Adult Social Care Annual Update 2024 25
Renfrewshire Council · 17 September 2025
Back to Leadership Board — 17 September 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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___________________________________________________________________ To: Leadership Board On: 17 September 2025 ___________________________________________________________________ Report by: Chief Officer, Renfrewshire Health and Social Care Partnership ___________________________________________________________________ Heading: Adult Social Care: 2024/25 Annual Update ___________________________________________________________________ 1. Summary 1.1 Adult Social Work Services were delegated to Renfrewshire Integration Joint Board (IJB) on 1 April 2016. These services are managed through the Health and Social Care Partnership (HSCP). 1.2 This annual update report to Leadership Board, together with Renfrewshire’s Integration Joint Board Annual Performance Report 2024/25 provides an overview of adult social care activity and performance. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that members: • Note the contents of this report updating activity and performance of adult social work services delegated to the IJB; and • Note that the next six-monthly update report will be presented to the Leadership Board in February 2026. _________________________________________________________ 3. Background 3.1 The list of functions that must be delegated by the Local Authority to the IJB is set out in the Public Bodies (Joint Working) (Prescribed Local Authority Functions, etc) (Scotland) Regulations 2014, and is noted in Annex 2, part 1 of Renfrewshire’s Integration Scheme. These include: • Social work services for adults and older people. • Services and support for adults with physical disabilities and learning disabilities. • Mental health services.
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• Drug and alcohol services. • Adult protection and domestic abuse. • Carers’ support services. • Community care assessment teams. • Support services. • Care home services. • Adult placement services. • Health improvement services. • Aspects of housing support. • Day services. • Respite provision. • Occupational therapy services. • Reablement services, equipment, and telecare. 3.2 Whilst regular reporting in relation to these services is provided to the Integration Joint Board (IJB), 6 monthly updates are also provided to the Leadership Board. This ensures oversight of the key activities and wider context relating to the delivery of these services. 4. Renfrewshire IJB’s Annual Performance Report 4.1 Renfrewshire IJB’s Annual Performance Report 2024-25 provides a comprehensive reflection on the HSCP’s performance against local and national performance indicators. A summary of the 2024/25 year-end status of the IJB’s full 50 performance indicators is provided in the table below. 4.2 Of the four indicators that are red alerts, the following two relate to adult services: • Sickness absence rate for HSCP Adult Social Work staff (workdays lost per FTE – Work continues across the Partnership to address sickness absence. Performance is discussed regularly by the Senior Management Team (SMT), who regularly review the Attendance Management Action Plan to ensure attendance management processes are being followed and applied across the HSCP, as well as ensuring staff are fully aware of the supports available not only during a period of sickness absence, but also to Status 2023/24 Year-End 2024/25 Year-End % Change from 23/24 Alert (more than 10% variance of target) 9 (32%) 4 (14%) -18% Alert (more than 10% variance of target) 6 (21%) 9 (31%) +10% Target achieved 13 (46%) 16 (55%) +9% Data only (no target) 20 21 - TOTAL 48 50 -
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help support them while at work including occupational health and employee counselling. Protecting the mental health and wellbeing of the workforce remains a key priority as defined in the Council’s new Health and Wellbeing Plan. • The number of adult support plans completed for carers (age 18+) by the HSCP decreased from 195 in 2023/24 to 151 in 2024/25. This is the first year a target has been assigned, which was based on 2023/24 performance and further analysis is underway to understand more about the data. It is important to note that the number of support plans completed by the Renfrewshire Carers Centre has significantly increased and may have impacted on this indicator. 5. Adult Social Work Performance Overview 5.1 Adult Social Work Services are managed and monitored via regular internal HSCP professional governance and operational management arrangements, including meetings, case management, and regular service and case reviews. These meetings involve heads of service, service managers and cover a variety of local and national strategic and operational indicators. They allow managers to scrutinise and discuss performance data, agree remedial action, timescales for improvement, and consider future challenges which may affect services, to allow planned actions and mitigation where appropriate. 5.2 In addition to internal scrutiny, performance is reported at all IJB meetings, with the scorecard presented twice-yearly providing a detailed picture of what is working well, current challenges and intended remedial action where necessary. The scorecard includes adult social care indicators alongside a variety of both local and national health service indicators. 5.4 There are now 15 adult social care indicators, details of the performance are provided in Appendix 1, however a summary is included in the table below. Performance Indicator Status No. Target achieved 1 Warning (less than 10% variance of target) 0 Alert (more than 10% variance of target) 2 Data only (no target) 12 6. Key Activities 6.1 A summary of the key activities undertaken during the last six months relating to the delegated services is detailed in the section below. Transformation Programmes 6.2 Further details have emerged on the future transformation plans of NHSGGC and Renfrewshire Council, each of which also reflect the Scottish Government’s stated commitments to reform health and social care, shift the balance of care with a focus on prevention and early intervention and invest in the use of digital technology to enhance service provision.
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6.3 It is essential that the IJB’s plans reflect these ambitions, and the Strategic Plan has therefore been updated to more clearly show this. This refreshed Plan is now contextualised as a ‘bridging’ plan to a longer-term Strategic Plan in 2027 with a specific transformational focus. Work on the next Strategic Plan will commence in the next 12 months however in the intervening period the HSCP will seek to align with and contribute to our partners’ ambitions whilst scoping and commencing delivery, where possible, on local transformation plans. Strategic Plan Refresh 6.4 At its meeting in June 2024, the IJB agreed that its Strategic Plan 2022-25 should be refreshed and extended to March 2027, as detailed in section 6.3. In developing the refreshed plan, the following actions have now concluded: • HSCP officers assessed the Strategic Plan and worked with the IJB’s Strategic Planning Group (SPG) to identify refinements to the theme s and objectives which were reflected in a draft plan for 2025-27. • Formal consultation on the draft refreshed plan took place during March and April 2025, this included online and in-person engagement with individuals, planning groups, third sector organisations, Renfrewshire Council services and the two parent organisations (Renfrewshire Council, Corporate Management Team and NHS GGC, Corporate Planning Team). Each element of feedback was reviewed, categorised and where appropriate reflected in the final refreshed plan. • The refreshed plan was approved by the Integration Joint Board on 27 June 2025. Market Facilitation Plan 6.5 A key enabler of the IJB Strategic Plan is the Market Facilitation Plan (MFP), the purpose of the MFP is to help providers of social care services make informed business decisions and plan for future service delivery in Renfrewshire, sharing relevant information to assist them with their planning for future and existing service provision. 6.6 In early 2025, work commenced on the development of a new MFP for the period 2025-2027. All provider organisations had the opportunity to contribute to the development of the plan by highlighting what they felt were the most important areas for inclusion. 6.7 The MFP is intended to be a reference point for more detailed commissioning discussions. Although the MFP is principally for existing and prospective providers of health and social care services, it can be helpful to those who receive services themselves and/or to their families and carers 6.8 Market facilitation is the relationship between the following: • Market intelligence - provides the data and insights to identify both challenges and opportunities. • Market intervention - helps to address immediate issues and supports providers to fill gaps or improve services.
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• Market structuring creates the long-term conditions for a sustainable and diverse care market. 6.9 The new MFP should be read alongside the Medium-Term Financial Plan 2025- 2028. Medium-Term Financial Plan (MTFP) 6.10 On 21 March 2025 the IJB approved a new MTFP for the period 2025-28, the plan outlines, in broad terms, specific service and funding issues over the next three-year period and how the IJB will strive to achieve financial sustainability and resilience. It also brings together a range of assumptions on future income and expenditure which has allowed them to identify where, and when, they can expect to face financial pressures. As previously mentioned, it also complements the IJB’s refreshed Strategic Plan 2025-27, highlighting how the HSCP medium-term financial planning principles will support, where possible, the delivery of the IJB’s strategic objectives and priorities. 6.11 In recognition of the scale of variability in potential funding, the IJB’s financial planning arrangements remain subject to active review, and they continue to plan for a range of potential outcomes across its key financial risks and challenges, and the likely impact these could have on the financial sustainability of the IJB. 6.12 The Medium-Term Financial Strategy is designed to support the achievement of financial balance, whilst delivering safe and sustainable services, and the IJBs strategic objectives. Key to its success is the continued delivery of the IJBs savings programme: Sustainable Futures. Sustainable Futures Programme 6.13 As previously reported to Leadership Board, the Sustainable Futures Programme (SFP) aims to identify and develop options, subject to the IJB’s agreement, to address the financial challenges set out within the MTFP and tracked through ongoing financial monitoring. 6.14 As part of the current phase of the programme, the IJB agreed in September 2024 that options to deliver up to 10% savings against influenceable spend should be identified. Following this the IJB considered a range of savings proposals at its meeting in December 2024, including savings which could be delivered from the 2025/26 financial year onwards, and which were brought forward for consideration in advance of the IJB’s consideration of its budget in March 2025. 6.15 In January 2025, the IJB agreed a phased approach to deliver/develop a range of savings, the programme activity is largely focused on taking forward savings within the following categories: • Proposals that could be implemented by the end of March 2025 without further design activity. o Contract Management savings. o Vacancy and post management savings (partial – those phased to be delivered at start of 2025/26).
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o Operational efficiencies savings (partial – those phased to be delivered at start of 2025/26). • Savings approved by the IJB which require further work to deliver (overseen by the SFP Board). o Consolidation of Community Mental Health Teams. o Redesign of Care at Home. o Review of Community Nursing. o Review and redesign of Primary Care Support. o Review of packages of social care, including overnight supports. o Vacancy and post management savings (in line with phased implementation timescales). o Operational efficiencies saving. • Savings where further service model design and wider engagement is required with service users, unpaid carers and staff (unless an alternative approach is specified). These proposals have been developed and will be reported to the IJB for final consideration on 19 September 2025. o Removal of Assertive Outreach. o Review of the LD residential respite model. o Closure of Flexicare. o Closure of Autism Connections. o Redesign of day services for older adults. o Redesign of day services and creation of integrated community hubs for people with a physical disability or a learning disability. o Review of Health Visiting. o Removal of Childsmile Community and Practice Programme. o Review of Care at Home and District Nursing overnight service (this saving will be developed for IJB consideration in September 2025 but following further analysis it was agreed that public engagement would not be required in relation to this proposal). o Introduce waiting list for locality home-based respite (following further analysis this proposal has been paused to allow scoping activity to be undertaken across all services areas to void the risk of inequity in service provision). • The continued assessment of any potential requirement to move to critical only eligibility in future, and the impact of doing so. This will remain under continuous review by HSCP heads of service with a specific proposal developed for the IJB’s consideration as necessary and appropriate. o Move to critical only for new adult social care. o Linked to the above proposed change, implement a 10% reduction in Technology Enabled Care budget, moving to critical adult social care packages for new service users.
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6.16 Following the IJB’s meeting in March, HSCP officers have continued to progress the development of Integrated Impact Assessments (IIAs) for those proposals which the IJB will consider in their final format in September., 6.17 A period of public engagement on the draft IIAs took place throughout June 2025. Prior to the start of the engagement period, staff within affected services were communicated with to ensure that they received advanced information on the draft assessments in a range of formats, with further opportunity for colleagues to participate in the public engagement sessions or through additional staff engagement sessions arranged. Feedback received during the engagement period has been reviewed and will be reflected within the final IIAs which will be circulated to IJB voting members to inform decision-making on the proposals within scope at the IJB’s meeting on 19 September 2025. Winter Pressures 6.18 As previously reported to Leadership Board, each year, Renfrewshire HSCP develops plans to ensure the resilience of critical services over the winter period. The planning process for winter 2024/25 was undertaken across all HSCP internal and hosted services and, looking forward, the same is being undertaken for 2025/26. 6.19 The HSCP will submit its winter plan for 2025/26 to the IJB in November 2025. The key priorities for this year’s plan are currently being reviewed alongside consideration of the winter planning conducted by Renfrewshire Council and NHSGGC. However, it is anticipated that the HSCP’s winter plan will broadly continue to focus on understanding and preparing our response to the risks associated with the following scenarios: • Disruptive weather and the ability for staff to get to work. • The availability of the workforce and staff cover for the festive period. • The impact of disruptive weather or other events on the HSCP’s supply chain. • The impact of weather or other events on available accommodation and property. • Disruption to systems and/or data loss. • Disruption to infrastructure e.g., a loss of power supply or cyber-attack. 6.20 The Winter Plan will ensure that staffing levels are maintained over the winter period to support timely access to services, whilst maintaining an ongoing focus on the wellbeing of staff and unpaid carers. Proactive plans and monitoring will be in place to identify emerging issues and support services to respond to sever weather scenarios, reflecting lessons learned from the response to Storm Eowyn last winter. Delayed discharge 6.21 Both locally and nationally there continues to be a strong focus on delayed discharge. Renfrewshire has maintained its position for a third year as the highest performing HSCP area in Scotland for standard delayed discharges for the period April 2024 to March 2025. The total number of bed days lost was 2,188 which equates to a rate of 1,435.8 per 100,000 population. The national
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average rate for the same period was 11,674.1 and the Greater Glasgow and Clyde average was 7,400.6 per 100,000 population. 6.22 One of the initiatives that supports delays in discharge and also prevents A&E attendances is the Home First Response Service. It sees patients who would otherwise potentially spend long periods in hospital receive a tailored care plan, which can be delivered in a home or community environment. The service is particularly helpful to elderly patients, where treatment at home provides significant benefits— reducing recovery time, preserving mobility and reducing the chance of delirium. Specially trained HSCP staff have been embedded alongside acute frailty teams at the Royal Alexandra Hospital to help limit admissions, improve early discharges and support future care planning. Joint Inspection of Adult Support and Protection 6.23 The joint inspection of adult support and protection in the Renfrewshire partnership area took place between 18 November 2024 and 18 March 2025 and was led by the Care Inspectorate in collaboration with Healthcare Improvement Scotland and His Majesty’s Inspectorate of Constabulary in Scotland. In line with the targeted nature of the inspection programme, the methodology included the following proportionate scrutiny activities: analysis of supporting documentary evidence and a position statement; scrutiny of records; partnership staff survey and focus groups. 6.24 A summary of the key findings included: • Renfrewshire is one of only two partnership areas in Scotland to receive ‘very effective’ progress statements. • The inspection concluded that “measures in Renfrewshire has found clear strengths in ensuring adults at risk of harm are safe, protected and supported”. • A series of positive attributes including, but not limited to, a "consistent delivery of high-quality adult support and protection work", "energetic leadership" and a "can-do culture" and the accomplishment of strategic leadership with elements that were "sector leading". • The inspectors found that the Adult Protection Committee’s innovative approach to communicating with partnership staff who work in adult support and protection was highly commendable including its efforts to inform and promote adult support and protection, including to the public, were highly successful. 6.25 The report also highlighted the following priority areas for improvement: • The partnership should continue its efforts to improve the quality of chronologies and risk assessments for adults at risk of harm. • The partnership should make progress with adults at risk of harm attending their adult protection case conference. • The partnership should continue its endeavours to improve representation of adults with lived experience of adult support and protection, at strategic level in the partnership.
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Supporting Unpaid Carers 6.25 Supporting unpaid carers is a priority for the HSCP and we recognise that the care they provide is vital to the people they care for and the sustainability of HSCP services. As set out in the IJB’s Adult Carer Strategy the priority for the HSCP and its partners is to identify carers, and 958 new adult carers were identified in 2024/25 - an increase from 818 the previous year. Following identification carers can access a range of support including Adult Carer Support Plans, information and advice, training, support groups, and breaks. 6.27 The IJB’s Adult Carers Strategy is due to expire in 2025, and work has begun on refreshing the Strategy. The refreshed Strategy will be developed with carers and the organisations that support them, and it will reflect their lived experiences and prioritise impactful actions. The Carers Planning Group is leading on the development of the Strategy, which will be submitted to the IJB for approval in 2025. 7. National Policy Context 7.1 The Scottish Government aims to improve social care support, social work and community health in Scotland and recognises that social care has the power to transform people’s lives. The National Care Service and social care reform is being developed in collaboration with people who have lived experience of the community health and social care system to ensure that it supports those it is designed to help. 7.2 In May 2025, the Scottish Government established an interim National Care Service advisory board to provide advice and suggest where improvements can be made to social care, social work and community health services to help ensure they are consistent, fair and high-quality across Scotland. It is made up of: • people with personal experience of accessing social care, social work and community health services • people who are involved in delivering social care, social work and community health services 7.3 The board will develop an approach to wider participation which ensures that real life experience helps to shape social care, social work and community health reform. This interim board has been appointed in the first instance, to allow work to begin more quickly, while Scottish Government recruit members for the final advisory board. 7.4 Scottish Government has recently published three frameworks which provide national direction of travel: 1. Scotland’s Population Health Framework – sets out Scottish Government's and COSLA’s long-term collective approach to improving Scotland’s health and reducing health inequalities for the next decade. The aim is two-fold – to improve Scottish life expectancy whilst reducing the life expectancy gap between the most deprived 20% of local areas and the national average by 2035.
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2. Health and Social Care: Service Renewal Framework – provides a high-level guide for change, to ensure the sustainability, efficiency, quality, and accessibility of health and social care services. Importantly, this builds on the NHS Scotland Operational Improvement Plan and Population Health Framework. 3. Scotland’s Public Service Reform Strategy – sets out commitments to change the system of public services - to be preventative, to better join up and to be efficient - in order to better deliver for people. It also sets out how to tackle systemic barriers to change. 8. Next Steps 8.1 The next performance report on delegated Adult Social Care functions will be reported to the Leadership Board in February 2026. ___________________________________________________________________ Implications of the Report 1. Financial – Although there are no direct costs associated with this report, the IJB is operating in an increasingly challenging environment with increases in both the level of demand and service delivery costs. The Sustainable Futures Programme has been established and will aim to deliver best value by modernising services as well as identifying savings to reduce the financial gap in a sustainable way and where feasible with the least possible impact. 2. HR & Organisational Development – The Sustainable Futures Programme is currently underway and could potentially have an impact following its conclusion. 3. Community/Council Planning – none 4. Legal – none. 5. Property/Assets – none 6. Information Technology – none 7. Equality & Human Rights - The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for noting only. 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’s website. 8. Health & Safety – none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none
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12. Cosla Policy Position – none. 13. Children’s Rights – while the content of this update predominantly focuses on adult services, the scorecard includes one indicator in relation to children. 14. Climate Risk – The HSCP is committed to tackling the climate emergency and actively participates in Renfrewshire’s Plan for Net Zero. _________________________________________________________ List of Background Papers Adult Social Care: 6 Monthly Update, Leadership Board, February 2026 ___________________________________________________________________ Author: Yvonne Farquhar, Policy Manager, Chief Executive’s Service Yvonne.farquhar@renfrewshire.gov.uk
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Appendix 1 Performance Indicators The 15 adult social care services’ indicators in the updated scorecard are as follows: Performance Indicator Status No. Target achieved 1 Warning (less than 10% variance of target) 0 Alert (more than 10% variance of target) 2 N/A Not applicable require year end figure 0 Data only 12 Status Direction of Travel Performance Indicator 21/22 Value 22/23 Value 23/24 Value 24/25 Value Target Sickness absence rate for HSCP Adult Social Work staff (workdays lost per FTE) 17.79 21.94 19.51 22.05 15.3 Action taken: Work continues across the Partnership to address sickness absence. Performance is discussed regularly by the Senior Management Team (SMT), who regularly review the Attendance Management Action Plan to ensure attendance management processes are being followed and applied across the HSCP, as well as ensuring staff are fully aware of the supports available not only during a period of sickness absence, but also to help support them while at work including occupational health and employee counselling. Protecting the mental health and wellbeing of the workforce remains a key priority as defined in the Council’s new Health and Wellbeing Plan. Number of adult support plans completed for carers (age 18+) by HSCP - 25 192 155 192 Action taken: The number of adult support plans completed for carers (age 18+) by the HSCP decreased from 195 in 2023/24 to 151 in 2024/25. This is the first year a target has been assigned, which was based on 2023/24 performance and further analysis is underway to understand more about the data. It is important to note that the number of support plans completed by the Renfrewshire Carers Centre, see below, has significantly increased and may have impacted on this indicator. Direction of Travel Improvement Deterioration Same as previous reporting period
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Status Direction of Travel Performance Indicator 21/22 Value 22/23 Value 23/24 Value 24/25 Value Target Number of adult support plans completed for carers (age 18+) by Renfrewshire Carers Centre) 148 203 376 543 242
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Data Only Indicators Performance Indicator 21/22 Value 22/23 Value 23/24 Value 2024/25 Value Total Mental Health Officer service activity 1,222 1,362 1,499 1,458 Number of Chief Social Worker Guardianships (as at position) 125 132 124 157 Number of Private Guardianship Applications New indicator for 2022/23 158 126 143 Population of clients receiving Telecare (75+) - Rate per 1,000 New indicator for 2022/23 61 40 45 Population of clients receiving Telecare (all ages) Rate per 1,000 New indicator for 2022/23 4.2 4.8 5.3 Number of people accessing Community Alarms (all ages) New indicator for 2022/23 2,791 3,767 4,482 Number of people accessing Community Alarms (75+) New indicator for 2022/23 2,121 2,827 3,367 Balance of Care: Home Care - Total number of open community placements versus open residential placements for 65+ New indicator for 2022/23 CP: 1,554 (61.5%) RP: 971 (38.5%) CP: 1,786 (64%) RP: 1,006 (36%) CP: 2,217 (60%) RP: 1,469 (40%) Balance of Care: Home Care - total number of hours per week provided for clients receiving personal care versus non-personal care New indicator for 2022/23 PC: 14,699 NPC: 318 PC: 18,521 NPC: 375.5 PC: 19,229 NPC: 351.25 Percentage of Adult Support and Protection referrals where investigatory powers are used New indicator for 2023/24 43% 53%
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Performance Indicator 21/22 Value 22/23 Value 23/24 Value 2024/25 Value Percentage of Children registered in this period who have previously been on the Child Protection Register in the last two years New indicator for 2022/23 4.8% 11.1% 3.2% Number of Adult Support and Protection referrals (please see source below for 2023/24) 1,068 1,314 1,527 1,522 Mental Welfare Commission for Scotland Reported by source from 2023/24 0 0 Care Inspectorate Reported by source from 2023/24 32 16 Healthcare Improvement Scotland Reported by source from 2023/24 0 0 Office of the Public Guardian Reported by source from 2023/24 6 4 Police Scotland Reported by source from 2023/24 294 315 NHS 24 Reported by source from 2023/24 24 20 NHS Primary Care Reported by source from 2023/24 44 46 NHS Acute Services Reported by source from 2023/24 72 76 NHS Specialist Drug and Alcohol Services Reported by source from 2023/24 2 1 Community Health Services Reported by source from 2023/24 11 29 Mental Health Services – Hospital and Community Reported by source from 2023/24 49 53 Other Health (Public, Private and Prison) Reported by source from 2023/24 5 2 Social Work Adults (inc Mental Health Officers) Reported by source from 2023/24 143 142 Social Work Children and Families Reported by source from 2023/24 12 8
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Performance Indicator 21/22 Value 22/23 Value 23/24 Value 2024/25 Value Out of region social work / other (external) local authority Reported by this source from 2024/25 3 Other local authority service (internal) excluding social work Reported by this source from 2024/25 1 Scottish Ambulance Service Reported by source from 2023/24 8 65 Scottish Fire and Rescue Reported by source from 2023/24 72 31 Scottish Prison Service Reported by source from 2023/24 0 0 Care Home Reported by source from 2023/24 370 280 Care at Home Provider Reported by source from 2023/24 183 194 Housing Reported by source from 2023/24 120 128 Education Reported by source from 2023/24 1 4 Other Child Protection Service Reported by source from 2023/24 0 0 Self (Adult at Risk) Reported by source from 2023/24 6 4 Unpaid Carer Reported by source from 2023/24 1 0 Friend, Relative, Neighbour (not an unpaid carer) Reported by source from 2023/24 21 33 Other Member of the Public Reported by source from 2023/24 1 0 Third Sector Organisation Reported by source from 2023/24 17 18 Financial Institution Reported by source from 2023/24 0 1 Anonymous Reported by source from 2023/24 2 9
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Performance Indicator 21/22 Value 22/23 Value 23/24 Value 2024/25 Value Other Reported by source from 2023/24 31 39