Sustainable Future Programme – Renfrewshire Health and Social Care Partnership
Renfrewshire Council · 24 September 2026
Back to Council — 24 September 2026 and its agenda
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PUBLIC To: Council On: 24 September 2026 __________________________________________________________________ Report by: Chief Social Work Officer __________________________________________________________________ Heading: Sustainable Future Programme – Renfrewshire Health and Social Care Partnership __________________________________________________________________ 1. Summary 1.1. On 22 June 2026 Council “instructed the Chief Social Work Officer to deliver a report to the next full Council meeting detailing the specific risks to service users in Renfrewshire following the June 19th IJB cost-cutting decisions, primarily driven by the Health and Social Care Partnership’s (HSCP) persistent structural 14-million-pound funding deficit”. 1.2. Renfrewshire Council has delegated adult social care to Renfrewshire Health and Social Care Partnership (RHSCP). NHS Greater Glasgow and Clyde (NHSGGC) has delegated a range of health services to RHSCP. The governance arrangements in relation to the delivery of these delegated rests with the Integrated Joint Board (IJB). Renfrewshire Council nominated four elected members to service on the IJB and NHGGGC appointed four members to the IJB. 1.3. Renfrewshire IJB agreed its sustainable futures approach at its meeting on 31 March 2023. The sustainable futures approach includes the modernisation of services as well as achieving a sustainable budget position for the future. 1.4. A range of Sustainable Futures proposals were presented on 19th June 2026. Prior to their consideration, members of the IJB considered a report on the implications of financial recovery for RHSCP and the community it serves. The IJB was advised that a combination of increased demand and increasing costs had resulted in RHSCP requiring to utilise financial reserves over the previous three-year period in order to deliver a balanced budget. It noted that the reserves were likely to be exhausted in the next financial year (2027/28) if action was not taken to address the funding gap.
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PUBLIC 1.5. The sustainable futures agenda was developed over a significant period by the IJB and involved a range of engagement events with users of services, carers, staff and members of the IJB. The IJB recognised that the impact of the sustainable futures agenda was not neutral but included elements of redesign of services which would also deliver savings. 1.6. In developing the sustainable futures savings options, the IJB was provided with a detailed integrated impact assessment (IIA) for each of the proposals. The integrated impact assessments included an Equality Impact Assessment, a Fairer Scotland Duty Assessment and contained a view from professional leads across social work and care and health services. The IIAs also reflected feedback from consultation with key stakeholders. 1.7. This report provides information on the specific risks to service users following the decision by the IJB to agree to the recommendation to proceed with the sustainable futures approach and the mitigations in place. __________________________________________________________________ 2. Recommendations 2.1. Council is asked to note: [a] the sustainable futures approach was developed over a significant period of time and agreed by the IJB after consideration of detailed integrated impact assessments; and [b] the sustainable futures approach was informed by extensive consultation with users of services and carers. __________________________________________________________________ 3. Background 3.1. Renfrewshire Health and Social Care Partnership (RHSCP) operates a range of health services, adult social work and social care services delegated by NHS Greater Glasgow and Clyde and Renfrewshire Council. The governance arrangements in relation to the delivery of these delegated rests with the Integrated Joint Board (IJB). Renfrewshire Council nominated four elected members to serve on the IJB and NHGGGC appointed four members to the IJB. 3.2. RHSCP has faced increased demand on services and increased cost of care pressures over a number of years. Over the past three years RHSCP has required to utilise significant elements of financial reserves to ensure a balanced budget. The financial pressures and increasing demands are not unique to RHSCP and are a factor for HSCPs and other public bodies across Scotland. Audit Scotland noted the context for IJBs in its finance bulletin published in February 2026. 3.3. The Renfrewshire IJB was presented with a number of options in September 2024 under the sustainable futures approach. The IJB was not able to agree to the options presented and after discussion it was agreed the senior leadership team within RHSCP should continue to develop the approach and present options at a future meeting of the IJB.
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PUBLIC 3.4. The RHSCP senior leadership team engaged in engagement events with users of services, carers, staff and member of the IJB over a number of months. The level of engagement opportunities offered alongside the depth of access to the RHSCP senior leadership team was in my opinion amongst the most intensive I have experienced in my career and in excess of that from other HSCPs across Scotland. 3.5. The IJB was presented with two reports at its meeting on 19 June 2026 to assist it in making decisions on the sustainable futures approach. The first report on presented information on the risks of RHSCP entering financial recovery, and the second on sustainable futures. 3.6. The report on sustainable futures contained proposals, which were approved by the IJB in respect of • The redesign of older adult day services • The redesign of learning and physical disability day services • A review of the model of learning disabilities respite • The closure of Flexicare • The closure of Autism Connections • The removal of the Assertive Outreach Model • The removal of vacant health visiting posts 3.7. The report available to member of the IJB provided detail on each of the options proposed and contained detailed integrated impact assessments which set out the nature of the change proposed, the anticipated impact and risk and the mitigations in place. The integrated impact assessments included an assessment of the strategic and policy impact, an Equality Impact Assessment, a Fairer Scotland Duty Impact Assessment and a Children’s Rights and Wellbeing Impact Assessment. 3.8. As Chief Social Work Officer I was invited to contribute a professional view on each of the proposals. The integrated impact assessments also contained information on the engagement with users of services, carers, staff and trade unions. In all of the options considered I recognised there were no neutral options. It was however my view the proposals offered were considered and balanced and offered the IJB with options which were deliverable in a safe manner, protecting the wider services. It should be noted that redesign and modernisation was at the heart of a number of the proposals and the delivery of a financial saving was an additional outcome. Impact of the individual sustainable futures proposals Redesign of older adult day care services 3.9. The driver behind the redesign of older adult day care services was to modernise and reflect learning and demand from the experience of providing a service during the COVID restrictions. The review of older adult day care services identified an over provision from too many locations and the impact of a virtual option for some members of the community.
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PUBLIC 3.10. The proposal to reduce the number of locations will result in some service users requiring to change the day care service they attend. There will be some impact on the time some service users spend on transport to the new locations however this will not be significant. There will be no loss of service for individuals as the overall service provision was underoccupied. There is a potential impact on some individual unpaid carers as a result of the proposed change in the service provision. Unpaid carers will be offered an additional assessment of their own support needs in these circumstances. 3.11. As RHSCP moves forward with the implementation of the redesign individual users of the service directly impacted will be supported through a transition process to ensure their care needs continue to be met. A similar approach will be taken forward in relation to unpaid carers. The planned date for full implementation of the redesigned model of day care for older adults is 1 April 2027. Redesign of learning and physical disability day services 3.12. The proposed changes to learning and physical disability day services developed as an approach to modernise the provision, alongside integrating learning from the COVID19 pandemic. The proposed changes will create an integrated model of day care including community and complex care hubs. 3.13. The proposed changes will result in the services being focused on individuals in family-based care arrangements. There will be a realignment of locations reducing dependency on multiple buildings. The rationalisation of building will provide a financial saving for HSCP and continue to allow individuals to receive a service. 3.14. As with the older adult service there will be an implication for some individuals in that they will have to travel to an alternative location. The other individuals who are impacted is a small number who are in supported accommodation where their care arrangements. These care arrangements included provision for day care support to the individuals, and the proposed arrangement reduces duplication. 3.15. The new model will create further opportunities for community capacity building by working with partners to support links to community organisations and activities. This is a progression of the service bringing it more into line with national policy objectives. 3.16. The data provided on the use of learning disability and physical disability confirmed over provision and contributed to the need for redesign to a more modern and efficient service which will meet the policy objectives of Renfrewshire HSCP and the Scottish Government. It seeks to enhance the experience for those using the services. The issue of equity based on fair access criteria is a useful addition to the assessment process for those who perhaps need the service. 3.17. As the implementation of the redesign of learning and physical disabilities day services individual users of the service directly impacted will be supported through a transition process to ensure their care needs continue to be met. A similar approach will be taken forward in relation to unpaid carers. The planned date for full implementation of the redesigned model of day care for older adults is 1 April 2027.
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PUBLIC Review of the model of learning disabilities respite 3.18. This planned review will focus on revising the current respite model at Weavers Linn, including a review of current allocations of overnight respite to align with fair access principles. The review of the model for delivering learning disabilities respite has been in planning for a number of years and was initially proposed following an independent review in 2019 which highlighted a challenge around inequitable access to services 3.19. Some users of learning disabilities respite had historically high allocations whilst others with similar needs were allocated lower levels. The review will focus on fair access to respite provision. The review aims to ensure standardised allocations for those with critical needs of 28 nights per year, and those with substantial needs of 21 nights per year which is in line with other Health and Social Care Partnerships across Scotland. This would mean a reduction in access for some individuals, whilst creating capacity for others to access respite at Weavers Linn where they are not currently able to do so and reducing the likelihood of out-of-area respite placements. It would also create capacity for an income generating bed which could be accessed by other local authorities. 3.20. The individuals who are impacted a reduced access to respite will have their care needs fully reviewed on a regular basis. Closure of Flexicare 3.21. The Flexicare service provides social support and activities for adults with learning disabilities, and some people with autism. This is in addition to core day services. The service has experienced a reduction in use by individual over the period of the development of the proposal to cease delivery of Flexicare. 3.22. Flexicare is a non-statutory service and is not delivered in any other RHSCP across Scotland. There will be 11 individuals directly impacted by the closure of the service. Individual care planning decisions will be taken forward to minimise any negative impact. Closure of Autism Connections 3.23. Autism Connections is a non-statutory service with a small staff team who provide (i) practical advice and support to service practitioners supporting adults with autism and their families; (ii) autism training to services within Renfrewshire Council and the HSCP; (iii) raising awareness and knowledge of autism within the general community; (iv) sharing best practice; and (v) providing transition support for young people with autism moving from education and Children’s Services into Renfrewshire’s Learning Disability Services. 3.24. The sustainable future plan is this service is closed. The service does not provide direct care to individuals and therefore there is no impact on care. The service provided advice and training for individuals and staff. Alternative advice option routes are available locally and families and individuals will be signposted to alternative providers including the Renfrewshire Carers Centre, Advice Works or Renfrewshire Citizen’s Advice Bureau.
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PUBLIC 3.25. The training offered by Autism Connections has influenced the programme of training delivered by the Social Work Professional Training Team. Further discussions are ongoing with other services to consider how training for the wider staff groups will be enhanced by the training previously provided by Autism Connections. Removal of assertive outreach model 3.26. This support is a non-statutory service model which is not replicated across Scotland. Assertive Outreach is a multi-disciplinary team which focuses on people on the Dynamic Support Register (DSR) and the provision of support to services users, families and providers at times of crisis or transition. Since the team was established, Delayed Transfers of Care for people with complex learning disabilities have been reduced to, and are being sustained at, a very low level achieving one of the key objectives of the model. 3.27. The proposal under sustainable futures will result in the responsibilities currently allocated within Assertive Outreach be reallocated across other Renfrewshire Learning Disabilities Services (RLDS). It is considered the wider teams within RLDS retain the expertise required to continue to meet the current objectives of the Assertive Outreach team. Removal of vacant health visiting posts 3.28. The IJB agreed to remove 3.2 WTE posts in the health visiting service which had been vacant since 2024. The health visiting service has operated without these posts for a significant period with minimum impact on overall service performance. Despite the posts being removed the Health Visiting Universal Pathway is being maintained and targeted services for the most vulnerable children remains a priority. ___________________________________________________________________ Implications of this report 1. Financial There are no direct financial implications as a result of this report. The sustainable futures approach will contribute to RHSCP achieving savings and to deliver a balanced budget in future financial years. 2. HR and Organisational Development None. 3. Community/Council Planning None 4. Legal None. 5. Property/Assets None. 6. Information Technology
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PUBLIC None. 7. Equality and 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 as it sets out the potential implications of decisions taken by another statutory body. As noted earlier in this report, RHSCP prepared integrated impact assessments for consideration by the IJB when they reached their decisions. 8. Health and Safety None. 9. Procurement None. 10. Risk None. 11. Privacy Impact None. 12. Climate Risk None. 13. Children’s Rights None. 14. Cosla Policy Position None. List of Background Papers __________________________________________________________________ Author: John Trainer, Head of Children and Justice Social Work/Chief Social Work Officer john.trainer@renfrewshire.gov.uk 0300 300 0277