of those pressures into 2024/2025, there was a projected budget shortfall of £10.6 million. Information was provided on:- work being undertaken to manage this budget pressure, including the adoption of the Sustainability and Value Option Appraisal Screening Scale, attached as Appendix 2 to the report, which was designed to ensure that options to address the budget gap were appraised, prioritised and presented for consideration in a manner consistent with statutory obligations and professional requirements future options to further support bringing spend into line with the budget, which included:- the commissioning of a new Intensive Family Support Service to address high cost residential placements and reduce reliance on future placements a review and update of policies and procedures service reviews a review and update of contracts a review of the use of estate The outcome of the reviews would be reported to a future meeting of the Committee. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the report be noted; (2) that the Sustainability and Value Option Appraisal Screening Scale, attached as Appendix 2 to the report, be endorsed to support option development and decision-making to protect the provision of statutory duties that supported the most vulnerable; 8
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(3) that the commissioning of an Intensive Family Support Service be noted; and (4) that the review of the policies, procedures, services, contracts and use of estate, be noted. 9 Justice Social Work Whole Systems Approach - Service Development and Capacity Building A joint report dated 19 February 2024 by the Director, Health and Social Care and Chief Executive was submitted providing an update on the Whole System Approach (WSA) within Justice Services to support early and effective interventions and preferred outcomes for young people in conflict with the law. Information was provided on the Justice Services’ service re-design scoping exercise to explore alternative models of service delivery as part of the locality based social work modernisation programme. This work started in March 2023 and concluded in November 2023. Evidence from this review endorsed Justice Services’ commitment to increasing an early intervention and trauma informed approach to working with young people. This included drawing from national research that supported the extension of the WSA model to some areas of support for young people up to the age of 25, particularly those who were care experienced and had neurodiversity issues. It was proposed that a responsive person-centred approach be taken to young people aged 16 to 25 years who were at risk of entering the justice system to beyond custody. To support this approach, it was considered that local capacity should be enhanced and that the following posts be added to the Social Work Resources’ staffing establishment, on a temporary basis, for a period of 23 months:- 1 Full-time Equivalent (FTE) post of Peer Mentor on Grade 1, Level 4, SCP 30-31 (£24,800 to £25,111) 1 FTE post of Social Work Assistant on Grade 2, Level 2-4, SCP 39-57 (£27,793 to £34,764) The posts would be funded from the existing Section 27 budget. The Committee decided: (1) that the report be noted; (2) that Justice Social Work Services’ re-design preferred outcome model for the WSA service be noted; and (3) that the additions to the Social Work Resources’ staffing establishment for a period of 23 months, as detailed in the report, be approved. 10 Chief Social Work Officer Annual Report 2022/2023 A report dated 29 December 2023 by the Director, Health and Social Care was submitted on the Chief Social Work Officer (CSWO) Annual Report 2022/2023. There was a statutory requirement for all local authorities to appoint a professionally qualified CSWO who must be registered with the Scottish Social Services Council (SSSC). The role of the CSWO was to provide professional advice and guidance to local authorities, elected members and officers in the provision of social work services. The CSWO also had responsibility for overall performance improvements and the identification and management of corporate risk insofar as those related to social work services. 9
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The CSWO was required to prepare an annual report of activity, which followed a standardised reporting framework, for submission to the Chief Social Work Advisor for Scotland. Information was provided on the content of the CSWO’s Annual Report 2022/2023, attached as an appendix to the report. The CSWO responded to a member’s questions in relation to support for carers. The Committee decided: that the Chief Social Work Officer Annual Report 2022/2023, attached as an appendix to the report, be noted. [Reference: Minutes of 15 February 2023 (Paragraph 9)] 11 Family Support Strategy – Family Support Hubs A report dated 1 February 2024 by the Director, Health and Social Care was submitted providing an update on the Family Support Strategy within Social Work Resources. The Promise identified the need to significantly upscale Family Support Services and identified whole family support as a priority in the Plan 2021 to 2024. In response to this, the Scottish Government committed to investing £500 million Whole Family Wellbeing Funding (WFWF) over the lifetime of the Parliament to support the whole system transformational change required to reduce the need for crisis intervention and shift investment towards prevention and early intervention. The funding awarded to South Lanarkshire was £1.827 million per annum. Information was provided on:- the implementation and progress of the Whole Family Wellbeing Strategy, the aim of which was to build capacity and improve preventive services and early support to families, supporting the delivery of the Plan 2021 to 2024 the impact of the locality-based Family Support Hubs, launched in September 2022, with the year 1 Annual Report attached as an appendix to the report The Committee decided: (1) that the progress made in the delivery of the Plan 2021 to 2024 and the development of a Whole Family Wellbeing Strategy be noted; and (2) that the year 1 Family Support Hub Annual Report, attached as Appendix 1 to the report, and the progress made in shifting resources to community-based support that aimed to enhance earlier help and family support services, be noted. 12 Notification of Contracts Awarded - April to September 2023 A report dated 1 November 2023 by the Director, Health and Social Care was submitted on contracts awarded by Social Work Resources in the period 1 April to 30 September 2023. 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. Officers responded to a member’s questions in relation to support for carers. The Committee decided: that the report be noted. 10
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13 Urgent Business There were no items of urgent business. 11
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 22 May 2024 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources - Revenue Budget Monitoring 2023/2024 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 2023 to 23 February 2024 for Social Work Resources provide a forecast for the year to 31 March 2024 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [re (1) that the forecast to 31 March 2024 of a breakeven position after proposed transfers to reserves, as detailed in Appendix A of the report, be noted; (2) that a breakeven position as at 23 February 2024, as detailed in Appendix A, after proposed transfers to reserves be noted; and (3) that the proposed budget virements be approved. [1recs] 3. Background 3.1. This is the fifth revenue budget monitoring report presented to the Social Work Resources Committee for the financial year 2023/2024. 3.2. The Resource has completed its formal probable outturn exercise for the year. This exercise identifies the expected spend to 31 March 2024. Details are included in Section 5. 3.3. 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. Probable Outturn: Following the Council’s probable outturn exercise, the Resource is reporting a breakeven position. The Resource position is outlined in Appendix A. 3 13
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5.2. Children and Families: As reported previously, one-off funding totalling £9.2 million is being used in 2023/2024 to contribute towards the residual pressures of residential placements and fostering and kinship care, some of which is a legacy from the pandemic. 5.3. Ongoing actions to manage the budget pressures have been implemented for the remainder of 2023/2024. In addition, the Resource is working towards managing the overall budget pressure in Children and Families into 2024/2025. This is covered further in the Sustaining Social Work Children and Families Services: Budget Recovery Actions Update report to this Committee. 5.4. Adult and Older People: The Adult and Older People position at Appendix C shows a breakeven position. Included within this position is a commitment in relation to the Integration Joint Board (IJB) in relation to specific funding which is not anticipated to spend this financial year (£1.272m). As this is an underspend on the Council’s contribution to the IJB, this could have been retained by the Council, however this assumed commitment allows the IJB to retain this non-recurring underspend. 5.5. The Executive Committee, on 24 January 2024, approved that the IJB retains this non-recurring underspend within their reserves, earmarked for future care costs. 5.6. The IJB, on 26 March 2024, approved the use of the £1.272m to address the balance of the social care services funding gap for 2024/25 and as a contribution to non-recurring bridging funding to support the implementation of the proposed 2024/2025 savings recognising that they will take time to implement. 5.7. Period 12: As at 23 February 2024, there is a breakeven position after proposed transfer to reservices. Detailed variance explanations, and proposed budget virements, are outlined in Appendices B to E, 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 2023/2024. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 8. 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. 14
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Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 18 April 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 24 January 2024 List of Background Papers Financial Ledger and budget monitoring results to 23 February 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Graham Booth, Finance Manager Ext: 2699 (Tel: 01698 452699) Email: Graham.Booth@southlanarkshire.gov.uk 15
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 23 February 2024 (No.10) Social Work Resources Summary Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 23/02/24 Actual 23/02/24 Variance 23/02/24 % Variance 23/02/24 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 120,288 119,282 1,006 1,006 105,775 105,094 681 Under 0.6% Property Costs 4,538 4,278 260 260 3,686 3,689 (3) Over -0.1% Supplies & Services 5,873 6,372 (499) (499) 4,568 4,511 57 Under 1.2% Transport & Plant 4,692 4,955 (263) (263) 4,103 4,406 (303) Over -7.4% Administration Costs 1,934 1,993 (59) (59) 1,269 1,327 (58) Over -4.6% Payments to Other Bodies 25,928 26,079 (151) (151) 23,728 23,787 (59) Over -0.2% Payments to Contractors 139,599 140,374 (775) (775) 116.811 117,517 (706) Over -0.6% Transfer Payments 4,576 4,712 (136) (136) 4,239 4,375 (136) Over -3.2% Financing Charges 402 432 (30) (30) 37 48 (11) Over -29.7% Total Controllable Exp. 307,830 308,477 (647) (647) 264,216 264,754 (538) Over -0.2% Total Controllable Inc. (68,508) (69,153) 647 647 (59,095) (59,633) 538 Under recovered -0.9% Net Controllable Exp. 239,322 239,322 0 0 205,121 205,121 0 - 0.0% Transfer to reserves as at (31/03/24) 0 0 0 0 0 0 0 n/a Position after Transfer to Reserves (31/03/24) 239,322 239,322 0 0 205,121 205,121 0 - 0.0% Variance Explanations Variance explanations are shown in Appendices B-E. Budget Virements Budget virements are shown in Appendices B-E. 16
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 23 February 2024 (No.12) Children and Families Services Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 23/02/24 Actual 23/02/24 Variance 23/02/24 % Variance 23/02/24 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 19,971 19,149 822 822 17,834 17,146 688 Under 3.9% 1 Property Costs 535 538 (3) (3) 403 402 1 Under 0.2% Supplies & Services 597 725 (128) (128) 458 501 (43) Over -9.4% Transport & Plant 628 752 (124) (124) 519 653 (134) Over -25.8% 2 Administration Costs 328 404 (76) (76) 265 310 (45) Over -17.0% Payments to Other Bodies 11,011 10,958 53 53 9,886 9,771 115 Under 1.2% 3 Payments to Contractors 12,727 13,794 (1,067) (1,067) 10,661 11,845 (1,184) Over -11.1% 4 Transfer Payments 4,563 4,680 (117) (117) 4,228 4,329 (101) Over -2.4% 5 Financing Charges 19 42 (23) (23) 2 7 (5) Over -250.0% Total Controllable Exp. 50,379 51,042 (663) (663) 44,256 44,964 (708) Over -1.6% Total Controllable Inc. (1,436) (1,809) 373 373 (1,051) (1,380) 329 Over recovered -31.3% 6 Net Controllable Exp. 48,943 49,233 (290) (290) 43,205 43,584 (379) Over -0.9% Transfer to reserves as at (31/03/24) 0 0 0 0 0 0 0 n/a Position after Transfer to Reserves (31/03/24) 48,943 49,233 (290) (290) 43,205 43,584 (379) Over -0.9% Variance Explanations 1. Employee costs This is an underspend due to vacancies, mainly with Social Workers, which are being actively recruited. 2. Transport & Plant This overspend has arisen from the requirement for transport for both children in the community and looked after children. 3. Payment to Other Bodies The non-recurring underspends are in relation to funding to develop a supported accommodation service. 4. Payment to Contractors This overspend is a result of the continuing increased requirement for children’s residential school and external placements. 5. Transfer Payments This overspend is a result of increasing demand for Kinship Care. 6. Income The over recovery of income mainly relates to funding received from the Home Office due to an increase in the number of unaccompanied asylum- seeking young people being supported. Budget Virements None. 17
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 23 February 2024 (No.12) Adult and Older People Services Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 23/02/24 Actual 23/02/24 Variance 23/02/24 % Variance 23/02/24 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 87,752 88,025 (273) (273) 76,879 77,410 (531) Over -0.7% 1 Property Costs 3,321 3,015 306 306 2,695 2,667 28 Under 1.0% Supplies & Services 4,746 5,078 (332) (332) 4,035 3,867 168 Under 4.2% 2 Transport & Plant 3,705 3,897 (192) (192) 3,243 3,469 (226) Over -7.0% 3 Administration Costs 760 741 19 19 683 718 (35) Over -5.1% Payments to Other Bodies 14,221 14,370 (149) (149) 13,375 13,492 (117) Over -0.9% 4 Payments to Contractors 126,833 126,541 292 292 106,111 105.633 478 Under 0.5% 5 Transfer Payments 7 20 (13) (13) 6 33 (27) Over -450.0% Financing Charges 55 57 (2) (2) 19 23 (4) Over -21.1% Total Controllable Exp. 241,400 241,744 (344) (344) 207,046 207,312 (266) Over -0.1% Total Controllable Inc. (59,148) (59,492) 344 344 (52,066) (52,332) 266 Over recovered -0.5% 6 Net Controllable Exp. 182,252 182,252 0 0 154,980 154,980 0 - 0.0% Transfer to Reserves as at (31/03/24) 0 0 0 0 0 0 0 n/a Position after Transfer to Reserves (31/03/24) 182,252 182,252 0 0 154,980 154,980 0 - 0.0% Variance Explanations 1. Employee costs The overspend has arisen from additional costs being incurred within the Home Care scheduling service to ensure vacant shifts are covered. The vacancies are due to recruitment and retention challenges. This is offset in part by an underspend due to vacancies across Social Workers, day care staff and Home Carers. 2. Supplies & Services This is a non-recurring underspend on IT equipment due to lower than anticipated spend in 2023/24. 3. Transport & Plant The overspend relates to an increase in taxi provision for day services and additional vehicles within Home Care services, some of which have now been off hired. 4. Payments to Other Bodies The overspend is a result of an increase in demand for Direct Payments under Self Directed Support legislation. 5. Payments to Contractors This underspend partly relates to Care Homes based on current commitments and transitional funding for Home Support being less than required in year. 6. Income The over recovery of income relates to non-recurring income received from service users in respect of prior year care costs being higher than budgeted. Budget Virements None. 18
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Appendix D SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 23 February 2024 (No.12) Performance and Support Services Annual Budget Forecast for Year BEFORE Transfer Annual Forecast Variance BEFORE Transfer Annual Forecast Variance AFTER Transfer Budget Proportion 23/02/24 Actual 23/02/24 Variance 23/02/24 % Variance 23/02/24 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 5,369 5,169 200 200 4,760 4,483 277 Under 5.8% 1 Property Costs 595 607 (12) (12) 505 509 (4) Over -0.8% Supplies & Services 453 468 (15) (15) 21 71 (50) Over -238.1% Transport & Plant 251 184 67 67 243 182 61 Under 25.1% 2 Administration Costs 278 280 (2) (2) 242 227 15 Under 6.2% Payments to Other Bodies 56 80 (24) (24) 5 31 (26) Over -520.0% Payments to Contractors 0 0 0 0 0 0 0 - n/a Transfer Payments 0 0 0 0 0 0 0 - n/a Financing Charges 319 319 0 0 16 16 0 - 0.0% Total Controllable Exp. 7,321 7,107 214 214 5,792 5,519 273 Under 4.7% Total Controllable Inc. (635) (606) (29) (29) (164) (140) (24) Under recovered 14.6% Net Controllable Exp. 6,686 6,501 185 185 5,628 5,379 249 Under 4.4% Transfer to Reserves as at (31/03/24) 0 0 0 0 0 0 0 Position after Transfer to Reserves as at (31/03/24) 6,686 6,501 185 185 5,628 5,379 249 Under 4.4% Variance Explanations 1. Employee costs This is an underspend due to vacancies which are being actively recruited, mainly within Admin and Clerical staff. 2. Transport and Plant This underspend relates to Fleet Service Charges for Drivers being lower than budgeted due to services for voluntary groups having ceased. Budget Virements None. 19
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Social Work Resources Committee: Period Ended 23 February 2024 (No.12) Justice Services Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 23/02/24 Actual 23/02/24 Variance 23/02/24 % Variance 23/02/24 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 7,196 6,939 257 257 6,302 6,055 247 Under 3.9% 1 Property Costs 87 118 (31) (31) 83 111 (28) Over -33.7% Supplies & Services 77 101 (24) (24) 54 72 (18) Over -33.3% Transport & Plant 108 122 (14) (14) 98 102 (4) Over -4.1% Administration Costs 568 568 0 0 79 72 7 Under 8.9% Payments to Other Bodies 640 671 (31) (31) 462 493 (31) Over -6.7% Payments to Contractors 39 39 0 0 39 39 0 - 0.0% Transfer Payments 6 12 (6) (6) 5 13 (8) Over -160.0% Financing Charges 9 14 (5) (5) 0 2 (2) Over n/a Total Controllable Exp. 8,730 8,584 146 146 7,122 6,959 163 Under 2.3% Total Controllable Inc. (7,289) (7,248) (41) (41) (5,814) (5,781) (33) Under recovered 0.6% Net Controllable Exp. 1,441 1,336 105 105 1,308 1,178 130 Under 9.9% Transfer to Reserves as at (31/03/24) 0 0 0 0 0 0 0 n/a Position after Transfer to Reserves (31/03/24) 1,441 1,336 105 105 1,308 1,178 130 Under 9.9% Variance Explanations 1. Employee Costs This is an underspend due to vacancies which are being actively recruited. Budget Virements None. 20
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 22 May 2024 Report by: Executive Director (Finance and Corporate Resources) Director, Health and Social Care Subject: Social Work Resources - Capital Budget Monitoring 2023/2024 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 2023 to 23 February 2024 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Social Work Resources’ capital programme of £2.030 million, and expenditure to date of £1.895 million, be noted; and (2) that the projected outturn of £2.6 million be noted. 3. Background 3.1. This is the fifth capital monitoring report presented to the Social Work Resources Committee for the financial year 2023/2024. 3.2. As noted in the last capital monitoring report to this Committee (6 March 2024), the budget for Social Work Resources for financial year 2023/2024 was £2.030 million. There has been no change to this budget since this 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. 2023/2024 Capital Programme Update As detailed in Section 3.2, the 2023/2024 capital programme for Social Work Resources is £2.030 million. 5.2. 2023/2024 Outturn As reported previously to this Committee, the predicted spend position for this financial year for Social Work Resources suggested an outturn of £2.6 million, meaning additional spend of £0.570 million in year. The majority of this is earlier than anticipated spend on both Community Alarms – Analogue to Digital, and Swis Plus Replacement projects, resulting in additional budget being required in 2023/2024 rather than 2024/2025. Funding for the overall spend on these projects has already been identified into next financial year. 4 21
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5.3. The year-end position is currently being finalised and this will be reported to the Executive Committee on the 26 June 2024. The final position for the Social Work Resources programme will be reported to the next Committee on 21 August 2024. 5.4. Period 12 Position Anticipated spend to date was £1.850 million and spend to 23 February 2024 amounts to £1.895 million, resulting in Social Work Resources being £0.045 million ahead of programme. This is a timing issue only with spend on the Community Alarms project occurring earlier than originally anticipated. This is in line with the outturn reported at Section 5.2. 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 that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment Management Meetings. 8. 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. Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 29 April 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Social Work Resources Committee, 6 March 2024 List of Background Papers ▪ Financial ledger to 23 February 2024 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 22
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Appendix A South Lanarkshire Council Capital Expenditure 2023-2024 Social Work Resources Programme For Period 1 April 2023 – 23 February 2024 Social Work Resources Base Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Budget to Date £000 Actual Expenditure £000 Community Alarms - Analogue to Digital 1,232 - - 1,232 1,141 1,236 Swis Plus Replacement 798 - - 798 709 659 TOTAL 2,030 - - 2,030 1,850 1,895 23
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 22 May 2024 Report by: Executive Director (Finance and Corporate Resources) and Director, Health and Social Care Subject: Social Work Resources – Workforce Monitoring – January to March 2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for January to March 2024 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 January to March 2024 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 9 March 2024 [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 January to March 2024. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of March 2024 for Social Work Resources. The Resource absence figure for March 2024 was 7.9%, this figure remains unchanged when compared to the previous month and is 1.6% higher than the Council-wide figure. Compared to March 2023, the Resource absence figure has decreased by 0.3%. Based on the absence figures at March 2024 and annual trends, the annual average absence for the Resource for 2023/2024 is 7.2%, compared to a Council-wide average figure of 5.4%. 5 25
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Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health, which include medical examinations and physiotherapy, overall, 400 referrals were made this period. This represents an increase of 3 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 54 accidents/incidents recorded within the Resource this period, a decrease of 8 when compared to the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 8 disciplinary hearings were held within the Resource, this figure has increased by 6 when compared to the same period last year. No appeals were heard by the Appeals Panels. No appeals panels were pending. One grievance hearing was raised within the Resource, this figure has increased by 1 when compared to the same period last year. No Dignity at Work complaints were raised within the Resource, this figure remains unchanged when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2) There was a total of 39 leavers in the Resource this period eligible for an exit interview. This figure has increased by 2 when compared with the same period last year. Ten exit interviews were conducted in this period, a decrease of 4 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 January to March 2024, 69 employees (52.05 FTE) in total left employment. Managers indicated that 59 posts (46.39 FTE) were being replaced, 4 posts (0.95 FTE) were due to the end of fixed term contracts, 5 posts (3.71 FTE) are being held pending service reviews and 1 post (1.00 FTE) is planning on being removed for savings. 5. Staffing Watch 5.1. There has been a decrease of 31 in the number of employees in post from 9 December 2023 to 9 March 2024. 6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 26
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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. Jackie Taylor Executive Director (Finance and Corporate Resources) Professor Soumen Sengupta Director, Health and Social Care 11 April 2024 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 Finance and Corporate Resources – 6 March 2024 List of Background Papers Monitoring information provided by Finance and Corporate Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Eileen McPake, HR Business Manager Ext: (Tel: 01698 454647) E-mail: Eileen.McPake@southlanarkshire.gov.uk 27
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2021 / 2022 2022 / 2023 2023 / 2024 2021 / 2022 2022 / 2023 2023 / 2024 2021 / 2022 2022 / 2023 2023 / 2024 2021 / 2022 2022 / 2023 2023 / 2024 % % % % % % % % % % % % April 4.5 6.2 6.5 April 9.6 12.6 9.4 April 6.2 8.3 7.4 April 4.3 5.6 5.1 May 5.0 5.7 5.8 May 9.3 10.1 8.4 May 6.5 7.1 6.6 May 4.9 5.4 5.1 June 3.9 5.9 5.5 June 7.6 11.3 8.6 June 5.2 7.6 6.5 June 4.7 5.3 4.7 July 6.1 6.0 5.4 July 10.3 11.8 8.8 July 7.5 7.9 6.5 July 4.0 4.6 3.8 August 7.3 6.0 4.8 August 10.2 10.8 8.6 August 8.2 7.5 6.0 August 4.7 4.4 4.1 September 7.6 5.9 5.6 September 10.3 9.6 9.3 September 8.5 7.1 6.8 September 6.4 5.4 5.3 October 6.9 5.8 6.5 October 11.3 10.4 8.5 October 8.4 7.3 7.1 October 6.3 5.8 5.1 November 6.2 6.0 7.3 November 10.8 10.4 9.0 November 7.7 7.4 7.8 November 6.9 6.5 6.2 December 5.5 6.4 7.4 December 11.1 10.6 9.5 December 7.3 7.7 8.1 December 6.9 7.0 6.6 January 7.4 5.2 7.0 January 13.0 12.0 10.3 January 9.2 7.4 8.1 January 7.0 5.8 6.1 February 7.5 5.8 7.0 February 10.1 11.0 9.9 February 8.3 7.5 7.9 February 6.6 5.9 6.4 March 8.0 7.0 7.1 March 12.8 10.9 9.4 March 9.5 8.2 7.9 March 7.9 6.4 6.3 Annual Average 6.3 6.0 6.3 Annual Average 10.5 11.0 9.1 Annual Average 7.7 7.6 7.2 Annual Average 5.9 5.7 5.4 1850 1039 2889 16065No of Employees at 31 March 2024 No of Employees at 31 March 2024 No of Employees at 31 March 2024 No of Employees at 31 March 2024 Appendix 1 Absence Trends - 2021/2022, 2022/2023 & 2023/2024 Social Work Resources APT&C Council WideResource TotalManual Workers 28
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Jan - Mar Jan - Mar 2023 2024 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 121 127 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 1 2 TOTAL 397 400 Jan - Mar Jan - Mar 2023 2024 Specified Injuries* 1 0 Over 7 day absences 1 0 Over 3 day absences** 1 1 Minor 25 22 Near Miss 0 1 Violent Incident: Physical**** 23 24 Violent Incident: Verbal***** 11 6 Total Accidents/Incidents 62 54 Jan - Mar Jan - Mar 2023 2024 Total Number of Hearings 2 8 Time Taken to Convene Hearing October - January to March 2024 0-3 Weeks 4-6 Weeks Over 6 Weeks 5 2 1 Jan - Mar Jan - Mar 2023 2024 Number of Grievances 0 1 Still in Progress 0 1 Jan - Mar Jan - Mar 2023 2024 Number of Incidents 0 0 Jan - Mar Jan - Mar 2023 2024 Career Advancement 7 4 Child Caring / Caring Responsibilities 1 1 Disatisfaction with terms and conditions 1 0 Further Education 1 1 Moving outwith area 2 1 Personal Reasons 1 2 Other 1 1 Number of Exit Interviews conducted 14 10 Total Number of Leavers Eligible for Exit Interview 37 39 Percentage of interviews conducted 38% 26% Appendix 2 112 136 31 5 SOCIAL WORK RESOURCES 132 130 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 29
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FTE H/C FTE H/C Terminations/Leavers 52.05 69 225.23 327 Being replaced 46.39 59 205.22 266 Filling on a temporary basis 0.00 0 1.81 33 Plan to transfer this budget to another post 0.00 0 0.95 1 End of fixed term contract 0.95 4 3.24 9 Held pending service Review 3.71 5 12.01 15 Plan to remove for savings 1.00 1 2.00 3 Reason Cumulative totalJanuary to March 2024 Appendix 2a 30
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As at 9 March 2024 Total Number of Employees F/T P/T F/T P/T 202 203 994 1297 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 327.92 1441.30 496.46 56.30 34.35 0.00 0.00 0.00 2359.33 As at 9 December 2023 Total Number of Employees F/T P/T F/T P/T 200 210 1001 1316 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 333.37 1458.96 525.30 31.80 33.75 0.00 0.00 0.00 2386.18 Salary Bands MALE FEMALE TOTAL 2727 *Full - Time Equivalent No of Employees Appendix 3 JOINT STAFFING WATCH RETURN SOCIAL WORK RESOURCES *Full - Time Equivalent No of Employees Salary Bands 2696 MALE FEMALE TOTAL 31
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 22 May 2024 Report by: Director, Health and Social Care Subject: Social Work Resources’ Risk Register - Update 1. Purpose of Report 1.1. The purpose of the report is to:-[ purpose] provide an update on risk management arrangements and the Risk Register for Social Work Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the contents of the report be noted; and (2) that the set of top risks for Social Work Resources be approved. 3. Background 3.1. The Council’s Risk Management Strategy promotes consideration of risk in service delivery, planning and decision-making processes. The Strategy requires resources to record and review risks and control actions regularly. Social Work Resources follow the guidance in developing, monitoring and updating the Risk Register, scoring risks in accordance with the Council’s corporately agreed scoring mechanism - Appendix 1. 3.2. 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 both avoid a very high residual risk exposure (as this would be indicative of instability) and a low residual risk exposure (as this could indicate lack of innovation). 3.3. The Council’s universal risk tolerance levels are outlined within the Council’s Risk Management Strategy 2020. The current ideal risk profile is defined as:- • no more than 10 per cent of residual risks at a very high level • no more than 15 per cent of risks at a high level • around 50 to 60 per cent of residual risks at a medium level • no more than 30 per cent of residual risks at a low level 3.4. Each Resource has a Resource Risk Management Group which has responsibility for the promotion and management of risk. The Social Work Resources Risk Management Group provides operational oversight of all risks impacting on the delivery of social care services reporting to the Resource’s senior management team. 6 33
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4. Update 4.1. In line with best practice, the Council’s top risks are reviewed annually. To ensure that all major risks affecting the Council are included, Heads of Service, Elected Members and Trade Unions will be asked to provide feedback on any strategic risk areas to be added to the top risk register. The Risk and Audit Scrutiny Committee will be provided an update on the Council’s top risk register following the review and consultation process. 4.2. Social Work risks are reviewed routinely and a change to the Social Work top risks and other risks within the Risk Register has occurred since presentation to Social Work Resources Committee on 6 December 2023, as detailed in Table 1. Table 1 – Social Work Resources Top Risks Top Risk Risk Level 1. Funding and Budgetary Pressures Very high 2. Workforce Availability and Capacity Very high 3. Market and Provider Capacity Very high 4. Deliver Strategic Commissioning Plan Outcomes required by South Lanarkshire Integration Joint Board (IJB) Very high 5. Cost of Living Crisis Very high ➢ Meeting Public Protection and Legislative Duties – is no longer a top five risk having reduced from a residual score of 16 (very high) to 12 (high). This reflects the well-established protocols, training and governance arrangements that are in place for public protection, along with a Sustainability and Value programme approach that protects statutory provision whilst focusing on the financial challenges facing both adult and children’s services. ➢ Deliver Strategic Commissioning Plan Outcomes – now features within the top five risks for the Resource, with the residual score remaining at 16 (very high). This reflects the risk to service delivery in relation to legislative requirements, priorities and targeted outcomes outlined in the Strategic Commissioning Plan within the current financial environment. ➢ Workforce Availability and Capacity – the implementation of the Social Work Resources Workforce Plan 2022 – 2025 and the subsequent modernisation of services has supported the reinforcement of workforce capacity and enhanced opportunity for career pathways and succession planning. The residual score for this risk has been reduced from 20 (very high) to 16 (very high). ➢ Market and Provider capacity - the National Care Home rate for 2024/25 has been agreed, thereby removing the previous risk of providers exiting the National Care Home Contract (NCHC) in its entirety. The residual score for this risk has been reduced from 20 (very high) to 16 (very high), which continues to recognise the fragility of the market and also the existing controls in place to support independent sector care providers of care homes, supported living and care at home services. ➢ Winter Demand Pressures – Winter planning and debriefing arrangements have concluded for 2023/24, with established protocols and arrangements proving effective. The residual score has been reduced from 9 (high) to 3 (low). 34
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➢ Cost of Living Crisis – the residual score for this risk has been reduced from 20 (very high) to 16 (very high). In addition to existing risk controls, the modernisation of services, reinforcement of the workforce and introduction of the Sustainability and Value programme approach supports increased demand resulting from the cost of living crisis, and protects statutory provision and support to those most vulnerable within our communities. Further details on the risk descriptors and control measures for the top five risks can be found in Appendix 2. 4.3. Whilst these top risks are the primary focus of the Resource, there are a wider suite of areas that are also subject to proportionate monitoring, mitigation and review (Appendix 3). A number of these are wider organisational risks that require consideration and responses across the Council. 4.4. The Resource’s risk profile is detailed in Table 2, in respect of the risks described in Appendices 2 and 3. The profile currently exceeds the ideal universal risk exposure levels defined above (3.3). This is reflective of the uncertain and highly demanding environment which the Resource currently operates within and mirrors the highest level risks currently facing the Council. Table 2 – Social Work Resources Top Risks Profile Risk category Risk rating Number of risks % of risks 1 Very high (15-25) 5 29% 2 High (8-12) 11 65% 3 Medium (4-6) 0 0% 4 Low (1-3) 1 6% 4.5. Within Social Work Resources, thirteen partnerships have been identified. Notable risks for these partnerships include significant financial challenges and workforce supply availability. 4.6. The IJB has an approved risk management strategy and a risk register which is subject to regular review, updating and reporting. That risk register focuses on those very high and high strategic risks directly impacting on the responsibilities of the IJB. The current risks within the IJB risk register are as follows (scores below reflecting risk scoring after mitigation): • Financial sustainability – very high. • Workforce availability and capacity – very high. • Performance delivery – very high. • Failure to meet public protection and legislative requirements – high. • Performance Reporting does not capture performance across the whole health and social care system – medium. • Winter pressures – medium. 5. Employee Implications 5.1. There are no direct employee implications associated with the Resource’s risk management process. 5.2. Workforce Availability and Capacity is identified as a very high risk on the register. 35
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6. Financial Implications 6.1. There are no direct financial implications associated with the Resource’s risk management process. 6.2. Funding and Budgetary Pressure is identified as a very high risk on the register. 7. Climate Change, Sustainability and Environmental Implications 7.1. Sustainable development issues are included within the Council’s top risk register linked directly to the Council Plan objective ‘make communities safer, stronger and sustainable. 8. Other Implications 8.1. Failure to demonstrate that risk is actively considered and managed can undermine statutory delivery, service performance, financial sustainability, workforce certainty and stakeholder (including public) confidence in the Resource and in the Council. 8.2. Reports presented to the Committee show the correlation and read across with the top risks to demonstrate, were possible and reasonable within available resources, appropriate contributions towards the mitigation of risks. 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 existing policy, function or strategy and therefore, no impact assessment is required. 9.2. The content of the risk register reflects ongoing dialogue and regular interaction with key stakeholders. Professor Soumen Sengupta Director, Health and Social Care 10 April 2024 Link(s) to Council Values/Priortities/Outcomes Accountable, effective and efficient 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:- Liam Purdie, Head of Children and Justice Services and Chief Social Work Officer Ext: 4887 (Phone: 01698 454887) Email:liam.purdie@southlanarkshire.gov.uk 36
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Appendix One – 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 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. 37
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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 8 to 12 are considered to be high risks. Very high and high risks are monitored closely. 38
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Appendix Two - Social Work Resources Risk Register: Top Risks (February 2024) Risk Category Key Risk Inherent Risk Score Sample of Controls Residual Risk Score 1 1 Very High (15-25) Funding and budgetary pressures • There is a risk that expenditure exceeds available budget given cost and demand pressures alongside the requirement to address budget deficits given the volatile financial landscape. This could undermine sustainable performance delivery; create uncertainty for service users/patients and staff; and compromise the delivery of statutory functions (notably public protection). • There is a particular risk for Children’s Social Work due to significant cost pressures in relation to residential placements, fostering and kinship care. Very High 25 • Sustainability and Value Programme approach implemented for both children and adult services to protect statutory provision • South Lanarkshire Council Budget Strategy and Financial Procedures • Revenue and capital budget monitoring reports to Social Work Resources Committee • Regular monitoring and reporting of financial performance to Resource’s senior management team and Council’s corporate management team. • Prioritisation of expenditure across Children’s Services to manage current overspend with development of budget recovery actions and proposals to review policies, procedures, services, contracts, and use of estate to ensure they meet statutory requirements and achieve best value. Very High 20 39
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2 Very High (15-25) Workforce Availability and Capacity There is a risk that availability of required workforce not sufficient to meet current service models, given workforce supply challenges locally and nationally. This could undermine sustainable performance delivery; create uncertainty for service users/patients and staff; and compromise the delivery of statutory functions (notably public protection), registration requirements and obligations (notably the provisions of the Health and Care [Staffing] [Scotland] Act 2019). Very High 25 • Social Work Resources Workforce Plan 2022 – 2025 • Child and Family service transformation to mitigate future risks • Modernising and redesign of assessment and care management and locality based Social Work services to reinforce capacity to meet statutory requirements, increased demand and changes in service user complexity; also, to support future recruitment and retention by enhancing career pathways and succession planning for existing staff. • Workforce monitoring reports to Social Work Resources Committee • Regular monitoring and reporting to Resource’s senior management team and Council’s corporate management team • Personnel targeted recruitment campaigns • Lanarkshire Care Academy Very High 16 40
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3 1 Very High (15-25) Market and Provider Capacity • There is a risk of market instability due to demands upon and fragility amongst independent sector providers of care homes, supported living and care at home, within the context of an increasingly challenging financial environment faced by both the sector and local authorities. This could undermine sustainable performance delivery; create uncertainty for service users/patients; and potentially contribute to assurance concerns in respect of registration requirements and obligations (notably the provisions of the Health and Care (Staffing) (Scotland) Act 2019). Very High 25 • Care Inspectorate regulation of all care services • Oversight of all South Lanarkshire based registered care services maintained by the Resource senior management team • Public Protection Chief Officers Group • Procurement Network Oversight meetings in place • Care Home Assurance Team providing clinical and professional support • Mapping tool developed in support of Care at Home service • Social Work Scotland Care Market intelligence shared. • Support to and engagement with COSLA and Scotland Excel. Very High 16 4 1 Very High (15-25) The council does not fully deliver the strategic outcomes required of the IJB as outlined in their Strategic Commissioning Plan Description There is a risk that service delivery in relation to legislative requirements, priorities and targeted outcomes outlined in the Strategic Commissioning Plan deteriorates given the continuing financial challenges due to increased costs and expenditure exceeding allocated budgets. Very High 20 • Sustainability and Value Programme approach • Service transformation and reform, including redesign of assessment and care management services • Social Work Resources Workforce Plan 2022 – 2025 • Public Protection Chief Officers Group • Monitoring of service delivery and service performance by local and senior managers • Regular reporting to, Social Work Resources Committee, IJB and Performance and Audit Sub Committee (PASC) Very High 16 41
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5 1 Very High (15-25) Cost of living crisis Description • There is a risk that Social Work Resources is unable to meet increased demand to support those most vulnerable within our communities, impacted by the cost-of- living crisis, resulting in increasing levels of poverty, debt, and damage to health. Very High 25 • Sustainability and Value Programme approach • Service transformation and reform, including redesign of assessment and care management services • Participation on South Lanarkshire Community Planning Partnership to deliver the Child Poverty Action Plan • Child Protection Committee and Adult Protection Committees • Prioritisation of those with critical and substantial needs through the Social Work assessment and support planning process • Referrals to a range of support services including Money Matters Advice Service, South Lanarkshire Debt Helpline, Scottish Welfare Fund and Community Grants provided by VASLAN to Third Sector • Support from Unpaid Work Service to help people access registered foodbanks • Support for unpaid carers through Lanarkshire Carers • South Lanarkshire Employee Assistance Programme Very High 16 42
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Appendix Three - Social Work Resources Additional Risks No. Risk Social Work Residual Risk Score SLC Residual Risk Score 1 Achieve standards and scrutiny levels identified by regulatory bodies (New) 12 20 2 Public Protection and Legislative Duties 12 16 3 Business continuity, response and recovery 12 12 4 IT developments and functionality 12 9 5 Fraud, theft organised crime and cyber attacks 12 12 6 National Care Service (NCS) 12 12 7 Sustainable development and climate change objectives 12 15 8 Historic Child Abuse 12 12 9 Disruption to council services due to industrial action 12 16 10 Refugee resettlement and asylum seeker dispersal programme 9 16 11 Implications of the SFRS Unwanted Fire Alarm Signals Policy (New) 8 16 12 Winter Demand Pressures 3 - 43
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 22 May 2024 Report by: Director, Health and Social Care Subject: Social Work Resource Plan 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present the Social Work Resource Plan 2024/2025 for approval and note the monitoring arrangements [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the Resource Plan 2024/2025, attached as Appendix 1, be approved; (2) that the Resource Plan 2024/2025 be uploaded onto the Council’s website following consideration by this Committee; (3) following Committee approval, all Resource Plans will be presented to the Executive Committee on 26 June 2024, for noting; and (4) that Progress Reports on the Resource Plan 2024/2025 be provided at Quarter 2 and Quarter 4 to future meetings of this Committee. 3. Background 3.1. The Resource Plans for 2024/2025 were prepared in line with the corporate Resource Planning guidance. 3.2. The Resource Plan is a key element of the Council’s performance management arrangements. It provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the priorities and outcomes set out in the Council Plan Connect 2022 to 2027. 3.3. Performance management is a keystone of Best Value and ensures that the Council can demonstrate sound governance arrangements. The Resource Plan is one part of the Council’s framework for planning and budgeting and demonstrates how this leads to effective front line service delivery. 3.4. As part of this framework, the Resource Plan reflects the aspirations of the Council Plan and the Community Plan as well as being complemented by the details of individual Service, Business and other Plans. Ultimately, these details are included in the key work objectives of individual officers. This demonstrates the ‘Golden Thread’ of performance management which ensures a clear understanding of the Council’s vision, values, priorities and outcomes at all levels. 7 45
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3.5. The current format for performance reporting has been established since 2007 and is used for Executive Directors’ reports to the Chief Executive, Resource Management Teams, Resource Committees and the Performance and Review Scrutiny Forum. The focus has been on reporting progress on Council outcomes, statutory performance indicators, other key performance measures and high level Resource outcomes. Progress reports are provided at Quarter 2 and Quarter 4 to this Committee. 3.6. In preparing the Plan, account has also been taken of the need to ensure a robust response to Risk Management and Control. Risks associated with delivery of the actions in this Resource Plan have been identified and evaluated and are listed in the Resource Risk Register. Where necessary, controls or further actions to mitigate these risks have been agreed. Such actions are tracked through the Resource Risk Control Plan which is kept under review by the Risk Sponsor for the Resource. 3.7. Following approval at individual Resource Committees, all Resource Plans will be presented, as a pack, to the Executive Committee on 26 June 2024, for noting. 4. Resource Plan 2024/2025 4.1. The Resource Plan 2024/2025 is attached as Appendix 1 and is structured around the following headings:- 1. Introduction 2. Key areas for the year ahead 3. Resource outcomes 4. Measures and actions 5. Resourcing the Plan 4.2. Resource Outcomes 2024/2025 The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2024/2025. To support these outcomes, the Resource has developed performance measures in an action plan which is set out in section 4 of the Resource Plan. Key or strategic measures will be included in the Council Plan Connect Progress Reports 2024/2025, with the rest being monitored and reported at Resource level. 4.3. Monitoring and reporting As part of the performance management arrangements, the Committee will receive a mid-year update of progress on the measures in the Resource Plan covering the period 1 April 2024 to 30 September 2024 (Quarter 2) as well as an end of year progress report covering the full year 1 April 2024 to 31 March 2025 (Quarter 4). 5. Employee Implications 5.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable and, in turn, the Performance Appraisal process for individual employees. 6. Financial Implications 6.1. The outcomes within the Resource Plan are reflected in the respective Resource Revenue and Capital budgets and, longer term, within the framework of the Council’s approved Financial Strategy. 46
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change or environmental implications as a result of this report. 7.2. The council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2024/2025. 8. Other Implications 8.1. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 9. Equality Impact Assessment and Consultation Arrangements 9.1. Many of the actions detailed within the Resource Plan reflect ongoing strategies and policies which will be or have been the subject of consultation and equality impact assessment. Professor Soumen Sengupta Director, Health and Social Care 17 April 2024 Link(s) to Council Values/Priorities/Outcomes The Resource Plan has been structured upon the Vision, Values, Priorities and Outcomes in the Council Plan Connect 2022-2027 Previous References None List of Background Papers Council Plan 2022-2027 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Liam Purdie, Head of Children and Justice Services and Chief Social Work Officer E-mail: Liam.Purdie@southlanarkshire.gov.uk 47
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Social Work Resources Social Work Resource Plan 2024-25 7 49
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2 Section Contents Page 1.0 Introduction 3 2.0 Key areas of focus for the year ahead 5 3.0 Resource Outcomes 10 4.0 Measures and actions 12 5.0 Resourcing the Plan 17 50
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3 Section One – Introduction I am pleased to introduce our Resource Plan for 2024-25 which sets out our intended outcomes and priorities for the coming year. This is the main annual business planning document for the Resource. It reflects the Council’s key priorities as set out in the Council Plan and the directions provided to the Council within the South Lanarkshire Integration Joint Board (IJB) Strategic Commissioning Plan. Social Work Resources promotes social welfare and provides effective care and support to meet the needs of vulnerable people in South Lanarkshire. We are committed to providing responsive and accessible services with defined standards for service provision, and to support local people to maximise their potential, maintain their independence and improve outcomes. We support and protect children, young people, adults, older people and their carers, as well as supporting adults in communities involved with the justice system. There is a statutory requirement for the council to appoint a professionally qualified Chief Social Work Officer (CSWO) who must be registered with the Scottish Social Services Council (SSSC). The role of the CSWO is to provide professional advice and guidance to the local authority, South Lanarkshire IJB, elected members and officers in the provision of Social Work services, whether commissioned or directly provided. A copy of the CSWO Report 2022- 23 is available to download from the Council website. Social Work Resources requires to deliver services within a complex and changing environment, with much of this delivery shaped by statutory duties set out in legislation. Meanwhile, other elements involve the establishment of multi-agency approaches to support wider and agreed strategic objectives. Service background In terms of how the Resource is currently structured, there are three distinct areas of service delivered as outlined below: Children and Justice Services Children’s services provide support and care for children, young people, and their families so that, wherever possible, young people can remain with their own families in their own communities. The service works to provide family support and promote the welfare and development of children and young people, ensuring they have a voice and can participate in the decisions about their lives. Social Work Resources have a duty to protect children; whilst this is a shared responsibility with other agencies and the community, Social Work has responsibility to investigate allegations of child abuse. These responsibilities are carried out in the framework of jointly agreed child protection procedures. Justice staff work within the context of a South Lanarkshire Community Justice Partnership to provide services that enable people to participate effectively in response to the problems and consequences of crime. Services are offered in courts, local offices, and specialised teams to people referred by the courts, prisons, and other agencies. A key aim is to work with people in conflict with the law to reduce their offending behaviour and promote community safety. This is done by helping a person resettle following a period in prison, addressing responsibility for offending, providing programs that offer realistic alternatives and raising awareness about how offending affects victims. 51
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4 South Lanarkshire University Health and Social Care Partnership (HSCP) The South Lanarkshire IJB has the responsibility for the strategic direction of the delivery of health and social care for adults and older people in South Lanarkshire and is supported by the South Lanarkshire University HSCP to operationally deliver community-based health and social care services. Staff deliver statutory services for adults and older people under a range of legislation including the Social Care (Self-directed Support) (Scotland) Act 2013, Adult Support and Protection (Scotland) Act 2007, Mental Health (Care and Treatment) (Scotland) Act 2003, Adults with Incapacity (Scotland) Act 2000. Assessment and care management services collaborate with partners to protect and reduce the risk of harm to adults. They assess the needs of service users and their carers and help plan supports to meet those needs. Care at home and day services offer a range of support designed to help people remain as independent as possible within the community. Meanwhile, care homes provide individuals with 24 hour support in a residential setting on a short or long-term basis. The opening of Blantyre LIFE in March 2023 has enhanced the choice and options available to the wider population of South Lanarkshire. It combines a 20 bedded intermediate care facility and 20 new technology enabled properties, along with an innovative interactive Technology Enabled Care (TEC) Zone. The South Lanarkshire University HSCP also commission services provided by the independent, voluntary, and private sector. Performance and Support Services Performance and Support Services support the work of all other services within Social Work Resources and the South Lanarkshire University HSCP and embraces a range of business support functions and links with: IT; procurement; finance; personnel; corporate governance; health and safety; information governance; and asset management. Administration Services provide effective administration and communication support to all service areas, including frontline operations; minute taking; data processing; handling customer enquiries and supporting record management. A dedicated team provides services and support in areas of performance reporting; statutory planning; complaints handling; data protection; inspection, regulation, and risk management. The provision of information, for example, demographic profiles and trends, strategic needs analysis and management information supports local planning and performance management requirements, Scottish Government returns, and statutory performance indicators as required by services and business needs. This Resource Plan has been prepared in the context of exceptional budgetary and service challenges facing the local authority and South Lanarkshire University HSCP. There is a level of volatility, uncertainty, complexity and ambiguity which means that successfully planning and delivering sustainable change becomes critical to ensure that we continue to support the most vulnerable people in South Lanarkshire. To achieve financial stability over the next year, and spanning future years, decisions will be taken that will have a direct impact on the services that we deliver. We remain committed to engaging with local communities, partners and other stakeholders as we navigate through these challenging times. In taking forward this plan, it is incumbent on us to apply our learning over recent years to ensure that we continue to deliver services which are fit for purpose, sustainable and address the needs of vulnerable people across all our communities. That commitment has most recently been recognised by the South Lanarkshire University HSCP being conferred university status by Glasgow Caledonian University – the first such recognition of its kind in Scotland. For all the adversity and uncertainty ahead, our ambitions are only matched by the drive of staff across our services. Professor Soumen Sengupta Director, Health and Social Care 52
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5 Section Two – Key areas of focus for the year ahead 2.0 Overview The Resource has identified the main challenges, risks and new developments which will have significant impact on the delivery of services in the coming year. These are outlined briefly below. 2.1 Challenges and service demand The Social Work (Scotland) Act 1968 places a duty on all local authorities to “promote social welfare”. This legislative framework is both complex and ever changing and requires Social Work Resources to manage and change service delivery in line with new requirements. Scottish policy ambitions include the formation of a National Care Service, the embedding of human rights and delivery of “The Promise.” Within social work, the vision requires a skilled and valued workforce with a focus on prevention, early intervention and enablement. Social Work Resources takes consideration of the risks in service delivery, planning and decision-making processes. The Social Work Risk Management Group meets on a regular basis to provide strategic and operational oversight of all risks and has identified five top risks that currently impacts on the delivery of social care services. Whilst these top risks are reviewed regularly and are the primary focus of the Resource, there are other risks that continue to be monitored. The five top risks currently are: • Funding and budgetary pressures • Workforce availability and capacity • Market and provider capacity • Cost-of-living crisis • Deliver Strategic Commissioning Plan outcomes required by IJB Similar to all public services across Scotland, Social Work continues to work in a challenging environment. The cost-of-living crisis; increased morbidity due to people living longer in poorer health; and financial implications, are a few of the ongoing pressures that social work are facing. Children’s Services continue to experience significant budgetary pressures in relation to residential placements, fostering and kinship care. A one-off funding solution has been identified totalling £9.2m for this financial year to contribute towards these residual Children and Families’ pressures. The Resource are working towards managing the overall budget pressure in Children and Families by 2024/2025. The Head of Service has prepared a paper for the Director, Health and Social Care to identify options in relation to emergency expenditure only requirements to address the current financial challenges within the Service. The IJB also has financial challenges with a projected budget gap for 2024-25 of £37.2m, of which £20.5m relates directly to adult social care and £16.7m to NHS services. The IJB has stated its commitment to prioritise resources so that it can do its best to protect services and supports for the most vulnerable and at-risk throughout South Lanarkshire. The IJB has a statutory obligation to set a balanced budget and, just as is the case across Scotland, so will be faced with choices that will have significant implications for the delivery of social care services over the coming years. Other challenges that the Resource continues to address include: 53
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6 • A projected increase in the South Lanarkshire population from 322,472 in 2023 to 327,049 in 2033, which is around a 1.4% increase from the current population. This projects an increase in demand, further challenged by limited recruitment opportunities across social care. (Table 1). • An increasing ageing population (this is most pronounced in the 75+ age group) and a lower healthy life expectancy for people in South Lanarkshire is resulting in an increase in demand for services. The average weekly package of care has increased by just under 15% from 11.4 hours per user per week in 2016/17 to 13 hours per user per week in 2021/22. • In 2020/21, 14% of the South Lanarkshire population had three or more long-term health conditions (LTCs). The rate of people with 3+LTCs is projected to increase steadily between 2022 and 2025 across most age groups 18+. • The number of adult support and protection inquiries has increased by 21%, with 3,449 from 1 April 2022 to 31 March 2023 compared to .2,849 from 1 April 2021 to 31 March 2022. • Adults with Welfare Guardianship Orders have increased by 4% with 1,040 from 1 April 2022 to 31 March 2023 compared to 1,003 for the period 1 April 2021 to 31 March 2022. However, AWI Supervising Officer visits have decreased by 1% across the same period. • The number of Justice Social Work Reports (JSWRs) submitted to court have increased by 23%, with 1,256 from 1 April 2022 to 2023 compared to 1,023 from 1 April 2021 to 31 March 2022. • There has been an increase in homelessness which has been particularly marked over the last 2 years impacting on the level of demand for homeless assistance. The South Lanarkshire University HSCP and Housing colleagues work closely to develop and progress tackling homelessness as a priority. Graph 1: South Lanarkshire population projections for all ages for 2023-32 Source: National Records of Scotland population projections 2.2 Regulation and inspection of services The Resource must comply with Care Inspectorate regulation and inspection in relation to 41 registered inhouse care services and provide partnership assurance oversight activities in respect of independent commissioned services. While there are currently 41 registered inhouse services some are delivered from alternative sites. Following the joint inspection of Adult Support and Protection in August/September 2022, an improvement plan for priority areas has been actioned by public protection partners. 2023 2024 2025 2026 2027 2028 2029 2030 20000 30000 40000 50000 60000 70000 80000 Population Projection by Age 0 to 15 16 to 30 31 to 45 46 to 60 61 to 75 Over 75 54
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7 Self-evaluation activity continues to progress across the partnership as set out in the South Lanarkshire Adult Protection Committee Self Evaluation Strategy (2023-25). An Independent Review of Inspection, Scrutiny and Regulation (IRISR) started in October 2022 to evaluate how social care services are regulated and inspected in Scotland. The findings were published in September 2023 are under consideration. The report outlines 38 recommendations that reflect cultural and legislative changes to the existing arrangements, including greater involvement of people with lived experience and a review of existing powers of intervention and enforcement, Health and Social Care Standards, and legislation relating to fitness of providers. 2.3 Recruitment and retention Recruitment and retention to the social care workforce for both qualified and paraprofessional roles continue to be challenging. The Social Work Workforce Plan 2022-2025 aims to mitigate the risks of a diminishing workforce against areas of growing demand; while investment is prioritised on key areas of statutory services, redesign options are focussed on maximising the use of available resources. The service has undertaken a review of its locality model to mitigate the risks in these areas and the recruitment process, which commenced in January 2024, will continue to be reviewed by the service on an ongoing basis. Audit Scotland’s recently published report The Scottish Government's workforce challenges reiterates the scale of public sector workforce reform which will be required to deliver sustainable public services for the future. The Health and Care (Staffing) (Scotland) Act 2019 (the Act) will come into effect on 1 April 2024, to support safe staffing, high standards of care, and improved outcomes for those using health and social care services. The Act places duties or obligations on public sector organisations to provide assurance that staffing levels are appropriate in numbers and skill mix. 2.4 Cost of living crisis The UK is experiencing the worst cost-of-living crisis in 40 years. While all sectors of society are seeing prices rise, the impacts are greatest for those on the lowest incomes. The council recognises the immense pressures being faced by households across South Lanarkshire and acknowledges the additional demands on council services as a result. The council has in place a range of support which can help households manage scarce resources and services will continue to explore all avenues to support the most vulnerable in the year ahead. While doing all we can to support our communities in these difficult times, the council recognises that inflationary pressures will also present significant challenges for council services as budgets are increasingly squeezed by rising costs. 2.5 Children, young people and families The Promise produced by the Independent Care Review in 2020; sets out an overall view of what the new approach to supporting care experienced children, young people and families should be. A Champions Board has been established to promote the voice of those who are care experienced as well as a Community Planning Partnership Promise Board to drive forward the work of The Promise. Focussing on the whole family approach, Family Support Hubs are now well established within each locality to provide a more preventative response to requests for assistance from families and reduce the likelihood of an escalation in risk and concern. 55
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8 Inclusion As Prevention (IAP) pilot commenced in January 2023 to introduce the Family Group Decision making approach with adolescents (aged 12-18) at risk of being in conflict with the law, or in conflict with the law. The approach will see a shift from acute and crisis driven intervention when a young person becomes involved in offending to seeking to provide early and inclusive support. Within the Justice Service, an ongoing priority is to further develop provisions and pathways for young people (aged 16-21) involved in conflict with the law. This aims to ensure that young people involved are not criminalised and are instead provided with intensive and targeted supports aimed at addressing the issues that have contributed to their behaviours, allowing tailored and time limited care plans to be created for everyone, based on their assessed strengths and critical vulnerabilities. On 1 April 2024, the Scottish Public Service Ombudsman will introduce a new approach to be taken by public bodies when handling complaints that involve children and young people. The Child Friendly Complaints guidance will ensure the rights of the child under the United Nations Convention on the Rights of the Child (UNCRC) are met throughout the complaints process. 2.6 South Lanarkshire University Health and Social Care Partnership Delivering the Strategic Commissioning Plan (SCP) 2022-25 intentions issued by the IJB are a priority for Social Work Resources. Collaborative working with providers of health and social care and the third sector will maximise the use of scarce resources and develop service models that specifically focus on delivering the priorities set out in the SCP. Collaborative working across the South Lanarkshire Alcohol and Drug Partnership (ADP) has made significant progress in relation to maximising the capacity capable of providing a whole system response to people adversely affected by substance use. The rise in drug related deaths across Scotland initiated the introduction of Medication Assisted Treatment Standards (MAT) in 2021 by the Scottish Government. An urgent response delivery model has been introduced to embed MAT across South Lanarkshire including trauma training for staff and the commissioning of an advocacy service. Progress in relation to the standards will be reviewed by Public Health Scotland in April 2024. Care at Home service has been augmented by the addition of four new Home First teams. Using a re-ablement approach, they aim to optimise independence over a period of up to six weeks, enabling people to remain in their own homes, either having avoided hospital admission, or receiving support immediately after discharge. As the teams embed they will link with a range of health, social care and third sector provision to meet any ongoing needs identified. Blantyre LIFE opened in 2023 to provide state of the art care and support to the wider population of South Lanarkshire. Alongside technology enabled homes and a Technology Enabled Care (TEC) Zone, access to transitional care provides individuals with short-term strength and asset-based support focusing on rehabilitation and self-care following a period of ill health or crisis. Adopting this approach encourages and enables service users to rebuild their confidence allowing them to continue to self-care and learn or re-learn the skills needed to maximise their potential and support their goal to return home. Glasgow Caledonian University has granted prestigious university status to the SLHSCP, marking the first such recognition of its kind in Scotland. This status highlights the contribution and opportunities for community health and social care as engine rooms for education, 56
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9 training, research and innovation. By enhancing and extending our work together we aim to develop sustainable, innovative and practical solutions to health and social care challenges that will directly benefit our communities and our workforce for years to come. The actions of local government, NHS organisations and universities today will have a significant impact for community wellbeing tomorrow. 2.7 Carers Strategy A new Carers Strategy 2023-26 has been developed in partnership with the Carers Partnership Group which has wide representation from all those who work to deliver support and services to and with our unpaid carers. This Strategy builds on our 2019-22 plan and the framework for delivering improved supports and services to people who provide unpaid care in South Lanarkshire. Carers will continue to be supported and will continue to engage in a range of consultative activity in relation to our duties within The Carers (Scotland) Act 2016. 2.8 Social Work IT System Replacement Works commenced to implement a replacement Social Work case management IT System in 2022-23. Following a successful tender and evaluation process, Liquidlogic were awarded the contract in September 2022 and preparation is well underway for the go-live date in June 2024. 2.9 National Care Service The National Care Services (Scotland) Bill was presented to Parliament on 20 June 2022 and follows the recommendation of the Independent Review of Adult Social Care in Scotland to transfer care responsibility from local authorities to a new national care service. Stage 1 debate of the bill was due to conclude in March 2023, however this was extended until June 2023 and then further extended until 31 January 2024 to allow further consultation with stakeholders. Meanwhile, agreement has been reached to share accountability for the care system between Scottish Ministers, local authorities and NHS boards; staff will continue to be employed by councils rather than transferring to new care boards and councils will also retain responsibility for buildings and the delivery of social care and social work services. 2.10 Consultation and engagement The public launch of Care Opinion took place in December 2023 across all social work and South Lanarkshire University (HSCP) services, providing an online platform for patients, service users, families, and unpaid carers to share their feedback and experiences. Care Opinion is a non-profit, independent feedback website that helps service users share honest and anonymous stories about their experiences with our health and social care services. Within Children’s Services The Promise engagement team continue to use a variety of methods to support care experienced children and young people to have their views heard including regular weekly groups, links with children’s houses and an annual Care Day event. 57
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10 Section Three – Resource outcomes 3.1 Resource outcomes Social Work Resources has established the following Resource outcomes to support the delivery of Connect outcomes in 2024-25. Connect Outcomes Resource Outcomes Communities and Environment • Social Work Resources embeds sustainable development across services • Strengthen engagement with service users and carers Education and Learning No Resource Outcomes for this Connect Outcome Health and Wellbeing • Promote early intervention and prevention to achieve healthy, active lives and reduce inequalities • Care and protect children, young people and adults from risk of harm • Work with our communities to deliver person-centred care and support • Continue to support carers good health and wellbeing alongside their caring role • Promote self-care and self-management • Community Justice Outcome Improvement Plan is progressed • Disadvantaged people/groups are provided with access to timely support and interventions • For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all • Help people to continue to live within their homes and communities through integrated community health and social care services Children and Young People • Improve the health and wellbeing of children, young people and families Housing and Land No Resource Outcomes for this Connect Outcome Our Economy No Resource Outcomes for this Connect Outcome 3.2. Delivering the Plan and achieving Best Value In working towards the six outcomes, the council aims to continually improve and ensure effective and efficient use of resources, and our business will be conducted with integrity, transparency and will operate to the highest standards. 58
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11 Social Work Resources has established the following Resource outcomes to support Delivering the Plan and achieving Best Value. Delivering the Plan and achieving Best Value Resource Outcomes • Digital and ICT services meet the needs of the council and its customers 59
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12 Section Four – Measures and actions 4. Performance measures and action plan This section of the Resource Plan is divided into two parts: part (a) sets out our main performance measures against our outcomes; and part (b) describes the key actions we will take in the coming year to respond to the challenges ahead and improve services and outcomes. 4.a. How we will measure our performance The impact of Covid-19 and the current recruitment challenges continue to have an effect on performance for some services. The table below shows our performance measures, with the actual data last reported to Committee and the target for the last financial year and 2024-25. Additional context for the results/targets is provided within the note’s column, where applicable. Resource Outcome: Social Work Resources embeds sustainable development across services Measure 2022-23 Actual 2023-24 Target 2024-25 Target Links Service Notes 1. Evidence the use of recycled stock as a percentage of all Equipu activity. n/a £200,000 10% C01.06 Adult and Older Change focus from budget to recycling/ sustainability activity Resource Outcome: Care and protect children, young people and adults from risk of harm Measure 2022-23 Actual 2023-24 Target 2024-25 Target Links Service Notes 2. Percentage of parental attendance at initial Child Protection Planning meetings. 89% 85% 85% 04.05 Children and Justice Target to remain same 3. Percentage of children seen by a supervising officer within 15 days. 94% 75% 75% 03.04 Children and Justice National target 75% 4. Percentage of reports submitted to the Children’s Reporter within agreed timescales. 82% 75% 75% C03.04 Children and Justice National target 75% 5. Percentage of our care experienced children and young people accommodated in residential placements. 10% 10% 10% C04.08 Children and Justice National target 10% 6. Percentage of statutory supervising officer visits completed within timescale for local authority welfare guardianship orders. 94% 90% 75% C03.04 Adult and Older People Target to reduce due to restriction on capacity 7. Percentage of statutory supervising officer visits completed within timescale for private 95% 90% 75% C03.04 Adult and Older People Target to reduce due to restriction on capacity 60
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13 welfare guardianship orders. Resource Outcome: Promote self-care and self-management Measure 2022-23 Actual 2023-24 Target 2024-25 Target Links Service Notes 8. Number of people participating in a co-produced SDS Assessment to exercise choice and control over their care. n/a 3,000 3,000 03.05 Adult and Older People Local target Maintain target from last year due to staffing pressures 9. Increase number of people in receipt of options 1, 2 and 3 exercising choice and control over their care. n/a n/a 10% 03.05 Adult and Older People Local target New measure Baseline set from Social Care Return 10. Increase spend on adults in receipt of option 1, 2 and 3 payments. n/a n/a 10% 03.05 Adult and Older People As above Resource Outcome: For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all Measure 2022-23 Actual 2023-24 Target 2024-25 Target Links Service Notes 11. Percentage of people on CPO unpaid work requirement seen within five working days by their case manager. 69% 75% 75% 03.02 Children and Justice National target. Target to remain same at 75% 12. Percentage of people starting their placement within seven days of a CPO unpaid work. 67% 75% 75% 03.02 Children and Justice National target. Target to remain same at 75% 13. Percentage of Justice Social Work reports submitted to Court by the due date. 99% 95% 95% C03.02 Children and Justice National target. Target to remain same at 95% Resource Outcome: Help people to continue to live within their homes and communities through integrated community health and social care services 14. % of care at home hours reduced through Home First intervention. - - 30% 01.04 Adult and Older Local Target New measure 4.b. What actions we will take in 2023-24 Resource Outcome: Community Justice Outcome Improvement Plan is progressed 61
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14 Action Milestones/Steps we will take to deliver our actions Links Service 1. Embed the national model for Community Justice with our partners in South Lanarkshire. Present a progress report on the priorities set out within the Community Justice Outcome Improvement Plan 2024-2029 by March 2025. 03.02 Children and Justice 2. Contribute to a reduction of the national prison population through the use of SDS assessments and diversion from prosecution. Provide a report to Social Work Committee on progress by March 2025. 03.02 Children and Justice Resource Outcome: For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all Action Milestones/Steps we will take to deliver our actions Links Service 3. Promote the use of alternatives to remand in South Lanarkshire. Provide a report to Social Work Committee on the use of diversion from prosecution, SDS assessments, movement restriction conditions, restriction of liberty orders and bail supervision as alternatives to remand by March 2025. 03.02 Children and Justice Resource Outcome: Care and protect children, young people and adults from risk of harm Action Milestones/Steps we will take to deliver our actions Links Service 4. Monitor public protection activity. Report annually to the Community Planning Partnership on public protection activity. 03.04 Children, Justice and Adult and Older People’s Services 5. Chief Social Work Officer to provide professional advice and guidance to the Council in accordance with legislative duties. Provide an annual report on key challenges, developments and improvements across Social Work including service quality, performance and delivery of statutory functions by September 2024. 07.02 Performance and Support Resource Outcome: Strengthen engagement with service users and carers Action Milestones/Steps we will take to deliver our actions Links Service 6. Continue to support the culture where consultation and participation is part of the planning, development and delivery of all our services. Quarterly locality performance report on Care Opinion stories to support evaluation, consultation and engagement with service users and carers. 01.05 Performance and Support Resource Outcome: Work with our communities to deliver person-centred care and support Action Milestones/Steps we will take to deliver our actions Links Service 7. Ensure monitoring, compliance and control of delivered services. Provide bi-annual reports to Social Work Resources Committee on internal registered care services. 06.09 Performance and Support 62
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15 Resource Outcome: Continue to support carers good health and wellbeing alongside their caring role Action Milestones/Steps we will take to deliver our actions Links Service 8. Report on services and supports provided to adult carers by commissioned services. Provide quarterly reports to Senior Management Team and report to Social Work Resources Committee on the support and services provided by commissioned third sector organisations. 03.02 Performance and Support Resource Outcome: Disadvantaged people/groups are provided with access to timely support and interventions Action Milestones/Steps we will take to deliver our actions Links Service 9. Report on MAT Standards 6-10. Report to Social Work Resources Committee on the performance of MAT Standards 6-10. 03.02 Adult and Older People’s Service Resource Outcome: Improve the health and wellbeing of children, young people and families Action Milestones/Steps we will take to deliver our actions Links Service 10. Report on services and supports provided to young carers by commissioned services. Quarterly reports to Senior Management Team and a report to Social Work Resources Committee on the support and services provided by commissioned third sector organisations. 03.02 Performance and Support Resource Outcome: Promote early intervention and prevention to achieve healthy, active lives and reduce inequalities Action Milestones/Steps we will take to deliver our actions Links Service 11. Deliver early intervention support through the locality Family Support Hubs. Strengthen GIRFEC Pathways across children’s services to deliver early family support by group work, parenting support and peer support. Strengthen the support pathway for vulnerable unborn babies and their families. 03.06 Children and Justice Resource Outcome: Digital and ICT services meet the needs of the council and its customers Action Milestones/Steps we will take to deliver our actions Links Service 12. Deliver the implementation programme to replace the existing Social Work IT system within timescale. Implement the new Social Work IT system by June 2024. 07.04 Performance and Support New measure Resource Outcome: Help people to continue to live within their homes and communities through integrated community health and social care services Action Milestones/Steps we will take to deliver our actions Links Service 63
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16 13. Maintain the delivery of Care at Home support. Retender for Care at Home services. New tender and framework to be in place by 1 July 2024. Concluding procurement process for care at home services to ensure arrangements are in place. 03.11 Adult and Older People’s Service 64
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17 Section Five – Resourcing the plan 5.0. Introduction In this section we consider the resources needed to implement our plan, including funding and staffing. 5.1. Revenue budget 2024-25 The Resource has a Net Revenue Budget of £236.992 million for 2024-25. The table below allocates this budget across the services: NET Budget by Service 2024-25 Detail £ million % Performance and Support Services 6.528 2.8 Adult and Older People 188.321 79.5 Children and Families 40.687 17.1 Justice and Substance Misuse 1.456 0.6 Total 236.992 100 *Figures to be inserted at Q4 5.2. Capital budget 2023-24 The following capital budget of £1.341 million is allocated to the Resource for 2024-25: Capital Programme 2024-25 Project £ million Community Alarms – Analogue to Digital 0.663 SWIS Plus Replacement 0.678 Total 1.341 *Figures to be inserted at Q4 5.3. Resource employees Social Work Resources has 2,920 employees as of February 2024. We support these employees to deliver their duties through a range of policies including personal appraisal and a robust training framework. The number of employees (per headcount) by service is as follows: Service Number of employees Adult and Older Peoples Services 2,133 Children and Justice Services 549 Performance and Support 238 Tota 2,920 65
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Report Agenda Item Report to: Social Work Resource Committee Date of Meeting: 22 May 2024 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Justice Social Work – Modernisation Programme Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update members of the justice social work modernisation programme [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) note the update on the social work modernisation programme in respect of justice services; and (2) the posts are added to the Social Work Resources establishment as detailed in section 5. [1recs] 3. Background 3.1. As has been previously reported to Committee, the Setting the Bar report (Social Work Scotland, 2022), “found that the size of the social work workforce in Scotland has remained relatively unchanged in recent years, and now faces retention and recruitment challenges”. It notes factors such as poor management of caseloads, shortcomings in support for front line workers, loss of administrative support and consequent task acquisition as being material factors in workforce attraction and retention in a profession where, “within six years, 75% remain registered, meaning 1 in 4 staff will leave the profession. At its meeting of 28 June 2023, the Committee approved a social work services modernisation programme - spanning adult and older people, childrens and justice social work services - through which to further address those issues as they related to South Lanarkshire; and to improve the council’s position as an employer of this workforce. 3.2. In progressing the implementation of the modernisation programme in social work justice services a number of next stage developments have been identified and are presented here: • The establishment of a dedicated Justice Multi-Agency Public Protection Arrangements (MAPPA) service • Violent and Sex Offender Register system (ViSOR) replacement arrangements. • Offending Behaviour Groupwork within Locality Teams • Peer Mentor Services • Diversion from Prosecution 8 67
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4. Next Stage Developments The establishment of a dedicated Justice MAPPA service 4.1. The MAPPA Pan-Lanarkshire Strategic Oversight Group (SOG) has governance and accountability responsibilities for the effective operation of MAPPA arrangements within its area. 4.2. The SOG commissioned a review of its MAPPA level 1 arrangements in 2023which identified that between 2014 and 2022 there had been a 57% increase in the volume of MAPPA Level 1 cases in Lanarkshire. Should these trends continue by 2030 it is projected there could be 1006 MAPPA cases, a third higher than in 2022. In addition to the increase in this particular area of work, with a rising population of people convicted of sexual offences there is then an associated escalation in the number of risk of serious harm assessments, environmental housing risk assessments and risk management planning. 4.3. In order to strengthen local arrangements within social work to address this increasing demand It is proposed to establish a dedicated MAPPA team so as to:- • develop and sustain a knowledgeable and best practice service to manage Level 1,2 and 3 MAPPA cases • future proof increasing workloads. • provide a consistent approach to the application of risk assessments, Risk Management Authority guidance and Framework for Risk Assessment, Management and Evaluation (FRAME) guidance • ensure completion of Environmental Risk Assessments within timescales • provide staff with a sound knowledge base of all aspects of sex offending behaviour, interventions and risk management 4.4. To support the management and oversight of this team it is proposed that the current temporary Operations Manager post is made permanent so as to ensure the necessary governance arrangements in relation to risk assessment, planning and quality assurance the SOG require. To enable maximum impact and make use of the existing expertise, the team will be resourced from existing qualified staff in localities. 4.5. The introduction of the dedicated team would be implemented over a 12 to18 month period so as to ensure the safe transition of all MAPPA cases, training, procedure review and development. Violent and Sex Offender Register system (ViSOR) replacement system 4.6. ViSOR is a Home Office system that provides a central store for up-to-date information about individuals managed under MAPPA in the UK that can be accessed and updated by Responsible Authorities. ViSOR is one of the systems used by MAPPA partners to facilitate the secure exchange and storage of information as underpinned by the Management of Offenders etc. (Scotland) Act 2005. The Home Office and the Ministry of Justice have jointly funded a project to create the new Multi-Agency Public Protection System (MAPPS) as a replacement to ViSOR. This will become fully functional in 2026. 68
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4.7. Whilst MAPPS is at the early stages of its testing there is work has already begun nationally – through Social Work Scotland – and locally to ensure that the necessary infrastructure is in place to ensure smooth introduction and then utilisation of the new system. This includes taking steps to supports MAPPs becoming a full case and risk management system as intended through the recommendations of the Bichard Inquiry Report in respect of staff vetting procedures (2004). 4.8. The continuation of inputting into ViSOR via administration support will require to continue until MAPPs becomes fully operational. At this point it would be envisaged that the use of MAPPs will be fully incorporated into the secure functions of a new dedicated MAPPA team is established (as per 4.3). For that reason, it is proposed to continue the temporary MAPPA administration post approved by Committee in February 2023 for a further two years to February 2027. Offending Behaviour Groupwork within Locality Teams 4.9. The South Lanarkshire Community Justice Partnership Community Justice Outcome Improvement Plan underlines a commitment to ensure that those given community sentences are supervised and supported appropriately to protect the public, promote desistance from offending and enable rehabilitation by delivering high quality, and consistently available, trauma informed services and programmes. 4.10. Local analysis has indicated that 64% of Community Payback Orders (CPOs) have service users with low and medium risks which would be appropriate to support initially on a groupwork programme for then consolidation as part of one-to-one work so as to promote learning into practice and to reinforce individual case planning. In order to facilitate this development it is proposed to recruit a full time programme co-ordinator to organise, facilitate and manage the group work and scheduling across of the locality teams (and working alongside a link worker from each of the locality teams). Peer Mentor Services 4.11. Local analysis evidenced an increase in CPOs from 2021 to 2023 is 6.23%. Quality assurance reviews re-enforce the practical challenges that service users face daily in relation to access to other services, and in particular substance use support. Attending to this type of support has been found to be more appropriately tasked to support worker staff (where possible) and so enable social work assistant and qualified social workers to focus on intervention and risk management tasks. 4.12. Iconic Consultancy’s independent evaluation in 2023 concluded the South Lanarkshire Justice peer mentor approach had delivered significant benefits for service users and the wider justice social work teams. The latter was identified through increasing work capacity for statutory duties. In order to now strengthen that approach, it is proposed to enhance locality teams with a further two peer mentors. Diversion from Prosecution 4.13. The 2022 Community Justice Partnership thematic diversion review recommended that justice social work should ensure that staff deliver diversion interventions involving domestic abuse and harmful sexual behaviour are appropriately trained to do so. 69
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4.14. Local analysis has evidence that over the last 18 months there has been an increase in complex and “enhanced” type offences which traditionally would have been considered for prosecution and are now being diverted. This reflects a policy direction from the Crown Office and Prosecutor Fiscal Service in which there is a presumption that proceedings of domestic abuse and violence prosecution may be rebutted and alternative action taken in exceptional circumstances, including non-contact and contact sexual offending and domestic abuse cases. It is anticipated that the new diversion guidance due to be published in 2024 will set out expectations for enhanced diversion cases for each Community Justice Partnership. 4.15. In order to strengthen local arrangements in respect of diversion in respect of assessments and interventions it is proposed that one additional qualified social worker is added to the justice social work establishment. 5. Employee Implications 5.1. The following fixed term posts should be added to the Social Work Resource establishment on a permanent basis: Post No of posts Grade SCP range Hourly rate Annual salary Gross cost Total cost Operations Manager 1 G4 L5 86-88 £28.55 - £29.44 £52,101 - £53,725 £67,887 - £70,004 £67,887 - £70,004 Placement Co- ordinator (Groupwork) 1 G2 L4 55-57 £18.52 - £19.05 £33,797 - £34,764 £44,038 - £45,298 £44,038 - £45,298 Social Worker (Diversion from Prosecution) 1 G3 L4 72-74 £23.40 - £23.90 £42,703 - £43,615 £55,642 - £56,830 £55,642 - £56,830 Peer Support Worker (Localities) 2 G1 L4 30-31 £13.59 - £13.76 £24,800 - £25,111 £32,315 - £32,719 £32,315 - £32,719 5 £199,882 - £204,851 5.2. The following fixed term posts should be added to the Social Work Resource establishment on a 23 month basis: Post No of posts Grade SCP range Hourly rate Annual salary Gross cost Total cost Clerical Assistant (MAPPA) 1 G1 L4 30-31 £13.59 - £13.76 £24,800 - £25,111 £32,315 - £32,719 £32,315 - £32,719 6. Financial Implications 6.1. The costs of the above posts is £0.238m and will be funded from the recurring additional S27 ring fenced grant funding of £0.6m provided in 2024/2025 to support the expansion of justice social work services. 70
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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 proposals outlined in this report help to mitigate key Social Work risks with regards to fulfilling statutory and core duties and workforce availability. 8.2. There are no sustainable development implications associated with this report. 8.3. There are no other issues associated with this report. 9. Equality Impact Assessment and Consultation Arrangements 9.1 This report does not require an impact assessment, however the service undertook consultation with staff in relation to service delivery options as part of the service re- design. 9.2. During June to November 2023 consultation sessions took place with justice social work staff to provide a sounding board for staff as well as providing clarity on the current justice landscape, workload and funding pressures and offer different service delivery approaches to future proof the service going forward. These sessions were very well attended by staff across the service, with the insights, perspectives and feedback informing both the proposals within this report and the ongoing development of the modernisation programme across justice services. Professor Soumen Sengupta Director, Health and Social Care 22 April 2024 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Previous References Committee Report February 2023 Reinforcing Capacity (Appendix 1) Committee Report 28th June 2023 Locality Based Social Work Services Modernisation List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Gillian Booth, Service Manager (Children and Justice Services) Ext: 3913 (Phone: 01698 453913) Email: gillian.booth@southlanarkshire.gov.uk 71
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 22 May 2024 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources) Subject: Sustaining Social Work Children and Families Services: Budget Recovery Actions Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update of budget recovery actions to address a projected £10.6m cost pressure for Social Work Children and Families Services for 2024/2025 and beyond provide an update on ongoing reviews of policies, procedures, services and contracts 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted; (2) that Big Lottery funding secured through Barnardo’s for a collaborative process for the provision of housing support for those young people, with the most complex needs, who are currently in continuing care placements, be noted; (3) that the update on the commissioning of an Intensive Family Support Service be noted; (4) that timeline for the review of the policies, procedures, services and contracts be noted; and (5) that the review of community transport provided for voluntary groups be noted. 3. Background 3.1. At the March 2024 meeting of this Committee, the Sustaining Social Work Children and Families Services: Budget Recovery Actions paper outlined that increasing demand and cost pressures in Childrens and Families Services are projected to continue for 2024/2025 with a projected budget shortfall of £10.6m. 3.2. Officers have been working towards managing the overall budget pressure in Children and Families into 2024/2025. Work was undertaken with the Improvement Service to compare local trends and benchmark performance particularly in relation to relation to numbers of looked after children and associated budget pressures. 9 73
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3.3. This report provides an update on the areas of action to address the projected annual £10.6m budget shortfall so that the Resource can operate within its allocated budget. 4. Sustainability and Value Options Scale 4.1. As outlined in the previous report to Committee, the Sustainability and Value Options Appraisal will support the identification of actions to enable Social Work Children and Families services to be sustained within the allocated budget (Appendix 1). 4.2. The Sustainability and Value Options Appraisal approach adopted is summarised as follows: Ref Screening Scale Index 1 Benchmarking and Efficiencies 2 Service Redesign or Reduction with no/limited impact on outcomes 3 Service Redesign or Reduction with impact on outcomes 4 Legislative and Registration Requirements 5 Public Protection 4.3. In this context the Sustainability and Value Options Appraisal Screening Scale is a structured tool to distinguish non-statutory activities from the Council’s statutory responsibility to deliver its duties to meeting the needs of vulnerable children with regards to the following legislation:- • Social Work (Scotland) Act 1968 • Children (Scotland) Act 1995 • Children and Young People (Scotland) Act 2014 4.4. The aim of the Sustainability and Values Options Appraisal approach is to protect those activities that belong within the “red” zones by firstly securing the optimum value of budget and expenditure reductions within the benchmarking and efficiencies “green” zone and also the service redesign or reduction with no/limited impact on outcomes “yellow” zone; and then considering budget and expenditure reductions within the service redesign or reduction with impact on outcomes “amber” zone. 5. Budget Recovery – Updates 5.1. Housing and Social Work Tenancy Prioritisation (Green) 5.1.1. The collaborative process to identify housing for those young people who are waiting to move out of residential accommodation continues. 5.1.2. As part of this ongoing work, the Council has secured Big Lottery funding of £0.132m through Barnardo’s for 2024/25 and 2025/26. This will allow the provision of housing support, whereby young people leaving care are supported by Barnardo’s to manage their tenancy and develop life skills. This takes the form of one to one in person support and a programme of group activities over a set period. 5.1.3. The funding secured from Big Lottery will cover the costs for this, with 4 young people, with the most complex needs, who are currently in continuing care placements to be initially piloted. This could result in savings to the Council of circa £0.8m per annum from a reduction in high-cost residential continuing care placements. 74
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5.1.4. The next steps are for a multi-agency steering group to be established, properties to be signed over for the project and agree on the first 4 young people to engage in the project. 5.1.5. A paper will be presented to this Committee at a future date to outline the project in more detail. 5.2. Commissioning of a new Intensive Family Support Service (Green) 5.2.1. As previously advised to Committee, a draft tender for an Intensive Family Support Service has been scoped at circa £1.2m over a three-year period for a provider to work with identified children in high-cost residential care. This would be funded from the anticipated annual savings from a reduction in placements (outlined further at 5.2.3. below). The aim is to return them to their family home or alternative low-cost options in the community. This could be in-house residential, or independent living in their own tenancy. This would require care experienced children being a priority for housing allocations. 5.2.2. The plan would be to target young people in residential high-cost placements aged between 12 and 18 years of age. The Council would prioritise those exercising their right to remain under the legislation by offering a viable and supportive option to return to South Lanarkshire, back to their own home or to a support a safe transition to independent living. 5.2.3. Analysis indicates that by reducing placements by 20 over the first three years, then annual savings of £5.0m could be realised thereafter. 5.2.4. The tender has now been published with a closing date at end of May 2024. The timescale identified for the procurement and awarding of the contract following the tender process is August 2024, with a three-month run-in time for a successful provider to commence this work in December 2024. 5.2.5. Committee will continue to be updated on the progress of the procurement and awarding of the contract. 5.3. Review and Update of Policies and Procedures (Green) 5.3.1. A due diligence review of a number of Council policies and procedures is underway to ensure that they are up to date in respect of meeting statutory requirements and changes in legislation; and to benchmark procedures with other areas of Scotland to ensure best value-for-money:- • Fostering and Kinship rates for Continuing Care • Supported Carer Rates • Adoption Allowances 5.3.2. Work is also underway to develop a policy in respect of transport support for children and their carers affected by disability, considering areas such as transport to respite and out-of-school activities. 5.3.3. All of the above will be concluded through the first quarter of 2024/2025 prior to then presenting updated or new policies to the Committee in August for approval. 75
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5.4. Undertake Service Reviews (Yellow/Amber) 5.4.1. The following service areas are being reviewed for opportunities for budget reduction so as to protect statutory duties that need to be delivered by the Council under the various legislative frameworks: • The Counselling Service within Social Work. It is not a requirement for Social Work to provide dedicated counselling noting that there has been significant investment in schools counselling provided through Education Resources. This review is being undertaken through the first quarter of 2024/2025, consulting with staff and key stakeholders. The outcome will then be presented as a recommendation to the Committee in August for approval. • 24/7 Emergency Social Work Services (ESWS). There is no statutory requirement to provide a 24-hour Social Work response and not all local authorities run a 24/7 out of hours service. There are specific out of hours responsibilities that need to be maintained, for example Child Protection investigations as well as providing place of safety for children at risk or unaccompanied asylum-seeking children. This review is being undertaken through to the third quarter of 2024/2025, consulting with staff and key stakeholders. The outcome will then be presented as a recommendation to the Committee in January 2025 for approval. 5.5. Review and Update Contracts (Yellow) 5.5.1. Due diligence reviews of contracts are ongoing to identify opportunities for budget reduction so as to protect statutory duties that need to be delivered by the Council under the various legislative frameworks. This review is being undertaken through the first quarter of 2024/2025, discussing and agreeing service delivery with providers. The outcome will then be presented to the Committee in August for noting. 5.6. Review of Community Transport for Voluntary Groups (Green) 5.6.1. The budget recovery actions have been expanded to include the other non- delegated Services within Social Work Resources of Performance and Support and Justice. 5.6.2. Within Performance and Support Services, a review of community transport for voluntary groups is being undertaken. There are currently 136 people accessing the Council’s fleet transport to attend third sector groups. 5.6.3. These individuals are not being provided with this transport due to their having an assessed social care need nor are they attending these groups as part as a social care placement. This is a non-statutory service based on historical arrangements and predates some of the more recent opportunities for supported travel for people with disabilities or frailties. 5.6.4. From an equalities perspective, it could also be open to challenge in the sense that other similar clubs and groups who currently arrange their own transport and operate independently of the Council, could reasonably ask the question as to why they are not afforded similar levels of support. 5.6.5. This review is being undertaken through the first quarter of 2024/2025. The outcome will then be presented as a recommendation to the Committee in August for approval. 76
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6. Employee Implications 6.1. Service reviews for the Counselling Service (5 FTE staff) and the ESWS (10.72 FTE staff) are being undertaken in accordance with Council policies and procedures, with trade unions engaged. 6.2 The outcome of those reviews will be presented to future meetings of the Committee. 7. Financial Implications 7.1. The projected budget gap for 2024/2025 and thereafter is £10.6m. This report provides an update on areas of action to address the budget gap recurrently going forward. 7.2. As per Section 5.1, the Council has secured Big Lottery funding of £0.132m through Barnardo’s for 2024/2025 and 2025/2026. This will allow the provision of housing support for young people, with the most complex needs, who are currently in continuing care placements. This could result in savings to the Council of circa £0.8m per annum from a reduction in high-cost residential continuing care placements. 7.3. In respect of the new Intensive Family Support Service, as per 5.2, a draft tender has been scoped at circa £1.2m over a three-year period for a provider to work with identified children in high-cost residential care. This would be funded from the anticipated annual savings from a reduction in placements. Analysis indicates that by reducing placements by 20 over the first three years, then annual savings of £5.0m could be realised thereafter. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change, sustainability, and environmental implications with this report. 9. Other Implications 9.1. In order to protect statutory services and address the budget pressures there is a requirement for Social Work Children and Families to actively review on an ongoing basis what and how services will be delivered; and the Council needs to determine its risk appetite for significant change in line with the current financial challenges. The Sustainability and Options Appraisal Screening Tool will inform future decision making re any changes to services. 9.2. The actions described within this report will mitigate the following risks within the Social Work Resources Rish Register: • Funding and budgetary pressures - the residual risk score remains at 20 - very high. • Workforce Availability and Capacity - the residual score has been reduced from 20 to 16 - remaining very high. • Meeting Public Protection and Legislative Duties - the residual score has been reduced from 16 to 12 reducing the risk from very high to high. 77
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9.3. The current budget pressures on the allocated budget are not sustainable and all options for savings and efficiencies need to be considered. All options carry consequences which need to be balanced against the risks to financial sustainability and the Council’s ability to deliver its statutory duties with regards to Social Work Children and Family services. In order to protect statutory services and address the budget pressures there is a requirement for Social Work Children and Families to review how services will be delivered, and the Council needs to determine its risk appetite for significant change in line with the current financial challenges. 10. Equality Impact Assessment and Consultation Arrangements 10.1. Equality Impact assessments will need to be undertaken in relation to any future proposals to change council policy in relation to the areas identified for review of policies and the provision of community transport for voluntary groups. 10.2. A Child Rights and Wellbeing Impact Assessment (CRWIA) would also need to be undertaken in relation to the savings report under the UNCRC Incorporation Bill to ensure that our policies protect and promote the rights and wellbeing of children and young people. 10.3. Full consultation will be undertaken where necessary with staff, managers, Trade Unions and key stakeholders. External scrutiny and regulatory bodies would also need to be advised of any changes to models of delivery and where that impacts on the delivery of statutory duties. For those areas of policy review and update appropriate consultation will be undertaken with service users, carers and key stakeholders. Professor Soumen Sengupta Director, Health, and Social Care Jackie Taylor Executive Director (Finance and Corporate Resources) 3 May 2024 Link(s) to Council Values/Priorities/Outcomes caring, connected, sustainable communities. our children and young people thrive. people live the healthiest lives possible. Previous References 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: - Liam Purdie, Head of Children and Justice Services Email: liam.purdie@southlanarkshire.gov.uk 78
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 22 May 2024 Report by: Director, Health and Social Care Subject: The Lanarkshire Winter Plan 2023/2024 – Debrief 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] share the content of the winter 2023/2024 debrief outline the actions for inclusion in Winter Plan 2024/2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the content of the winter 2023/2024 debrief be noted; and (2) that the actions for inclusion in Winter Plan 2024/2025 be noted; and (3) that the Winter Plan 2024/2025 would be submitted to Committee in December 2024. [1recs] 3. Background 3.1. Winter 2022/2023 was one of the most challenging in the history of the NHS, where NHS Lanarkshire was operating under significant pressure and had been through a sustained period of ‘Black Status’ and accordingly, required a significant improvement plan. Through 2023/2024, NHS Lanarkshire invested in a whole system redesign through Operation Flow 1 - Stabilise, 2 - Redesign for winter 2023/2024 and worked towards 3 - Reform for early 2024. 3.2. This work, which relied heavily on North and South Lanarkshire Health and Social Care Partnership’s involvement in a ‘Whole Lanarkshire’ approach, enabled the system to come out of ‘Black Status’ and to gain confidence that the system could improve. The improvement programme of Operation Flow strengthened the whole system approach with focused investment and matrix working with a Task and Finish Transformation programme which was aligned with prioritised investment. 3.3. Significant system change takes time, and the resilient leadership and cultural shift required was a key factor in the success achieved. It was also recognised that there is still significant work to be done in these elements in order to achieve and sustain the key end points required. 3.4. As such, winter 2023/2024 was significantly better than the previous winter with robust planning and escalation approaches developed and embedded. These supported a greater system resilience with the front door performance ranking moving up significantly when benchmarked with peers – of note, in December, NHS Lanarkshire had a very positive position going into Christmas. 10 81
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3.5. The system learning in 2023/2024 cannot be underestimated and the key actions to reduce demand, expedite timely discharges and support people to remain well at home - taking into account the key elements and learning from the winter of 2023/2024 - will be built into future plans. 4. Summary of Key Issues 4.1 National Feedback 4.1.1 In previous years, NHS Boards – alongside IJB partners - were asked to complete a template to provide a commentary on each of the key parts of the system, outlining those areas that worked well, those that could have been improved and areas for future learning for subsequent winter planning. Whilst such a template has not been issued, there has been a request asking for any key learning points. The points highlighted below are the main issues arising from the winter debrief session held in March 2024 and associated learning. A number of the action points have been noted as ‘full year’ issues which will be supporting flow as part of the Operation Flow 3 work. 4.2. Multi-agency approach to planning 4.2.1 As well as the ‘Whole Lanarkshire’ approach which has been adopted in previous years, there was a greater emphasis on utilisation of the wider Local Resilience Partnership (LRP) in the preparation of the report. In particular, undertaking a ‘winter breach’ exercise with scenario planning associated with a significant flooding event and how to manage same. The event, hosted in South Lanarkshire Council HQ, included all members of the LRP and provided for good learning. Beyond that, the winter plan was prepared in conjunction with the Health Board, two IJBs and two Councils thereby again offering the ‘whole Lanarkshire’ shared approach to support wider system pressures across the winter period. 4.2.2 The plan also took account of areas covered in the national preparing for winter event at which key officers were well represented. 4.2.3 Action for 2024/2025 – continued maximisation of LRP in shared planning. 4.3. Operation Flow 4.3.1 A conscious decision was taken to focus efforts on maximising ‘flow’ as opposed to establishing additional ‘surge’ beds this winter. This worked well in so far as it reduced ‘safari’ ward rounds, reduced the numbers of patients ‘stuck’ in surge beds out with the normal flow systems – for both NHS and Social Work staff, and in turn, meant a lower number of Delayed Discharges across the system than in previous years. 4.3.2 The increased presence of Senior Clinical Decision Makers in the Flow Navigation Centre (FNC) to provide a ‘Call before you Convey’ pathway for Scottish Ambulance Service (SAS) teams and associated ‘Consultant Connect’ for Primary and Community Care services also facilitated reduced hospital attendance and, where necessary, supported direction to the right service at the right time, first time. 4.3.3 There continued to be promotion of greater awareness of respective roles across acute, community and social care such that as far as possible, people were cared for in the most appropriate setting. This has also been assisted by greater numbers of community/social care staff participating in the daily calls and ward based MDTs to identify people who could be discharged safely. 82
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4.3.4 The concept of ‘discharge to assess’ has also been promoted strongly and there is further scope to extend this practice over the coming year in preparation for next winter. Similarly, the ‘Pathway 4’ team has also contributed to many patients on a palliative care journey being able to be discharged from hospital and managed safely in their own homes in accordance with their wishes. 4.3.5 Work continues in the enactment of both acute and community flow foundation bundles and, in particular, setting realistic Planned Date of Discharge (PDD) dates and seeking to honour same and reducing late cancellation of planned discharges. 4.3.6 The daily multi agency calls, along with the establishment of site / sector based Flow Oversight Boards (FOBs) to provide weekly reports to Core Executive Flow Oversight Board (EFOB) and Core FOB meetings have also assisted in early identification of any issues and respective action planning. 4.3.7 Actions for 2024/2025 will be developed and delivered though the reform and transform programme and will include: a) Optimisation of Unscheduled Care by 1. reducing LOS and hospital occupancy achieved with improved ward efficiency 2. implementation of flow foundation bundles, 3. creation of digital front door through eTriage 4. increased redirection from our system access points, 5. increased scheduling of minors, 6. expansion of FNC+ Plus to facilitate speciality direct admission, 7. creation of frailty front door b) Reduction in core physical beds with increased virtual capacity and wearables co- ordinated/monitored through FNC+ Plus and c) Enhanced interface between primary, community and acute services to maximise appropriate access and pathways along with escalation and de-escalation of care. d) Continued development of Operation Flow programme and governance structures to co-ordinate, monitor, support and scrutinise development and implementation. 4.3.8 It is helpful to note the work associated with the creation of the FNC + model in more detail. Management of unscheduled care demand is a key element to reducing hospital occupancy and thereby improving unscheduled care performance and management of established staffing levels. The essential role that our FNC has undertaken to date in managing urgent and unscheduled care across our system is recognised, however there are significant opportunities to upscale the existing model. A Vision Session, involving some 70 senior clinical and managerial leaders across the whole system was held in March 2024 to ensure a consensus on the development of FNC+ Plus through 2024. 4.3.9 FNC+ Plus aligns to the principles of a NHS Lanarkshire Operational Command Centre. This is a key component in managing demand across the system and is underpinned by a consistent Senior Clinical Decision Maker (SCDM) presence 24/7 in the FNC. The key areas of focus for FNC+ Plus are to: • Manage GP demand • Manage Home Care demand • Maximise ED redirection 83
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• Co-ordination and monitoring of increased virtual capacity • Maximise redirection and non-conveyance from SAS, NHS 24/111 • Facilitate rapid/support discharge 4.3.10 The planning assumptions that the additionality that FNC+ Plus will provide includes: co-ordination of acute and community Outpatient Anti-biotic Treatment (OPAT) capacity; connection to locality response to support escalation or escalation of care; co-ordination and monitoring of new virtual bed capacity (including wearables); facilitating direct admission booking to reduce lengthy waits in Emergency Departments (ED) and support direction of patients; creating GP hub capability to develop pathways for access to diagnostics; and redirection from ED/Minor Injuries through new pathways to treatment rooms and scheduling to minors where appropriate. Given that managing demand is key to improving Unscheduled Care performance, there is a commitment to delivering the first phase of FNC+ Plus by Quarter 2 (July 2024). 4.4. Maximising Use of Staff 4.4.1 There was a greater understanding of staff pressures such that there was a more proactive approach to aligning staff to service need – including multi-sectorial cross working to support system-wide flow. This also saw a reduction in the negative impact felt when there are too many staff off across the main public holiday periods at Christmas and New Year. 4.4.2 Of specific note was the additional social work staff in and around the hospitals over the peak public holiday period and weekends through January to ensure as many patients as possible were able to be discharged without delay. 4.4.3 Also, as described in 3.8 above, staff were also transferred from the vaccination service during the peak winter period to support acute hospital sites. 4.4.4 Action for 24/25 – continue to ensure effective planning of staff annual leave/Public Holiday leave. 4.5. Joint Working with other groups 4.5.1 Scottish Ambulance Service (SAS) - Continued to strengthen and develop increased joint working between SAS and NHSL in relation to maximising shared pathways – as described at 3.4.2 above, and better utilisation of advanced skills. These ‘advanced skills’ were available in ED as well as the Primary Care Out of Hours (PCOOH) service on a rotational basis. This also saw maximising use of Hospital Ambulance Liaison Officers (HALOs) across the period as well as the regular participation of SAS on the daily calls. 4.5.2 Community Pharmacies - Greater alignment between community pharmacy and hospital pharmacy aided speedier discharge. This was a really good example of effective joint working and will be built upon for next winter. 4.5.3 Actions for 2024/2025 – seek to maximise working with other staff groups to expand available resources to manage peak demand. 4.6. Support from GPs at Public Holidays and Weekends in January 4.6.1 Local GPs again provided services at key Public Holidays and Saturdays through January. Across the period this winter, this resulted in 2,882 patients being managed via their own GP as opposed to potentially being seen in PCOOH or ED. 84
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4.6.2 Specifically, in relation to the NHSL PCOOH service, they were able to re-direct 183 patients to their own GP on the two public holidays and a further 480 patients on the Saturdays through January. In turn, this assisted in PCOOH being able to manage the increased demand on the service at that time thereby negating the need to transfer patient overflow to ED as may have been required had the additional support not been available. 4.6.3 Whilst the scheme continues to be successful, it is still possible to increase wider awareness of this such that more patients know they can access their own GP when required to seek urgent care. 4.6.4 Action for 2024/2025 – Plan to continue to offer service with wider comms of availability. 4.7. Vaccination Programme 4.7.1 Public vaccination uptake was generally in keeping with national averages and above average for those in the poorest SIMD areas. There however continues to be a need for greater uptake of NHS staff vaccination, this despite a number of developments from the previous year to improve accessibility for NHS staff. This will require further review in the coming year to seek to maximise uptake. 4.7.2 Council owned accommodation that had previously been available to support the vaccination programme is no longer available as it has been re-purposed back to its original use. Since the turn of the year, there has been a reduction in uptake of other vaccines due to the vaccination centres not being as locally accessible as previously. This will require to be addressed prior to winter 2024/2025. A number of the vaccination staff also transferred temporarily to other posts – predominantly in the three acute hospitals, to provide additional support to ward/other staff from mid- December through to March to assist in the management of winter pressures. 4.7.3 Action for 2024/2025: a) Develop plans to maximise increased staff uptake of vaccinations b) Identify alternative accommodation with a view to maintaining at least national average uptake c) Continue to work with acute colleagues to facilitate staff transfer from vaccinations to provide additional support to hospital sites. 4.8. Infection Prevention and Control (IPC) 4.8.1 Whilst there was not a significant direct issue of high Covid prevalence, there were significant pressures from other winter pathogens e.g. a peak in flu in Jan (although less than last year) but also high levels of respiratory syncytial virus (RSV), mycoplasma and especially norovirus. In a few areas, there continued to be some legacy practice which resulted in a higher level of Covid lateral flow testing being undertaken than necessary which affected flow. This appeared to be due to an over sensitive approach being taken with Covid despite other respiratory infections also being prevalent at this time of year. 4.8.2 This involved asymptomatic patients being tested ‘just in case’, albeit not being isolated whilst awaiting test results. In turn, other respiratory conditions which would previously have been subject to ‘point of care’ testing were going un-noticed. 4.8.3 IPC colleagues raised this with respective acute hospital management teams to take corrective action. 85
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4.8.4 It was also evidenced that visitors were responsible for bringing infection into the sites and there needs to continue to be an emphasis around education in this regard next winter. 4.8.5 Actions for 2024/2025: a) Encouragement of ‘point of care’ testing as the default approach for respiratory infections. b) Communications campaigns focused on educating visitors not to attend if having any symptoms, e.g. respiratory infections. 4.9. Use of Data 4.9.1 Using real time data assists significantly in relation to flow management. This has shown improvement across the winter period albeit there is still some further work required to ensure timeous entry to patient management systems. In turn, this would help inform the understanding of likely pressure points to support the agreement of appropriate mitigating actions. 4.9.2 Action for 2024/2025 – Continue to increase real time data entry to support awareness of system pressures and potential mitigation of same. 4.10. Communications 4.10.1 There was a regular flow of public messaging across the winter period – heightened at times of greatest pressure. This covered all main aspects of the winter plan from preparing for winter, encouraging uptake of vaccinations and utilising Winter Health Hub to assist in reducing attendances to ED. 4.10.2 Beyond that, the communications plan saw specific work with local pharmacies, NHS 24 and the creation of bespoke videos to be used when EDs were particularly busy with a view to assisting to provide alternative care destinations. 4.10.3 Action for 2024/2025 – Prepare winter communications programme to address all respective areas. 5. Employee Implications 5.1. 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. 6. Financial Implications 6.1. The winter plan was delivered within the anticipated budget levels. It should be noted that the scope for use of non-recurrent funding will be reduced in 2024/2025. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability, and environmental implications within this report. 86
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8. Other Implications 8.1. The Winter Plan highlighted the significant risks which were likely to be encountered and the need for the respective mitigations which were put in place. Respective risks have been downgraded as the winter period has passed. 8.2. The learning points and actions arising from the winter 2023/2024 debrief will form part of the winter plan for 2024/25. In so doing, the various measures currently used for measuring wider system performance will continue to be utilised and refined if required. 9. Equality Impact Assessment and Consultation Arrangements 9.1. The winter plan – and this debrief – was/ will be shared with the NHS Lanarkshire Board and the two IJBs. In turn, both Councils were also provided with a copy and briefing sessions can be arranged for respective Elected Members if required. 9.2. As highlighted at 4.10 above, there was an extensive communications campaign undertaken throughout the winter period. Professor Soumen Sengupta Director, Health and Social Care 22 April 2024 Link(s) to Council Values/Priorities/Outcomes • caring, connected, sustainable communities • people live the healthiest lives possible • accountable, effective, efficient and transparent 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:- Craig Cunningham, Head of Commissioning and Performance Email: craig.cunningham@lanarkshire.scot.nhs.uk 87
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 22 May 2024 Report by: Director, Health and Social Care Subject: Response Process Regarding Mobility Aids in South Lanarkshire and Conflict Zones 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] report back on actions undertaken by Officers as directed by members in agreeing above motion at the meeting of the South Lanarkshire Council on 27 March 2024 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of this report are noted. [1recs] 3. Background 3.1. Request 3.1.1. To call for officers to investigate and report back on:- existing mechanisms to return, reuse and respond to calls for donations of mobility aids in South Lanarkshire and in conflict zones how the Council could work with existing organisations and groups to support those in conflict zones with its stock where the medical need was greater due to conflict, whilst still complying with its legal duties how the Council could further encourage residents to return old or used mobility aids to a relevant Health partner, reducing waste and ensuring people who needed items could get them 4. Response 4.1. In Lanarkshire, both the NHS and the Council deliver provisions which assist South Lanarkshire residents who experience functional issues which impact on activities of daily living. The assessments and inputs delivered result in individuals being provided with a range of equipment, aids and adaptations. 4.2. The Council’s contribution is typically through the involvement of occupational therapists who are managed within the Health and Social Care Partnership (HSCP), who undertake functional assessments which can lead to the provision of resources. These range from items such as grab rails, bath boards and raised toilet seats to more significant provision such as ramps, stairlifts and level access showers. Importantly these inputs are provided to support the person to manage within their own home environment. 11 89
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4.3. The Council is a member of a partnership with other neighbouring authorities and Greater Glasgow and Clyde Health Board which has formed the Equipu Joint Store which is operated by Glasgow City Council. This store procures, stores, delivers, assembles, maintains, removes, and recycles equipment that the Occupational Therapists and others requisition on behalf of the service users they assess. Information for how services users can return equipment to Equipu is available here: https://www.nhsggc.scot/patient-visitor-faqs/return-of-nhs-equipment/ 4.4. NHS Lanarkshire are the predominant provider of mobility equipment, typically through the involvement of physiotherapists who are managed within the HSCP such as wheelchairs, crutches and such like which allow South Lanarkshire residents to mobilise as a consequence of health conditions or injury for both short-term and longer-term use. In Lanarkshire mobility aids are procured, supplied, and recycled from two sources: all walking aids come from the joint equipment store in Motherwell run by North Lanarkshire Council and the Health Board; and all wheelchairs come from WestMARC – The West of Scotland Mobility and Rehabilitation Centre. Information and advice on how patients can return equipment is available here: https://www.northlanarkshire.gov.uk/social-care-and-health/adults/living-independently- home/equipment-and-adaptations https://www.nhsggc.scot/hospitals-services/westmarc-west-of-scotland-mobility-and- rehabilitation-centre/ 4.5. The recycling process of these partnership assets are already included in the budgeting assumptions and flow of equipment to future service users. HSCP staff already work with the organisations in question to encourage recycling of such equipment, with the routinely reported Social Work Resource Plan 2023/24 including a target for making an annual saving from using recycled items as opposed to new through the joint store. 4.6. In relation to Equipu, the recycling of these items provides mutual benefit to all Equipu partners, with South Lanarkshire having no scope to make separate arrangements to and should South Lanarkshire redistribute this equipment out with the partnership (as this would also limit other partners access to recycled equipment). 4.7. The duties of Local Government (Scotland) Act 1973 Act restricts the ability of a local authority to make donations in respect of charitable work outside of the UK. The provision of such equipment as this when they are local government asset to overseas conflict zones then is likely to be a breach of this duty. 4.8. NHS Scotland is committed to the ethical and sustainable donation of surplus kit to low resource settings where it is safe and appropriate to do so. NHS National Services Scotland has published national Guidance on Management of Medical Devices and Equipment in Scotland's Health and Social Care Services. This states that such donations of equipment should be through the NHSScotland Global Citizenship Programme: https://www.nss.nhs.scot/media/1220/shtn-00-04-guidance-on-management-of-medical- devices-v20.pdf 4.9. The Global Citizenship Programme has produced a 10 Step Guide providing guidance on the process of making a safe and effective donation of medical equipment – this is available here: https://www.scottishglobalhealth.org/medical-equipment-donations/ 90
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4.10. The Scottish Government Ready Scotland website provides advice on how individuals can help humanitarian crises around the world in a safe and effective way: https://ready.scot/humanitarian 5. Employee Implications 5.1. There are no employee implications associated with this report. 6. Financial Implications 6.1. There are no financial implications associated with this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no additional climate change, sustainability or environmental implications associated with this report. 8. Other Implications 8.1. There are no other implications 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 Equality Impact Assessment is required. Professor Soumen Sengupta Director, Health and Social Care 29 April 2024 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs 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:- Professor Soumen Sengupta Director of Health and Social Care Email: soumen.sengupta@southlanarkshire.gov.uk Phone: 01698 453700 91
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Report Agenda Item Report to: Social Work Resources Committee Date of Meeting: 22 May 2024 Report by: Director, Health and Social Care Subject: Notification of Contracts Awarded: 1 October 2023 to 31 March 2024 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 October 2023 to 31 March 2024 [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 October 2023 to 31 March 2024, 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. Other Implications 7.1. There are no direct risks or implications for sustainability in terms of the information contained in this report. 12 93
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8. Equality Impact Assessment and Consultation Arrangements 8.1. 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. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Professor Soumen Sengupta Director, Health and Social Care 25 April 2024 Link(s) to Council Values/Ambitions/Objectives Accountable, Effective, Efficient and Transparent List of Background Papers Standing Orders on Contracts Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Emma Smith, Corporate Procurement and Transactions Manager Ext: 5329 (Tel: 01698 455329) E-mail: emma.smith@southlanarkshire.gov.uk 94
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Appendix 1 Contracts Awarded by Social Work Resources over £50,000 in value Contracted supplier Contract reference number Contract description Estimated contract value Contract award date Contract start date Contract end date Contract end date (including extension) James Hudson Builders Ltd SLC/SW/23/088 Provision of Free Personal Care, at Ashbourne Lodge Care Home £113,916 26/01/2024 27/03/2024 26/03/2026 26/03/2029 Burcot Grange & Lodge SLC/SW/23/034 Provision of Free Personal Care, Burcot Grange Care Home £107,303 17/10/2023 15/08/2023 14/08/2028 - Care & Repair In South Lanarkshire SLC/SW/23/099 Assistive Technology Installation £296,340 01/12/2023 01/12/2023 30/11/2024 30/11/2025 Country Court Care Homes 7 Opco Limited SLC/PS/SW/21/026 Care Home England - Lakeview Lodge £105,744 09/02/2024 01/04/2023 01/04/2026 01/04/2029 Community Volunteering Enabling You SLC/PS/SW/23/104 Child Poverty Practice Accelerator Fund (CPAF) £79,897 01/02/2024 01/02/2024 31/01/2025 - Dovestone Estates Limited SLC/PS/SW/21/028 Care Home England - Wray Common £105,744 09/02/2024 01/04/2023 01/04/2026 01/04/2029 Enhance Healthcare Clyde Valley Ltd SLC/SW/23/037 Care Homes for Adults with Learning Disabilities including Autism £697,576 26/10/2023 16/09/2023 15/09/2024 - Garvald West Linton Ltd Real Life Options Home Care Scotland Care Services Ltd SLC/SW/23/119 Care at Home Services £177,254 28/03/2024 20/02/2023 31/03/2025 30/09/2025 Scotland Excel Framework 1121 (Call Off From 4 Lots with multiple suppliers in each Lot) SLC/PS/SW/22/010 Children's Residential Care and Education Services including Short Breaks £88,679,076 24/01/2024 01/10/2022 30/09/2028 - Tamaris Healthcare (England) Limited SLC/SW/23/105 Care Home Eng / Wales - Hillside Lodge £243,759 15/02/2024 01/04/2023 01/04/2026 01/04/2029 95
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Equal Say Limited SLC/PS/SW/21/001 Adult Advocacy Services £2,282,274 10/10/2023 10/10/2023 09/10/2026 OTE to 09/10/2028 plus further OTE to 09/10/2029 Ochil Tower School SLC/SW/23/010 Residential Placement £142,503 08/12/2023 01/08/2023 31/07/2024 - Active Healthcare Services SLC/PS/SW/18/001 Phase 3 and 4 Adult Supported Living Procured Service Arrangement £242,837,7669 (Total value of PSA) 29/11/2023 29/11/2023 14/09/2035 - Care1 Professional Services Ltd HRM Homecare Services Ltd ION Care and Support Services Ltd 96
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Contract extensions awarded over £50,000 in value Contractor CRN Original Value of Contract Awarded (including extension value) Value of Extension Award Date of Extension Brief Description Contract Extension period MHC UK Limited SLC/PS/SW/21/091 £581,710 £232,684 25/10/2023 Specialist Residential Care 01/11/2023- 31/10/2024 97
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