Chief Social Work Officer Annual Report 2025-26
North Ayrshire Council · 29 September 2026
Back to Cabinet — 29 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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NORTH AYRSHIRE COUNCIL 29 September 2026 Cabinet Title: Chief Social Work Officer Annual Report 25/26 Purpose: To provide Cabinet with awareness of the annual Chief Social Work Officer report which is required by the Scottish Government. Recommendation: Cabinet is asked to: 1. Note the contents of the report, particularly the achievements and challenges identified. 2. Recognise the skilled and compassionate contribution of practitioners and managers. 3. Note the worsening financial context and its impact on wellbeing and risk across all age groups. 4. Ask the Chief Social Work Officer to submit the annual report to the Scottish Government. 1. Executive Summary 1.1 There is a requirement for every Local Authority to appoint a professionally qualified Chief Social Work Officer (CSWO) and this is contained within Section 3 of the Social Work (Scotland) Act 1968 as amended by Section 45 of the Local Government etc (Scotland) Act 1994. 1.2 In accordance with the legislation and guidance, the CSWO is required to prepare an annual report for the Council, on all statutory, governance and leadership functions of the CSWO role. 1.3 This report will also be presented to the Integration Joint Board on 1st October 2026. 2. Background 2.1 In 2014, the Office of the Chief Social Work Adviser, following consultation with CSWOs across Scotland, SOLACE and other stakeholders, introduced a more standardised approach to annual reporting. 2.2 This report provides the CSWO’s overview of partnership structures, governance arrangements and the performance of social work and social care services within
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North Ayrshire’s demographic context. It also considers statutory functions, service quality and workforce development. 2.3 The report describes the breadth of social work activity during 2025/26 and places this within the significant socio-economic challenges facing North Ayrshire. Five key issues are drawn to Cabinet’s attention: 1. Sustaining Safe and Effective Statutory Services The Council continues to discharge its statutory social work responsibilities in an increasingly challenging operating environment. Demand and complexity are rising across children’s services, adult services and public protection. The priority is to maintain safe, lawful and effective services, protect vulnerable people and manage finite resources responsibly. 2. Prevention, Early Intervention and Community Capacity Long-term sustainability depends on supporting people earlier and reducing reliance on crisis intervention. This requires continued investment in prevention, stronger community capacity, support for unpaid carers and effective partnership working to help people remain independent for longer. The financial environment makes this increasingly difficult to sustain. We recognise, respect and value the diversity, strengths and contributions of all members of our community. We are committed to ensuring that every person is treated with dignity, fairness and compassion, regardless of their background, identity, beliefs or circumstances. Through an anti-discriminatory approach to policy and practice, we actively challenge inequality, prejudice and barriers to inclusion, promoting equitable access to support and opportunities so that people can participate fully in their communities and achieve the outcomes that matter most to them. 3. Workforce Sustainability and Professional Leadership The workforce remains the Partnership’s most important asset. Service quality depends on recruitment, retention, wellbeing, succession planning and professional development. Current support arrangements are generally well established, and social work vacancies remain at around 8%, which compares positively with other areas and reflects well given North Ayrshire’s geographical position relative to the central belt. 4. Public Protection and Risk Management Protecting children and adults at risk remains a core statutory responsibility. Increased complexity across child protection, adult protection, corporate parenting and the management of high-risk offenders requires robust governance, effective partnership working and strong professional oversight. Continuous improvement, organisational learning and assurance are essential to safeguarding those most at risk and maintaining public confidence. Professional advice has been clear about the risks to the Council’s ability to meet all social work duties. The position is equally clear that children or adults must not be left in circumstances where they are likely to experience significant harm. I remain confident in the professional judgement exercised by social work leads across service areas.
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5. Transformation, Reform and Financial Sustainability The scale of the financial challenge means that traditional models of service delivery are no longer sustainable. Transformation and redesign are required to target resources effectively while continuing to meet statutory duties. Change must proceed at a pace that balances financial necessity with safe practice, workforce capacity and effective governance. Significant points for noting during the past 12 months: Services continue to meet local demand • Adult Support and Protection referrals have doubled over six years, from 558 to 1,122. Adult Concern Reports reached a record 3,039. • Adults with Incapacity activity continues to increase. Private Welfare Guardianships rose from 314 to 556, while CSWO Guardianships increased from 71 to 168. • Child Protection Conferences reached their highest level in six years, increasing from 83 in 2023/24 to 198 in 2025/26. This reflects growing complexity and risk for children. • Criminal Justice Social Work demand continues to grow, with court reports rising from 430 to 725 over six years. Investment in care-experienced children and young people • A new supported-living service for care-experienced young people aged 16 to 21 was approved and opened in August 2026. • An enhanced fostering scheme was approved, including increased payments, retention incentives and enhanced support packages. Health and Community Care • Services continue to support 97% of people to leave hospital on time. • Additional Mental Health Officer capacity in the hospital is helping to protect and promote the rights of people who lack capacity or family support. • Locality social work teams continue to manage community-based risk proactively and safely. Workforce development • The social work workforce increased by 5.9%. • The Growing Our Own programme continues to support staff towards professional social work qualifications. 10 staff are currently in training and 14 have qualified through the programme. • A new partnership with the University of Strathclyde has been established to strengthen workforce development and research opportunities. Digital innovation • Beam Notes was successfully piloted across social work services.
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• Staff reported average administrative time savings of 3.5 hours each week, alongside improved recording quality and better engagement with people who use services. • Approval has been secured for wider implementation across social work services. In summary, North Ayrshire's social work services remain stable and effective, but face significant pressures arising from increasing demand, growing complexity of need, workforce challenges and financial constraints. There is now very marginal flexibility in the system. The focus for the coming period is to sustain safe statutory services while strengthening workforce resilience, maintaining robust public protection arrangements and delivering transformation that supports long-term sustainability. 3. Proposals 3.1 It is proposed that Cabinet: • Notes the key themes, achievements and challenges set out in this report; • Endorses the Chief Social Work Officer Annual Report at Appendix 1; and • Asks the CSWO to submit the annual report to the Scottish Government. 4. Implications/Socio-economic Duty Financial 4.1 None Human Resources 4.2 None Legal 4.3 The delivery of Social Work services remains a statutory duty of North Ayrshire Council whilst delegated to the Health and Social Care Partnership. Equality/Socio-economic 4.4 None Climate Change and Carbon 4.5 None Key Priorities 4.6 This report covers matters which contribute to the key priorities contained within the Council and IJB strategic plans. Community Wealth Building
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4.7 None Islands Communities Impact Assessment (ICIA) 4.8 None United Nations Rights of the Child (UNCRC) 4.9 This report highlights issues that have a direct and indirect impact on the rights of children and young people particularly in relation to article 3. Article 3 states that (1) in all actions concerning children the best interests of the child shall be a primary consideration. (2) States Parties undertake to ensure the child such protection and care as is necessary for his or her well-being, taking into account the rights and duties of his or her parents, legal guardians, or other individuals legally responsible for him or her, and, to this end, shall take all appropriate legislative and administrative measures. (3) States Parties shall ensure that the institutions, services and facilities responsible for the care or protection of children shall conform with the standards established by competent authorities, particularly in the areas of safety, health, in the number and suitability of their staff, as well as competent supervision. This report outlines child protection practices, a commitment to keeping families together wherever possible and on the quality of residential and fostering services which indicates how North Ayrshire works to uphold article 3. Consumer Duty 4.10 None 5. Consultation 5.1 The Partnership Senior Management Team and operational services have contributed to the contents of this report. Caroline Cameron Executive Director / Chief Officer HSCP For further information please contact Scott Hunter, Chief Social Work Officer, on scotthunter@north-ayrshire.gov.uk. Background Papers Chief Social Work Officer Annual Report 2025 - 2026
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Chief Social Work Officer Report 2025 – 2026
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Contents Chief Social Work Officer Report ............................................................................ 1 2025 – 2026 ............................................................................................................... 1 Introduction ............................................................................................................. 1 Demographics ......................................................................................................... 3 Locality Planning ..................................................................................................... 4 Progress 2025 to 2026 ......................................................................................... 4 1. Governance, Accountability and Statutory Functions ...................................... 6 Service provision .................................................................................................. 6 Corporate Responsibilities ................................................................................... 7 1.1. Overview of the North Ayrshire Health and Social Care Partnership ........ 9 Strategic Plan 2026-30 ......................................................................................... 10 2. Service Quality and Performance .................................................................. 11 2.1 Children and Families ............................................................................. 11 2.2 Adults ..................................................................................................... 22 2.3 Criminal Justice ...................................................................................... 28 3. Resources ..................................................................................................... 36 3.1 Financial Position – 2025-26 ........................................................................ 36 3.2 Workforce Planning ................................................................................ 38 3.3 Workforce Support and Development .................................................... 40 4. Independent Care Providers who provide care services on our behalf .......... 45 4.1 Registered Services – Minimum Grades across all themes ................... 45 5. Inspection of Local Services .......................................................................... 47
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1 Introduction I am pleased to present the 2025 to 2026 Annual Report, which reflects both the resilience of our communities and the unwavering commitment of our workforce. This year, perhaps more than any in recent memory, has underscored the essential role of social work in supporting people through complexity, adversity and change. Across all services our staff have continued to demonstrate professionalism, compassion and determination in the face of significant and sustained system pressures. I want to begin by recognising the extraordinary contribution of our workforce. Social workers, social care staff, managers and partners have worked with skill and integrity, often in challenging circumstances, to safeguard vulnerable people, promote rights and maximise wellbeing. Their ability to sustain high standards of practice while adapting to increasing demand is a testament not only to their individual dedication, but also to a strong collective ethos rooted in public service values. This report highlights numerous examples of person-centred, trauma- informed practice that has made a tangible difference to individuals, families and communities across North Ayrshire. I also understand that with the pressures identified, there are examples where we do not get it right. We remain committed to learning and improving from these circumstances. However, it is equally important to be clear about the context in which these achievements have been delivered. Social work operates within a system that is under massive strain in all areas and at all levels. Demand continues to grow in both scale and complexity, driven by poverty, inequality, mental health challenges, alcohol and substance use and the enduring impacts of trauma. At the same time, the system is increasingly shaped by national policy developments that, while well- intentioned, are frequently introduced without the necessary and sustainable funding to support effective implementation at a local level. This creates cumulative risk. Unfunded or partially funded national policy initiatives place additional expectations on already stretched services. The result is a tension between ambition and capacity, which can impact on service delivery, workforce wellbeing and, ultimately, outcomes for the people we serve. The impact of this implementation gap in social care policy is a real disconnect between the goals promised in high-level legislation and the actual care people receive on the ground. As Chief Social Work Officer, I have a duty to ensure that these risks are visible, understood and actively managed within our governance arrangements. The reporting period covered by this report is April 2025 to March 2026 and, as such, can only provide a high-level overview of the significant challenges encountered during this year's budget-setting process and the subsequent decisions regarding eligibility criteria. The papers and minutes relating to these discussions are matters of public record and demonstrate the careful consideration given to the difficult choices required. While the implications of these decisions are both professionally and publicly significant, our focus remains firmly on the ongoing monitoring of their impact, alongside strengthening the consistency and robustness of decision-making frameworks. This is essential in mitigating unintended consequences wherever
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2 possible, ensuring that people are treated fairly and equitably, and maintaining the Council's ability to fulfil its statutory Social Work responsibilities while prioritising support for those with the greatest levels of need. Next years report will provide the narrative in relation to impact. The concerns arising from these policy decisions are well understood and should not be underestimated. However, the financial pressures facing Integration Joint Boards and local authorities have been highlighted for many years, including through repeated warnings from Audit Scotland regarding the long-term sustainability of current funding and service delivery models. As a result, many IJBs have reached a point where difficult decisions about eligibility and prioritisation have become unavoidable. In this context, our responsibility is to ensure that these decisions are implemented with compassion, transparency and rigorous oversight, while continuing to advocate at the highest levels for the resources necessary to meet the needs of the residents of North Ayrshire. Despite these challenges, we have continued to prioritise safe, effective and rights- based services. We have strengthened our approach to inspection readiness and self-evaluation, ensuring that our practice is evidence-informed and that we are transparent about both strengths and areas for improvement. We have also collaborated closely with partners across health, education, police and the third sector to maintain a whole-system approach, recognising that the complexities faced by individuals and families cannot be addressed by any single service in isolation. Looking ahead, the sustainability of social work services will depend on honest dialogue between national and local partners about what can be delivered within available resources. It will require a shared commitment to aligning policy ambition with funding, workforce planning and realistic timescales for implementation. Above all, it will require continued investment in the workforce that is the foundation of our system. This report therefore serves not only as an account of performance over the past year, but also as a statement of professional assurance and a call for collective responsibility. I remain confident in the capability and commitment of our workforce, and I am equally clear that addressing systemic risk is essential to ensuring that we can continue to protect and support the people of North Ayrshire effectively in the years ahead. Scott Hunter Chief Social Work Officer North Ayrshire Health and Social Care Partnership
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3 Demographics North Ayrshire is home to approximately 134,010 people, (National Records for Scotland, Mid-2024 Population Estimates Scotland) all living in its many towns, villages, and islands, with slightly more females (52.1%) than males (47.9%). 15.6% of the population are aged 0 to 15 years, 9.5% are aged 16 to 24 years, 21.7% are aged 25 to 44, 28.6% are aged 45 to 64 years of age, 13.4% ages between 65 to 74 years of age, with 11.3% of our population aged 75 years and above. One in four people (24.7%) in North Ayrshire are 65 and over. The latest update of the Scottish Index of Multiple Deprivation has reconfirmed the deep structural challenges faced by many communities in North Ayrshire, despite steady progress by North Ayrshire Council in its ongoing commitment to eradicate poverty. North Ayrshire is ranked as the fifth most deprived council area in Scotland. Some of the area’s most heavily affected by deprivation are concentrated in the Three Towns and Irvine areas but areas in Kilwinning and the Garnock Valley also have above average deprivation.
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4 Locality Planning Locality Planning remains the local mechanism for strategic planning through which local priorities are developed for smaller geographical areas across North Ayrshire. During 2024 to 2025, work to develop HSCP locality plans was paused to allow focus on the development of the refreshed Strategic Plan 2026 to 2030, and in response to ongoing capacity and resource pressures associated with maintaining the Locality Planning Review Groups. In April 2026, the Integration Joint Board approved revised Locality Planning Arrangements which align HSCP locality planning with existing Community Planning Partnership (CPP) Locality Partnership structures. This revised approach is intended to streamline governance, reduce duplication, and strengthen joint ownership of place-based priorities, while ensuring the HSCP continues to meet its statutory locality planning duties. Under the revised model: • HSCP locality planning activity will be integrated within CPP Locality Partnership meetings, removing the need for separate HSCP locality planning forums, with the exception of Arran, where established integrated arrangements will continue. • HSCP Locality Leads (Heads of Service) will attend two CPP Locality Partnership meetings per year, with written HSCP locality planning updates provided for remaining meetings to support ongoing visibility and accountability without additional meeting attendance. • Locality Plans will continue to be developed by the Strategic Planning and Equalities Team, drawing on locality data, engagement activity, service input and feedback from CPP Locality Partnerships, with oversight through the Strategic Planning Group. This revised approach supports a more sustainable locality planning model, strengthens alignment between health and social care priorities and wider community planning outcomes, and maintains statutory locality leadership and assurance within HSCP governance. Progress 2025 to 2026 During 2025 to 2026, locality planning activity focused on consolidating existing evidence and completing key engagement activity to inform future locality plan development, while preparing for the implementation of the revised Locality Planning Arrangements approved in April 2026. Between March and May 2025, targeted engagement was undertaken with children and young people across all six localities in North Ayrshire as part of the Locality Planning biannual engagement cycle. This engagement was designed to ensure that younger people’s views and experiences were captured as part of the locality
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5 evidence base and to support alignment with the Children’s Services Plan and wider strategic planning. Engagement activity included: • facilitated sessions with youth groups across each locality. • an online survey promoted through a range of internal and external networks; and • a joint Health and Social Care Conversation Café with the Youth Cabinet. The purpose of this engagement was to understand the issues that matter most to young people in their local areas, explore where they seek support, identify barriers to accessing health and social care services, and gather suggestions for service improvement. Findings from this work have been collated at locality level and form part of the wider evidence base that will inform the development of HSCP Locality Plans. Alongside this engagement activity, the Strategic Planning and Equalities Team continued to maintain and consolidate existing locality evidence gathered between April 2023 and April 2025, including data profiles, service mapping and previous engagement findings. This ensured that, despite pauses to formal locality planning structures due to capacity pressures, a comprehensive and up-to-date evidence base has been retained to support future locality planning activity. In April 2026, the Integration Joint Board approved revised Locality Planning Arrangements, aligning HSCP locality planning with Community Planning Partnership Locality Partnership structures. This provides a clear governance framework and implementation approach for the next phase of locality plan development, with delivery scheduled to commence from June 2026.
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6 1. Governance, Accountability and Statutory Functions The Chief Social Work Officer is a statutory appointment by virtue of Section 3 of the Social Work (Scotland) Act 1968. The Chief Social Work Officer is appointed for the purposes of the Council's functions under the 1968 Act and under those other enactments listed in Section 5(1B) of that Act. In broad terms, those functions cover all social work and social care services whether provided directly by the council, in partnership with other agencies, or procured by the council and provided by others on its behalf. Those functions are referred to as “social work services.” The qualifications required for the post are set out in the Qualifications of Chief Social Work Officers (Scotland) Regulations 1996. The Chief Social Work Officer is required by section 5(1) of the 1968 Act to perform the duties of the post under the general guidance of the Scottish Ministers. The Scottish Ministers issued revised and finalised guidance in January 2010. The overall powers of the Chief Social Work Officer post are:- (a) To oversee the discharge of the council's statutory social work duties; (b) To ensure the provision of effective professional and objective advice to elected members and officers of the Council in the Council's provision of social work services; (c) To secure the effective provision of social work services. The powers of the Chief Social Work Officer fall into two broad categories; service provision and corporate responsibility: Service provision • To establish and develop social work services focussed on the needs of service users, to promote the continuous improvement of those services, and to monitor and raise standards of their delivery; • To ensure the effective governance of the balance of need, risk and civil liberties in the provision of social work services in accordance with professional practice; • To provide advice on all aspects of workforce planning including safe recruitment practice, supervision, monitoring and assessment of social work students, securing of professional qualifications and continuous learning and development for staff, and supporting and advising managers in all aspects of staff supervision; • To ensure the existence of systems to both promote good practice and identify and address poor practice in the provision of social work services; • To ensure that significant case reviews are undertaken of all critical incidents either resulting in, or which may have resulted in, serious harm or death; and
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7 Corporate Responsibilities The Chief Social Work Officer has the following corporate powers which require direct access to the Council's Chief Executive,’ Elected Members of the Council and the Chief Officer, and the provision of forthright and independent advice to them:- • To ensure compliance with the Council’s statutory duties to prepare, publish and review plans for the provision of social work services. • To promote, communicate, support and review values and standards of professional practice, and to ensure that they are adhered to. • To establish, in conjunction with the Council's Corporate Management Team, appropriate experience and qualified cover for the post of Chief Social Work Officer during the post-holder's absence or incapacity. • To report to the Chief Executive and Chief Officer any failure in the Council's corporate policy or governance arrangements designed to reflect the proper balance amongst need, risk and civil liberties in the provision and management of social work services. • To report to the Chief Executive and Chief Officer any weaknesses and failures in the systems in place to promote good practice and identify and address poor practice in the provision of social work services. • To report and provide independent comment where necessary to the Chief Executive, Elected Members of the Council and the Chief Officer on the findings of significant case reviews and relevant performance reports and on any other social work related issues. • To provide an annual report to the Council on all of the statutory, governance and leadership functions of the role of the Chief Social Work Officer North Ayrshire continues to invest in its oversight of Social Work activity through the provision of a standalone Chief Social Work Officer, further supported by a formal Depute CSWO. The CSWO reports directly to the Director of the NAHSCP and has a direct line to the Chief Executive of the Council. The CSWO represents Social Work within a range of strategic groups including: IJB, IJB Performance and Audit Committee, IJB Strategic Planning Group, NAHSCP Health Care Governance Committee, HSCP Partnership Senior Management Team, Alcohol and Drugs Partnership, Child Protection Committee, Adult Protection Committee, Chief Officers Group, Carers Advisory Group, Children’s Services Strategic Planning Partnership; Corporate Parenting Board, Transitions Strategic Group amongst others. The CSWO also provides professional oversight as a member of the Care Home Oversight Group and the Care at Home Oversight Group. These groups continue to fulfil key governance activity in relation to the Social Care sector. The CSWO has regular contact with the Independent Chair of CPC and APC to ensure public protection oversight. The year past has seen North Ayrshire
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8 commission four learning reviews covering both children and adult services. The outcomes of these reviews will be forthcoming over 2026/2027. Social Work and Social Care matters are regularly reported to the IJB and Clinical and Care Governance Committee. There is a particular focus on the impact of policy and external scrutiny activity. The CSWO maintains regular calls with our Care Inspectorate strategic link to share developments and hear of national developments that support activity in North Ayrshire. The CSWO also contributes to quarterly calls with the inspectorate and the broader PSMT. The primary governance of practice matters remains the Social Work Governance Board. The board terms of reference and membership have been refreshed in the current year with the support of the professional leadership group. The board has had a full agenda of issues over the year and has provided support and governance in relation to a range of matters including: • Practice Guidance for Social Workers Assessing Capacity and Practice Enhancement Notice: In Person Assessments for Complex Cases • Re-modelling of acute in-patient service for adults with learning disabilities • Chronology Training and Practice Improvement • Community Justice Outcome Implementation Plan (CJOIP) • HSCP Refugee and Resettlement Team Transition • National Social Work Agency Workforce Improvement • AWI Delayed Discharge - best practice • Test of Change – All Age Disability Service • Secure Screening Process • Proposal for Social Work Overtime Hours • CPO Breach Report • Locality Team Parenting Assessment • Hospital Screening Tool • Self-Directed Support (SDS) Policy
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9 1.1. Overview of the North Ayrshire Health and Social Care Partnership Visions, Values and Priorities Our Partnership includes health and social care services within Health and Community Care Services (H&CC), Mental Health and Learning Disability Services and Children, Families and Justice Services. In this report, we look back on the progress we have made, share some of our successes and reflect on some areas that have proved challenging. This report aligns with our “Caring Together” Strategic Commissioning Plan 2022- 2030. This is the first time the Health and Social Care Partnership has set out such a long-term plan for how we intend to improve services and the health and wellbeing of the local community. The plan set out our pandemic recovery intentions, as well as offering a longer-term vision for local health and social care services. Over the period of this strategic plan, the Health and Social Care Partnership will seek to: We see these priorities as interlinked, and we expect that where we see success against one priority, it is effect will positively impact against others. People who use our services and North Ayrshire residents will experience our Partnership values in the way our staff and volunteers engage with you and how we behave. We will treat you with: A full annual update against these priorities can be found in our HSCP Annual Performance Report for 2025-26.
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10 Strategic Plan 2026-30 Our new Strategic Plan 2026-30 was approved by the Integrated Joint Board in December 2025. The new plan replaces the current priorities and outlines the strategic priorities for anticipating and improving future health and care needs, and Service Delivery Priorities, reflecting the current requirements for delivering services. As such the new vision going into the next 10 years, is: “To empower people in North Ayrshire to live safe, healthy and active lives with fair and equal access to sustainable health and care services”. The newly agreed Strategic Priorities are: • Improving Population Health: Supporting people to live healthier, active lives. • Meeting the Needs of an Ageing Population: Adapting services to support older residents. • Tackling Health Inequalities: Addressing the root causes of health and care disparities. These aim to address future service requirements based on demographic changes and local inequalities and aim to better understand and assess how we may influence improved health and wellbeing. Strategies will be aligned to these goals and decision making will consider these priorities and impacts when implementing change The Service Delivery Priorities guide how the partnership designs and operates daily care: • Prevention: Stopping health issues before they start. • Community-based services: Delivering care closer to home. • Life stages: Supporting people from birth through childhood, adulthood, and later life. • Whole-person approach: Treating the whole individual rather than single conditions. • Accessibility and communication: Making sure services are easy to reach and understand. • Evidence and performance: Using data to monitor and improve
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11 These reflect how services will be designed and delivered to address the health and care needs of the population. All future service planning will be aligned to these principles. All reporting within services and to the Integrated Joint Board and Performance and Audit Committee will be structured to meet these new priorities from Quarter 1 2026- 27. Next years report will provide a narrative on the implementation and impact of these new priorities. 2. Service Quality and Performance 2.1 Children and Families Foster Care Foster Care Fortnight took place in May with a dedicated social media campaign on the NAHSCP Facebook channel highlighting some of the myths and facts around foster caring and signposting the public to our dedicated foster care website . Figures above reflect a decline in foster care provision due to a national shortage of carers, often resulting in children being accommodated in expensive external placements, away from their schools, friends and support networks. Currently, it is especially difficult to recruit full time foster carers and given the high cost of living, most families require to have two parents/carers, at work. In addition, the complexity of the young people is also a factor. An enhanced package of support for foster carers was approved by members of North Ayrshire Integration Joint Board (IJB) on Thursday 13 November. A new Fostering Scheme has been approved, offering greater support for those providing foster care for NAHSCP, with the aim of boosting the recruitment of new carers and retaining current carers. This was developed after
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12 engaging and consulting with approved foster carers, whose feedback was invaluable. As well as an increased weekly payment, the new scheme will also see the introduction of a retainer payment, providing financial stability for carers who may be without a placement until a suitable match is made; a loyalty payment for new foster carers who join NAHSCP and remain with the organisation, and an additional payment for those who care for children with enhanced needs. We also now use Can Digital for all our fostering advertising, via social media, to raise our digital profile and this has resulted in a rise in enquiries. Child Protection Registrations In 2025 to 2026 there were 185 Child Protection registrations and 130 De- registrations. The greatest number of registrations were found in July, when there were 26 registrations within the month. The lowest number of registrations occurred in May, when there were 8 registrations within the month. The median number of registrations per month across the year was 15. Supported Living Accommodation Plans for new supported living accommodation for care experienced young people were approved by members of North Ayrshire Integration Joint Board (IJB) on Thursday 13 November. The IJB supported these proposals, alongside receiving an update on a range of work and actions being taken forward following a system-wide programme with all Corporate Parents in North Ayrshire to improve outcomes for care experienced young people - the Brighter Pathways programme. The programme focusses on a rights-based approach to create a sustainable, responsive, and nurturing care system for our children and young people. Through engagement with care-experienced young people, NAHSCP identified a gap in provision for those who do not
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13 require full residential care but still need additional support - or are ready to step down from residential care as they move into adulthood. Permission has been given to develop supported living accommodation that will open in September 2026, which as well as equipping young people with the skills, confidence and stability they need for a successful future, will also free up capacity in its Children’s Houses. Located in Irvine, the accommodation will offer a safe and supportive environment for young people aged 16 to 21 years, bridging the gap between residential care and independent living. The service will provide individual ensuite rooms, shared living spaces, and 24/7 dedicated staff support, with practical help around issues such as budgeting, cooking, and tenancy management. Proactive in-reach support will also be available from a range of services and agencies, including housing, employability, and Money Smart. Breastfeeding Breastfeeding remains a priority for Scotland and, correspondingly, for local partners involved in the promotion of breastfeeding within community and hospital settings. The benefits of breastfeeding on the short and long-term health of mothers and babies has been well documented. It promotes optimum nutrition, growth and development for babies, as well as providing comfort and protection from infections. As such, breastfeeding is actively promoted and supported in a wide range of settings across North Ayrshire and Arran. The health visiting and infant feeding team in North Ayrshire, along with counterparts in South and East continue to work towards maintaining UNICEF Baby Friendly Gold standards following re-accreditation in 2024. This remains a significant and prestigious achievement, with only a small number of areas re-accredited to this standard. Published data for 2024 to 2025 has shown that despite slight decreases in two of the indicators, improvements from 2022 to 2023 have been maintained in the most recent year from an NHS Ayrshire and Arran perspective: Indicator 2022 to 2023 2023 to 2024 2024 to 2025 % breastfeeding at initiation 54.6% 57.6% 55.9% % exclusive breastfeeding at first HV contact (10-14 days) 27.4% 30.5% 30.2% % exclusive breastfeeding at 6–8- week HV assessment 22.8% 25.6% 25.9% Similarly, the published data for 2024 to 2025 has shown the following changes in breastfeeding indicators from a North Ayrshire perspective:
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14 Indicator 2022 to 2023 2023 to 2024 2024 to 2025 % breastfeeding at initiation 53.0% 59.6% 56.0% % exclusive breastfeeding at first HV contact (10-14 days) 23.2% 30.5% 29.0% % exclusive breastfeeding at 6–8- week HV assessment 20.3% 25.0% 25.5% Data has also shown that the number of babies receiving any breastmilk (mixed feeding with breastmilk and infant formula) in North Ayrshire has increased: Indicator 2022 to 2023 2023 to 2024 2024 to 2025 % overall breastfeeding at first HV contact (10-14 days) 41.0% 44.9% 46.0% % overall breastfeeding at 6–8-week HV assessment 31.7% 35.2% 38.7% In two years, we have seen an increase in overall breastfeeding of 5% at the first health visiting contact and 7% at the 6-8 week health visitor assessment. Immunisations Immunisation Uptake in North Ayrshire has been historically lower than in South and East Ayrshire, closely correlated with deprivation levels. With targeted interventions and data capture our aspiration is to continue our upward trajectory for Immunisation Uptake in both HPV, Teenage Booster and Meningococcal ACWY across Ayrshire and Arran and in particular North Ayrshire to lessen the gap in uptake across Local Authorities. All Primary and Secondary pupils are offered the Annual Flu Vaccine which is mainly the LAIV (Live attenuated Influenza vaccine) unless clinically not appropriate where the Inactive vaccine would be offered. All Secondary age pupils are called for Teenage Boosters (Td/IPV – Tetanus, Diphtheria and Polio) and HPV (Human Papillomavirus). All Schools are visited between January and April each year to complete the Td/IPV, Meningococcal ACWY and HPV. There is an additional offer at absentee dates in August- September each year for those who missed the first session. MMR (Measles, Mumps and Rubella) are offered to all Secondary pupils without a complete course of 2 doses of MMR. These pupils will have not had their Primary immunisation of MMR at 12 months and 3 years 4 months.
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15 HPV immunisation uptake at S1 by the end of the school year 2022 - 2025, by local authority of residence, NHS Ayrshire and Arran and Scotland Source: PHS – HPV immunisation 2024 to 2025 - Statistics Scotland – 25/11/25 HPV Immunisation in 2024 to 2025 showed 75.2% of those in S1 were immunised in Ayrshire and Arran, compared to a Scottish uptake of 72.6%. HPV uptake in Ayrshire & Arran has seen a rise of 8% overall and 10.1% in North Ayrshire. S3 pupils are eligible for Td/IPV and Meningococcal ACWY and are offered this from S3 every year until the course is complete. This is a one dose schedule for both vaccines. Td/IPV and MenACWY immunisation uptake by S3/S4 by the end of the school year 2022 to 2025, by local authority of residence, NHS Ayrshire and Arran and Scotland.
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16 Source: PHS – Teenage Td/IPV and MenACWY 2024 to 2025 immunisation - Statistics Scotland – 25/11/25 In 2024 to 2025, 67.5% of S3 pupils received a Td/IPV booster and MenACWY vaccines. This compares to a national uptake of 70.1% for both programmes. North Ayrshire has seen a rise of 0.7% and Ayrshire & Arran as a whole an increase of 2.5%. Child Healthy Weight Child healthy weight is a public health priority. Over the last three decades, obesity levels in children and, indeed, the wider population have increased, with inequalities observed across our communities. Maintaining a healthy weight throughout childhood is associated with many health benefits both in the short-term and the medium term. Child healthy weight is monitored throughout the universal Health Visiting pathway but also when a child moves into Primary 1. The most recent data for 2024 to 2025 was released in December 2025. For North Ayrshire: • 70.9% of P1 children were of a healthy weight • 13.6% of P1 children were at risk of overweight • 15.1% of P1 children were at risk of obesity Health Visiting The Health Visiting service in North Ayrshire continues to fully implement the national Universal Health Visiting Pathway, with all children under 5 and their families offered a minimum of 11 visits from the ante-natal period through to the child starting school. Developmental assessments are undertaken at 13-15 months; 27-30 months and 4-5 years. Since 2020, the percentage of children with one or more
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17 developmental concern at these assessments has increased as shown in the table below: Over the last ten years, the Children and Families Health Team (CFHT) has continued to enhance its approach to early years through the introduction of separate roles to support early and preventative help. The early years CFHT consists of: • Health Visitors • Health Visiting Support Workers • Family Nurtures • Perinatal Mental Health Nurses • Community Infant Feeding Nurse (pan-Ayrshire) • Community Infant Feeding Support Nurse (North Ayrshire only) The service also been working in partnership with national charity Dads Rock and have commissioned, through North Ayrshire’s Whole Family Wellbeing Fund, two dads’ workers to support dads of children under 5 to promote confidence and improved interaction and attachment. As well as all children under 5 in North Ayrshire being supported by the health visiting team as part of the Universal Health Visiting Pathway (UVHP), during 2025 to 2026, 841 children and families were supported by the various roles described above, evidencing our approach to early help and support where concerns are identified. The Collaboration for Health Equity in Scotland (CHES) programme – a partnership between North Ayrshire, Public Health Scotland and the Institute of Health Equity (IHE) seeks to look at our approach to early years support with the aim of improving outcomes for children, including data around developmental concerns.
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18 Key Performance Indicators Child Protection 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Child Protection Concerns 885 756 570 361 444 587 Child Protection Investigations (CP1s) 443 432 375 197 421 401 Child Protection Initial Conferences 121 119 76 83 170 198 Pre – Birth Conferences 29 34 17 22 14 25 CP Initial/Pre-Birth Conferences 7 4 9 1 10 8 Child protection activity presents a mixed picture. While Child Protection Concerns remain lower than 2020-21 levels, there has been a significant increase in formal statutory intervention. Initial Child Protection Conferences have risen to their highest level on record, increasing from 83 in 2023-24 to 198 in 2025-26. Investigation activity has also returned to levels comparable with those seen prior to 2023-24. The data suggests an increase in the complexity and severity of risk experienced by children and young people, creating increased pressure on statutory child protection services and partner agencies. Looked after Children 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Children newly accommodated in North Ayrshire 63 49 61 46 52 55 ** Where the number of children accommodated = the number of children either admitted into any placement type except “At Home with Parents”/”With Friends/Relatives” OR moved from “At Home with Parents”/”With Friends/Relatives” to any other placement type 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Foster Carers 103 99 96 105 107 109
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19 Permanency Planning 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Number of permanency plans approved 10 21 19 15 6 8 Adoption – approved and placed 8 5 7 4 2 2 Adoptions granted 4 5 5 7 5 1 Permanence orders approved 3 7 7 7 6 4 Permanence orders granted 0 1 2 9 2 9 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Children Subject to Compulsory Supervision Orders 351 342 298 271 258 264 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Children with Compulsory Supervision Orders Terminated 102 101 102 117 69 89 Emergency Placements 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Child Protection Orders 39 11 18 14 22 13 Secure Placements 2020–21 2021–22 2022-23 2023-24 2024-25 2025-26 Number of secure placements 1 2 0 2 3 7
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20 The ongoing pressure on children’s placements presents an ongoing significant risk to both our communities and the Council in the discharge of its welfare duties. The Brighter Pathways work articulates the strategy to mitigate these risks and work progresses. It is important to acknowledge that the placement shortage is a national issue and not unique to North Ayrshire. Across both adult and children's services, there is clear evidence of growing statutory demand. Adults with Incapacity activity has increased significantly, Adult Support and Protection referrals have doubled, and Child Protection Conferences are now at their highest level in six years. Whilst the nature of demand differs across service areas, the overall trend is one of increasing complexity, higher levels of risk, and growing pressure on specialist statutory social work functions, particularly Mental Health Officers, public protection staff and frontline assessment teams. This reinforces the need to maintain sufficient professional capacity, governance oversight and workforce resilience to meet statutory duties safely and effectively. Justice Services 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Number of reports submitted to the courts (CJSW reports, Section 203, Short Notice CJSW & Supplementary CJSW) 430 606 606 668 707 725 Number of home leave and background reports submitted 114 (39 leave reports, 75 background reports) 93 (30 leave reports, 63 background reports) 91 (28 leave reports, 63 background reports) 112 (41 leave reports, 71 background reports) 112 (42 leave reports, 32 background reports 38 TARL) 141 (49 leave reports, 25 background reports 56 TARL, 11 TARL addendum) Unpaid Work Requirements 94 172 313 310 329 313 Criminal Justice Social Work activity has increased significantly over the last six years. Court reports have risen by 69%, increasing from 430 to 725 annually, while Unpaid Work Requirements have more than tripled from 94 to 313. Additional pressures are evident through increasing prison throughcare, leave report and risk management activity. The data demonstrates sustained growth in statutory criminal justice demand, increasing requirements for assessment, court engagement, risk management and community supervision.
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21 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Level 1 MAPPA 152 172 190 174 188 205 Level 2 MAPPA 10 14 27 11 13 10 Level 3 MAPPA 3 7 2 2 1 1 Criminal Justice Social Work activity has increased significantly over the last six years. Court reports have risen by 69%, increasing from 430 to 725 annually, while Unpaid Work Requirements have more than tripled from 94 to 313. Additional pressures are evident through increasing prison throughcare, leave report and risk management activity. The data demonstrates sustained growth in statutory criminal justice demand, increasing requirements for assessment, court engagement, risk management and community supervision.
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22 2.2 Adults North Ayrshire Drug and Alcohol Service The North Ayrshire Drug and Alcohol Service (NADARS) has continued to demonstrate high levels of performance by meeting national and local standards and targets, such as access to treatment waiting times, provision of alcohol brief interventions (ABIs), the roll-out of Naloxone supplies and increasing patient choice regarding Opiate Substitution Therapy (OST) medications. Figures for those seen within 3 weeks for Alcohol were no lower than 95.5% during any quarter, while those seen within 3 weeks for Drugs were no lower than 97% during any quarter in 2025 to 2026. 100% of referrals for Alcohol and Drugs were seen within 6 weeks. The team continues to identify new ways of working to provide a more agile and streamlined service and further improve performance. This work has been evidenced by the delivery of early intervention services in the delivery of Alcohol Brief Interventions (ABI) in both priority (Primary Care, A&E and Antenatal) and wider settings.
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23 North Ayrshire Model for Enhanced Intermediate Care and Rehabilitation (eICT) The North Ayrshire Model for Enhanced Intermediate Care and Rehabilitation (eICT) utilises multidisciplinary holistic interventions to focus on providing high-quality care and support, through proactive early intervention and preventative action. They aim to assist patients presenting with falls, frailty, low grade infections and general functional decline to avoid hospital admission where possible and facilitating early discharge home from hospitals. The North Ayrshire Enhanced Intermediate Care Team brings together the expertise of dedicated Physiotherapists, Occupational Therapists, Technical Instructors, Dieticians, Community Psychiatric Nurses, Pharmacists, Admin workers, Rehabilitation Nurses, Advanced Nurse Practitioners, and Intermediate Care GP with special interest into one single multidisciplinary and interdisciplinary team; focused on problem-solving for patients in their own homes across all of mainland North Ayrshire. The seven-day rehabilitation service facilitates early discharge from hospital and provides a rapid Indicator 2023-24 2024-25 2025-26 Target set by Scottish Government – Priority Settings 3,420 3,420 3,420 Total ABI delivery in Priority Settings (Ayrshire & Arran) 6,398 5,940 5,977 Indicator 2023-24 2024-25 2025-26 Target set by Scottish Government in Wider Settings 855 855 855 Total ABI delivery in Wider Settings (Ayrshire & Arran) 1,216 1,325 1,544
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24 alternative to acute hospital admissions. The Enhanced part of the team addresses medical and clinical issues that limit a patient’s ability to engage in rehabilitation via a shared care model with the patients registered GP. Out of Hours Social Work Service The Ayrshire Out of Hours Social Work Service has been operational for 14 years. During 2025 to 2026, despite some challenges relating to staff absences and an average of 18% staff vacancies, the service continued to provide uninterrupted cover. During this period, the team manged a total of 9,973 referrals, this included an increase of 518 referrals compared to 2024 to 2025. Referrals to North Ayrshire were 4,122 or 41.3% of all referrals across Ayrshire. Of the 4,122 referrals to North Ayrshire, 742 were requests for Child Protection Register checks. Of these 706 were from the Police, with 24 from Social Work and 10 from Health.
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25 There were 1,466 referrals in relation to Child Concerns/Child Welfare and 578 in relation to Adult Concern/Welfare. There were 94 referrals in relation to Child Protection and 34 referrals in relation to Adult Protection. There were 261 referrals relating to young people missing from home, 87 relating to Care at Home, 140 in relation to Mental Health and 54 in relation to financial destitution. Self-Directed Support Self-Directed Support (SDS): For the reporting year 2025 to 2026, the following information indicates how people have arranged and directed their support in North Ayrshire. Self-Directed Support offers four options. These are: • Option 1 – Direct Payment. • Option 2 – Individual Service Fund. • Option 3 – Council Arranged Services. • Option 4 – a mix of the above options.
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26 This continues to demonstrate that traditional support options are offered and accessed most with 84.8% of people receiving Option 3. Care at Home The Partnership’s Care at Home Service, across the Irvine, Kilwinning, Garnock Valley and Community Alarm Service, was subject to a comprehensive, unannounced inspection by the Care Inspectorate in September 2025. Key messages highlighted high user satisfaction and respectful, responsive care; active encouragement of feedback and involvement in recruitment (co‑production); good support planning with continued focus on timely reviews and strong, compassionate, and person-centred practice across a large and complex service. At the time of inspection, the service supported 1,023 people, with a further 4,500 individuals receiving support through the Community Alarm Service. Inspectors engaged with 119 staff and managers, undertook home visits, and reviewed a wide range of documentation and processes, providing a robust assessment of service quality. Feedback from people using the service and their families was overwhelmingly positive. Inspectors observed carers who were highly compassionate, attentive and skilled, often going “above and beyond” to ensure people felt comfortable, respected and valued. Families described staff as “exceptional” and “wonderful,” emphasising the dignity and kindness shown in day-to-day interactions. The inspection identified effective early intervention and strong collaboration with health professionals, with staff responding promptly to emerging health concerns. Workforce development was a particular strength, supported by a structured 12-week induction, mandatory 5-day training for new staff, ongoing specialist training and initiative-taking approaches to staff wellbeing. The formal grading as a result of the inspection is detailed below: • How well do we support people’s wellbeing? 5 (Very Good) • How good is our staff team? 5 (Very Good) Carers On Wednesday 11 June, over 50 carers from all across North Ayrshire attended Carers Gateway North Ayrshire’s annual conference to celebrate Carers Week 2025. The theme this year was ‘Equality in Caring,’ with Provost Anthea Dickson referencing this and the valuable work that unpaid carers provide. The newly formed Champions Board, a forum that brings carers and professionals together to design services for carers, announced the launch of the Carers Community Fund. This is available for groups, charities and
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27 communities to apply for up to £2,000 for activities, events or projects that benefit unpaid Carers across North Ayrshire. Carers also heard from Carers Trust Scotland, Ayrshire Independent Living Network, Social Security Scotland, Home Energy Scotland and North Ayrshire Health and Social Care Partnership about the work that they are doing to support unpaid carers. Mental Health In 2025 to 2026, 100% of all accepted referrals to the Intensive Community Psychiatric Nurse team from non-mental health refers received contact with 4 hours. This is an increase of 13% from figures in 2021 to 2022 and an increase of 6% on figures for the previous year. The target of 95% has been met in three of the previous five years. There were 1,749 referrals in 2025 to 2026 and all received contact within 4 hours.
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28 2.3 Criminal Justice Community Payback Orders The latest Government statistics on Community Payback Orders (CPOs) 2024 to 2025 show that figures for North Ayrshire were identical (478) to that of the year before and occupied median positioning of the Ayrshires in this regard. The population per 10,000 was the lowest of the Ayrshires at 52.2. In comparison, East Ayrshire had 509 CPOs and was 60.8 per 10,000 population while South Ayrshire had 429 CPOs and was 57.3 per 10,000 population. The Scottish average was 42.2 per 10,000 population. 2025 to 2026 has seen a significant increase in CPOs exceeding 500 impositions. There has been a reduction in the number of Criminal Justice Social Work Reports (CJSW) since 2020 to 2021 largely thought to be due to the result of COVID-19. 2025 to 2026 sees the highest number of report submissions since this downward turn, albeit not yet at pre-covid numbers. The latest Government statistics on CJSWs for 2024 to 2025 reveal North Ayrshire to have submitted the highest number of reports of the Ayrshires however continue to be the lowest of the Ayrshires at 77.2 per 10,000 population. In comparison, East Ayrshire sits at 79.2 and South Ayrshire sits at 77.6. The Scottish average is 75.9 per 10,000 population. Our Justice Services continue to have a positive impact on the local community through the Community Payback Order (CPO) unpaid work scheme. For thirteen years we have continuously over-achieved against targets for CPO level 1 and level 2. 2025 to 2026 saw 82 out of 85 level 1 CPO’s completing within timescales and 136 out of 138 level 2 CPO’s completing within timescales. The targets set for unpaid work are pan-Ayrshire targets.
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29 Drug Treatment and Testing Order There was a marked decrease in Drug Treatment and Testing Order (DTTO) Assessment and Impositions in 2025 to 2026. There had been a slight decline in the previous year 2024 to 2025. There have been some staffing pressures in the past year which are being resolved. With increased staffing, the team will have more capacity to have a presence within fieldwork teams to advocate for more DTTO screenings/referrals. Of the 44 assessments completed in 2025 to 2026, 36 new DTTO’s were imposed across Ayrshire. This incorporates Orders from both Kilmarnock and Ayr Sheriff Courts. DTTO is an intense Order which involves monthly Court reviews, twice weekly contact for the first month and weekly oral drug screens. There are three distinct roles within the team delivering the service and interventions. The Supervising Officer oversees the Order, monitors compliance and compiles the assessment and review reports. The Additions Worker delivers the therapeutic interventions and is primarily responsible for administering the oral drug screens. There are then Recovery Development Workers who provide practical supports, assistance with welfare needs and also build links and connections within the recovery community to help build the persons own recovery capital. A Recovery Care Plan is created with each individual. There are ten domains, including substance use, relationships and offending, which are scored from 1 to 10. These plans are updated at three monthly intervals and allows areas for support/intervention to be identified and progress to be monitored.
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30 Diversion from Prosecution Diversion from Prosecution (Diversion) has been available since 1997, within this past year we have experienced a further increase across Ayrshire in assessment referrals from the Procurator Fiscal. Referrals have increased at a significant rate from 2018. Although this disposal is early intervention and low-level offending, the presenting need of service users is extremely high, thus resulting in more staff time being allocated and closer partnership working with other agencies to provide identified services. The number of assessment reports submitted are relatively lower than the number requested due to limited resources, which has resulted in waiting lists within each local authority area. In comparison with last year, 2025 to 2026 notes a decrease in the number of Diversion cases imposed. This is due to delays from the time that the offence was committed until the individual is referred to and assessed by the Diversion team. In this time many positive changes could have taken place, and individuals are actively seeking and engaging with services to address any issues which they may have, thus reducing their risk of further offending. In these instances, no interventions are required due to positive reasons.
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31 Case Study: Unpaid Work Income Regeneration Programme Unpaid Work provides individuals subject to community justice disposals with the opportunity to make meaningful reparation, develop new skills, and contribute positively to their local area. The income generated reflects the commitment, effort, and productivity of those undertaking unpaid work, supported by Officers and Supervisors who ensure that work activities are purposeful, safe, and community-facing. The Unpaid Work Income Generation Programme continues to demonstrate the positive contribution that unpaid work can make to local communities across North Ayrshire. Between April 2025 and March 2026, income generated through supervised unpaid work activity allowed a total donation of £2,285.46 to be made, split evenly between two local charities: Café Solace and Andy’s Man Shed in Dreghorn. Each organisation received £1,142.73, supporting their ongoing work within the community. The donations were warmly received by both charities, who highlighted the importance of this funding in supporting local wellbeing and mental health initiatives. Due to the sensitive nature of mental health support within Andy’s Man Shed, the organisation was unable to have a representative participate in a photograph. Café Solace were able to take part in a group photograph, with Supervisor Peter Donohue pictured alongside staff and volunteers, as seen below. This programme not only delivers tangible financial benefits to third-sector partners but also reinforces the rehabilitative purpose of unpaid work, supporting individuals to build responsibility, confidence, and a stronger connection to their community, while delivering visible social value across North Ayrshire.
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32 Key Performance Indicators MHO Service Mental Health (Care and Treatments) 2003 2020–21 2021-22 2022-23 2023-24 2024-25 2025-26 Emergency Detentions 81 96 92 99 121 100 Short Term Detentions 134 There have been a total of 171 requests (of which consent was given to 134, with the other 37 being assessed but consent not given) There have been a total of 127 requests (of which consent was given to 108, with the other 19 being assessed but consent not given) There have been a total of 182 requests (of which consent was given to 151, with the other 31 being assessed and consent not given) There has been a total of 202 requests (of which consent was given to 170, with the other 32 being assessed and consent not given) There has been a total of 176 requests (of which consent was given to 144, with the other 32 being assessed and consent not given) Compulsory Treatment 59 There have been a total of 70 new CTOs granted (of which 27 had been Interim CTOs, with 14 of these moving to full CTO following a further Mental Health Tribunal) There have been a total of 60 new CTOs granted (of which 17 had been Interim CTOs, with 12 of these moving to full CTO following a further Mental Health Tribunal) There have been a total of 47 new CTOs granted (of which 10 had been Interim CTOs, with 4 of these moving to full CTO following a further Mental Health Tribunal) There has been a total of 60 new CTOs granted (of which 24 had been Interim CTOs, with 18 of these moving to full CTO following a further Mental Health Tribunal) There has been a total of 59 new CTOs granted (of which 13 had been Interim CTOs, with 2 of these moving to full CTO following a further Mental Health Tribunal) Warrants Undertaken 6 4 4 3 2 4
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33 Criminal Justice Act Scotland 1995 2020–21 2021-22 2022-23 2023-24 2024-25 2025-26 Compulsion Order and Restriction Order 3 2 0 0 0 1 Compulsion Orders 6 3 3 3 6 1 Hospital Directions 1 0 0 0 0 0 Assessment Orders 2 6 5 6 4 2 Treatment Orders 2 6 2 3 4 3 Transfer for Treatment 3 1 1 1 1 2
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34 Adults with Incapacity Act (Scotland) 2000 2020–21 2021-22 2022-23 2023-24 2024-25 2025-26 Private Welfare Guardianships 314 (57 new) 402 (102 new) 371 (99 new) 422 (125 new) 450 (63 new) 556 (88 new) CSWO Guardianships 71 (24) 91 (26) 85 (27 new) 121 (54 new) 151 (40 new) 168 (47 new) Financial Intervention Order (LAG) n/a n/a n/a n/a n/a n/a MHO Report PWG Application 75 156 139 141 101 162 Adults with Incapacity activity has increased significantly over the last six years. Private Welfare Guardianships have risen by 77%, while CSWO Guardianships have increased by 137%. MHO reports reached their highest level in 2025-26 with 162 completed reports. The data demonstrates sustained growth in statutory demand and a rising supervision burden for the Partnership. This creates increasing workforce, governance and financial pressures and reinforces the need to ensure sufficient specialist capacity to fulfil statutory responsibilities safely and effectively. Adult Protection 2020–21 2021-22 2022-23 2023-24 2024-25 2025-26 ASP Referrals (AP1) 558 643 722 915 1092 1122 ASP Investigations (AP2) 132 102 72 112 100 101 ASP Case Conferences 64 40 41 57 43 37 Protection Orders 3 1 0 1 0 0 Adult Concern Reports 2215 2070 2370 2103 2538 3039 Adult Support and Protection demand has increased significantly over the last six years. Adult Concern Reports have risen by 37% from 2,215 to 3,039, while ASP Referrals have doubled from 558 to 1,122. In contrast, investigations, case conferences and protection orders have remained relatively stable. The data points to increasing pressure at the front end of the adult protection system, with far greater volumes of screening, inquiry and risk assessment activity. This trend presents a growing workforce and
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35 capacity risk and reinforces the need to ensure sufficient professional and management oversight to meet statutory duties safely and effectively. Taken together with the AWI data, the overall picture is one of sustained growth in statutory adult social work demand across both public protection and incapacity workstreams, with increasing pressure on specialist social work and MHO functions.
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36 3. Resources 3.1 Financial Position – 2025-26 The IJB set a balanced budget for 2025-26, including £4.019m of savings and no planned use of reserves. Key pressures were residential placements for children, supplementary ward staffing and Unplanned Activities within the lead partnership for mental health. An overspend was projected from month 3. Recovery actions reduced costs by £3.498m. After £1.006m of unexpected pressures, the net recovery achieved was £2.492m. The year-end position was a £2.501m underspend. After £1.805m was transferred to new earmarked reserves, the remaining underspend was £0.696m, or 0.2%. This reflected recovery action, stronger controls and non-recurring benefits. Recurring pressures remain. Without sustained redesign, savings delivery and cost control, future budgets may again depend on one-off measures or partner support. 3.2 Budget – 2026-27 The IJB approved a one-year balanced budget on 13 March 2026, based on the Scottish Government budget and finance settlement. NHS Ayrshire and Arran • A 2% baseline uplift will provide £2.890m to North Ayrshire IJB. • A further £1.824m is expected for the difference between the 2% pay assumption and the 3.75% Agenda for Change settlement. Total anticipated NHS funding towards pay and inflation is £4.714m. • National recurring funding of £150m will support Agenda for Change reforms, including the further one-hour reduction from 1 April 2026. Associated delegated staff costs are currently expected to be fully funded. • Wider reform funding routed through NHS Boards will support community activity and reduced system pressure. North Ayrshire Council The Council approved £4.961m of additional funding and passed through other social care funding and settlement adjustments. This produced a net contribution increase of £13.759m, although some elements were already in the Partnership base budget. The budget includes £22.007m of unavoidable pressures and requires £9.138m of additional savings.
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37 The remaining social care gap is to be addressed through revised eligibility for funded adult services, including a Critical Only threshold and a Best Value Care Funding Framework. Statutory assessment, Adult Support and Protection, Self-Directed Support options for eligible needs and carers’ support planning remain unchanged. The change may increase unmet need, pressure on unpaid carers, deterioration and crisis presentation, with costs shifting elsewhere in the health and care system. A remaining £0.494m Health services gap will be monitored in-year, with further recovery action if required. Decisions must balance statutory duties, sustainability and support for those at greatest risk. 3.3 Financial Planning Current service delivery models are not financially sustainable. The Strategic Plan 2026- 2030 responds to rising demand, demographic change and sustained financial pressure. Planning will prioritise redesign, best value and investment aligned to strategic priorities, including affordable shifts towards prevention, early intervention and community support where these improve outcomes and sustainability. The Medium-Term Financial Outlook and financial governance will identify risks, monitor savings and transformation, and keep investment aligned with the Strategic Plan. 3.4 Medium Term Financial Outlook The Medium-Term Financial Outlook sets IJB ambitions against likely resources and assesses future pressures, including demand, demographics, workforce, policy, legislation, the economy and funding. Controls introduced in 2024-25 and 2025-26 will continue, focusing on care home placements, care packages, supplementary staffing and vacancy management, supported by regular monitoring and recovery action. Key risks include rising demand, recruitment and retention, policy costs, depleted unearmarked reserves, wider NHS pressures, provider sustainability and reliance on supplementary or agency staffing. From a CSWO perspective, these pressures increase the risk of harm, strain assessment, review and safeguarding, and make escalation of unmet need more likely. The next three years will remain extremely challenging. Transformation will not close the gap alone. Further prioritisation, investment and disinvestment decisions will be required to deliver the Strategic Plan within available funding.
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38 3.2 Workforce Planning As the HSCP “Be the Best You Can Be” Learning & Development Strategy (Social Work and Social Care) 2023–2028 continues to be implemented, it provides a clear and consistent statement of the organisation’s offer and expectations regarding professional development for the social work and social care workforce. Now in its fourth year, the strategy continues to highlight our commitment to investing in our practitioners’ development, while supporting the ongoing strengthening of leadership and management capabilities. The issues in relation to professional staff sufficiency remain across all areas of social work both locally and nationally. The most recent SSSC Annual Workforce Data Report shows there was an increase of 5.9% in the social work workforce in NAHSCP within six months. The continual rise in the number of social workers is testament to the implementation of the “Be the Best You can Be” Learning and development Strategy 2023/28 which outlines the qualification pathways and annual development offers to staff. We can continue to offer annual sponsorship opportunities for the Undergraduate Social Work Degree and “fast track” routes including the Post Graduate Diploma in Social work. As a direct result of the “Growing Our Own” programme we have 10 employees undertaking a social Work qualification and a further 2 employees who have completed a social work qualification and will graduate in the autumn. This programme has seen 14 employees qualify as social workers over the course of approximately eight years. To further support the “Growing Our Own” programme, approval was successfully secured from Qualification Scotland and the Scottish Social Services Council (SSSC) to deliver an in-house Professional Development Award in Practice Learning. This development ensures a sustainable, locally delivered and self-sufficient model for the qualification, strengthening the progression pathway for both staff development and social work students within NAHSCP. As part of the wider strategy and the “Growing Our Own” initiative, a visual career pathway has been developed. This clearly illustrates opportunities from school leavers through to senior roles, including access to qualifications such as the HNC in Social Services and Healthcare. In addition, employees have been supported to undertake further study through flexible options, including night school provision. Through more direct ways of working and strengthened collaboration, we continue to explore a wide range of degree-level, postgraduate and post-qualifying opportunities. Supporting practice learning remains a core responsibility within this approach. In March this year, we entered into a three-year partnership with the University of Strathclyde. This collaboration will provide enhanced development opportunities, including access to research initiatives, contributions to the social work curriculum, and potential secondment opportunities. This partnership further strengthens our commitment to workforce development and professional learning across NAHSCP. Through such collaborations we have developed in partnership with Ayrshire Hospice an enhanced approach to the quality of palliative care through comprehensive training opportunities. This will support the increased number of citizens who choose to remain at home in the final stages of life rather than in a clinical setting and equip social work and
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39 social care staff with the knowledge and skills to provide compassionate care. A total of 11 staff members completed the course which allowed them the opportunity to shadow Hospice staff working in the community and within the Hospice setting itself. Our commitment to the provision of Mental Health Officers (MHOs) within the organisation is a key component of the Learning and Development Strategy. As we enter the third year of our partnership with Robert Gordon University, the aim is to deliver the Mental Health qualification in a more bespoke and flexible way, with a strong local context. We currently have two employees sponsored to undertake the programme in the next cohort, alongside four staff who have recently achieved qualification as MHOs. This continued investment supports capacity building and ensures the sustainability of this critical role within NAHSCP. The strategy seeks to strengthen the newly qualified first year for Social Workers in cognisance of the directive from the implementation of SSSC Newly Qualified Workers Supported Year. This is critical as the first year greatly influences professional autonomy and authority which are key to good social work practice. With the introduction of mentoring training and support for teams who will have NQSW’s and an offer to extend our support to NQSW’s from 12 months to 18 months with a monthly planned programme delivered by the social work practice team this will nourish new social workers. This approach continues to be embedded after the initial implementation year and feedback from a “deep dive” quality assurance exercise conducted by the SSSC highlighted instances of “exceptional” examples of practice from our NQSW’s. The Senior Officer for Social Work Practice enhances the monthly forums with extraordinary, tailored sessions for emerging local themes. Leadership & Role Modelling has been seen as one of the key areas where managers and supervisors can influence professional standards and practice and promote a leadership culture. With Aspiring Leaders Programmes for aspiring/new managers and Systems Management Programmes for senior managers these programmes offer reflective space and coaching to allow practitioners to explore complex systems and leadership at all levels within an organisation. Both courses have been delivered and continue to demonstrate extremely successful outcomes in the development of a cross section of practitioners. One senior manager completed the Post Graduate Certificate in Leadership and Management Care Services with distinction at Stirling University. As services become more familiar with the Supervision Standards outlined within the Learning and Development Strategy, there is increasing awareness of expectations regarding high-quality reflective supervision, values, and professional conduct. These standards provide a clear framework that can be adapted to develop bespoke, service- specific supervision guidance, while also setting out expectations for the purpose and effectiveness of face-to-face supervision. The strategy places a strong emphasis on workforce wellbeing, identifying it as a key component of effective supervision practice. Following input from external consultant Bridget Rothwell, further development work has been undertaken to explore different models of supervision. As a result, a small working group has established a framework for group supervision, which is scheduled for rollout in the near future.
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40 In relation to ongoing in house training, we have been able to increase the number of courses on offer by more than 100%. The variation of courses on offer has increased following consultation with the workforce and driven by other national agendas including Trauma Informed Practice. As this continues to be a prominent area of focus for practitioners 445 practitioners have attended the various offers of Trauma Training in the last year and a further 21 completed the Professional Development Award which is an accredited qualification. Our offer to the workforce for accredited qualifications has increased significantly with a variety of Professional Development Awards (PDA) including, Mental Health, Leadership and Management and Supervision available. We are also currently developing an Enhanced Care at Home Practitioner PDA which will offer our largest workforce for service delivery the opportunity to enhance their skills and Knowledge. These offers enhance the knowledge and skill of the workforce in both social work and social care and contributes the mandatory requirements outlined by our regulatory bodies. As the strategy continues to be embedded the “appetite” for development from the workforce is evident with the participation at events and information sessions. 3.3 Workforce Support and Development Ward 1, Woodland View is a large 30 bedded adult rehabilitation and enablement ward, with single ensuite rooms. Alongside the ward nursing staff there is there is a dedicated Multi-Disciplinary Team, which includes Occupational Therapists and Physiotherapists, who support patients through many health conditions to become more independent to carry out daily activities. The ward had been experiencing a number of falls, including falls with harm. An audit found that all the appropriate paperwork, including risk assessments and behaviour charts, were being used to prevent falls. It was recognised that patients were trying to mobilise as if they were still at home, getting up unassisted for bathroom or personal care needs. Despite being introduced to the nurse call system some patients did not understand how to use the nurse call or know when they should use it. Staff had completed falls prevention training and were able to prevent many falls by being vigilant with safety walk rounds and quick to respond to patient needs. Led by Senior Charge Nurse SH, the ward staff worked alongside Quality Improvement colleagues to develop a laminated poster which was placed on the bathroom door in every bedroom across from where the patient’s seat was arranged. The poster states "Call, don’t fall" with a picture of the nurse call pendent, matching colour of the actual pendant used by patients in the ward. Due to the fall improvement work the number of falls has continued to decrease, from 7 in April 2025 to only 2 in July 2025. A falls improvement board was placed in the ward area to celebrate the improvement work.
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41 Douglas Grant Rehabilitation Ward is a specialist neurological rehabilitation unit providing care for individuals with a broad spectrum of neurological conditions. Historically, the ward primarily supported patients with long-term conditions such as Multiple Sclerosis. However, in recent years, the patient profile has evolved significantly following the integration of a Major Trauma Unit. This has led to an increase in referrals for individuals requiring rehabilitation following acute neurological events, including traumatic brain injuries. In response to this shift, the Senior Charge Nurse and Deputy Charge Nurses introduced a structured programme of professional development. This included a series of study days held at the hospital’s training centre, designed to enhance the knowledge and skills of the nursing team. The programme consisted of two identical sessions delivered one month apart, ensuring all staff could participate without compromising safe staffing levels on the ward. The initiative was met with overwhelmingly positive feedback from staff, who reported increased confidence and competence in managing complex neurological cases. Importantly, this education programme has been recognised as having a direct and positive impact on the quality of care delivered to patients, supporting safer, more informed clinical decision-making and improved patient outcomes. Building on this success, the Deputy Charge Nurses under the leadership of Senior Charge Nurse SC, committed to making the study days an annual event each autumn. Staff were actively involved in shaping the content of future sessions by identifying their own learning needs. For the 2025 programme, feedback highlighted a strong interest in further education around head trauma. In response, the team curated a focused agenda that included expert contributions from Psychology and Allied Health Professional teams, as well as guest speakers from Queen Elizabeth University Hospital and the charity Headway. This collaborative and responsive approach to staff development continues to foster a culture of learning and excellence within the ward, ensuring the team remains equipped to meet the evolving needs of their patient population. As part of the long-term work being undertaken within the Assessment Hub, a training framework is being produced to create development pathways for all staff grades working within the clinical environment. To ensure the provision of training across services, unscheduled care have created a training lead post, allowing experienced clinical staff to focus on continued development of and training in BRITE risk management and formulation training. • Multidisciplinary team: PMHS includes a psychiatrist, mental health nurses, CBT Nurse • Therapist, and a psychologist, fostering collaborative practice.
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42 • Training and development: Staff are equipped to deliver evidence-based, person- centred care, and participate in MDT meetings, including at the Mother and Baby Unit. The service provides training and awareness sessions for professionals across health, social care, and third-sector organisations. The service has adapted an e-learning module on infant mental health accessible health and non-health colleagues. This builds capacity and confidence in identifying and responding to infant mental health needs. Quarterly IMH steering groups ensure partners influence service development and can identify how the team can best support them. In order to support staff wellbeing, improved attendance, and engagement with service development activity, additional support has been sought for the nursing staff group via the Senior Nurse to deliver reflective practice sessions. In October 2025, North Ayrshire introduced a new mandatory Prevent Awareness training module through iLearn, reinforcing our commitment to ensuring that all staff understand their responsibilities under the Prevent duty. The module provides a clear introduction to the statutory framework, outlines the key forms of extremism and terrorism currently presenting the greatest threat to the UK, and supports staff to develop confidence in recognising the indicators of radicalisation and pathways into appropriate safeguarding processes. Roseanne Burns, Senior Manager in Justice Services was instrumental in the development and roll out of this Module. Engagement with the new training has been strong. By the end of December 2025, over 600 staff members, council wide had successfully completed the module, reflecting a high level of organisational commitment to strengthening our collective safeguarding responsibilities. This uptake also demonstrates the value of clear messaging, coordinated communication across services, and the accessibility of the online learning platform. Interest in North Ayrshire’s module has grown across the region. Several West of Scotland local authorities have expressed a desire to emulate our training approach, recognising the clarity, accessibility and quality of the iLearn module and how it contributes to developing the workforce. This positions North Ayrshire as a sector leader in Prevent learning design and delivery, contributing positively to shared regional practice and supporting the wider objective of ensuring consistent standards in safeguarding across local authority areas.
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43 Congratulations to Dads Worker Ryan Warren, who was shortlisted for the ‘Unsung Hero – Reader’s Choice Award’ category at this year’s Scotland’s Health Awards. The awards, hosted by The Scotsman in partnership with NHS Scotland and the Scottish Government, offer an opportunity to recognise and celebrate the extraordinary individuals and teams who go above and beyond to deliver compassionate, high-quality health and social care across Scotland. Ryan, who works for charity Dads Rock and sits within our Children and Families Health team, was nominated for his work in providing support to dads in North Ayrshire, helping them to be the best dads they can be and supporting them to give their children the best possible start in life. Beam Notes North Ayrshire Health and Social Care Partnership has taken an important step forward in its use of digital innovation with the approval and rollout of Beam Notes across social work services. The journey began with a clear challenge. Social workers were facing increasing statutory demand, growing complexity in cases and significant administrative pressures. Practitioners consistently reported that recording assessments, reviews and case notes absorbed valuable time that could otherwise be spent supporting individuals and families and identified the aim of exploring whether digital technology could safely reduce administrative burden while maintaining professional standards and governance requirements. Before implementation, extensive work was undertaken to ensure the proposal met procurement, information governance, cyber security and data protection requirements. A dedicated project group was established, bringing together operational managers, professional leads, information governance and ICT colleagues. Data protection impact assessments, governance reviews and business case development were all completed to provide assurance that the technology could be used safely and appropriately within a social work environment. The pilot was launched in early 2026 across Mental Health and Learning Disability social work teams. Forty practitioners participated over a nine-week evaluation period, generating 728 recordings and 197 hours of recorded conversations, with an impressive 98% active user rate throughout the trial. The evaluation produced highly positive results. Practitioners reported an average saving of 3.5 hours per week on administrative tasks, with 100% of surveyed staff confirming that Beam Notes reduced the time spent on recording and write-up activities. Importantly, the benefits extended beyond efficiency. Ninety-two per cent of participants reported improved quality of interactions with service users and 85% reported improvements in the quality of their written records. Managers also reported improvements in the quality and consistency of documentation produced by their teams.
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44 Feedback from staff highlighted additional benefits, including reduced stress, improved wellbeing and greater opportunity to focus on direct work with people rather than paperwork. The evaluation demonstrated that while professional review and editing remain essential, the technology can significantly support practitioners without replacing professional judgement or decision-making responsibilities. Following consideration of the evaluation findings, a business case and report were presented to senior leadership recommending wider adoption across social work services. Executive support was secured for a phased rollout supported by an organisational licence, training programme and implementation plan. Looking ahead, 2026 will focus on expanding the use of Beam Notes across social work services, developing additional templates aligned to local processes and embedding the technology within everyday practice. Continued monitoring of benefits realisation, workforce experience and quality outcomes will ensure that the Partnership continues to maximise the value of the investment while maintaining high standards of professional practice and governance. The successful pilot demonstrates how innovation, strong governance and practitioner involvement can come together to support a modern, sustainable social work service. As demand continues to rise across statutory services, Beam Notes offers an opportunity to release valuable practitioner time back into what matters most: direct work with the people and communities we serve.
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45 4. Independent Care Providers who provide care services on our behalf Where we commission care and support from independent and 3rd sector Providers services based within the North Ayrshire area, we monitor these services via the Contract Management Framework. The Framework focusses on ensuring a joint approach to evaluating the quality of care and where appropriate provides an approach to supporting Providers to progress improvements. We use a range of methods to monitor performance, including: • Formal Contract Management meetings on a 6 monthly basis and an Annual Joint Evaluation of Contract to ensure that services are safe, effective and most of all, that they meet people’s needs • Review of compliments, complaints and feedback from staff, carers and people who use services • Information that we collect, before visits, from the provider or from our records • Local and national information, for example, Care Inspectorate reports • Visits to providers, including observing care and support and looking at records and documents The information below represents how those service which are registered with Care Inspectorate and are based in North Ayrshire are currently performing. 4.1 Registered Services – Minimum Grades across all themes Care Service Subtype 2 Weak 3 Adequate 4 Good 5 Very Good 6 Excellent Grand Total Care Home Service Older People 2 3 6 2 0 13 Care Home Service Children & Young People 0 1 3 7 0 11 Care Home Service Alcohol & Drug Misuse 0 0 0 1 0 1 Care Home Service Learning Disabilities 0 1 2 0 0 3
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46 Care Service Subtype 2 Weak 3 Adequate 4 Good 5 Very Good 6 Excellent Grand Total Care Home Service Mental Health Problems 0 0 1 0 0 1 Care Home Service Respite Care & Short Breaks 0 0 0 1 0 1 Child Minding Not applicable 0 5 5 11 0 21 Day Care of Children Not applicable 1 2 11 2 0 16 Fostering Service Not applicable 0 1 0 0 0 1 Housing Support Service Not applicable 0 1 7 3 0 11 Support Service Care at Home 0 2 8 5 0 15 Grand Total Not applicable 3 16 43 32 0 94
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47 5. Inspection of Local Services Throughout 2025 to 2026, a total of ten inspections took place by the Care Inspectorate, all ten were unannounced. • Health & Community Care - 5 inspections. • Children & Families & Justice Services - 4 inspections. • Adult Services - 1 inspections. The Care Inspectorate use a six-point scale to grade inspections: 1 Unsatisfactory Major weaknesses – urgent remedial action required 2 Weak Important weaknesses – priority action required 3 Adequate Strengths just outweigh weaknesses 4 Good Important strengths, with some areas for improvement 5 Very Good Major strengths 6 Excellent Outstanding or sector leading Gradings for inspections can be found below. Inspection reports can be found on the Care Inspectorate website - Inspection Reports.
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48 Inspection Date Service/Unit Wellbeing Leadership Staffing Environment Care & Support 03 - July – 25 Dementia Support Services 5 5 5 5 5 15 - August – 25 Three Towns, North Coast & Arran 5 5 5 0 4 26 - August – 25 Canmore Children’s House 4 0 0 0 0 24 - September – 25 Irvine, Garnock Valley & Community Alarm 5 0 5 0 0 03 - November – 25 Abbeycroft Children’s House 4 0 0 0 0 09 - December – 25 The Meadows 4 4 0 0 5 09 - January – 26 Anam Cara 5 0 5 5 5 15 - January – 26 Achnamara 3 0 0 0 0 17 - March – 26 Montrose House 4 4 4 4 4 23 - March – 26 Trindlemoss House 5 5 5 4 5