Adult Social Care Annual Update 2025 26
Renfrewshire Council · 16 September 2026
Back to Leadership Board — 16 September 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: 16 September 2026 ___________________________________________________________________ Report by: Chief Officer, Renfrewshire Health and Social Care Partnership ___________________________________________________________________ Heading: Adult Social Care: 2025/26 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 2025/26 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 2027. _________________________________________________________ 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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PUBLIC • 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 2025-26 provides a comprehensive reflection on the HSCP’s performance against local and national performance indicators. A summary of the 2025/26 year-end status of the IJB’s full 53 performance indicators is provided in the table below and is compared with 2024/25 performance. Status 2023/24 2024/25 2025/26 % Change from 2024/25 Red 9 (32%) 4 (14%) 5 (16%) +2% Amber 6 (21%) 8 (28%) 5 (16%) -8% Green 13 (46%) 17 (59%) 21 (68%) +9% Info only 20 21 22 - Total 48 50 53 - 4.2 This year’s Annual Performance Report reflects the HSCP’s strong overall performance and continued growth against a number of key performance indicators, despite the challenging operating context. Overall, there has been an improvement in performance in 2025/26 compared with 2024/25 with a 9% increase in green status indicators. In addition to two indicators improving status from amber to green, 16 of the 21 green indicators maintained their status at year-end 2025/26 from 2024/25, 12 of these also reporting improvement in performance compared to 2024/25. 4.3 Despite the challenging operating environment, the HSCP has sustained positive performance. A summary of some key achievements includes: • Renfrewshire maintained its position as the highest performing HSCP in Scotland for Standard Delayed Discharge for the fourth year running, and second position for code 9 delayed discharges, up from 9th position.
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PUBLIC • The HSCP held its first Staff Health and Wellbeing Event in October 2025. Over 140 staff attended a full programme of wellbeing support including in- person and online sessions on ADHD, menopause, and peer support. • The Home First Response Team assessed 1,019 patients living with frailty who presented at the Royal Alexandra Hospital compared with 988 in 2024/25. 59.8% were discharged home or to a homely setting compared with 54% in 2024/25, while 42.7% were followed up by community colleagues. • The HSCP Independent Living Team (HILT) collaborated with Renfrewshire Carers Centre and Engage Renfrewshire to help support people accessing Self-Directed Support (SDS). A successful networking event was held in October 2025, helping build positive relationships with supported people, unpaid carers, HILT, and local providers. • Of 131 care home residents at risk during Apr 2025-March 2026, the Care Home Call Before You Convey Pathway avoided 96.3% of hospital admissions with only 3.7% admitted, which equates to 5 residents. • The Hospital at Home Team enabled 149 patients to receive acute hospital level care at home since the service began in May 2025, with excellent patient feedback. This has saved a total of 975 bed days in hospital settings. • There was 14% increase in new adult carers supported by Renfrewshire Carers Centre, 1,089 compared with 958 in 2024/25. In addition, 630 adult support plans were completed for carers by the HSCP and Renfrewshire Carers Centre, above the target of 497. • A Community Officer within Engage was funded to deliver prevention activity on tobacco, youth vaping, and second-hand smoke prevention. Activity included 10 vaping awareness sessions to 13 organisations, 101 staff and volunteers trained, and outreach Quit Your Way and recovery services. 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 and 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 Performance 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 local and national health service indicators.
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PUBLIC 5.3 There are 17 adult social care indicators, details of the performance are provided in Appendix 1, however a summary is included in the tables below. Performance Indicator Status No. Green - Target achieved 1 Amber - Warning (less than 10% variance of target) 0 Red - Alert (more than 10% variance of target) 2 Data only (no target) 14 5.3.1 Adult Social Care Indicators with targets This section will provide an overview of improvement work taken forward on the 3 adult social care indicators with targets, highlighting our focus on continued improvement. Status Direction of Travel Performance Indicator 23/24 Value 24/25 Value 25/26 Value Target Number of adult support plans completed for carers (age 18+) by HSCP and Renfrewshire Carers Centre 568 694 630 497 This is a new indicator for 2025-26 and combines indicators for both the HSCP and Renfrewshire Carers centre to allow for more reliability in data collection and a better understanding of the outcome. The positive result of having 630 adult support plans completed (26.7% above the target), shows continued efforts to provide support for our carers in Renfrewshire. There is however a continuing emphasis from the Renfrewshire Carers Centre and HSCP Social Work teams to ensure that support plans can be put in place for all carers that require them to achieve the supported person’s outcomes. There is update on the refresh of the Adult Carers Strategy later in this paper. Sickness absence rate for HSCP Renfrewshire Council staff (workdays lost per FTE) 19.51 22.05 20.33 15.3 Despite being in red status and above the target for 2025/26 there was improvement in the absence rate in comparison to 2024/25, reducing from 22.05 workdays lost to 20.33 workdays lost. Action Taken: Work continues across the Partnership to address sickness absence, with performance monitored and discussed regularly at the Senior Management Team Workforce Business Meeting. Heads of Service maintain ongoing discussions with their direct reports regarding sickness absence, enabling underlying causes to be understood and ensuring appropriate support, guidance, and action planning are put in place, including agreed improvement targets where required. In addition, work commenced towards the end of 2025/26 to refresh and extend the Workforce Plan for a further year with a set of focused objectives and actions included. This will also enable the extended Plan to align with the final year of the IJB’s refreshed Strategic Plan 2025-27. A longer-term plan will be developed for implementation onwards to align with the IJB’s next Strategic Plan which will be a 10-year plan implemented from September 2027. A Short Life Working Group has been established, chaired by the HSCP Chief Officer, to strengthen oversight and drive improvement. The remit of the group is to: o Undertake a data-informed deep dive into the factors impacting absence o Identify priority areas for improvement o Set clear goals and closely monitor progress; and o Oversee and coordinate improvement activity aimed at reducing absence across the HSCP.
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PUBLIC Status Direction of Travel Performance Indicator 23/24 Value 24/25 Value 25/26 Value Target % of HSCP Renfrewshire Council staff completed mandatory training courses - 74.3 % 89.83 % 100% This is a new indicator added to the suite of performance indicators for 2025/26 and aligns with the training indicators for NHS staff. However, the 100% target set by the Council is exceptionally challenging, in comparison to an 80% target for training set by NHSGGC. Performance in terms of compliance has increased from 74.30% in 2024/25 to 89.83% in 2025/26, and work continues to monitor this going forward. Action Taken: Regular compliance reporting has increased to monthly reports to ensure all areas are working towards a higher compliance rate. 5.3.2 Adult Social Care Data Only Indicators There are 14 Adult Social Care performance indicators which do not have targets assigned. For some of these indicators it is not appropriate to prescribe a target due to the nature of the measure, such as the Percentage of Children who have previously been on the Child Protection Register in the last two years. For others the development of robust targets can only be achieved through trend analysis over a minimum period of three years, and they have only been included for the past two years. It is however possible to note some notable key changes in performance in 2025/26: - Balance of Care: Total number of hours provided for clients receiving personal care & Number of open community placements for 65+: Both of these indicators saw an increase in total hours and number of open community placements in 2025/26 from 2024/25. This is expected and consistent with our policy of caring for people at home. People are living longer with significantly higher levels of disability, and this trend is likely to continue with people seeking to exercise choice and control over the care they receive. - Total Mental Health Officer service activity: This indicator highlights the activity, by count of statutory tasks, for the specialised registered social worker who safeguards the rights and well-being of individuals experiencing mental disorders. The increase from 1,458 to 1,608 is an indication of increased demand on the mental health officer services in Renfrewshire. - Number of Adult Support and Protection referrals: There was an increase in the number of referrals from 1,522 in 2024/25 to 2,040 in 2025/26. This is mainly due to an increase in referrals from Care Homes, the Third Sector, Scottish Fire and Rescue Service, Scottish Ambulance Service, and NHS Primary Care Service. The significant increase from care homes is a result of cautious reporting in specific care homes; there are now supports in place to address these cases which are not being viewed as appropriate referrals, which included providing additional training. The reasons for the increases from other services are still being explored and the Renfrewshire Adult Protection Committee has restored a Data Subgroup to support multi-agency analyses of ASP data and to provide increase understanding of key findings, trends, and risks. Referrals will continue to be monitored throughout this year.
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PUBLIC 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. Strategic Plan Refresh 6.2 During 2025/26, the IJB agreed the need for service reform in line with the direction set out by the Scottish Government, namely through three 10-year interconnected frameworks: Public Service Reform Strategy, Population Health Framework and Health and Social Care Service Renewal Framework. The scale of ambition set out nationally requires a significant shift beyond safe, incremental steps, to embrace a bolder culture of reform. Locally, this has been reflected through the establishment of a Foundations of Transformation Programme, which will inform the development of a new Strategic Plan and set out how Renfrewshire will scale up collaboration with staff, communities, and partners to deliver whole system change at the pace required over the next decade and beyond. 6.3 In this context, the development of a 10-year Strategic Plan has been approved. This longer-term approach will enable the IJB to incorporate national ambitions while creating a clear set of transformational priorities which are relevant to the local needs of Renfrewshire. However, achieving these ambitions will require an ongoing focus on monitoring, measurement, and review. The strategic priorities must remain relevant to changing local demographic needs, emerging demand, and the wider operating context. This includes ensuring that delivery remains aligned to both long-term ambitions and the immediate realities of service provision, including financial constraints and fluctuations in demand. 6.4 To support this, it is proposed that three key supporting documents are developed and maintained to support delivery of the 10-year Strategic Plan. Together, these elements will create a framework that supports the delivery of the IJB’s ambitions while ensuring it remains in touch with the evolving needs of Renfrewshire’s population. • Joint Strategic Needs Assessment (JSNA): To be refreshed every three- years (or more frequently in response to exceptional circumstances). This will provide a comprehensive assessment of the current and future needs of Renfrewshire’s population. It will bring together data and information from the local authority, NHS, public health teams and our social care services. • Strategic Delivery Plan: A three-year delivery plan will outline the short- term priorities required to progress the longer-term ambitions of the Strategic Plan. It will take account of current operational challenges, including financial pressures, workforce capacity, and any unscheduled shifts in demand. This will enable Officers to prioritise resources and make adjustments in line with demand. • Performance Scorecard: The annual performance scorecard will measure progress against agreed targets and outcomes. This will be refreshed in- line with the three-year cycle of the JSNA and will be representative of the new Strategic Plan.
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PUBLIC 6.5 The HSCP is seeking to align the development of the Strategic Plan with Renfrewshire’s new Community Plan and the next Council Plan. As these Plans are not due to be in place until September 2027, the IJB has agreed that the development of the new Strategic Plan will align with these timescales. 6.6 In aligning the HSCP’s approach with the wider plans and timescales, officers have begun to work in partnership with the Council and other community planning partners to undertake early community engagement together and collaboratively develop the Joint Strategic Needs Assessment. Further details regarding the ‘Your Voice Matters’, engagement campaign is provided in sections 6.27 and 6.28 below. Foundations of Transformation Programme 6.7 As stated previously, the Foundations of Transformation Programme will inform the development of a new Strategic Plan. Initial planning is based around the following six work strands which are largely based on the national principles of reform: • Strategic Building Blocks. • Evidence-base and Intelligence. • Community: Proactive community-based interventions. ▪ Prevention across the continuum of care Community: Proactive community- based interventions. • People and Population: Care designed around people and places. • Digital: Better access and accessibility. 6.8 Alongside these work strands, the Programme will also develop a number of key supporting strategies and plans to enable the delivery of the Strategic Plan, namely: • Participation, Communication and Engagement Strategy. • Strategic Workforce Plan. • Developing our leaders and building the right organisational culture. 6.9 A Transformation Officers Group, chaired by the Head of Strategic Planning and Health Improvement, has been implemented to oversee the delivery of this Programme. 6.10 There remains a strong commitment across the HSCP to delivering high-quality services, fostering innovation and building on the positive culture, relationships and outcomes already evident across local services. Sustainable Futures Programme 6.11 During the reporting period, the HSCP developed a series of service redesign proposals for consideration by the IJB, with the aim of delivering savings whilst minimising risk to people’s outcomes and service performance. Nine proposals with supporting detailed Integrated Impact Assessments (IIAs) were submitted to the IJB for decision-making in September 2025, of which one was approved for the redesign of the District Nursing and Care at Home Out of Hours model. No decision was reached on eight further proposals:
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PUBLIC • The redesign of Older Adults Day Services. • Redesign of Learning Disability and Physical Disability Services with the development of integrated community hubs • Review of the Learning Disability Respite model. • Closure of Flexicare. • Redesign of Childsmile. • Health Visiting – reduction of vacant posts. • Removal of the Assertive Outreach model. • Closure of Autism Connections. 6.12 During Spring 2026, these proposals were reviewed, with supporting Integrated Impact Assessments updated to reflect recent service data, additional policies and strategies, and any relevant developments since September 2025. Changes were made to the proposal for Older Adults Day Services to allow for greater flexibility in session timings and further embed digital provision within the service model. Significant changes were made to the redesign of Childsmile to enable a more targeted model of support to be implemented. 6.13 These proposals and IIAs were subsequently submitted to the IJB in June 2026. Added to each of the proposals was a position statement which was provided by the HSCP Senior Management Team. These were supplemented by a cumulative Integrated Impact Assessment. 6.14 Due to emerging discussions in relation to Childsmile with the Scottish Government, this was removed from consideration however the remaining seven proposals were agreed. Work to support implementation of these agreed changes is now underway. 6.15 More widely, a proportion of savings previously agreed by the IJB to be delivered in 2025/26 were re-phased into 2026/27, resulting in a final savings target of £7.37m for 2025/26. At the end of the financial year, £8.10m of savings were delivered by the HSCP. This is 110% of the revised savings target and includes over-delivery against several savings initiatives, representing continued strong progress. 6.16 Regular reporting to the IJB continues to reflect that the financial position remains extremely challenging. Should the IJB be unable to set a balanced budget in future, and/or there are insufficient reserves available to bridge the forecast funding gap, it will need to enter a period of Financial Recovery. This will entail a series of restrictive cost saving and cost containment measures, in order to ensure that the IJB incurs no new commitments or expenditure without an agreed and available budget, whilst continuing to meet and manage existing contractual and statutory liabilities. 6.17 A detailed Integrated Impact Assessment setting out the potential impact of Financial Recovery has been developed and was considered by the IJB at its meeting in June 2026.
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PUBLIC 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 2025/26 was undertaken across all HSCP internal and hosted services. 6.19 The HSCP will submit its winter plan for 2026/27 to the IJB in November 2026. 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. • Staffing cover, resilience and maintaining health and wellbeing. • The impact of disruptive weather or other events on the HSCP’s supply chain. • The impact of weather or other events on the ability to provide services and/or carry out community visits. • The loss of use of a building or space. • Disruption to infrastructure e.g. a loss of power, systems and/or data. 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. 6.21 The HSCP continues to engage with partners through existing resilience arrangements regionally and locally. As part of these arrangements, HSCP officers contribute to the development and review of the IJB’s partner organisations’ respective Winter Plans. These plans also inform local planning activity undertaken by the partnership. 6.22 For Winter 2025/26, NHSGGC adopted a streamlined approach to developing its Winter Plan reflecting on the good practice, successes and learning from the whole system approach adopted in previous two years. This Winter Plan has been created in a more accessible format which clearly outlines the actions to be taken over coming months and was shared with HSCPs to ensure relevant actions were captured. 6.23 The HSCP also continues to work closely with colleagues within Renfrewshire Council, with a focus on communications as part of the ‘Ready for Winter’ programme and in support of the fourth year of the Winter Connections programme. Following the process undertaken in previous years, the HSCP presented an update on winter planning preparations, alongside Civil Contingencies Service colleagues, to the Council’s Corporate Management Team (CMT). IJB Adult Carers Strategy 2026-27 6.24 Supporting unpaid carers is a priority for the HSCP and we recognise that the
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PUBLIC care they provide is vital to the people they care for and the sustainability of HSCP services. In June 2025, IJB approved recommendations to review and refresh its existing Adult Carers Strategy 2022 -2025. During 2025/26, the HSCP, working with carers, the Carers Centre and partners, developed a draft strategy which acknowledges the growing demands and personal impact of caring. It aims to uphold carers’ rights, respond to their needs, and support them to continue in their caring role - if they choose to do so. Developed in partnership with carers and the organisations that support them, the draft strategy reflects lived experiences and prioritises meaningful, actionable change. 6.25 In preparing a local carers strategy, the Carers Act requires the IJB to “consult such persons and bodies representative of carers as they consider appropriate, and…to involve relevant carers.” The following activities have been undertaken to achieve a streamlined but meaningful consultation process: • Published the consultation draft on the HSCP website / consultation site. • Developed alternative versions including paper copies, summary, easy read and consider a child-friendly approach. • Promoted the consultation via a range of existing communication channels, including HSCP staff channels, media release (local / national), and social media (supported by Council and NHS sites). • Encouraged partner organisations (through the Strategic Planning Group) to promote the consultation through their own communication channels. • Utilised existing forums and governance structures, where they exist, to engage with all other prescribed consultees. Where related forums don’t have meetings scheduled during the period of the consultation, the HSCP will strive to engage in the most effective way for stakeholders. • Issued targeted communications to other consultees inviting them to share their feedback on the consultation. 6.26 The consultation period has now concluded, and the refreshed strategy will be presented to the IJB in September 2026 for approval. Your Voice Matters 6.27 In partnership with Renfrewshire Council and wider community planning partners, the HSCP devised a public engagement programme is open to people across Renfrewshire. “Your Voice Matters” aims to inform a range of emerging strategies, including the IJB’s Strategic Plan, the Council Plan, Community Plan and Children’s Partnership Plan, ensuring alignment with community needs and priorities. 6.28 This collaborative approach provides an opportunity to engage early with communities on a range of topics and is designed to help identify what matters most to people across Renfrewshire, encourage civic participation in decision- making, improve service efficiency, and build stronger, more cohesive communities. The programme features three phases of engagement: 1. The first phase is designed to raise awareness of the programme and to invite participants to share their opinion, based upon three key questions. This phase is now well underway.
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PUBLIC 2. Phase two will involve a range of more targeted engagement activities, including community workshops, partner-led listening sessions and conversations with other representative groups. 3. Phase three will involve deeper listening, to gain additional insight from targeted groups and existing service networks. The overarching aim of this approach is to ensure that the future direction of the wider council family is informed by listening to what matters most to people in our communities, and that this insight is clearly reflected in strategic priorities and service delivery. This will also support the best use of available resources, promote alignment around shared priorities, and create opportunities for a more coordinated whole-system approach across partners. Inspection Findings 6.29 The HSCP provides services subject to a rolling programme of independent inspection from the Care Inspectorate. Inspection assures us that services are working well and highlights areas for improvement Inspectors examine the overall quality of care and support, the staffing, the management and leadership, and the environment in which the care is provided 6.30 The HSCP is subject to both unannounced and anticipated inspections carried out at HSCP operated services, using the ‘Six Point Quality Scale’ where 1 is unsatisfactory and 6 is excellent. Inspectors look at a selection of the quality indicators depending on the type of inspection, the quality of the service, the intelligence they hold about the service, and any risk factors they may identify 6.31 An unannounced inspection of the Care at Home Service took place between 8- 12 December 2025. The table below details the grades received from the Care Inspectorate. How well do we support people's wellbeing? 5 – Very good People's health and wellbeing benefits from their care and support 5 – Very good How good is our staff team? 4 - Good Staffing arrangements are right and staff work well together 4 - Good 6.32 The key messages from this inspection include: • People were treated with dignity and respect. • Staff felt well-supported and trained. • Teamwork strengths and collaboration had led to improvements in the service. • Digital systems improved care delivery • People were kept safe by improvements to risk management. • Personal support plans were clear and person-centred. • Staff shortages affected continuity of support for some people living in extra care housing and those who received overnight support.
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PUBLIC • Improvement is needed to ensure people receiving care at home know who will be providing their planned support. 6.33 The Weavers Linn Respite Unit, is a residential short-break service for adults with learning disabilities and autism, received an unannounced visit on 24-26 June 2025. The table below details the grades received from the Care Inspectorate. How well do we support people's wellbeing? 5 – Very good People's health and wellbeing benefits from their care and support 5 – Very good How good is our staff team? 4 - Good Staffing arrangements are right and staff work well together 4 - Good How good is our setting? 4 - Good People experience high quality facilities 4 - Good 6.34 The key messages from this inspection include: • We followed up on four previous areas for improvement which were met. • People looked forward to their stay and regarded it as 'a wee holiday'. • Care and support observed was person-centred and people told us staff were wonderful. • Staff were supported well with training and supervision aiding staff development. • Relatives advised that communication was very good with staff which gave them assurance. • Visiting professionals praised staff for their commitment and professionalism. • Managers had worked hard to improve communication to ensure people experienced a stay which met their outcomes. • Some environmental improvements were needed to continue to offer people high quality, safe facilities. 6.35 Hunterhill Care Home is registered to provide support to 60 older people, some of whom have cognitive impairments and/or dementia, and received an unannounced visit on 14, 15 and 19 May 2025 and a follow-up visit on 14 August 2025. The table below details the grades received from the Care Inspectorate. How well do we support people's wellbeing? 4 – Good People's health and wellbeing benefits from their care and support 4 – Good How good is our leadership? 3 - Adequate Quality assurance and improvement is led well 3 - Adequate How good is our staff team? 4 - Good Staffing arrangements are right and staff work well together 4 - Good
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PUBLIC How good is our setting? 4 - Good People experience high quality facilities 4 - Good 6.36 The key messages from this inspection include: • We followed up on a requirement made at the last inspection; this has not been met. We have agreed to extend the timescale for this. (This is in relation to quality assurance) • We followed up on three areas for improvement made at the last inspection, one has been met and two were not met. (Two unmet areas for improvement were: fluid/hydration charts; and senior staff confidence in using the dependency tool to evidence decisions about staff deployment). • The introduction of hydration and snack stations promoted independence and choice. • The expansion of meal options has enhanced people's dietary variety. • Quality assurance audits were taking place and well-intentioned, but limited by inconsistent follow up and consistency of use 6.37 The HSCP strives to continuously improve services, and work is already underway to meet any requirements and areas for improvement identified during these inspections. 7. National Policy Context Extension of Integration Joint Board Voting Rights 7.1 Members will be aware that Integration Joint Boards (IJBs) are responsible for the strategic planning, commissioning and oversight of community health and social care services. IJB membership includes representatives from the third sector, unpaid carers and service users, collectively referred to as “lived experience representatives.” 7.2 As lived experience representatives did not previously hold voting rights, the Independent Review of Adult Social Care recommended that voting rights be extended to all public partners. Consequently, amendments to the Public Bodies (Joint Working) (Scotland) Act 2014 provide third sector, unpaid carer and service user representative members with voting rights from 1 September 2026. 7.3 The Scottish Government established a national working group to consider the practical implementation of these changes, including arrangements for recruitment, governance, codes of conduct, and training and development. At the time of writing, the Scottish Government’s guidance has not yet been published; however, it is anticipated that this will be available by late August 2026. 7.4 In preparation for the introduction of voting rights for lived experience representatives, the HSCP has been working closely with colleagues in the Council’s Legal Services. This engagement will continue as amendments to the Standing Orders and the Integration Scheme will be required to reflect the legislative changes.
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PUBLIC Preventing Harm, Promoting Recovery: Scotland's Alcohol & Drugs Strategic Plan 2026-2035 7.5 On 10 March 2026, the Scottish Government and COSLA published Preventing Harm, Promoting Recovery: Scotland's Alcohol & Drugs Strategic Plan 2026- 2035, a 10-year strategy that sets out Scotland's long-term approach to reducing alcohol and drug-related harm. The plan builds on previous national frameworks and supports wider public health priorities, including the Population Health Framework and Service Renewal Framework. 7.6 In response, Renfrewshire Alcohol and Drug Partnership (ADP) is refreshing its local alcohol and drugs strategy to align with the national plan, Partnership Delivery Framework and National Specification. This will ensure that local priorities, outcomes, and commissioning arrangements support national ambitions. 7.7 Renfrewshire has a strong partnership governance structure in place to provide oversight, accountability and performance management across prevention, treatment, recovery, and system improvement. This framework will support the implementation of national priorities and monitor progress, risks, quality, equity, and outcomes. 7.8 To deliver the strategy locally, the ADP will develop a delivery plan outlining specific actions, milestones, responsibilities, and success measures. The plan will be reviewed regularly to respond to emerging needs, insights from people with lived and living experience, and policy developments. Both the refreshed strategy and delivery plan will be presented alongside the ADP Annual Reporting Survey at a future meeting. National Care Service Charter of Rights 7.9 On 25 March 2026, the Scottish Government published the National Care Service Charter of Rights, with further updates made in April and May 2026. The Charter sets out information on people’s existing rights and what they should expect when accessing, or waiting to access, social care, social work, and community health support. It does not create new rights or alter existing rights, but brings together information to support people, carers, families, and representatives to understand what they can expect from support and what they can do if they feel their rights are not being met. 7.10 The Charter is relevant to the HSCP’s ongoing work to strengthen rights based, person-centred and accessible support, including Self-Directed Support, public- facing service standards, participation and engagement, and local policy development. Key themes include clear and accessible information, involvement in decisions, choice and control, dignity, safety, and routes for feedback and complaints. 7.11 The Charter will be considered as part of relevant local guidance, policy, and improvement work to support consistent practice and clearer information for people accessing support in Renfrewshire.
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PUBLIC Delayed Discharge 7.12 Reducing delays in discharge is a national priority. With a revised remit aligning to the Operational Improvement Plan from September 2025, the fortnightly Collaborative Response and Assurance Group continues to meet, chaired by the Cabinet Secretary and with attendance from all Chief Officers, Scottish Government, Care Inspectorate and COSLA. All HSCPs are categorised as Low, Moderate or Major based on performance improvement required. 7.13 Renfrewshire is the best performing HSCP in Scotland for standard delays for a fourth consecutive year, with a rate of 1,148.7 per 100,000 population for Standard Delays (across all HSCPs in Scotland). This equates to a 34.5% reduction in total bed days lost to delayed discharge – 3,805 bed days – and is 82.7% lower than the national average – 22,036. 8. Next Steps 8.1 The next performance report on delegated Adult Social Care functions will be reported to the Leadership Board in February 2027. ___________________________________________________________________ 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
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PUBLIC 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. Cosla Policy Position – none. 13. Children’s Rights – Although this report has a key focus on the delegated functions of adult social care, the HSCP is committed to complying with UNCRC and this is reflected in our activity. 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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PUBLIC Appendix 1 Performance Indicators The 17 adult social care services’ indicators in the updated scorecard are as follows: Performance Indicator Status No. Direction of Travel Green - Target achieved 1 Improvement Amber - Warning (less than 10% variance of target) 0 Deterioration Red - Alert (more than 10% variance of target) 2 Same as previous reporting period Data only 14 Status Direction of Travel Performance Indicator 23/24 Value 24/25 Value 25/26 Value Target Sickness absence rate for HSCP Renfrewshire Council staff (workdays lost per FTE) 19.51 22.05 20.33 15.3 % of HSCP Renfrewshire Council staff completed mandatory training courses - 74.3% 89.83% 100% Number of adult support plans completed for carers (age 18+) by HSCP and Renfrewshire Carers Centre 568 694 630 497 Data Only Indicators Performance Indicator 23/24 Value 2024/25 Value 2025/26 Value Direction of Travel Total Mental Health Officer service activity (count of activity) 1,499 1,458 1,608 Number of Chief Social Worker Guardianships (as at position) 124 157 140 Number of Private Guardianship Applications 126 143 158
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PUBLIC Performance Indicator 23/24 Value 2024/25 Value 2025/26 Value Direction of Travel Balance of Care: Total number of hours provided for clients receiving personal care * 18,521 19,229 21,158 Balance of Care: Total number of hours provided for clients receiving non-personal care * 375.5 351.25 504.00 Balance of Care: Number of open community placements for 65+ (Care at Home vs residential) * 1,786 (64%) 2,217 (60%) 2,937 (65%) Balance of Care: Number of open residential placements for 65+ (Care at Home vs residential) * 1,006 (36%) 1,469 (40%) 1,554 (35%) Population of clients receiving Telecare (75+) - Rate per 1,000 ** 32.8 Population of clients receiving Telecare (all ages) Rate per 1,000 ** 4.1 Number of people accessing Community Alarms (all ages) ** 3,807 Number of people accessing Community Alarms (75+) ** 2,757 Percentage of Adult Support and Protection referrals where investigatory powers are used 43% 53% 53% Percentage of Children registered in this period who have previously been on the Child Protection Register in the last two years 8.0% 16.0% 10.9% Number of Adult Support and Protection referrals (please see table below for source) 1,527 1,522 2,040 *Balance of care previously reported as two indicators and now separated into four **No direct comparison with previous years as the method of collation has been revised
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PUBLIC Number of Adult Support and Protection (ASP) referrals ASP Referrals Source 23/24 2024/25 2025/26 Care Inspectorate 32 16 5 Office of the Public Guardian 6 4 6 Police Scotland 294 315 485 NHS 24 24 20 20 NHS Primary Care 44 46 66 NHS Acute Services 72 76 74 NHS Specialist Drug and Alcohol Services 2 1 0 Community Health Services 11 29 38 Mental Health Services – Hospital and Community 49 53 20 Other Health (Public, Private and Prison) 5 2 0 Social Work Adults (inc Mental Health Officers) 143 142 181 Social Work Children and Families 12 8 4 Out of region social work / other (external) local authority Reported by source from 2024/25 3 6 Other local authority service (internal) excluding social work Reported by source from 2024/25 1 22 Scottish Ambulance Service 8 65 137
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PUBLIC ASP Referrals Source 23/24 2024/25 2025/26 Scottish Fire and Rescue 72 31 42 Care Home 370 280 445 Care at Home Provider 183 194 209 Housing 120 128 132 Education 1 4 3 Self (Adult at Risk) 6 4 6 Unpaid Carer 1 0 0 Friend, Relative, Neighbour (not an unpaid carer) 21 33 46 Other Member of the Public 1 0 0 Third Sector Organisation 17 18 50 Financial Institution 0 1 0 Department of Work and Pensions 0 0 4 Anonymous 2 9 12 Other 31 39 26