Chief Social Work Officer Annual Report 2025-2026
Renfrewshire Council · 22 June 2026
Back to Council — 22 June 2026 and its agenda
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PUBLIC To: Council On: 22 June 2026 Report by: Chief Social Work Officer Heading: Chief Social Work Officer Annual Report 2025/2026 ___________________________________________________________________ 1. Summary 1.1 The Chief Social Work Officer provides an annual update report to Council each year. The requirement for every Local Authority in Scotland to appoint a professionally qualified Chief Social Work Officer (CSWO) is set out within Section 3 of the Social Work (Scotland) Act 1968. The qualifications are set down in regulation and this is one of a number of statutory requirements which local authorities must comply with. In Renfrewshire Council the role of Chief Social Work Officer is held by the head of Children and Justice Social Work. 1.2 The annual reports of all CSWOs are submitted to the Office of the Chief Social Work Advisor at the Scottish Government in order that a national overview report can be produced. The annual report from the Renfrewshire Chief Social Work Officer provides a summary of activity relation to the role of the Chief Social Work Officer during 2025/26 and is attached at Appendix 1. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that Elected Members: • Note the key activities in the Chief Social Work Officer Annual Report 2025/26. ___________________________________________________________________ 3. Background 3.1 The principal role and purpose of the Social Work Service is contained within the Social Work (Scotland) Act 1968, which gave local authorities the responsibility of “promoting social welfare”.
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PUBLIC The Social Work Service has a statutory duty to provide care and protection to the most vulnerable people across Renfrewshire, often meaning that many of our service users do not engage with us on a voluntary basis. The role of Chief Social Work Officer (CSWO) is critical in terms of achieving this purpose. 3.2 The CSWO is a “proper officer” in relation to social work function: an officer given responsibility on behalf of a local authority, where the law requires the function to discharged by a specified post holder. 3.3 The qualifications of the CSWO are set down in the regulations and stipulate that the postholder must be a qualified social worker registered with the Scottish Social Service Council. The CSWO must be able to demonstrate extensive experience of operational and strategic management at a senior level within social work or social care services. 3.4 The overall purpose of the CSWO is to provide professional advice on the provision of social work services to elected members and officers; advice which assists authorities in understanding of the many complexities which are inherent across social work services. The CSWO should also assist authorities in understanding the key role that social work plays in contributing to the achievement of national and local outcomes, to improving local performances and in terms of management of corporate risks. 3.5 The annual report to Council, along with CSWO reports from other local authorities, are now being used nationally to create an overview report. 3.6 The scope of the CSWO role covers all social work and social care services, whether provided directly by the local authority, or in partnership with others. Where these services are purchased or commissioned from external providers, the CSWO has responsibility to advise on the specification, quality and standards or service commissioned. Current guidance for the role reflects the strategic nature and the function in relation to Integration Joint Boards and Health and Social Care Partnerships. 3.7 The CSWO has a range of other strategic responsibilities including oversight of professional standards in social work services, as well as undertaking the leadership of the profession through Chief Social Work Officer function through promotion of the values and standards. 3.8 Social work services have a statutory duty to provide care and protection to the most vulnerable people across their local authority area. Access to the majority of services is assessment on the basis of need, and social work staff in partnership with individual, carers, families and communities to meet the need within the resources available to the service and partner agencies. ___________________________________________________________________
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PUBLIC 4. Local Government Arrangements 4.1 Within Renfrewshire Council the Head of Children and Justice Social Work also acts as Chief Social Work Officer. As well as the responsibilities associated within the directorship, as CSWO they retain professional leadership for adult social work and social care services delivery by the Health and Social Care Partnership (HSCP). 4.2 The CWSO has a number of general and specific duties including: i. Providing regular reports to Elected Members on the key activities of the Chief Social Work Officer. ii. Leading for Social Work on the Renfrewshire HSCP Executive Governance Group and the Integration Joint Board (IJB). iii. Reporting directly to the Education and Children’s Services Policy Board and Renfrewshire Council. iv. Member of the Council’s Corporate Management Team and Chief Officer’s Group and reporting directly to the Chief Executive and senior Elected Members. v. The CSWO is accountable to the Chief Executive, the Corporate Management Team and the Council as part of the Chief Officer’s Group which manages public protection risks on a partnership basis. Heads of Service have responsibility for the management of risk within their respective service areas. vi. Representing Renfrewshire Council at local, regional and national level. vii. Chairing the bi-annual meeting of all social work managers from both Children’s Services and the HSCP. viii. Management of risk. ix. Specific Duties associated with the position, the CSWO within Renfrewshire Council acts as: • Final point of appeal in relation to Adoption and Fostering decisions. • Recipient of all Mental Health and Adults with Incapacity Orders and Guardianship cases; and • Decision maker in relation to Secure Care application for children. ___________________________________________________________________ 5. Activities of the Chief Social Work Officer 2025/26 5.1 The report attached as Appendix 1 summarises the key activities of the Head of Children and Justice Social Work in his capacity as Chief Social Work Officer in Renfrewshire during 2025/26. It does not provide an exhaustive description of the full range of duties and responsibilities undertaken but seeks to provide a broad overview of the CSWO role. The report will be submitted the Office of the Chief Social Work Officer to inform a national overview report. 5.2 The next report on the activities of the CSWO will be submitted to Council in Summer/Autumn 2027. ___________________________________________________________________
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PUBLIC 6. Overview Social Work Services 6.1 The CSWO has a range of duties which are detailed in Appendix 1 to this report, this also includes detail of demand and provision in that area. 6.2 The Chief Social Work Officer Report 2025/26 describes the services which are performing well with many other areas evidencing innovative practice; both inspired by the creativity of teams with the aim of improving service delivery, or in direct response to existing or predicted challenges. 6.3 Social work and social care services are delivered by a substantial number of staff from statutory, third and independent sector organisations. Across all sectors involved in the delivery of social work and social care services, workforce remains a key focus, both in terms of recruitment and retention. Key priorities for 2026/27 6.4 Based on an assessment of internal and external factors the CSWO has identified key priorities for the year ahead: • Continue to effectively discharge our public protection role and working closely with partners to ensure that vulnerable children and adults live as safely as possible within local communities. • Strengthen the approach to supporting children and families in the community through the implementation of the Children’s Service Partnership Plan. • Support the delivery of the Promise in Renfrewshire. • Supporting the Council to deliver on the corporate and community priorities. • Continue to ensure strong and positive links between Children’s Services and Renfrewshire Health and Social Care Partnership. • Ensure that the voices of children and young people are heard and included, in accordance with the United Nations Convention on the Rights of the Child. _______________________________________________________________ Implications of the Report 1. Financial – none 2. HR & Organisational Development – none 3. Community/Council Planning – this report details the progress made by the service- to protect vulnerable children and adults, reduce offending behaviour, increase community safety, and promote early intervention, independent living and wider health improvement. It highlights partnership working, details the measure which ensure the workforce is skilled and effective and highlights achievements in relation to support to the communities, customer service and consultation. 4. Legal - none
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PUBLIC 5. Property/Assets – none 6. Information Technology - none 7. Equality and Human Rights – The recommendations contained within this report have no negative impacts on equality groups or potential for infringement of individuals’ human rights because it is only for noting. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the council website. 8. Health and Safety - none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Children’s Rights – Social Work Services in Renfrewshire actively promote the rights of children under the United Nations of the Child. The service complies with and actively promotes children’s rights in all areas with a focus on Article 3 (best interest of child), Article 9 (keeping families together), Article 12 (respect for children’s views), Article 21 (children who are adopted), Article 22 (refugee children), Article 25 (review of a child’s placement) and Article 40 (children who break the law). 14. Climate Risk – none ___________________________________________________________________ Report Author: John Trainer, Head of Children and Justice Social Work/ Chief Social Work Officer Contact Officer is Annie Torrance, Senior Policy Officer Email: annie.torrance@renfrewshire.gov.uk
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1 PUBLIC ef Chief Social Work Officer Annual Report 2025/26
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Chief Social Work Officer Annual Report 2025/26 2 PUBLIC Table of Contents 1. Foreword ............................................................................................ 3 2. Role of Chief Social Work Officer ....................................................... 4 3. Governance and Accountability ........................................................ 5 4. Statutory Service Provision: Children and Families Social Work ....... 6 5. Statutory Service Provision: Adult Social Work and Social Care ..... 15 6. Statutory Service Provision: Justice Social Work ............................ 18 7. Duty of Candour Statement from 2024/25 ...................................... 21 8. Service Quality and Performance .................................................. 212 9. Workforce ....................................................................................... 277 10. Resources ....................................................................................... 299
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Chief Social Work Officer Annual Report 2025/26 3 PUBLIC 1. Foreword I am delighted to present the annual Chief Social Work Officer (CSWO) Annual Report for Renfrewshire for the period 1st April 2025 to 31st March 2026. The CSWO is a “proper officer” in relation to the social work function of the local authority. As such, the CSWO is given responsibility on behalf of the local authority in respect of social work functions and the jurisdiction to discharge some functions in law on an individual basis. In discharging the role of CSWO I have regular direct contact with the Chief Executive, and the Corporate Management Team, and access to members of the council. In carrying out my role as CSWO, I am supported by the Director of Children’s Services, the Strategic Manager for Children and Justice Social Work, three Children’s Services Managers and the Justice Services Manager. Within the Health and Social Care Partnership (HSCP), I am supported by the Chief Officer and the Heads of Service. I would like to acknowledge their support in helping me address the delivery of social work and care services in Renfrewshire. I would also like to take the opportunity to express my thanks to social work and care staff for their ongoing commitment to those who have required support over the past year. This report provides an overview of social work and care activity against a backdrop of an increasingly complex and challenging environment. Our communities continue to face a cost-of- living challenge, with social work services witnessing increases in scale of need and demand caused by households facing financial difficulty. This report does not cover all of the social work and care activity within Renfrewshire but rather serves to provide an overview of services. It highlights the commitment of our social work and care staff and the work undertaken to ensure the most vulnerable people in our communities are provided with the support and care they need. Finally can I offer my appreciation to the planning and performance team for their assistance in helping me with the content and design of this report. John Trainer, Chief Social Work Officer
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Chief Social Work Officer Annual Report 2025/26 4 PUBLIC 2. Role of Chief Social Work Officer The role of the Chief Social Work Officer (CSWO) was established to ensure that elected members and senior officers receive clear, professional advice on the delivery and governance of social work services. The position provides essential oversight in a landscape where social work and social care operate within complex statutory, organisational, and partnership arrangements. Over time, the expansion of strategic partnerships across the public sector—both legislated and locally developed—has further increased the breadth and complexity of the CSWO’s responsibilities. In Renfrewshire, social work services for children and families, along with justice social work, are delivered through Children’s Services. Each local authority must appoint a CSWO with an appropriate social work qualification to oversee the discharge of statutory social work functions. Social work and social care services for adults are delegated to the Renfrewshire Health and Social Care Partnership (HSCP). The CSWO maintains oversight of these delegated functions and contributes actively to HSCP governance arrangements to ensure that statutory duties are fulfilled and that practice remains safe, effective, and person-centred. A core element of the CSWO role involves providing professional leadership to social work and social care staff. Regular engagement takes place with managers and frontline practitioners to understand operational pressures, discuss practice issues, and identify areas requiring support or improvement. Performance reports are routinely reviewed at strategic forums to highlight challenges, monitor progress, and agree actions that strengthen service delivery and improve outcomes for individuals and families. “Social work is a practice-based profession and an academic discipline that promotes social change and development, social cohesion, and the empowerments and liberation of people. Principles of social justice, human rights, collective responsibility and respect for diversities are central so social work. Underpinned by theories of social work, social sciences, humanities and indigenous knowledge, social work engages people and structures to address life challenges and enhance wellbeing. The above definition may be amplified at national and/or regional levels.” Definition of social work agreed by the International Federation or Social Workers, 2014 Workers, 2014
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Chief Social Work Officer Annual Report 2025/26 5 PUBLIC As CSWO I am a member of the Council’s Corporate Management Team and the Chief Officers Group, contributing to strategic decision-making across the organisation. The role also carries significant responsibilities within public protection. I am an active member of both the Child Protection Committee and the Adult Protection Committee, ensuring that social work perspectives inform multi-agency safeguarding arrangements. In addition, I co-chair the Equally Safe in Renfrewshire Partnership chair the Community Justice Partnership and participate in the Alcohol and Drugs Partnership, supporting a coordinated approach to improving safety, wellbeing, and protection across the community. 3. Governance and Accountability The Chief Social Work Officer (CSWO) reports to elected members primarily through two policy boards and the Integration Joint Board (IJB). The Education and Children’s Services Policy Board holds responsibility for matters relating to Children and Families Social Work, while the Communities and Housing Policy Board oversees Justice Social Work as part of its wider remit for Community Justice in Renfrewshire. All matters relating to Adult Social Work and Social Care are considered by the IJB, which includes representation from NHS Greater Glasgow and Clyde alongside elected members. The CSWO also holds operational responsibilities in their capacity as Head of Children and Justice Social Work and is line managed by the Director of Children’s Services. In this role, the CSWO provides professional advice on social work functions to the Chief Executive, the Corporate Management Team, and elected members. Professional advice on adult social work and social care is provided to the Chief Officer and Senior Management Team of Renfrewshire HSCP, as well as to the Integration Joint Board. The table below illustrates the range of structures in which the CSWO participates to inform the delivery of the role: Structure Role Council • Corporate Management Team (CMT) • Head of Service Meetings • Advice to elected members on social work issues Children’s Services • Children’s Services Senior Management Team (SMT) • Education and Children’s Service Policy Board Integration Joint Board (IJB) • Executive Governance Group • Standing member of IJB • Clinical and Care Governance Board
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Chief Social Work Officer Annual Report 2025/26 6 PUBLIC Public Protection • Chief Officer Group for Public Protection (COG) • Member Officer Group (MOG) • Child Protection Committee (RCPC) • Adult Protection Committee (RAPC) • Equally Safe Partnership • Alcohol and Drug Partnership (ADP) • Community Justice Partnership (CJP) Community Planning • Children’s Services Partnership Board (CSP) Other Council Policy Boards • Communities and Housing Policy Board (for justice services) 4. Statutory Service Provision: Children and Families Social Work Whole Family Wellbeing The Whole Family Wellbeing Fund (WFWF) was established by the Scottish Government to support the delivery of holistic, multi-agency family support, in line with the National Principles of Whole Family Support. The WFWF programme was designed to drive systems change at a local level, primarily through Children’s Services Planning Partnerships (CSPPs).
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Chief Social Work Officer Annual Report 2025/26 7 PUBLIC The Renfrewshire Family Wellbeing Service launched in January 2024, providing support to children, young people and their families across schools and communities. This place-based, early intervention model enables us to identify needs and target supports, at the earliest opportunity. The team provide a wide range of supports to meet family needs, including individual and whole family support, group work and evidence-based interventions. During 2025-26, the Renfrewshire Family Wellbeing Team supported over 1500 children and young people and 1589 families, through individual, whole family and group work interventions. The Family Wellbeing Service works in partnership with key third sector organisations (TSO’s) to extend its reach, build capacity in the system and increase the offer of supports available to families. Engagement and the voice of families is central to the Whole Family Wellbeing approach. With views and experiences, key to developments for the Family Wellbeing Team. This has increased access to group programmes, through evening and online delivery, and TSO’s delivering projects for families with children with additional support needs during school holidays and weekends. Whole Family Wellbeing will continue to build on engagement with families to ensure that their voices are central to future service design and development. As we move forward, we continue to focus on a Whole Systems Approach, ensuring our work is aligned with key workstreams across the local authority including Connected Communities and Fairer Renfrewshire Programme to avoid duplication and maximise impact to collectively improve outcomes for children, young people and families across Renfrewshire. It is important to note the criticality of the Whole Family Wellbeing approach to effective early help and prevention services. The Promise Renfrewshire continues to demonstrate a strong and sustained commitment to The Promise, with delivery embedded across Children’s Services and the wider Community Planning Partnership. This remains a core strategic priority, aligned to the Children’s Services Partnership Plan 2023– 26, with a clear focus on improving outcomes for infants, children and young people affected by poverty, trauma and inequality. During 2025/26, focus has increasingly shifted from strategic intent to delivery. This is supported by two key publications: the Keeping The Promise in Renfrewshire Report (March 2026) and the Keep The Promise Action Plan 2026–2029. These documents set out progress, future priorities and
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Chief Social Work Officer Annual Report 2025/26 8 PUBLIC a structured framework for sustained improvement, and are publicly accessible via the council website. The Keeping The Promise in Renfrewshire Report 2026 report provides a comprehensive account of activity and impact between February 2025 and February 2026. It highlights strengthened partnership working, improved governance arrangements and increased participation by children, young people and families. Tangible progress is evidenced across workforce development, education, housing, community justice and children’s hearings, demonstrating how Promise principles are increasingly embedded in both operational practice and strategic planning. The Keep The Promise Action Plan 2026–2029 establishes a clear delivery framework for the next phase. Structured around two key themes: Listening, Leading and Working Together and Supporting Families and Changing Systems and it translates national commitments into locally defined, deliverable actions. The plan places particular emphasis on governance, workforce development, participation and system redesign, supported by clear expectations for performance monitoring, evaluation and continuous improvement. Governance arrangements continue to provide strong leadership and effective oversight. The Promise Strategic Oversight Group, chaired by the Chief Social Work Officer, maintains direct accountability to the Children’s Services Partnership. Over the past year, governance structures have been refined to improve clarity, reduce duplication and ensure alignment across three core workstreams: Whole Family Wellbeing, Supporting the Workforce, and the Children’s Hearings Improvement Partnership. This supports a more coherent and focused approach to delivery. Leadership capacity remains well developed. The Promise Manager provides strategic coordination across the partnership, ensuring alignment between local delivery, national policy and emerging legislative developments, while maintaining strong links with Scottish Government, COSLA and The Promise Scotland. This includes leading multi-agency planning activity, embedding The Promise across strategic forums, and ensuring governance, performance and reporting arrangements remain strong, and outcome focused. Complementing this, the Promise Ambassador plays a key operational role, working directly with services and partners to support the translation of strategic priorities into practice. This includes embedding trauma-informed, relationship-based approaches and strengthening the integration of lived experience into service design. Together, these roles provide both strategic leadership and practical support, contributing to culture change and continuous improvement across the system.
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Chief Social Work Officer Annual Report 2025/26 9 PUBLIC Workforce development remains central to Renfrewshire’s approach. The Promise Keeper Network has continued to expand and now includes over 400 members from across services and partner organisations, reflecting a genuine whole-system commitment. This is supported by initiatives such as the Promise Human Library, the Care Experienced Staff Network and the ongoing development of learning resources, all of which are strengthening workforce capacity and embedding lived experience across services. A key milestone during the reporting period was the Promise Keeper Conference held in December 2025, which achieved its highest attendance to date. The Council’s Chief Executive, who is a Promise Keeper, opened the conference. With over 100 participants representing statutory services, the third sector and community organisations, the conference focused on employability and explored how Renfrewshire can become the best place for care experienced people to work. It provided a valuable platform for shared learning, showcasing local practice, lived experience and partnership contributions, and reinforcing the importance of cross-sector collaboration. Progress has also been made in improving access to employment opportunities for care experienced individuals. The introduction of a Guaranteed Interview Scheme for applicants who meet essential criteria represents a significant step towards addressing structural inequalities and supporting access to sustainable employment. Implementation is being supported through partnership with human resources and organisational development colleagues, with a focus on consistency and measurable impact. The voice of children and young people remains central to delivery. Through the Promise Champs programme and wider participation activity, young people are actively shaping service design, contributing to strategic discussions and leading initiatives within their communities. This ensures that lived experience continues to inform both planning and implementation. Renfrewshire continues to align wider system developments with The Promise. The Whole Family Wellbeing Approach supports a shift towards early intervention, relational practice and family- centred support, contributing to a reduction in crisis-driven responses. Across education, housing, children’s hearings and community justice, there is clear evidence of continued integration of trauma-informed, rights-based approaches to service delivery. The partnership also maintains a strong presence within national networks and policy development activity, ensuring that local learning informs wider reform and remains aligned with emerging legislative and policy priorities.
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Chief Social Work Officer Annual Report 2025/26 10 PUBLIC While progress is clear, challenges remain in relation to workforce capacity, resource pressures and the need to further strengthen data and outcome measurement. These are recognised and being addressed through ongoing local planning and national engagement. In summary, 2025/26 reflects continued progress, strengthened delivery and increasing maturity in Renfrewshire’s approach to The Promise. Strong leadership, effective partnership working and a sustained focus on children, young people and families position the partnership well to maintain momentum and deliver meaningful, long-term change. Child Protection Renfrewshire Child Protection Committee (RCPC) is the key local body for developing, implementing and improving child protection strategy across and between agencies, bodies and the local community in Renfrewshire. RCPC’s vision is: ‘That all children in Renfrewshire are safe and protected from harm.’ The roles and responsibilities of Child Protection Committees are outlined in the Scottish Government’s 2019 guidance and further detailed in the National Guidance for Child Protection in Scotland 2021 – updated 2023. RCPC works collaboratively to identify and manage risk to children and young people, monitor performance, and promote the ethos that 'It's everyone's job to make sure I'm alright' (Scottish Executive 2002; Scottish Government 2017). These functions align with Renfrewshire’s GIRFEC arrangements and include continuous improvement, public information, engagement and participation; Strategic planning and connections; and Annual reporting on the work of the RCPC. Child Protection Committees consider data in line with version 2 of the National Minimum Dataset, developed as part of the Scottish Government’s Child Protection Improvement Programme. This dataset comprises 22 indicators which are reported on a quarterly basis and are intended to provide a consistent national picture of both the child protection system and the experiences of infants, children and young people within it. In Renfrewshire, this is complemented by a range of local indicators. In response to the findings of the recent joint inspection of services for children at risk of harm in Renfrewshire Community Planning Partnership, in February 2025 the Continuous Improvement Group commenced a review of the data collected by RCPC. The intention was to strengthen the Committee’s ability to use data to understand system performance more consistently, and to evidence the difference that services make in the lives of children at risk of harm and their families. The group proposed a revised dataset for adoption by RCPC. As part of RCPC’s consideration of the revised dataset, the Chief Social Work Officer led a session for RCPC members focusing on data. In parallel, RCPC subgroups continued to review and utilise data
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Chief Social Work Officer Annual Report 2025/26 11 PUBLIC relevant to their areas of responsibility, with key findings reported to the Committee to support ongoing scrutiny and continuous improvement. RCPC monitor data in relation to referrals, investigations, child protection planning meetings and registrations. There were 338 Inter-agency Referral Discussions (IRDs) between 1 April 2025 and 31 March 2026, relating to 596 children. Of these, 403 proceeded to a child protection investigation. The number of children whose names are placed in the Child Protection Register is reviewed quarterly by RCPC and the Child Protection Register is reviewed weekly by senior managers from the key agencies. On 31 March 2026, the names of 93 children were on the Child Protection Register compared to 63 children in March 2025. Of these children, 40 had been on the register for between 0 and 12 weeks, 19 had been on the register for between 13 and 26 weeks, 24 had been on the register for between 27 and 52 weeks and 10 for more than 52 weeks. The RCPC Complex Case Oversight Group considers all children whose names have been on the register for a year or more. RCPC continues to progress the improvement plans for the Learning Reviews concluded in 2024/25 for Child 2 and Child 3; these are now nearing completion. During 2025/26, a further three Learning Reviews have been underway and are nearing completion. These are in relation to Child 4, Child 5, and a Thematic Learning Review to consider how young people aged 16 to 17 involved with mental health services are supported where there are adult support and protection or child protection concerns. The Learning Reviews for Child 4 and Child 5 will conclude in early 2026/27 and it is anticipated that the Thematic Review will conclude by October 2026. During 2025/26, RCPC undertook a number of key areas of work. These included: • The development of a voice strategy and plan; • Working with I Am Me Scotland and NSPCC on a CSE campaign in Renfrewshire involving young people in Renfrewshire secondary schools. • The development of a Child Protection App for practitioners and managers across agencies. • A multi-agency IRD audit considering 105 IRDs which did not progress to child protection.
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Chief Social Work Officer Annual Report 2025/26 12 PUBLIC RCPC continues to progress its improvement plan for 2025-2028 which incorporates improvement actions from the recent joint inspection of services for children at risk of harm in Renfrewshire. National Review of Group-Based Child Sexual Abuse and Exploitation In February 2026, the Care Inspectorate wrote to all 32 Scottish local authorities to confirm the commencement of a national review of group-based child sexual abuse and exploitation, undertaken at the request of Scottish Ministers. This significant national scrutiny activity reflects increasing recognition of the complexity and scale of group-based exploitation and the need for strengthened multi-agency assurance across Scotland. The review is being jointly led by the Care Inspectorate and His Majesty’s Inspectorate of Constabulary in Scotland (HMICS), with contributions from Healthcare Improvement Scotland (HIS) and Education Scotland. The review is being conducted under Section 115 of the Public Services Reform (Scotland) Act 2010 and the Public Services Reform (Joint Inspections) (Scotland) Regulations 2011. The purpose of the national review is to evaluate how effectively Community Planning Partnerships (CPPs) prevent, identify, and respond to group-based child sexual abuse and exploitation, as well as group-based child criminal exploitation. The review will also assess the extent to which Chief Officer Groups (COGs) understand the scale, nature, and risks associated with these forms of exploitation. The methodology mirrors the approach used in recent joint inspections of services for children at risk of harm. The review focuses on children under 18, including young adults who were under 18 within the past two years and may have been vulnerable to exploitation during that period. Inspectors will consider both current practice and activity over the previous two years, with the option to request historical information where necessary. The review will examine: • Strategic and operational leadership, including how agencies work together to ensure effective arrangements for prevention, identification, and response. • Operational processes, including the quality and consistency of practice in responding to concerns about group-based sexual and criminal exploitation. • Impact on children, including how well supports improve safety, wellbeing, and outcomes for those at risk or affected.
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Chief Social Work Officer Annual Report 2025/26 13 PUBLIC The national review will be delivered in three phases: • Phase One (February–September 2026): Assessment of COG understanding and oversight. This includes a self-evaluation, completion of a national questionnaire, and structured interviews. Local areas must submit information by 8 May 2026, with a national report expected by summer 2026. • Phase Two (Summer 2026–Autumn 2027): A risk-based programme of scrutiny informed by Phase One findings, identifying strengths and areas for improvement. • Phase Three (2027 onwards): National recommendations and improvement actions based on learning from the first two phases. In Renfrewshire, Michelle McCargo, Strategic Manager for Children and Justice and Depute Chief Social Work Officer, has been appointed as the local co-ordinator for the review. She will be supported by senior officers across the partnership. A dedicated planning and preparation group is being established to ensure a coordinated and robust response to all review requirements. Looked After Children Census 552 children were looked after by Renfrewshire on 31 July 2025. This was a reduction of 58 children from the previous census on 31 July 2024 when there were 610 looked after children in Renfrewshire. This was a reduction 9.5% from the previous year which was greater than the national reduction of 2%. Renfrewshire remained the 6th highest number of looked after children in Scotland. As the 9th largest local authority in Scotland, we remain committed to reducing this number where it is safe and appropriate. Renfrewshire has a clear emphasis on family-based care, with around 67% children cared for either at home with parents or within their extended family through kinship care which is higher than the national picture. Specifically, 24% of children are looked after at home, and 43% are in kinship care, making this the most significant placement group. This demonstrates Renfrewshire’s strong focus on maintaining children within their family networks where possible. Renfrewshire has lower levels of foster carer than some other authorities (reflecting our commitment to supporting children in their birth family). Around 22% of Renfrewshire’s looked after children are in foster care compared to approximately 35% nationally. 4% of Renfrewshire’s looked after children are cared for in fostering arrangements in the independent
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Chief Social Work Officer Annual Report 2025/26 14 PUBLIC sector compared to 9% nationally. Whilst the fostering balance is positive at present Renfrewshire, like almost all other local authorities is facing a significant challenge in recruiting fostering families. The pressure in fostering is at the highest level I have seen in my social work career. Renfrewshire is seeking to recruit new foster carers for babies as well as for younger children, teenagers and children with additional needs. Renfrewshire’s use of residential care is also lower than the national average of 12% with 7% of children in residential placements. This is 3% of children in internal houses and 4% in other residential care. I want to thank all of those kinship carers, foster carers and residential staff for their contribution to supporting the children in their care. The 2025 census vs 2015 indicates overall numbers have decreased from 689 (2015) to 552 (2025), kinship care has increased significantly and is now the largest placement type, overtaking foster care and reflecting a clear policy shift toward family-based care. Foster care use has declined compared to 2015 when it was the dominant placement type. Residential care remains low in both periods with a slight reduction over time Between 2015 and 2025, Renfrewshire has experienced a reduction in the number of looked after children alongside a shift in placement patterns, with increased use of kinship care and reduced reliance on at-home and foster care arrangements, while residential care continues to represent a small proportion of provision. Children’s Social Work continues to take a collaborative approach, working closely with Police, RHSCP, education, and other council services to prioritise the protection of children at risk of harm. The key concerns linked to child protection registration remain parental substance misuse (including drugs and alcohol), neglect, domestic abuse, and parental mental health. By maintaining strong and effective child protection procedures, we aim to safeguard the most vulnerable members of our communities, particularly children and young people who may be at risk.
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Chief Social Work Officer Annual Report 2025/26 15 PUBLIC 4. Statutory Service Provision: Adult Social Work and Social Care In Renfrewshire, the delivery of adult social work and social care services is delegated to the Renfrewshire Health and Social Care Partnership (RHSCP). Mainstream social work services are delivered on a locality basis by two teams – one covering Paisley and the other covering the rest of the local authority area. There are also social work services delivered alongside NHS services in joint teams. In 2025/26 there were 2040 adult support and protection referrals which is a 33.8% increase from 2024/25, when referrals were 1525. The number of adults the referrals related to were 1312, which again highlights a higher number of adults are being referred compared to the previous year. However, 87.9% of the adults referred had just one or two referrals in the reporting year. 12.1% (159 adults) were referred three or more times in the reporting year. As stated previously one of the significant changes from the revised Code of Practice is regarding the recording of Inquiries and Investigations, where an Inquiry is the overarching process within
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Chief Social Work Officer Annual Report 2025/26 16 PUBLIC which Investigatory powers can be utilised. This has required some changes in practice and the recording process to be consistent with the Code of Practice. The total number of Inquiries for 2025/26 was 1791. Of these 1070 were completed with the use of Investigatory powers. Within these figures, there were 62 inquiries for 59 adults where an enhanced risk assessment was required. Social Work ASP guidance recommends that when there are three or more referrals Operational Managers review the case and consider the need for an enhanced risk assessment – previously referred to as an investigation. This enhanced risk assessment was completed for 37.1% of adults referred 3 or more times. In all activity related to Inquiries and Investigatory activity, Renfrewshire complies with the Code of Practice using Council Officers for all investigatory activity and Council Officer oversight for inquiries without investigatory powers where a non-council officer completed it. The highest care group of adults at risk of harm who had inquiries undertaken were those with Dementia accounting for 569 inquiries followed by adults with Mental Health conditions (excluding Dementia) accounting for 427. These two care groups continue to be highest groups where inquiries are undertaken. Additionally, 59.4 % of our inquiries were for adults 65 years and over. The data confirms that the location where harm occurs with 981 (54.8%) of inquiries is the adults own home (owner occupied or tenant) and 462 or 25.8% within a care home. The location of harm occurring in a care home has increased slightly on the previous year. Along with sheltered housing/other supported accommodation, harm is occurring in the adult at risk’s own home in 84.1% of inquiries. Physical Harm continues to be the principal type of harm in inquiries with it being the main type of harm in 507 inquires (28.31%). PRINCIPLE HARM COUNT OF INQUIRIES % OF INQUIRIES Physical Harm 507 28.31% Psychological/Emotional Harm 277 15.47% Self-Neglect 201 11.22% Neglect or Acts of Omission 200 11.17% Self-Harm 196 10.94% Financial or Material Harm 187 10.44% Other 149 8.32% Sexual Harm 49 2.73% Domestic Abuse 22 1.23% Human Trafficking / Exploitation 3 0.17% TOTAL 1791 100%
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Chief Social Work Officer Annual Report 2025/26 17 PUBLIC Adults with Incapacity Demand for Adults with Incapacity (Scotland) Act 2000 (AWI) reports, which require to be completed by a qualified Mental Health Officer (MHO), remains high for both private and Chief Social Work Officer (CSWO) applications. There were 298 requests for AWI mental health officer reports during the period compared to 264 requests in the previous year. The high rate of local requests is in part caused by discharges from the Royal Alexander Hospital located in Paisley. Hospital discharges are continually monitored and all related requests for AWI reports are prioritised. Where appropriate the MHO service will ask for the use of interim orders to facilitate discharge. There has been closer legal scrutiny of AWI reports by Sheriffs, particularly around CSWO applications which results in orders taking longer to put through the court process. Additionally, orders are being granted for a shorter period resulting in increased renewal referrals. Welfare Guardians Orders where the CSWO is appointed Welfare Guardian fell from 102 in 2024/25 to 96 in 2025/2026. This is due to continual scrutiny of the necessity of each order in line with the principles of the Act and ensuring that orders are transferred when a person leaves the area. Each order requires a qualified social worker to act as the “nominated officer” on behalf of the CSWO to supervise the powers in order. In addition, there were approximately 158 private welfare guardianship reports completed, and these orders require a minimum of one statutory visit by a guardianship supervisor after being granted to offer support. Statutory Mental Health interventions The MHO Service deals with high volumes of work under the Mental Health (Care & Treatment) (Scotland) Act 2003. Referrals for MHO consent to detention under the Act continues to rise and the MHO service response covers the Royal Alexander, Stobhill, Dykebar and Inverclyde hospitals and they also attend community detentions. The mental health area of MHO work is challenging as there is no provision for the number of detentions that will occur at any given time or scope for deferral. MHO staff meet their statutory duties by working closely with NHS Consultants and Mental Health Teams. MHO applications and attendance at Mental Health Tribunals for long term mental health orders continue to rise in correlation with detentions. MHOs have a statutory role to apply for and supervise long term orders. There are currently over 170 hospital and community orders in place which support individuals with severe and ensuring mental health issues. This includes criminally disordered offenders (restricted patients) which alongside a multi-disciplinary team, are overseen by the Scottish Government.
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Chief Social Work Officer Annual Report 2025/26 18 PUBLIC Care Homes/ Large-Scale Investigations Enhanced clinical and care oversight arrangements for care homes have been in place since early in the COVID-19 pandemic to support care home staff to keep residents safe. Clinical and care professionals continue to have a leading role in the oversight for care homes and meet on a monthly (previously fortnightly) basis. Partners remain proactive, as soon as issues are identified the necessary supports are deployed through clinical and care teams, who work with partners to improve standards and reduce the risk to the residents. There were no Large-Scale Investigations (LSI) during the reporting period. Care homes on the cusp of an LSI were managed under a preventative approach, where RHSCP balanced a supportive approach with a statutory duty under Adult Support and Protection legislation. The HSCP was proactive, as soon as issues were identified and deployed the necessary supports, via HSCP clinical teams. 5. Statutory Service Provision: Justice Social Work Our Justice Social Work (JSW) service continues to adapt and practice effectively supporting the Scottish Government’s “Vision for Justice in Scotland”. Working to nationally based standards the service uses evidence-based assessment and intervention tools, working within a trauma
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Chief Social Work Officer Annual Report 2025/26 19 PUBLIC informed and person-centred approach. JSW monitors and supports some of the most vulnerable and high-risk members of our communities who have an involvement at different stages of the wider criminal justice system. This includes people charged with an offence, community-based sentences for those convicted and throughcare (release from prison) support for individuals who have received custodial sentences. Our highly skilled and busy practice teams continue to adapt flexibly to meet the council’s statutory obligations and national policy requirements within a fast moving and ever-changing landscape. We work to national community justice principles and Scottish Government policy direction of shifting the balance between the use of custody and justice in the community, where it is safe to do so. Essential to achieving these is close and effective collaboration with a wide variety of local and national partner organisations. Our Justice Social Work (JSW) service continues to evolve and deliver effective practice. Operating within nationally defined standards, our highly skilled and dedicated practice teams apply evidence-based assessment and intervention approaches, underpinned by trauma-informed and person-centred practice. JSW works with some of the most vulnerable and high-risk individuals within our communities, supporting them at various stages of their involvement in the criminal justice system. This includes individuals charged with offences, those serving community-based disposals following conviction, and people requiring statutory or voluntary post release support following a custodial sentence. Achieving this relies on strong, collaborative partnerships with a wide range of local and national agencies, ensuring coordinated and effective support for individuals and communities. Mirroring national priorities and aligning with national trends, our everyday activities continue to indicate a growth in demand in different practice areas. This reflects the contemporary challenges of a record high prison population and the national vision to shift the balance from using prison to community-based supervision and support, where it is safe to do so. Our data for 2025 /26 has not been fully collated and verified. However indicative figures show: • 133 new diversion from prosecution cases, 52 new bail supervision cases and 34 new structured deferred sentences were imposed during the year. Extensive assessment work is provided for many cases which do not become JSW cases. • The service completed 800 Justice Social Work Reports (background reports for sentencers) in 2025/26.
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Chief Social Work Officer Annual Report 2025/26 20 PUBLIC • There were 442 new Community Payback Orders. 324 of these had an unpaid work requirement included. In all areas of our work Renfrewshire’s activity aligns closely with Scotland wide trends. Our local pressures, growth and improvement priorities reflect nationally driven reform rather than any specific local drivers. This year, due to some targeted additionality and our workforce stability demand has been manageable. It is anticipated to rise, however. Additional financial and coordinated systemic support will be required to ensure this current position continues in the future. Continuing from last year, the most significant policy and practice driver this year has been the JSW role in supporting the wider systemic response to the prison population crisis. These pressures are recognised as being structural and systemic. Policy shifts away from the use of custody to community-based interventions clearly impact JSW specifically but there are also other key drivers, such as court backlogs and the volatility of the prison population. The Scottish Government’s early release of prisoner’s programmes brought a rise in overall activity for the service. Supporting this we developed and lead on a new multi-agency, coordinated approach to support people leaving custody who are returning to Renfrewshire. This structured model of pre-release planning ensures key community justice partners share information early, identify potential risks and plan together practical, personalised arrangements to support people on their release. This holistic approach to pre-release planning is helping to strengthen continuity between prison-based and community supports and people’s rehabilitation. Similarly, the Sentencing and Penal Policy Commission has recently concluded and made many recommendations that cut across the criminal justice system and aim to reduce the prison population and increase usage of community-based options. These are currently being considered and developed at a national policy level. There are strong expectations these will bring additional statutory service expectations for JSW and Local Authorities in the near future. Funding for JSW comes directly from a “ringfenced” grant from the Scottish Government. This year, following a change to the national funding formula, brought a second successive small reduction in the overall grant for Renfrewshire. This brings its own challenges and needs to be kept under close review in light of the national policy direction, highlighted above. Positively, removal of some double ring-fencing elements has allowed us to plan more for the future. This has allowed us to further reduce the use of temporary, short term posts and uncertainty for both our workers and the service. Unlike many council areas we have managed to both retain and recruit justice social work staff relatively successfully this year. This provides essential stability and confidence to our staff, who all together, are our essential service.
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Chief Social Work Officer Annual Report 2025/26 21 PUBLIC We continue to recognise the value of and develop our partnering with the 3rd sector locally to innovatively work with people within or at risk of entering the criminal justice system. This includes recently offering people a trauma to recovery educational programme with Renfrewshire Association for Mental Health (RAMH) and strengthening unpaid work opportunities and beyond, with the New Tannahill Centre in Paisley. As well as performing strongly in delivering all our key duties and responsibilities the last year has been familiarly busy. The service has experienced some changes in staffing across its different teams, as any service would anticipate. Positively it has been successful in attracting new recruits and quickly. Despite the pressures, the staff and their teams have continuously practised and delivered very effectively, aligned with a strong core set of social work and social justice values. Service stability has remained reassuringly strong. Our relatively new “Justice Improvement Framework” is actively progressing a more structured approach to quality improvement /assurance and how we continuously adapt the service and individual teams within a fast-changing national landscape. Practitioners and managers across the service are actively included and involved in progressing areas such as workforce development, measuring what we do more effectively (including service user voice) and managing limited resources together effectively. Our JSW service also tangibly recognises that women involved within the justice system often offend differently, for different reasons and consequently require a different response. It proudly does this and will continue to do so by providing all interventions through the women’s service, staffed only by women, from the beginning to the end of their involvement with us. Building on this we have recently agreed a new partnership agreement with Kairos Women+ who will support some women with unpaid work requirements in different bespoke ways. Finally, JSW provides a critical role within wider public protection. As a key partner, JSW continues to play a significant lead agency role within the joint Multi Agency Public Protection Arrangements (MAPPA) managing the risks and complex circumstances of several high-risk individuals. Within strong partnership planning JSW robustly supports and monitors these individuals, delivering the central, shared purpose of reducing the risks, where possible, of serious harm to the community. 6. Duty of Candour Statement from 2025/26 All social work and social care services in Scotland have a duty of candour. This is a legal requirement set out in the Health (Tobacco, Nicotine etc. and Care) (Scotland) Act 2016. It means that when an unintended or unexpected event occurs that results in death or harm—as defined
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Chief Social Work Officer Annual Report 2025/26 22 PUBLIC in the Act—the people affected are told what happened, receive an apology, and can be assured that the organisation has learned from the incident and taken steps to improve. A key part of this duty is the requirement for organisations to publish an annual statement explaining how the duty of candour has been implemented across their services. Between 1 April 2025 and 31 March 2026, there were no incidents where the duty of candour applied. These incidents refer specifically to unexpected or unintended events that result in death or harm as defined in the Act, and do not include situations arising from the natural progression of an illness or underlying condition. 6. Service Quality and Performance Many social work services in Renfrewshire are provided through locality teams or specialist services. Additionally, the council and Renfrewshire HSCP (RHSCP) operate 20 services registered with the Care Inspectorate. These include four children’s houses, two care homes for older adults, three-day services for older adults, five day services for adults with learning disabilities, one day service for adults with physical disabilities, and one residential respite service for adults with learning disabilities. They also deliver a Care at Home Service, as well as Fostering, Adoption, and a housing support service for care leavers.
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Chief Social Work Officer Annual Report 2025/26 23 PUBLIC The Care Inspectorate undertakes regular inspections of all registered services and indicates a formal assessment of the standard on a graded scale. The Care Inspectorate grades are: • Unsatisfactory – major weaknesses • Weak – important weaknesses • Adequate – strengths just outweigh weaknesses • Good – important strengths with some areas for improvement • Very Good – major strengths • Excellent – sector leading The Care Inspectorate reviews the following quality indicators when undertaking inspections by assessing: • How well people’s wellbeing is supported? • How good is the leadership of the service? • How good is the staff team? • How good is the environment? • How well are care and support planned? Unannounced Inspections In the course of 2025 / 2026 unannounced inspections by the Care Inspectorate have been completed in relation to two children’s houses operated by Renfrewshire Council, and one residential respite service for adults with learning disabilities. The inspection of 20 Barochan Road, completed in December 2025, provides strong assurance that the progress reported last year has now become embedded in practice. The service was evaluated as Very Good (5) for how well it supports children and young people’s rights and wellbeing, reflecting the quality and consistency of care now being delivered.
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Chief Social Work Officer Annual Report 2025/26 24 PUBLIC The most encouraging aspect of this inspection is the strength of the relationships between staff and young people. Inspectors heard directly from young people that they felt well cared for, respected, and able to seek support when they needed it. This aligns with what we have seen locally: a staff team that has grown in confidence and stability, and which is now consistently applying trauma-informed, relationship-based approaches. The inspection also highlighted that this way of working has contributed to a reduction in risk for several young people, with partners recognising the staff team’s role in achieving these outcomes. The service has also made clear progress in areas that were identified for improvement last year. Personal planning is now more purposeful, with SMART outcomes used consistently to guide practice. The requirement issued in early 2025 relating to incident recording, multi-agency review, and missing-person protocols has been met within timescales, demonstrating strengthened governance and oversight. These improvements reflect the service’s increasing maturity and its ability to respond effectively to regulatory expectations. The environment at Barochan Road continues to reflect a nurturing and inclusive ethos. Young people are actively involved in shaping their living space, and staff maintain a strong focus on education, training, and community participation. Where young people require additional support to sustain engagement in education, staff and partners act quickly to identify alternative pathways. This responsiveness is now a consistent feature of practice. Leadership remains a significant strength. Managers are visible, accessible, and provide clear direction, supported by robust quality assurance processes. Monthly monitoring reports continue to drive reflective practice and ensure that areas for development are identified and addressed promptly. Staff reported feeling well supported, and inspectors recognised the positive impact of stable leadership on the quality of young people’s experiences. Overall, the inspection confirms that 20 Barochan Road has moved beyond recovery and is now operating as a consistently high-performing service. The progress made over the past two years is evident in both the inspection outcomes and the lived experiences of young people. This trajectory reflects the commitment of the staff team and the effectiveness of the improvement activity undertaken across our residential services. The inspection of 35 Brediland Road in February 2026 provides exceptionally strong assurance about the quality of care being delivered within this service. The Care Inspectorate evaluated the service as Excellent (6) for how well it supports children and young people’s rights and wellbeing. This is a sector-leading evaluation and reflects the outstanding outcomes being achieved for young people living in the house.
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Chief Social Work Officer Annual Report 2025/26 25 PUBLIC What is most striking in this inspection is the depth and quality of the relationships between staff and young people. Young people spoke openly about feeling loved, valued, and genuinely connected to the staff who care for them. This aligns with what we have consistently observed across the year: a team that is confident, stable, and highly attuned to the needs of young people who have experienced significant trauma. The relational practice at Brediland Road is not only strong — it is transformative, and this is reflected in the outcomes achieved. The service has continued to strengthen its rights-based approach, with young people’s voices clearly shaping both their individual care and wider service decisions. Inspectors highlighted examples where young people influenced organisational policy, demonstrating the confidence and empowerment that staff have worked hard to nurture. Advocacy — both internal and independent — is well embedded, and young people are supported to participate meaningfully in decisions that affect them. Safeguarding practice remains robust. Staff respond quickly and confidently to indicators of concern, supported by strong professional curiosity and a clear understanding of trauma and risk. The team works authoritatively with partners, ensuring consistent messages and coordinated support for young people. Protected time for individual work continues to be a core feature of the service, helping young people build trust and develop their own sense of identity and resilience. The breadth of opportunities available to young people is another notable strength. Education, training, and learning pathways are tailored to individual interests and abilities, with young people accessing college, bespoke school provision, work experience, and community-based learning. Staff are ambitious for young people and work hard to ensure that their achievements are recognised and celebrated. Young people also benefit from a wide range of activities, from high-adrenaline sports to music, DJ workshops, and participation in youth initiatives. These experiences contribute significantly to their wellbeing, confidence, and sense of belonging. The physical environment at Brediland Road continues to evolve in ways that reflect young people’s involvement and pride in their home. The house is warm, welcoming, and personalised, and the ongoing development of the large garden space demonstrates the service’s commitment to creating high-quality living and recreational areas. Staff take genuine pride in maintaining the home, and this is evident in the atmosphere and presentation of the environment. Personal planning is thoughtful, creative, and responsive to the changing needs of young people. Plans are highly individualised and demonstrate a clear understanding of each young person’s experiences, strengths, and aspirations. Staff use a range of tools and approaches to support young people’s progress, and the consistency of practice across the team is a key factor in the excellent outcomes achieved.
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Chief Social Work Officer Annual Report 2025/26 26 PUBLIC Overall, 35 Brediland Road is delivering sector-leading care, with exceptional relational practice, strong leadership, and a clear commitment to children’s rights and wellbeing. The Excellent evaluation reflects the dedication of the staff team and the impact of their work on the lives of young people. This service continues to set a high standard for residential care within Renfrewshire and contributes significantly to our wider ambition to ensure that all young people experience safe, nurturing, and aspirational care. The unannounced inspection of Weavers Linn Respite Unit took place on 24, 25, 26 June 2025. The result of the inspection provides positive assurance that the service ofis consistently delivering good quality care and support to adults with learning disabilities and autism. The service was evaluated as Very Good (5) for How well it supports people’s wellbeing, reflecting a strong standard of care and positive outcomes for individuals, Good (4) for How good our staff team is, highlighting a skilled, well-supported workforce and How good is our setting was evaluated as Good (4) demonstrating a safe accessible, and well maintained environment, supported by effective management and ongoing attention to environmental improvements. The most encouraging aspect of the inspection is the consistently positive feedback from people using the service and their families. Individuals described their stay as enjoyable with some referring to their time at Weavers Linn as “a wee holiday”, highlighting the welcoming and supportive environment. Inspectors observed that care and support were person-centred, with staff showing kindness, respect, and a clear understanding of individual needs. This reflects a service culture that prioritises dignity, choice, and meaningful engagement. The inspection also highlighted the strength of the staff team, the staff team were found to be well trained, well supported and committed to delivering high quality care. Effective supervision and ongoing professional development were noted as contributing to staff confidence and competence. In addition, visiting professionals also recognised the team’s professionalism and dedication, reinforcing the positive reputation of the service across partner agencies. It was highlighted that communication is a key strength, particularly in relation to engagement with families and carers. Relatives reported that staff communication was clear, consistent, and reassuring, enabling them to feel confident in the care provided during respite stays. There have been improvements made since the previous inspections, particularly around communication and care planning, which demonstrate the service’s ability to respond effectively to feedback and continuously improve practice. The service has made good progress in addressing previously identified areas for improvement, with all follow up actions from the previous inspection met. This indicates strengthened governance arrangements and a proactive approach to quality assurance and service development.
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Chief Social Work Officer Annual Report 2025/26 27 PUBLIC The environment at Weavers Linn is designed to support accessibility, comfort, and individual needs, including sensory spaces and personalised bedrooms. Overall, the inspection confirms that Weavers Linn is a well performing and improving service, delivering person centred care in a supportive and positive environment. The inspection findings highlight strong staff practice, effective communication, and positive experiences for individuals, alongside a clear commitment to ongoing improvement. 7. Workforce Renfrewshire has this year refocused our core adult and child protection training. Our programmes have been updated to reflect current practice, national issues and feedback from people who use our services. All of our programme are offered on a multi-agency basis with the independent sector an essential partner in our learning strategy. Our children’s service has developed a programme to promote excellence in practice. This year the focus is on neglect, a concern for us and also nationally. The approach that has been taken is part of our quality assurance and learning, addressing the issues in terms of self-reflection, case sampling and service user feedback. This informs our action and research is then built into our learning programmes, with all of our staff having the opportunity to come together to explore the issues and develop their learning.
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Chief Social Work Officer Annual Report 2025/26 28 PUBLIC Mental health has been an area of concern in a number of learning reviews. Our offering has been redesigned to reflect the need to develop staff skills, confidence and knowledge in this area. This is reflected across all of our service areas dealing with children, young people and adults. A new training programme is underway and working with our colleagues in Heath services a revised learning pathway is being developed which will draw together all of the various learning and support strands that are available to our staff. The opportunity to relaunch our approach to Self-Directed Support was developed in partnership with Social Work Scotland, Self-directed Support Scotland, the Renfrewshire Carers centre and a range of other partners. A conference took place with service users, carers and staff exploring the issues and ideas for development. This was titled the start of a journey and is very much how this is viewed in progressing this work. To support staff in carrying out complex areas of practice we have developed a number of forums. These sessions provide a semi structure event providing learning and the opportunity to explore developing practice. The feedback has been very positive with increasing number attending; this has worked well for Council Officers addressing adult support and protection. This is a model that we will roll out further. Providing staff with opportunities to develop their practice as part of a national qualification programme is part of our learning strategy. This includes our SVQ programme, management awards, post graduate learning and the graduate apprenticeships. Four staff have been supported to take part in the new Graduate apprenticeships in social work pilot course, which has been support by operational and training staff. The post graduate courses in adult support and protection, child protection and practice education are utilised by our staff and provide a developing operational practice base, with highly skilled specialist staff in each area. Our commitment to national initiatives which are part of developing practice continue to be woven through our workforce strategy. Trauma informed practice is essential to our work, and the partnership strategy is working well. Staff now have opportunity for learning at informed and skilled levels, with significant demand for both, the development of initiatives at enhance level is now being addressed. Operational initiative to address practice, the environment and behaviours are all part of our approach. The Promise and our work in relation to care experienced children, young people and adults is addressed in our separate strategy. We have over 400 promise keepers in Renfrewshire, our network of staff who are trained to understand the promise and share this more widely with colleagues and partners and develop how we can improve. Recently the Council agreed and implement a guaranteed interview scheme for those with care experience and have put in place
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Chief Social Work Officer Annual Report 2025/26 29 PUBLIC a support network for staff that have care experience or impacted by this. Our strategy is now addressing employment opportunities for our young people, complementing our existing extensive approach to employment and education. Our workforce is sizeable, and our staff turnover is in line with national trends. There are areas such as residential childcare where recruitment and training of staff continue to be challenging. This is also the case in front line social worker posts, particularly in childcare settings. Mental health officer recruitment continues to be challenging. In each of these areas’ strategies have been put into place to mitigate the challenges but it continues to be a concern for the Council and Health and Social Care partnership. 8. Resources The figures below show the breakdown of expenditure on social work and social care services by Renfrewshire Council and RHSCP in 2025/26. The largest area of expenditure is on services for older people, followed by services for people with learning difficulties and Children and Families. Funding for Justice Social Work comes directly from the Scottish Government by means of a grant. Services Expenditure Addiction Services £2,646,278 Learning Disabilities £42,427,844 Mental Health £9,101,520 Older People £88,476,104 Physical Disabilities £18,103,263 Children and Families £38,806,519 Justice £4,453,127
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Chief Social Work Officer Annual Report 2025/26 30 PUBLIC Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR “In social services alone, and there, not only care but cure: a worker assigned to be with her throughout school, helping, calming, a bridge of sympathy between teacher and pupil, a dedication not far from love.” From Brothers and Keepers by Edwin Morgan