Adult Social Care Six Monthly Update
Renfrewshire Council · 18 February 2026
Back to Leadership Board — 18 February 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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PUBLIC ___________________________________________________________________ To: Leadership Board On: 18 February 2026 ___________________________________________________________________ Report by: Chief Officer, Renfrewshire Health and Social Care Partnership ___________________________________________________________________ Heading: Adult Social Care: Six-Monthly Update ___________________________________________________________________ 1. Summary 1.1 Adult Social Work Services were formally delegated to Renfrewshire Integration Joint Board (IJB) on 1 April 2016 and are delivered through the Health and Social Care Partnership (HSCP). 1.2 This six‑monthly update to the Leadership Board, alongside the IJB Performance Management Mid‑Year Report 2025/26, provides an overview of adult social care activity and performance. The reporting period continues to be characterised by unprecedented financial and workforce pressures, alongside rising and increasingly complex demand for services. However, within this challenging operating context, the HSCP has maintained its strong overall performance, demonstrating resilience, effective leadership and a continued focus on delivering safe, high‑quality care for adults in Renfrewshire. 1.3 The report also reflects the fast‑moving and increasingly complex national policy and financial environment, highlighting the uncertainty affecting future service delivery. It outlines how these factors are informing the ongoing strategic direction of the IJB and shaping priorities for the period ahead. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that members: • Note the contents of this report updating activity and performance of adult social care services delegated to the IJB;
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PUBLIC • Note that the 2025/26 annual update report will be presented to the Leadership Board in September 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; • 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; and • Reablement services, equipment, and telecare. 3.2 Whilst regular reporting in relation to these services is provided to the Integration Joint Board (IJB), six-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 Mid-Year Performance Report 4.1 The Performance Management Mid-Year Report 2025-26, presented to the IJB meeting in January 2026, provides a comprehensive reflection on the HSCP’s performance against local and national performance indicators. This is part of the internal scrutiny where performance is reported at all IJB meetings, with the IJB Performance Scorecard presented twice-yearly. The 2025-26 mid-year position shows the HSCP has generally sustained its strong overall performance which is particularly positive given the challenging operating context. As reported in the IJB report, of the 31 indicators that have targets, 20 (65%) are in green status which is an increase of 10% from year-end 24/25. Of the 6 indicators in red status, 4 are on an upward direction of travel, with
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PUBLIC improvements from the year-end position, and one other indicator is showing a positive upward trend in latest quarter data. ___________________________________________________________________ 5. Adult Social Work Performance Overview 5.1 There are two distinct areas of performance in adult social care covered in this section, firstly detailed operational and management performance, shown from 5.2 onwards; and secondly professional governance and quality assurance, shown from section 5.6. Operational and management performance is monitored through the HSCP Performance Scorecard and detailed performance discussions at service and team level; and professional governance and quality assurance is managed and monitored through a structured system of legislation, national standards, and regulatory bodies, primarily the Care Inspectorate. 5.2 HSCP Adult Social Work Performance The full HSCP Performance Scorecard includes 16 performance indicators directly related to Adult Social Care, which are shown in the table below. Whilst only 2 indicators have targets with RAG status, the information only indicators are monitored closely to identify trends and areas for improvement. Work has continued to identifying targets for all indicators, however it is not always appropriate or possible to set a target given the context of the indicator or/and the lack of robust data assurance. Some examples of this include the number of Private Guardianship applications, which is not appropriate to set a target against, and the Balance of Care indicators, which we do not currently have enough robust data to assign a target. Note also that the HSCP does not have control over setting a number of targets as the majority of these are agreed by the partner organisations, which includes the sickness absence rate set by Renfrewshire Council. The table below provides the status for the two indicators with targets and the direction of travel shows the performance comparison to the mid-year position from 2024/25 for all indicators: Indicator 2024-25 Mid-Year 2024-25 Year-End 2025-26 Mid-Year Target Direction of travel Number of adult support plans completed for carers (age 18+) by HSCP and Renfrewshire Carers Centre 205 694 261 497 ↑ Sickness absence rate for HSCP Renfrewshire Council staff (work-days lost per FTE) 10.72p 22.05 9.82p 15.3 days ↑ Balance of Care: Total number of hours provided for clients receiving personal care 17,035 19,229 20,556 Info only ↑ Balance of Care: Total number of hours provided for clients receiving non-personal care 320.75 351.25 383.00 Info only ↑ Balance of Care: Number of open community placements for 65+ (Care at Home vs residential) 2,085 (63%) 2,217 (60%) 2,337 (65%) Info only ↑
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PUBLIC a there has been a change in the process for data recording for these indicators, which has led to difficulties in collating this information. Therefore, this cannot be reported with accuracy at this time, with work ongoing to improve this process. 5.3 Maintaining strong performance Overall, the table evidences positive trends in the direction of travel for the majority of the indicators. For the two indicators with targets, there has been improvement compared to mid-year in 2024/25. The number of adult support plans completed for carers, which is now combined for the Renfrewshire Carer Centre and Renfrewshire Council, has continued to report a positive trend in improvement and remains in green status. Whilst not an adult social care indicator, an additional area of continued positive success is delayed discharges. This is a critical issue in adult social care because delays affect individuals’ outcomes and often mean an increased need for social care support on discharge due to the detrimental impact on the person’s wellbeing. Prolonged hospital stays also add to the cost of providing health and social care services, contribute to bed shortages and make it harder for new people to be admitted, including those needing emergency care. The First Minister has advised that reducing delayed discharges across Scotland is one of his key priorities, with all HSCPs being put into 3 categories - Low, Moderate and Major - based on the level of performance improvement required. Renfrewshire is in the ‘Low’ category and continues to perform extremely well with only 641.1 Standard Delays per 100,000 adult population for the financial year to date (Apr-November). This is 29.5% lower than the same period the previous year. Renfrewshire also has the lowest level of standard delays across Balance of Care: Number of open residential placements for 65+ (Care at Home vs residential) 1,229 (37%) 1,469 (40%) 1,267 (35%) Info only ↓ Population of clients receiving Telecare (all ages) Rate per 1,000 4.5 5.3 n/aa Info only - Population of clients receiving Telecare (75+) - Rate per 1,000 37 45 n/aa Info only - Number of people accessing Community Alarms (75+) 2,926 3,367 n/aa Info only - Number of people accessing Community Alarms (all ages) 1,886 4,482 n/aa Info only - Percentage of Children registered in this period who have previously been on the Child Protection Register in the last two years 24.0% 16.0% 7.5% Info only ↑ Total Mental Health Officer service activity 750 1,458 579 Info only ↑ Number of Chief Social Worker Guardianships 131 157 124 Info only ↑ Number of Private Guardianship Applications 70 143 79 Info only ↓ Number of Adult Support and Protection referrals 761 1,522 957 Info only ↓ Percentage of Adult Support and Protection referrals where investigatory powers are used 54% 53% 53% Info only ↑
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PUBLIC Scotland with no performance improvement required, other than sustaining current performance. 5.4 Areas for Improvement Of the 6 red status indicators in the full HSCP Performance Scorecard, only one relates to adult social care: Sickness absence rate for HSCP Renfrewshire Council staff. This rate has improved in the first six months of 2025/26, with the actions taken noted below: Indicator 2024-25 Mid-Year 2024-25 Year- End 2025-26 Mid- Year Target Direction of travel Sickness absence rate for HSCP Renfrewshire Council staff (work-days lost per FTE) 10.72p 22.05 9.82p 15.3 days ↑ 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. A monitoring dashboard has been developed to highlight changing performance and trends at their earliest stage. The HSCP also continues to ensure 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. 5.6 Professional Governance and Quality Assurance Professional governance and quality assurance is managed and monitored through a structured system of legislation, national standards, and regulatory bodies, primarily the Care Inspectorate. The Care Inspectorate uses quality frameworks to inspect services consistently and transparently. In 2024/25, the HSCP performed well in three Care Inspectorate inspections: Care at Home Services, Children’s Partnership, and Adult Support and Protection Services. In addition, internal professional governance and operational management arrangements, including meetings, case management, and regular service and case reviews provide support and quality assurance. These meetings involving Heads of Service and Service Managers cover a variety of local and national strategic and operational management. In the first six-months of 2025/26 the following sections note important updates in this area. 5.6.1 Inspections - Hunterhill Care Home Follow-Up Inspection Further to the successful Care Inspectorate inspections in 2024/25, on 14 August 2025, an unannounced follow-up inspection was undertaken at Hunterhill Care Home (operated by Renfrewshire HSCP). In preparation for the inspection, the Care Inspectorate reviewed information about this service. This included previous inspection findings, registration information, complaints, information submitted by the service and intelligence gathered since the last inspection. Key messages from the inspection are as follows:
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PUBLIC • Requirement 1 from previous inspection: By 30 July 2025, the provider must ensure that people experiencing care live in a service which is well led and managed, by having a consistent focus on improvement and quality assurance processes. Overall, the Care Inspectorate found that some improvements have been made, however, further progress and time is needed to move forward in other areas and embed practice. The timescales for meeting this requirement were extended to 16 November 2025. At the time of writing, there has been no follow-up from the Care Inspectorate, however a range of quality assurance and monitoring processes are now firmly in place. • The Care Inspectorate also followed up on three areas for improvement made at the last inspection, one has been met and two were not met and Inspectors noted the following: o The introduction of hydration and snack stations promoted independence and choice. o The expansion of meal options has enhanced people's dietary variety. o Quality assurance audits were taking place and well-intentioned but limited by inconsistent follow up and consistency of use. o The grades for the service are as follows: How well do we support people's wellbeing? 4 - Good How good is our leadership? 3 - Adequate How good is our staff team? 4 - Good How good is our setting? 4 - Good 5.6.2 Adult Support and Protection (ASP) Renfrewshire Adult Protection Committee (RAPC) continues to oversee the effectiveness of our adult protection practice. Whilst data from the National Minimum Dataset for Q1 25/26 compared with Q1 24/25 reports that referrals remained stable at around 400, deeper analysis shows the balance of sources has shifted as follows: • Police Scotland referrals increased sharply, while care home referrals dropped. Both Scottish Ambulance Service and Fire and Rescue Service referrals increased from a low base. • Inquiries between Q1 25/26 (377) and Q1 24/25 (376) were consistent, as was the split between those with and without investigatory powers. The proportion of inquiries using powers remained at around 60%, aligning with national trends. • Case conferences reduced year-to-date, -35%, but supervision and audit are in place to assure escalation decisions. • Participation by adults and independent advocacy reduced from Q1 24/25 and Q1 25/26; this is a priority for improvement. • Types of harm show physical harm as the most common. Neglect has risen suggesting possible unmet need or gaps in care. Human trafficking has been recorded for the first time, underlining the importance of vigilance for less visible risks.
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PUBLIC • Locations of harm are most often the adult’s own home. Cases of harm occurring in care homes has almost halved in 25/26 compared to 24/25. • Client groups most commonly affected are adults with dementia, mental health conditions, frailty, and learning disabilities. Substance misuse also features. • Caring responsibilities and children present were recorded in a small but significant number of cases, underlining the importance of family context in ASP. There was a reduction in caring responsibilities and children present from Q1 24/25 and Q1 25/26. • Ethnicity recording shows most adults are recorded as white; however, a high proportion of records remain coded as not known, which requires to be addressed. ___________________________________________________________________ 6. Key Local Activity Over the Last Six Months 6.1 Although performance currently remains strong across the HSCP, unprecedented financial and resource challenges will make this increasingly difficult to maintain going forward. Recognising the real risk this presents, the HSCP is undertaking a range of short-term improvement activities alongside progressing the recognised need to transform services to be sustainable in the longer term. 6.2 Hospital at Home 6.2.1 Building on Renfrewshire’s excellent track record ensuring people are cared for in the right setting through timely discharge from hospital, the HSCP is now one of the first areas to pilot Hospital at Home. Hospital at Home is a short-term, targeted intervention that provides an equivalent level of acute hospital care in an individual’s own home. 6.2.2 In May 2025, Renfrewshire HSCP, working in partnership with the Royal Alexandra Hospital, launched a pilot frailty-focused Hospital at Home service. The pilot is supported through an initial nine-month period of fixed-term funding from Healthcare Improvement Scotland, alongside partner investment. 6.2.3 The first patient was admitted on 30 May 2025. By 31 December 2025, 91 patients had been supported by the service, delivering an estimated saving of 605 acute bed days, with an average length of stay of 5.8 days. This demonstrates the HSCP’s positive contribution to safe admission avoidance, timely care closer to home and improved system flow. 6.2.4 Building on the success of the pilot, Renfrewshire, East Renfrewshire and East Dunbartonshire HSCPs developed a joint proposal with NHSGGC based on a hub-and-spoke model. Under this approach, FNC+ will provide medical and pharmacy input, with each HSCP responsible for delivering staffing and resources to support an agreed number of Hospital at Home beds locally.
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PUBLIC 6.2.5 Renfrewshire HSCP has successfully secured funding to expand the service from 8 to 13 virtual beds. East Renfrewshire HSCP has also secured funding for 5 virtual beds, with delivery aligned to the Renfrewshire model. This enables a combined model of 18 virtual beds covering Renfrewshire and the Levern Valley area. Recruitment to support the expanded model is underway, with a phased increase in capacity planned as staff complete induction and training. 6.3 Surge and Winter Pressures 6.3.1 On 13 November 2025, the Scottish Government published Surge and Winter Preparedness in Health and Social Care Services: National Planning Priorities and Principles. The paper acknowledges that increased system pressures and surges in demand can occur throughout the year and promotes a shift from traditional seasonal planning to a more resilient, year-round approach to surge preparedness. 6.3.2 This approach aligns closely with Renfrewshire HSCP’s planning assumptions and is reflected in the HSCP’s business continuity workplan, which focuses on addressing resilience challenges on a continuous basis. 6.3.3 The HSCP Winter Plan 2025/26 was approved by the IJB on 28 November 2025. The plan sets out a range of organisation-wide and service-specific actions designed to mitigate key risks and pressures over the winter period. The Plan looks to embed the national principles and priorities and also captures key elements of joint working with NHSGGC and Renfrewshire Council. 6.3.4 Further work was also undertaken to develop detailed plans for individual services, including hosted services, around six key scenarios. 6.3.5 The Winter Plan was further reviewed and updated ahead of the festive period, with the revised version circulated to all service leads. Further updates will be provided to the IJB through Chief Officer reports, with a review scheduled for submission to the IJB Audit, Risk and Scrutiny Committee in March 2026. 6.3.6 In addition, the HSCP is supporting NHSGGC’s System Reset 2, which began on 17 January 2026. This aims to improve system flow, reduce unnecessary admissions and support timely discharge across the whole system. 6.4 Opening of the New Bolerno Centre, Dargavel 6.4.1 Renfrewshire marked a significant milestone in community health and wellbeing with the official opening of the ‘Bolerno Centre’ in Dargavel. This new, state-of-the-art health and social care facility has now been completed and began welcoming patients on 3 November 2025, serving residents of Dargavel, Bishopton and the surrounding area.
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PUBLIC 6.4.2 Initially, the centre will support the expansion of Bishopton Medical Practice, helping to meet growing local demand. This provision will be reviewed and adapted as services continue to develop. A range of community-based health and social care services will also be co-located within the building, supporting integrated, accessible care closer to home. 6.4.3 The Bolerno Centre also reflects Renfrewshire’s commitment to sustainability and environmental responsibility, incorporating energy-efficient systems, low-carbon materials and natural ventilation in its design. 6.5 Appointments – Head of Service and Chief Nurse 6.5.1 Following the completion of recent recruitment processes, the HSCP is pleased to confirm the permanent appointment of Pauline Robbie as Head of Community Health and Care, having undertaken the role on an interim basis since 2023. In addition, Fiona Ralph has been permanently appointed as Chief Nurse, following an interim period in post from 2024. 6.5.2 These substantive appointments provide continuity and strengthen professional leadership, supporting workforce stability and enhancing service resilience during a period of sustained system pressure. 6.6 Homelessness Prevention Pilot: Ask and Act Funding Bid Success 6.6.1 Renfrewshire has been awarded funding as part of a national initiative to prevent homelessness before it occurs. The Scottish Government has committed £4m to support 15 pilot projects across Scotland, with Renfrewshire’s Community Planning Partnership amongst those selected. 6.6.2 The pilot will embed the new ‘Ask and Act’ duties within community and statutory services, ensuring that staff proactively identify housing instability and take early action to prevent homelessness. Led by the HSCP, in collaboration with NHSGGC and a range of local partners, the project will prioritise improving mental health and wellbeing outcomes for individuals at risk. 6.6.3 Through shared protocols, staff training, and live experience engagement, the pilot will strengthen early intervention pathways and integrate housing support more fully into community health and wellbeing services. This approach aligns with Scotland’s Public Sector Reform Strategy and aims to create a sustainable model that can be scaled up nationally. 6.6.4 The pilot will run for 12 months and contribute to national guidance and emerging best practice, helping shape future homelessness prevention strategies across Scotland. Updates will be submitted to future meetings of the IJB.
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PUBLIC 6.7 Staff Health and Wellbeing Event 6.7.1 On 23 October 2025, the HSCP held its first Staff Health and Wellbeing Event, bringing together colleagues, and partners to promote staff wellbeing, connection and self-care. The event featured contributions from over 30 local partners and stallholders, alongside a programme of seminars and topics such as menopause, peer support, ADHD and carers resources. 6.7.2 Staff also had the opportunity to access practical supports including flu vaccinations, financial advice and wellbeing activities. Feedback was very positive, highlighting the welcoming atmosphere and focus on celebrating care, community and collaboration. UNISON endorsed the event noting it was a powerful reminder that staff health and wellbeing truly matter. RHSCP extends its thanks to all those involved in making the day a success. 7. Key National Policy Developments and Briefings 7.1 Care Reform (Scotland) Act 2025 (formerly NCS Bill) 7.1.1 On 22 July 2025, the Care Reform (Scotland) Bill received Royal Assent and was enacted as the Care Reform (Scotland) Act 2025. The Act introduces new statutory duties and enabling powers aimed at strengthening rights, improving consistency and supporting the long-term sustainability of social care in Scotland. Key provisions include: • The creation of a National Chief Social Work Adviser to provide professional leadership and champion the social work profession. • Strengthened integration of health and care services, including the introduction of digital integrated care records for people receiving care. • Enhanced rights and support for unpaid carers, recognising their vital role within the care system. • Promotion of ethical commissioning and fair work practices across the social care sector. • Establishment of a regulatory framework to strengthen oversight and quality in social care delivery. • Strengthened the rights of unpaid carers, including introducing a ‘right to a break’, ensuring they receive necessary support and recognition for their vital role in the care system. 7.2 Integration Joint Boards – Extension of Voting Rights 7.2.1 In December 2025, the Scottish Government initiated legislative changes to extend voting rights on Integration Joint Boards (IJBs) to service user, unpaid carer and third sector representatives. This delivers a key recommendation
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PUBLIC from the Independent Review of Adult Social Care in Scotland and follows engagement and public consultation during Autumn 2025. Renfrewshire HSCP submitted a formal response, with additional responses provided by individuals. 7.2.2 Draft Regulations have now been published to amend the Public Bodies (Joint Working) (Scotland) Act 2014, enabling representatives with lived experience to vote at IJB meetings. Implementation is anticipated from September 2026. A national Short Life Working Group will refresh statutory guidance on IJB roles, responsibilities and membership, including recruitment, appointment, training and support, with HSCPs expected to engage in local implementation 8. IJB Strategic Direction 8.1 Sustainable Futures Programme 8.1.1 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 Medium-Term Financial Plan and tracked through ongoing financial monitoring. 8.1.2 The HSCP continues to make good progress in delivering the range of savings previously agreed by the IJB in December 2024.The IJB approved the delivery of a combined savings and income target totalling £14.58m spanning 2025/26 to 2027/28 under Phase 3 of its Sustainable Futures programme. 8.1.3 A mid-year assessment of the budget pressures facing the Renfrewshire Integration Joint Board (IJB), was presented to the IJB In November 2025 which described the CFO’s estimated financial outlook for the IJB for 2026/27 and 2027/28, taking into account the extreme and ongoing period of uncertainty and increasing level of risk relating to the financial sustainability and stability of the IJB. This assessment will be further updated in early 2026 following the Scottish Government’s budget announcement and when further clarity on 2026/27 budget pressures and funding assumptions is available. 8.2 Foundations of Transformation 8.2.1 Over 2025, there has been a renewed focus on service reform, with new national frameworks providing a common blueprint. The Population Health Framework, Health and Social Care Service Renewal Framework, and the Public Service Reform Strategy collectively guide how public services should become more efficient and integrated, prioritising prevention and empowering both staff and service users. Alongside the HSCP, both partner organisations - NHS GGC and Renfrewshire Council - have begun to set out their own plans to deliver on this transformational agenda. 8.2.2 In line with this, the HSCP plans to establish a Foundations of Transformation Programme, subject to the IJB’s approval in January 2026. This Programme will inform the IJB’s new Strategic Plan, developing Renfrewshire’s longer-term
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PUBLIC response to system-wide challenges and the recognised need to change how the health and social care sector operates. 8.2.3 In Renfrewshire, there are many excellent examples of where the HSCP and its partners already align with this direction of travel and demonstrate the principles set out by the Scottish Government. However, emerging transformation programmes recognise that a more fundamental shift is now required to fully embed these practices across the entire system and move beyond localised successes. 8.2.4 The IJB will receive regular updates on the Foundations for Transformation Programme, and the approach to developing the Strategic Plan; reflective of statutory requirements and desire to more closely align with the development of the Community Plan and Council Plan which are due to be developed within the same timeframe. 8.2.5 Critically, the HSCP Senior Management Team will also have a key role in continually ensuring programme delivery is balanced against significant competing demands, prioritising the overriding short-term priority to address the IJB’s financial deficit while striving to maintain high operational standards. 8.3 Refresh of Adult Carers Strategy 8.3.1 The Carers (Scotland) Act 2016 requires each local authority and relevant health board to prepare a local carer strategy which considers the needs and circumstances of both adult and young carers. This responsibility is delegated to IJBs under section 31 of the Carers Act and in Renfrewshire, as with other delegated services for children and young people, responsibility for support for young carers falls under the Council’s Children’s Services. As a result, the Adult Carers Strategy focuses solely on adult carers. 8.3.2 The IJB must periodically review its adult carer strategy and may choose to revise it following that review. This means a new strategy does not need to be produced if the existing strategy remains relevant. At its meeting in June 2025, the IJB agreed to refresh and extend the current Adult Carers Strategy 2022– 25 until November 2027, rather than develop a new strategy. This approach builds on the extensive engagement undertaken for the Adult Carers Strategy 2022–25 and ongoing involvement of carers through the Carers Planning Group. Following this decision, officers prepared a consultation draft of the refreshed Strategy. Key development steps included: • Engagement with the Carers Planning Group, involving carers, Renfrewshire Carers Centre, and HSCP officers. Feedback from these meetings informed refinements to the Strategy. • Review and revision of the existing priorities, ensuring they are written in clear and accessible language. • Assessment of the policy, legislative and financial context, which is now reflected in the refreshed Strategy. • Incorporation of new intelligence, including relevant census findings and results from a comprehensive local carers’ survey.
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PUBLIC 8.3.3 At its meeting on 30 January 2026, the IJB will be asked to agree moving to a formal consultation stage ahead of the final refreshed Strategy being presented to the IJB for approval in June 2026. Subject to approval, the consultation will be launched on 2 February 2026 and will run through February and March. The consultation can be accessed via the HSCP website using the following link: https://www.renfrewshire.hscp.scot/AdultCarersStrategy. 9. Next Steps 9.1 The next performance report on delegated Adult Social Care functions will be reported to the Leadership Board in September 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 – None 3. Community/Council Planning – None 4. Legal – None. 5. Property/Assets – None 6. Information Technology – None 7. Equality & Human Rights - None 8. Health & Safety – None 9. Procurement – None 10. Risk – None. However, any risks arising are captured through the IJB’s risk framework and managed and monitored through agreed governance processes. 11. Privacy Impact – None 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.
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PUBLIC 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 Performance Management Mid-Year Report 2024/25, 30th January 2026 ___________________________________________________________________ Author: Yvonne Farquhar, Policy Manager (People), Chief Executive’s Service