Chief Social Work Officer Annual Report 2024-25
Perth and Kinross Council · 14 January 2026
Back to Perth and Kinross Council — 14 January 2026 and its agenda
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Perth and Kinross Council Date of Meeting: 14 January 2026 Report Title: Chief Social Work Officer Annual Report 2024/25 Report Number: 26/13 Report Author: Arun Singh, Chief Social Work Officer Organisational Lead: Arun Singh, Strategic Lead – Children, Families and Justice ___________________________________________________________________ 1. Purpose 1.1 The report provides a comprehensive overview of how the Chief Social Work Officer (CSWO) has fulfilled legal, professional, and governance responsibilities over the past year. It details the delivery of social work services, in line with national legislation and local strategic objectives, ensuring that the Council is fully informed of the service’s performance, compliance, and alignment with best practice. 1.2 The report provides the opportunity to scrutinise key achievements, challenges, and areas for improvement across Children and Families Social Work, Adult Social Work, and Justice Social Work services. The report highlights the impact of early intervention, trauma-informed practice, and multi-agency collaboration, as well as the social work service’s response to the increasing complexity of cases, demographic pressures, and financial constraints. It also provides assurance regarding the quality of safeguarding, governance arrangements, and the effectiveness of workforce development initiatives. 1.3 The report serves as a foundation for continuous improvement, ensuring that social work services remain responsive, resilient, and committed to delivering high-quality, person-centred support. In addition, the report details the arrangements to enable the CSWO to fulfil the responsibilities outlined in Section 5 (1) of the Social Work (Scotland) Act 1968 (as amended). The report was submitted to the Office of the Chief Social Work Advisor at the Scottish Government on 22 November 2025.
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1.4 Sections 1. Purpose 2. Recommendation 3. Background/Context 4. Proposals 5. Conclusion and Assessment of Performance 6. Impact Value Assessment 7. Appendices 2. Recommendation It is recommended that Council: 2.1 Takes assurance from the CSWO Annual Report 2024/25, that despite challenges, overall performance across social work and social care service areas has remained high in delivering quality services. 3. Background/Context 3.1 The Social Work (Scotland) Act 1968 (as amended), requires every local authority to appoint a single CSWO. 3.2 Scottish Government ministers published statutory guidance in 2016 on the role of the CSWO for local authorities and partnerships which have certain social work functions delegated to them. The CSWO role was established to ensure the provision of appropriate professional advice in the discharge of the full range of the local authority’s statutory functions, and the updated guidance sets out the importance of the CSWO role within Integrated Joint Boards. 3.3 The CSWO is accountable to elected members of the local authority and must be: • A qualified social worker, registered with the Scottish Social Services Council; • Designated as a ‘proper officer’ of the local authority; • Of sufficient seniority and experience in both the operational and strategic management of social work services; and • A non-voting member of the integration authority. 3.4 The CSWO is a role and function, rather than a specific job description, and is therefore, distinct from the post holder’s operational management responsibilities as Strategic Lead – Children, Families and Justice. It is for the CSWO to use their authority to challenge and intervene when proposals may have a detrimental impact on vulnerable citizens or to the workforce on whom they depend.
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In leading the social care and social work profession, the CSWO provides: • Professional independent advice to the Chief Executive and elected members in relation to the discharge of the local authority’s statutory functions as outlined in the Social Work (Scotland) Act 1968 (as amended); • Strategic and professional leadership in the delivery of social work services; • Assistance to local authorities and their partners in understanding the complexities and cross-cutting nature of social work services and the key role they play in meeting local and national outcomes; and • Support for performance management and the management of corporate risk. 3.5 Together with the CSWO, elected members have duties to oversee that effective, professional, and high-quality social work and social care services are delivered to professional standards. The CSWO Annual Report and its consideration by Perth and Kinross Council and the Perth and Kinross Integrated Joint Board is one important way to accomplish this. The CSWO Annual Report is an opportunity to gauge the quality of performance of social work and social care services and to identify the challenges for continuing to meet the needs of local people and communities into the future. The Office of the Chief Social Work Adviser at the Scottish Government uses all 32 local authorities CSWO Annual Reports to produce a national summary report, and this provides an opportunity to set our local social care and social work services in the wider national context. 3.6 The CSWO Annual Report for 2024/25 reflects a year of significant progress and ongoing challenges across social work services in Perth and Kinross. The report highlights the unwavering commitment of the workforce to early intervention, trauma-informed practice, and collaborative service delivery, all aimed at improving the lives of individuals, families, and communities. 3.7 Throughout the year, social work services have continued to embed person- centred approaches, strengthen multi-agency partnerships, and align their work with national priorities, ensuring that the most vulnerable are supported with dignity and respect. Children and Families Social Work 3.8 In Children and Families Social Work, service quality and performance have been underpinned by a commitment to early intervention and prevention. The Multi Agency Screening Hub has enabled timely, coordinated responses to non-urgent referrals, while the Family Support Team and COPE (Children and families who are Open to social work services for Planned interventions in the Evenings and weekends) have provided short-term, early interventions to prevent family crises. The Families Empowering Communities project has delivered community-based support, reducing the need for ongoing statutory involvement.
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3.9 In child protection, the number of formal interventions has decreased, with more families receiving support at earlier stages of need. 3.10 The implementation of the Scottish Child Interview Model and the Bairns’ Hoose Pathfinder has enhanced trauma-informed responses for children affected by abuse and justice involvement. Despite a rise in concern reports being raised, the number of children being referred has stabilised, suggesting that early help is having a positive impact, which is less distressing for families. 3.11 The service has prioritised building capacity for early intervention, expanding wraparound support beyond standard working hours, and creating opportunities for relationship-based practice. These efforts have contributed to a decrease in the number of children and young people being accommodated away from home, albeit with a commensurate increase with those looked after at home. This evidences that whilst the complexity of issues continues to exist, these are being supported in greater numbers within family households. 3.12 Performance data continues to show a clear shift away from statutory compulsory intervention and moving more towards statutory voluntary intervention. In statistical reporting, this data is not accounted for and is giving a false impression that overall need is decreasing. Workloads across the service have remained static, albeit with a greater complexity of need. Adult Social Work 3.13 Adult Social Work services have responded to increasing complexity and demand, particularly among older adults and individuals with learning disabilities and autism. 3.14 In adult protection, the expansion of trained council officers over the past few years and the adoption of multi-agency approaches have strengthened safeguarding, with a consistently high volume of adult protection concerns managed effectively. The service has prioritised prompt screening of concerns, greater emphasis on multi-agency investigations, and targeted interventions to address physical, financial, and emotional harm. 3.15 Data shows a reduction in Adult Support and Protection inquiries which were often single agency lead, to a more targeted approach to investigations through increased use of Inter-Agency Referral Discussions (IRDs) which involve multi agency partners engaging proactively to assess risk. The exponential increase in investigations evidences our strengthened partnership working. 3.16 The expansion of the Specialist Community Outreach and Prevention Engagement team, the Independent Living Panel, and the introduction of a Brokerage service have improved transitions, choice, and outcomes for service users.
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3.17 The redesign of Care at Home services and the Discharge Without Delay programme have significantly reduced delayed discharges, while community- based rehabilitation continues to grow. 3.18 The adoption of Self-Directed Support has enabled individuals to exercise greater choice and control over their care, with a notable increase in the use of direct payments and personalised support options. 3.19 The SCOPE (Specialist Community Outreach and Prevention Engagement) team’s multi-disciplinary approach to transition planning for young people with learning disabilities and autism has resulted in smoother transitions and better outcomes, while the Independent Living Panel has enabled more individuals to secure their own tenancies and live independently within their communities. Justice Services 3.20 Justice Services have embraced innovation with the rollout of the “Wheels” template, expansion of the Evolve Men’s Service, and continued success of the One-Stop Women’s Learning Service (OWLS) and the Structured Deferred Sentence programme. These developments reflect a strategic shift towards restorative, rehabilitative, and trauma-informed justice interventions. 3.21 The Complex Needs Project and Child Impact Assessment Toolkit further demonstrate a commitment to holistic support for individuals affected by justice involvement. 3.22 The service has made significant strides in performance reporting, launching a comprehensive dashboard to empower managers with real-time data, and is preparing to automate this system for greater efficiency. 3.23 Bail Supervision and Diversion from Prosecution have provided constructive alternatives to custody, supporting individuals to remain in the community and address the root causes of offending. 3.24 The Unpaid Work Team has delivered tangible benefits across the community, supporting a wide variety of people and causes, while the prison- based social work teams have adopted trauma-informed approaches and piloted new roles to enhance support for individuals in custody. Summary 3.25 Throughout the year, persistent challenges have tested the resilience of social work services. Recruitment and retention across the social work and care sectors remain difficult, particularly in rural areas, and the shortage of foster carers and supported lodging providers has placed pressure on placement availability.
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3.26 Rising demand for specialist support, especially for neurodiverse children and adults with complex needs, has stretched capacity, while financial pressures driven by demographic change and inflation, have required careful resource management and strategic planning. 3.27 Working in a constantly evolving work environment, presents challenges to our workforce that cannot be underestimated. The need for services to support learning and development opportunities, and the strengthening of governance to ensure high standards of statutory compliance, is essential. 3.28 Inspection outcomes and performance data reflect a culture of continuous improvement and accountability, with a strong emphasis on quality assurance and reflective practice. 3.29 The report details robust governance and accountability arrangements, with the CSWO maintaining strong lines of communication with key stakeholders across the Council and Health and Social Care Partnership. 3.30 Statutory responsibilities have been delivered through a range of governance and advisory activities, including professional input to Council and Integration Joint Board committees, active involvement in public protection groups, and oversight of secure care orders and welfare guardianship arrangements. 3.31 Workforce sustainability remains a key priority, with efforts focused on recruitment, retention, and professional development. 3.32 The introduction of new roles, investment in training, and the development of a learning culture have supported workforce resilience, but challenges persist, particularly in care home settings and rural areas. 3.33 The service is committed to supporting staff wellbeing through supervision, access to professional support, and flexible learning opportunities. 3.34 The Learning and Development Team has played a fundamental role in maintaining a skilled, confident, and resilient workforce, with a focus on trauma-informed practice, supervision, and continuous professional development. 3.35 The CSWO has played a key role in workforce development, engaging proactively to support social work students and practitioners, and promoting trauma-informed practice across all service areas. 4. Main Issues 4.1 Financial stewardship has been a central concern, with ongoing pressures across all service areas.
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4.2 Changes in life expectancy due to medical intervention have not been factored into costs associated with delivering care and support to some of our most vulnerable citizens. From babies who are born and survive with multiple health conditions, to older people who require complex packages of care when support is needed are just two examples of this. Traditional budget allocations are creating significant pressure on public services as they are no longer able to absorb the costs associated with the changing nature of need in our communities. 4.3 Adult Social Work services have experienced the highest and most rapidly increasing expenditure, driven by elevated demand for community-based care packages, inflationary increases, and demographic trends. Increased demand and financial projections led to the Council allocating additional funding to meet the needs of its most vulnerable citizens in line with mid- range forecasts in February 2025 for the 2025/26 financial year / period. 4.4 Whilst Children and Families Social Work services has seen a reduction in spending, this was due to temporary funding from the Whole Family Wellbeing Fund paying for additional staff working in early intervention services, resulting in fewer children requiring to be accommodated away from home. Thus, the service has managed steady budget growth through proactive workforce planning and external funding. 4.5 In recognition of the changing demographic landscape, the report acknowledges that further efficiencies across service areas, to maintain existing levels of service provision, will be challenging to achieve without additional funding. 4.6 Looking ahead, social work services in Perth and Kinross will continue to evolve in response to increasing complexity, demographic pressures, and the imperative to deliver person-centred, rights-based support. 4.7 Early intervention will remain central, with expanded wraparound support and targeted programmes aimed at reducing the need for statutory involvement and improving outcomes for individuals and families. 4.8 The implementation of structured self-evaluation and quality assurance mechanisms will strengthen performance monitoring and drive continuous improvement. 4.9 Workforce sustainability, securing long-term funding for early intervention programmes, and adapting to changes in mental health service provision will be critical to sustaining progress and meeting the diverse needs of the population. 4.10 Across all service areas, the focus will remain on fostering resilience, improving access, and enhancing outcomes through collaborative, trauma- informed practice, underpinned by robust data, reflective learning, and a shared commitment to safeguarding and supporting those at risk.
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5. Conclusion and Assessment of Performance 5.1 The Chief Social Work Officer’s Annual Report for 2024/25 celebrates the dedication, resilience, and innovation of the social work and social care workforce in Perth and Kinross. 5.2 It is the CSWO assessment that despite significant challenges, the services have demonstrated a steadfast commitment to continuous improvement, accountability, and the delivery of high-quality, person-centred support. The collaborative efforts across the various teams, and multi-agency partnership working has ensured that statutory social work duties have been delivered effectively, during the reporting period; providing assurance on key areas of early intervention, targeted support and public protection. 5.3 The achievements of the past year provide a strong foundation for future progress, ensuring that individuals, families, and communities across Perth and Kinross can live life well, free from poverty and inequality. 6. Impact Value Assessment 6.1 This report has been classified as being an operational report and as such does not require a full Impact and Value Assessment. 7. Appendices 7.1 Appendix 1 - Chief Social Work Officer Annual Report 2024-25.