Agenda Document Pack - Council - 12/12/2024
Renfrewshire Council · 12 December 2024
Back to Council — 12 December 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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05/12/2024 Notice of Meeting and Agenda Council Date Time Venue Thursday, 12 December 2024 09:30 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Membership Provost Lorraine Cameron (Convener): Councillor Iain Nicolson (Leader): Councillor Cathy McEwan (Depute Convener): Councillor Jacqueline Cameron (Depute Leader): Councillor Jennifer Adam: Councillor Fiona Airlie-Nicolson: Councillor Alison Ann-Dowling: Councillor Stephen Burns: Councillor Michelle Campbell: Councillor Graeme Clark: Councillor Carolann Davidson: Councillor Eddie Devine: Councillor Andy Doig: Councillor Audrey Doig: Councillor Chris Gilmour: Councillor Edward Grady: Councillor Gillian Graham: Councillor Neill Graham: Councillor John Gray: Councillor Anne Hannigan: Councillor John Hood: Councillor Lisa-Marie Hughes: Councillor Robert Innes: Councillor Alec Leishman: Councillor Bruce MacFarlane: Councillor James MacLaren: Councillor Kenny MacLaren: Councillor Mags MacLaren: Councillor Colin McCulloch: Councillor Janis McDonald: Councillor David McGonigle: Councillor Jamie McGuire: Councillor Marie McGurk: Councillor Iain McMillan: Councillor John McNaughtan: Councillor Kevin Montgomery: Councillor Sam Mullin: Councillor Will Mylet: Councillor Jim Paterson: Councillor Emma Rodden: Councillor John Shaw: Councillor Ben Smith: Councillor Andy Steel: Members of the Press and Public Members of the press and public wishing to attend the meeting should report to the customer service centre where they will be met and directed to the meeting. MARK CONAGHAN Head of Corporate Governance
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05/12/2024 Further Information This is a meeting which is open to members of the public. A copy of the agenda and reports for this meeting will be available for inspection prior to the meeting at the Customer Service Centre, Renfrewshire House, Cotton Street, Paisley and online at http://renfrewshire.cmis.uk.com/renfrewshire/CouncilandBoards.aspx For further information, please email democratic-services@renfrewshire.gov.uk Hybrid Meeting Please note that this meeting is scheduled to be held in the Council Chambers. However, it is a hybrid meeting and arrangements have been made for members to join the meeting remotely should they wish. Webcasting of Council Meeting This meeting will be filmed for live or subsequent broadcast via the Council’s internet site – at the start of the meeting the Provost will confirm if all or part of the meeting is being filmed. Generally the public seating areas will not be filmed. The cameras focus on the main participants. If you have any queries regarding this please contact Committee Services on democratic-services@renfrewshire.gov.uk. To find the webcast please navigate to: https://renfrewshire.public-i.tv/core/portal/home and select the meeting from the calendar.
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05/12/2024 Items of business Apologies Apologies from members. Declarations of Interest Members are asked to declare an interest in any item(s) on the agenda and to provide a brief explanation of the nature of the interest. 1 Minutes of Meetings of Council, Boards and Panels Council, 26 September 2024 Special Council, 26 September 2024 Special Regulatory Functions Board, 10 October 2024 Placing Requests and Exclusions Appeals Panel, 21 October 2024 Special Audit, Risk and Scrutiny Board, 22 October 2024 Cross Party Sounding Board, 23 October 2024 Special Council, 24 October 2024 Communities and Housing Policy Board, 29 October 2024 Regulatory Functions Board, 30 October 2024 Education and Children’s Services Policy Board, 31 October 2024 Audit, Risk and Scrutiny Board, 4 November 2024 Economy and Regeneration Policy Board, 5 November 2024 Planning and Climate Change Policy Board, 5 November 2024 Infrastructure, Land and Environment Policy Board, 6 November 2024 Petitions Board, 11 November 2024 Regulatory Functions Board, 14 November 2024 Local Review Body, 19 November 2024 Finance, Resources & Customer Services Policy Board, 21 November 2024 Special Infrastructure, Land and Environment Policy Board, 22 November 2024 Special Planning and Climate Change Policy Board, 3 December 2024 Leadership Board, 4 December 2024 (copy to follow) 2 Provost's Update Hear from the Provost 3 Treasury Management and Prudential Indicators Mid-year Review 2024/25 Report by Director of Finance & Resources 1 - 18 4 General Fund Financial Update Report by Director of Finance & Resources 19 - 28
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05/12/2024 5 Neighbour Disputes Report by Lead Officer 29 - 40 6 Governance Report Report by Director of Finance & Resources 41 - 44 7 Notice of Motion 1 by Councillors Paterson and Innes "Two-Child Benefit Cap Council agrees to write to the Chancellor of the Exchequer and the Department of Work and Pensions Secretary asking them to commit to phasing out the Two-Child Benefit Cap within the current parliamentary term, recognising the urgency of reversing its damaging effects on families and children. Requests that they produce a clear roadmap for how and when this will be achieved and work with the Scottish Government and child poverty organisations to implement a more humane and fair welfare system, one that prioritises the welfare of all children, regardless of family size or circumstance." 8 Notice of Motion 2 by Councillors Innes and Airlie- Nicolson “Victims of Facial Scarring Council believes that everyone who is inflicted with a facial scar due to an assault should be supported as a victim of an extremely traumatic experience. Council recognises that victims of permanent facial scarring suffer difficult and life-long trauma. Further, people with facial scarring due to knife attacks or ‘slashing’ suffer stigma and can be vilified in social and professional life due to their scarring. Council agrees that specialist support should be available for a victim from the earliest possible point and throughout any point in a victim’s life when they may feel they need it. Council believes this is the best approach to ensure victims are supported with their trauma, to reduce stigma and to ensure the best possible chances of rehabilitation. Council acknowledges that this support does not exist for those who need it and agrees to work with partners, charities, and organisations to further explore ways to ensure this support is in place for victims of facial scarring.”
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05/12/2024 9 Notice of Motion 3 by Councillors Andy Doig and Hood "Better Prostate Cancer Screening for Men Renfrewshire Council commends the bravery of leading Scottish sports personality, Sir Chris Hoy, in speaking out about his own personal battle with prostate cancer, articulating how he has coped with those challenges, and encouraging others to do the same. Council further supports the efforts of charities such as Prostate Cancer UK to raise awareness of the fact that prostate cancer is one of the biggest killers of men, commends their educational campaigns about the risk factors and symptoms of prostate cancer, and their robust advocacy for further research on the causes of prostate cancer. Council agrees with Prostate Cancer UK that current NHS guidance on prostate screening is outdated, recognizes the limitations of the PSA test, and therefore resolves to write to the Cabinet Secretary for Health and Social Care advising that NHS Scotland provide prostate cancer screening for all men over 45 years who have a family history of the disease.” 10 Notice of Motion 4 by Councillors Andy Doig and Hood "LED Headlights on Cars and Review of the Law Renfrewshire Council recognises the importance of ensuring the safety of all road users and pedestrians, and notes growing public concern over the adverse and inappropriate use of LED headlights on cars which are a risk to road safety. Council believes in the promotion of education for car vehicle users around correct operations of the headlights to minimise glare, acknowledges the need for new regulations to address the adverse effects of LED headlight glare, and therefore agrees to write to the UK Secretary of State for Transport, and the Scottish Cabinet Secretary for Transport, calling for a strategy to: 1. Task the relevant regulatory authorities to conduct a comprehensive review of current standards related to car lighting, with a specific focus on mitigating LED headlight glare. 2. Consult with car manufacturers to develop and implement updated regulations that effectively reduce the negative impact of LED headlight glare without compromising vehicle safety or performance. 3. Establish a timeline for the implementation of revised standards, ensuring a reasonable transition period for car manufacturers to adapt to the new regulations. 4. Encourage public awareness campaigns to educate drivers on the proper use and adjustment of LED headlights to minimize glare.
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05/12/2024 5. Consider penalties for non-compliance with the revised regulations to incentivize car manufacturers to adhere to the new standards." 11 Notice of Motion 5 by Councillors Ann-Dowling and G Graham "Corseford College Corseford College is Scotland’s only further education college for young people with complex needs. The college opened in 2022 as part of a two-year pilot programme funded by Scottish Government, extended for a further year in 2024-25. Specialist further education college provision is a proven and successful model in England and Wales. Now in its third and potentially final year unless long term funding is secured, Corseford College supports students with the delivery of education, physical therapies and life-skills development from its base in Inchinnan in Renfrewshire. Corseford College offers post-school education to young people in Renfrewshire and beyond for young people aged between 18-25 whose needs cannot be met in a mainstream college. It is delivering lifelong learning opportunities while supporting these young people to develop life skills and ways to live a more independent life in the future. Council agrees to write to the Scottish Government requesting that it ensures a sustainable future for the college; to recognise the critical role the college plays by providing the necessary funding to ensure that no young person with complex needs in Scotland is left without a positive destination after school. Council asks the Scottish Government to recognise the college as a fundable body by the Scottish Funding Council or for funding to be secured on a long-term basis from other Scottish Government departmental budgets." 12 Notice of Motion 6 by Councillors Ann-Dowling and McMillan "Linwood War Memorial Linwood is the only large population centre in Renfrewshire without a permanent war memorial for local people to pay their respects on Remembrance Sunday. Instead, the people of Linwood have to organise Remembrance and Armistice Day services at a temporary site at a metal railing in the town. These efforts are led by local volunteers and the Linwood War Memorial Association, who have made extensive efforts to fundraise to erect a war memorial for Linwood. Council agrees that it is unacceptable that Linwood is the only large village or town in Renfrewshire that doesn’t have a permanent
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05/12/2024 monument to the men and women who were born in, lived in and worked in Linwood, who fell in war and conflict. Council agrees to contribute £0.075m to the Linwood War Memorial Association once their community asset transfer transaction is concluded, as a donation towards the costs of erecting a permanent war memorial in Linwood." 13 Notice of Motion 7 by Councillors McMillan and Davidson "Ward 36 at the RAH Council is opposed to any plans to close Ward 36 at the RAH. Council therefore agrees to write to the Scottish Health Secretary to ask for any closure proposals to be axed and ward 36 to remain open." 14 Notice of Motion 8 by Councillors MacFarlane and Nicolson "Renfrewshire Council demands that the Labour UK Government should fully reimburse the over £500m costs of employer National Insurance contributions to the public and third sectors in Scotland as a result of the UK Autumn Statement, and that this should include full reimbursement to Renfrewshire Council and our partners. Council further recognises that if the Chancellor does not fully reimburse these costs that it will have a detrimental impact on the wide range of services the people of Renfrewshire rely upon." 15 Notice of Motion 9 by Councillors McMillan and Clark "IJB Budget Council notes that the IJB meeting to be held on the 13th December is facing some difficult decisions in order to achieve a balanced budget. Council is concerned about potential service cuts having a detrimental impact on some of the most vulnerable people and their families in Renfrewshire. Council therefore agrees to write to the Scottish Government, First Minister, Finance Minister and the Health Secretary to: raise Renfrewshire Council concerns about the impact any significant reduction in service levels or removal of health and social care services will have on the people of Renfrewshire; and to ask what steps the Scottish Government is taking to ensure the health and social care needs of the people of Renfrewshire continue to be met in the face of IJB budget constraints. Finally, Council agrees that IJB’s need to work for the residents and service users of Renfrewshire."
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05/12/2024 16 Notice of Motion 10 by Councillors Clark and Smith "Police Provision in Paisley Renfrewshire Council notes Police Scotland‘s wish to close Paisley’s Mill Street Police Station. Council believes that in Scotland’s largest town it is imperative that Police Scotland maintain their current policing provision including 24/7 public counter access and CID. Council requests that the closure of Paisley’s Mill Street Police Station should be fully dependent on Police Scotland obtaining or leasing alternative premises that fully meet with a like-for-like provision of existing services or indeed improve them." EXCLUSION OF PRESS AND PUBLIC The Board may by resolution exclude the press and public from the meeting during consideration of the following item of business as it is likely, in view of the nature of the business to be transacted, that if members of the press and public are present, there could be disclosure to them of exempt information as defined in paragraphs 6 & 9 of Part I of Schedule 7A of the Local Government (Scotland) Act, 1973. 17 GAIA Contracts Update Exempt joint report by the Chief Executive and Director of Finance & Resources.
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1 ___________________________________________________________________ To: Council On: 12 December 2024 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Treasury Management and Prudential Indicators Mid-Year Review 2024/25 ___________________________________________________________________ 1. Summary 1.1 This mid-year report has been prepared in compliance with the Chartered Institute of Public Finance and Accountancy’s (CIPFA) Treasury Management in the Public Services Code of Practice on Treasury Management 2021. The report covers the following for 2024/25 to date: • a review of the Treasury Management Strategy Statement 2024/25, incorporating the annual investment strategy; • a review of the Council’s borrowing and investments; • a review of compliance with treasury management and prudential indicators; • an economic update and interest rate forecast. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that Members: a) Note the treasury management activity for the period 1iApril 2024 to 11 October 2024 (reporting period 7); b) Approve the ‘Probable’ prudential indicators for capital expenditure as detailed in Section 7 of the report. Item 3 Page 1 of 44
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2 3. Treasury Management Strategy Statement and Annual Investment Strategy Update 3.1 The Treasury Management Strategy Statement for 2024/25 was approved by Council on 29 February 2024. It incorporates the Annual Investment Strategy, which sets out the Council’s investment priorities as follows: • the security of capital; and • the liquidity of its investments. 3.2 The Council also aims to achieve the best return on its investments, along with the proper levels of security and liquidity. 3.3 Investments and borrowing between 1 April to 11 October 2024 were in line with the approved strategy, and there have been no changes to the policies set out in the Treasury Management Strategy Statement 2024/25. 3.4 In the current economic climate, it is considered appropriate to keep investments short-term to cover cashflow needs, but also to seek improved returns in periods up to 12 months with high credit-rated financial institutions. The following sections in this report provide an update in light of the current economic position and any budgetary changes already approved. 4. Review of borrowing and investments over the period 1 April 2024 to 11 October 2024 4.2 The Council’s net borrowing position is calculated as total borrowing minus total investments. At 11 October 2024, this figure was a net borrowing position of £151.9m (see Appendix 1). 4.3 During the period 1 April to 11 October 2024, the Council’s total external borrowing decreased only marginally, from £290.3m to £289.6m. 4.4 In the same period, short-term investments have increased from £99.2m to £137.7m, primarily due to the front-loading of revenue support grant and other sources of income, such as Council Tax payments. 4.5 The Director of Finance and Resources confirms that, during the period 1 April to 11 October 2024, the approved limits set out within the annual investment strategy sections of the Treasury Management Strategy Statement 2024/25 were complied with, and the Council only invested with institutions listed in its approved lending list. Similarly, only permitted investment vehicles were used, mainly fixed-term deposits with banks, other local authorities, the UK governments deposit facility (DMADF), call accounts and money market funds. 4.6 In accordance with CIPFA’s Treasury Management in the Public Services Code of Practice, it is the Council’s priority to ensure security of capital and Page 2 of 44
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3 liquidity, and to obtain an appropriate level of return that is consistent with the Council’s risk appetite. 4.7 As shown by the interest rate forecasts in Appendix 3, rates peaked at 5.25% and dropped to 5.00% in August 2024 (then 4.75% in November) and may be subject to a further cut before the end of 2024/25. 4.8 The table below shows the average interest rate achieved by the Council on its investments during the period 1 April 2024 to 11 October 2024. The table also shows for comparison the benchmark comparator SONIA (the Sterling Overnight Index Average), which is administered by the Bank of England and reflects bank and building societies’ actual overnight funding rates in Sterling. The Council’s average return currently exceeds the benchmark and the current bank rate, due to some fixed-term deposits that were agreed when rates were higher. As the older deals mature; however, the Council’s average rate of return will decrease to be more in line with the bank rate. 4.9 Opportunities for debt rescheduling (where high rate loans are repaid and lower rate loans taken out instead) are limited in the current economic climate and this is not expected to change over the short term. However, officers continue to liaise with the Council’s treasury advisors to monitor this. 5. Review of compliance with Treasury Management indicators for 2024/25 5.1. During the period 1 April 2024 to 11 October 2024, the Council complied with the approved treasury management indicators as set out in the Treasury Management Strategy Statement 2024/25. These indicators relate to: • interest rate exposure: the upper limit on the proportion of investments held with fixed interest rates and the upper limit on the proportion of investments held with variable interest rates; • the maturity structure of borrowing: the lower and upper limits on the proportion of investments that fall into each maturity band. 6. Foreign Exchange Deposits As part of the contractual agreement for the Clyde Waterfront and Renfrew Riverside City Deal project, the Council is required to make a proportion of supplier payments in Euros over the duration of the project. The Council Interest rates achieved Average value of investments Average rate of return Benchmark return (SONIA) Internally managed investments £132.4m 5.26% 5.11% Page 3 of 44
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4 continues to mitigate exchange rate risk through approved tools, such as advance purchase; always providing that these tools are used for risk mitigation and not speculative purposes. 7. Review of Prudential Indicators for Capital Expenditure 7.1. The Local Government in Scotland Act 2003 and supporting regulations require local authorities to have regard to the Prudential Code for Capital Finance in Local Authorities (“the Prudential Code”). 7.2. The Prudential Code 2021 introduced a change to reporting and monitoring and recommended that from 2023/24 a regular (at least quarterly) update is provided to members noting the current forecasts for prudential indicators compared to those approved at the start of the financial year. 7.3. The result of this change is that Prudential Indicator reporting now forms part of the Revenue and Capital Budget Monitoring – Council Overview, reported each cycle to the Finance, Resources and Customer Services Policy Board, with this mid-year update reporting to full Council. 7.4. The Council set its prudential indicators for 2024/25 on 29 February 2024. The purpose of this section is to consider the indicators as they stand at 11 October 2024, approximately halfway through the financial year, and revise them where appropriate. All indicators for the current year and the following two years are summarised in Appendix 2. Capital Expenditure Indicators 7.5. The Council is required to make estimates of the capital expenditure it plans to incur for the forthcoming financial year and at least the following two years. Separate estimates should be made for Housing and Non-Housing services. The Capital Investment Programmes for both Housing and Non-Housing were approved by Council on 29 February 2024, and the resulting indicators were updated to reflect the approved programme, incorporating the decisions taken by the Council at the budget meeting. 7.6. Council approved the following as an indicator for Capital Expenditure. The limit is based on the resources available to fund the capital programmes, split between Housing and Non-Housing Services, excluding the Public Sector Housing Grant, as this is not considered to be capital spend for the Council. Page 4 of 44
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5 Capital Expenditure 2024/25 2024/25 2024/25 2024/25 Approved Probable Outturn Movement Actual spend at 11 October £m £m £m £m Non-Housing 147.179 107.209 -39.970 37.969 Housing 41.236 30.769 -10.467 12.790 Total 188.415 134.978 -50.437 50.759 The decrease of £39.970m in the planned Non-Housing capital expenditure during 2024/25 is mainly attributable to: • changes in the cashflow profile of a number of capital investment programmes, resulting in a net adjustment of (£75.647m) from 2024/25 into 2025/26 and future years, as reported to relevant policy boards; • carry forward of programmed expenditure from 2023/24 to 2024/25 totalling £26.151m; and • the addition of £9.526m largely relating to increased budget for Paisley Grammar Community Campus approved by Council on 9 May 2024. The decrease of £10.467m in the planned Housing capital expenditure during 2024/25 arises from changes in cashflow profile of a number of programmes, particularly within regeneration, resulting in a net adjustment of £10.467m from 2024/25 into 2025/26, as reported to the Communities and Housing Policy Board. Capital Financing Requirement Indicator 7.7. The Council has available to it a number of ways of financing capital investment. The term ‘financing’ does not refer to the payment of cash, but the resources that are applied to ensure that any underlying capital spend is funded absolutely, whether at the point of spend or over the longer term. A number of financing options involve resourcing the investment at the time that it is incurred. These are: • the application of useable capital receipts; • a direct charge to revenue for capital expenditure; • the application of capital grants; or • upfront contributions from project partners. Any capital expenditure not financed at the outset by one of these methods will increase the Capital Financing Requirement (CFR) of the Council. Page 5 of 44
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6 The revised projected Capital Financing Requirement for 2024/25, based on the position at 11 October 2024 is noted in the table below. Capital Financing Requirement 2024/25 Approved Probable Movement £m £m £m Non-Housing 458 462 4 Housing 137 130 -7 Total 595 592 -3 The increase of £4m in probable Capital Financing Requirement at 31 March 2025 for Non-Housing services arises from the reduced capital expenditure forecast to the end of 2024/25 described in 7.6 largely offset by related grant payments (City Deal) now expected to be received in 2025/26, and an increase in other long-term liabilities anticipated due to the adoption of IFRS 16, explained further in section 7.9. The decrease of £7m in the probable Capital Financing Requirement at 31 March 2025 for Housing services arises from the reduced capital expenditure forecast to the end of 2024/25 described in 7.6, partly offset by the reprofiling of expected grant payments from the Scottish Government for Council House New Build into 2025/26. External Debt Indicators 7.8. External debt indicators are set at two levels: an Operational Boundary and an Authorised Limit. Both of these need to be consistent with the Council’s plans for capital expenditure and financing and with its Treasury Management policy statement and practices. Operational Boundary: This is the focus of day-to-day treasury management activity within the Council and is an estimate of the most likely, but not worst case, scenario in terms of cashflow. Risk analysis and risk management strategies have been taken into account, as have plans for capital expenditure, estimates of the Capital Financing Requirement and estimates of cashflow requirements for all purposes. It is possible that this boundary is breached occasionally and this would not be regarded as significant. However, a sustained or regular trend of such would be significant, and require investigation and action. The Operational Boundary is split between external borrowing and other long-term liabilities. Page 6 of 44
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7 Operational Boundary for external debt 2024/25 Approved Probable Movement £m £m £m Borrowing 501 498 -3 Other long-term liabilities 94 94 0 Total 595 592 -3 The decrease in the Operational Boundary of £3m is directly related to the decrease in the Capital Financing Requirement Indicator described in 7.7. Authorised Limit: This is based on the same assumptions as the Operational Boundary, with additional headroom to allow for both planned and exceptional cashflow requirements, without breaching the limit. It is split between external borrowing and other long-term liabilities. Authorised Limit for external debt 2024/25 Approved Probable Movement £m £m £m Borrowing 526 523 -3 Other long-term liabilities 94 94 0 Total 620 617 -3 The decrease of £3m is related to the Operational Boundary reduction as outlined in 7.7. 7.9. In December 2018, the CIPFA/LASAAC Local Authority Accounting Board confirmed that from 1 April 2020 the CIPFA Code of Practice on Local Authority Accounting would be adopting the accounting standard IFRS 16: Leases. After consultation, in April 2022 the deadline for implementation of IFRS 16 was deferred until 1 April 2024 due to significant delays resulting from the pandemic. The practical effect of adopting IFRS 16 is that any contract the Council has signed that provides the right to rent or lease exclusive use of an asset, such as property or vehicles, could potentially require to be recognised as an asset on the Council’s balance sheet, with a corresponding debt liability recognised at the present value of the future lease payments. This liability will be treated as additional borrowing, therefore increasing the Capital Financing Requirement and other associated Prudential Indicators. An initial estimate of the impact of this change has been factored into the probable Prudential Indicators following the Council’s adoption of IFRS 16 in the current year. ___________________________________________________________________ Page 7 of 44
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8 Implications of the Report 1. Financial As described in the report; the Treasury Management Strategy Statement, treasury management and prudential indicators all assist in providing assurance that the Council’s treasury management activities and longer term spending plans are affordable, prudent and sustainable. 2. HR & Organisational Development There are no direct implications arising from the recommendations in this report. 3. Community/Council Planning Community Plan Our Renfrewshire is thriving The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Our Renfrewshire is well Our Renfrewshire is fair Our Renfrewshire is safe Council Plan Reshaping our place, our economy and our future The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Building strong, safe and resilient communities Tackling inequality, ensuring opportunities for all Creating a sustainable Renfrewshire for all to enjoy Ongoing revenue and capital budget monitoring is a tool to enable good financial management so that the Council has resources now and in the future for continued service delivery. Working together to improve outcomes 4. Legal There are no direct implications arising from the recommendations in this report. 5. Property/Assets The capital expenditure noted in this report will result in lifecycle maintenance improvements to existing properties and replacement of ICT, infrastructure, and plant and equipment. Page 8 of 44
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9 6. Information Technology There are no direct implications arising from the recommendations in this report. 7. Equality & Human Rights While new areas of spend may impact on particular groups, any such impact would be assessed prior to the spend being incurred, therefore there are no direct implications arising from the recommendations in this report. 8. Health & Safety There are no direct implications arising from the recommendations in this report. 9. Procurement While Procurement is an important consideration prior to the Council incurring any revenue or capital spend, there are no direct implications arising from the recommendations in this report. 10. Risk The Treasury Management Strategy Statement, treasury management and prudential indicators provide a framework for the Council’s treasury activities, the effective control of risks associated with those activities, and the pursuit of optimum performance in line with those risks. This report demonstrates that the treasury management activities carried out during the period 1 April 2024 to 11 October 2024 have been consistent with the Treasury Management Strategy Statement 2024/25, and have complied with the treasury management indicators set out in the approved Treasury Management Strategy Statement. 11. Privacy Impact There are no direct implications arising from the recommendations in this report. 12. Children’s Rights There are no direct implications arising from the recommendations in this report. 13. Climate Change The Council aims to reduce its carbon and other emissions to net zero by 2030, however there are no direct implications arising from the recommendations in this report. Page 9 of 44
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10 14. Cosla Policy Position - N/A _________________________________________________________ List of Background Papers: Prudential Framework and Treasury Management Strategy, Council, 29 February 2024. Author: Alastair MacArthur, Director of Finance and Resources Page 10 of 44
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11 Appendix 1: Borrowing Position as at 11 October 2024 Balance at 1 April 2024 New Borrowing in 2024/25 Cash Movements Balance at 11 October 2024 Long-term borrowing PWLB – fixed rate 243,592,325.83 0 (762,933.13) 242,829,392.70 Market loans 46,766,000.00 0 0 46,766,000.00 Total long-term borrowing 290,358,325.83 0 (762,933.13) 289,595,392.70 Investments Fixed term deposits 67,754,630.14 0 (47,754,630.14) 20,000,000.00 Call accounts 9,360,212.15 0 7,608,787.85 16,969,000.00 UK Government DMADF 0 0 47,610,000.00 47,610,000.00 Money market funds 20,100,762.43 0 33,028,237.57 53,129,000.00 Total investments 97,215,604.72 0 40,492,395.28 137,708,000.00 Net borrowing 193,142,721.11 0 (41,255,328.41) 151,887,392.70 Page 11 of 44
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12 Appendix 2: Prudential and Treasury Indicators as at 11 October 2024 2024/25 Estimate 2024/25 Probable 2025/26 Estimate 2026/27 Estimate Operational boundary for external debt £595m £592m £728m £782m Authorised limit for external debt £620m £617m £760m £816m External debt* £475m £355m £603m £657m Upper limit for fixed interest rate exposure (borrowing) expressed as percentage of total net outstanding principal 100% 84% 100% 100% Upper limit for variable interest rate exposure (borrowing) expressed as percentage of total net outstanding principal 25% 16% 25% 25% New Borrowing in 2024/25 Total of all Borrowing Maturity structure of fixed rate borrowing Value Maturity structure Upper limit As at 11 October 2024 Under 12 months 0 0% 15% 0.00% More than 12 months and within 24 months 0 0% 15% 1.73% More than 24 months and within 5 years 0 0% 45% 1.73% More than 5 years and within 10 years 0 0% 50% 0.01% 10 years and above 0 0% 100% 96.53% * The Probable figure here represents the actual level of debt at 11 October 2024 and includes finance lease and service concession liabilities, in line with the Authorised Limit and Operational Boundary values. Page 13 of 44
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13 Appendix 3: Economic Update and Interest Rate Forecast 1. Economic update (Link Group) 1.1. The first half of 2024/25 saw: • GDP growth remaining broadly constant in July following downwardly revised Q2 figures (0.5% quarter over quarter); • A further easing in wage growth as the headline 3-month year on year average rate (including bonuses) fell from 4.6% in June to 4.0% in July; • CPI inflation hitting its target in June before edging above it to 2.2% in July and August; • Core CPI inflation increasing from 3.3% in July to 3.6% in August; • The Bank of England initiating its easing cycle by lowering interest rates from 5.25% to 5.0% in August (cutting again in November to 4.75%); • 10-year gilt yields falling to 4.0% in September. 2. Interest Rate Forecast (Link Group) 2.1. The Council has appointed Link Group as its treasury advisors and part of their service is to assist the Council to formulate a view on interest rates. The PWLB rate forecasts below are based on the Certainty Rate (the standard rate minus 20 bps) which has been accessible to most authorities since 1st November 2012. 2.2. The latest forecast on 11 November sets out a view that short, medium and long-dated interest rates remain elevated but will begin to drop slightly over the next two years. 2.3. Our PWLB rate forecasts below are based on the Certainty Rate (the standard rate minus 20 bps, calculated as gilts plus 80bps) which has been accessible to most authorities since 1 November 2012. Page 15 of 44
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14 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% Interest rate forecast bank rate 5 yr PWLB 10 yr PWLB 25 yr PWLB 50 yr PWLB Page 17 of 44
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___________________________________________________________________ To: Council On: 12 December 2024 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: General Fund Financial Update ___________________________________________________________________ 1. Summary 1.1 Successive financial update reports to the Council have highlighted the ongoing and increasingly challenging financial and economic environment the Council is facing. This report seeks to update Members on the impact of the UK Government Autumn Statement on 30 October 2024. 1.2 The draft Scottish Budget was announced on 4 December 2024. However, details of the local government grant settlement are not expected to be with officers until 12 December 2024. The draft Budget is expected to be subject to ongoing clarification between COSLA and the Scottish Government, therefore a full update on the implications of the Budget for the Council’s financial position will be provided to a future Council meeting. ___________________________________________________________________ 2. Recommendations 2.1 Note the details of the UK Government Autumn Statement outlined in the report; 2.2 Note the update provided in relation to the current financial year, and current financial risks; Item 4 Page 19 of 44
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2.3 Approve the recommended adjustments to the capital plan outlined in section 6. 3. UK Government Autumn Statement 3.1 The main event which provides context for the current and future economic outlook was the UK Government Autumn Budget which was published on 30 October, accompanied by economic and fiscal forecast updates from the Office of Budget Responsibility (OBR). 3.2 The main policy objectives set out by the Chancellor in the Autumn Budget were to promote economic growth, and invest in the NHS. To this end the Chancellor announced policies that increase spending by almost £70 billion over the next five years. Around half is expected to be funded by increased taxation. The OBR has indicated that while these budget policies will boost productivity in the short-term, the scale of the combined impact on GDP after 5 years is negligible. 3.3 In terms of inflation, the UK budget policies announced in the Autumn Statement are expected to increase CPI inflation by around 0.5% at peak, meaning that CPI is forecast to rise to 2.6% in 2025 before gradually falling back to target. 3.4 The chart below shows total actual and forecast spending on revenue (RDEL) and capital (CDEL) following the budget policy announcements. 3.5 While from the funding announced there is an increase in public spending suggested in the short term, it should be noted that in future years the Budget suggested that spending growth would be broadly in line with that announced in the Spring Budget, as detailed in the chart below. The Spending Review – set to be published by the UK Government originally in Spring 2025, but now pushed back to Summer Page 20 of 44
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2025 – will provide further detail on spending plans over the medium term. 3.6 As part of the taxation measures, the Chancellor announced an increase in National Insurance contributions (NIC) for employers, raising the rate of contribution from 13.8% to 15% and dropping the threshold at which NIC is paid from £9,100 to £5,000. 3.7 This is estimated to cost Renfrewshire Council General Services over £6 million in 2025/26. The UK Government has advised that compensatory funding will be provided to ‘shield’ the public sector from the additional cost of this change; however, this has yet to be formally confirmed. It is likely however, that the compensatory funding received in Scotland will be insufficient to meet the actual costs. This is because the public sector is proportionally larger in Scotland (and better paid) than in England and Wales, therefore assuming the allocation of compensatory funding is based on Barnett principles, the allocation to Scotland would be insufficient. The UK Treasury has recently informed the Scottish Government the allocation would be £295–330 million; well below the Scottish Government’s initial estimate of £500 million. 3.8 It should be noted that there are likely to be indirect costs associated with this NIC change, with contractors and other suppliers passing on this cost through higher prices. This is currently estimated to be c2.5% above usual inflationary increases, and will predominantly impact on construction and maintenance programmes; and commissioned childcare and social care provision. 3.9 Turning to impact on the Scottish Budget, there will be additional funding for the Scottish Government through the Barnett formula of Page 21 of 44
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£1.5 billion in 2024/25, and £3.4 billion (£2.8 billion revenue and £0.6 billion capital) for 2025/26. The main measures generating revenue consequentials for Scotland in 2025/26 are: • Additional funding for the NHS in England in 2025/26, which generates £1.6 billion; • Investment in Education and skills, including new foundation apprenticeships and relaunching Lifelong Learning Entitlement, as well as schools funding, which generates £0.5 billion; • Real-terms increase in settlements for local government in England, generating £0.3 billion. While the Scottish Government is free to spend this money where it chooses, it is likely that health-related consequentials will be ring- fenced for the NHS in Scotland based on the pattern of pervious similar decisions taken by the Scottish Government. 3.10 Members should be aware that there is no requirement for the Scottish Government to pass through any local government related consequentials to councils in Scotland. In the event that these consequentials are passed through to local government, it may be the case that the Scottish Government would mandate – as has been the case in previous years – that funding growth is passed directly to health and social care partnerships; or funding may come with additional new obligations in terms of local government delivery of Scottish Government priorities. 4 2024/25 Financial Position 4.1 Members are aware the recent very high levels of inflation experienced in the economy over the past few years have driven cost increases that are impacting on families and household finances, as well as the Council and associated bodies, community organisations and businesses. While the outlook for inflation has eased significantly since its peak of 11% in 2022, the most recent CPI figure of 2.3% indicates an upturn, indeed the OBR suggests it will rise again to around 2.6% before returning to its target 2.0% in 2025. It should be noted that the legacy of the very high rates recently experienced is still being felt, with many contracts continuing to be the subject of high and increasing prices. And of course lower inflation does not mean a reduction in cost – simply that the rate of increase in costs in slowing. 4.2 As has been previously reported, the Council continues to face cost pressures in other areas – residential care, transportation and diesel Page 22 of 44
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costs. Vehicle parts costs are increasingly an issue, while building and construction cost pressures remain an ongoing concern. 4.3 The Council Overview finance report to the recent Finance, Resources and Customer Services Policy Board outlined a 2024/25 projected overspend (excluding the overspend projected in adult social care) of £0.1 million. High levels of inflation and other cost pressures are mitigated by an expected increase in investment income in the current year, given prevailing high rates of interest. This projection is exclusive of a number of other risks, as follows: • The 2024/25 pay award has been agreed for teaching staff at 4.27%, with a quantum of funding of £29m confirmed by the Scottish Government. The distribution of this across councils has yet to be confirmed, so there is a risk that the Council, having budgeted 3%, may incur costs in excess of distributed funding. • An increase in employer pension contributions for teachers that came into effect from 1 April 2024 is expected to be fully funded by the Scottish Government. Again, the quantum of funding has been indicated, but distribution to Renfrewshire Council is not yet confirmed. The cost of the increased rate for the Council is c£3.0m per year. • The Council budgeted in 2024/25 for receipt in full of the £4.8m funding associated with teacher numbers. The Council has not (in line with every other council in Scotland) accepted the terms of the specific grant funding, therefore there remains a risk this funding will not be received. • The projection does not include any variance relating to the collection of Council Tax. Current forecasts suggest collection rates are holding up in line with budget, however this will continue to be closely monitored for the remainder of the financial year. 5 Renfrewshire Health and Social Care Partnership 5.1 The Council Overview finance report to the recent Finance, Resources and Customer Services Policy Board also outlined a 2024/25 projected overspend in adult social care of £6.7m, slightly less than the planned overspend anticipated when the 2024/25 budget was set. 5.2 At the September meeting of the Renfrewshire Health and Social Care Integration Joint Board (IJB), members were advised of the combined position of health and social care spending pressures, noting that the current overall estimated recurring funding gap for 2024/25 is £10.7m. Page 23 of 44
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This is forecast to increase to £22.9m in 2025/26, rising to £34.9m in 2026/27. 5.3 The current balance of IJB unallocated reserves is £10.1m. As noted in the report, should the IJB be unable to agree a balanced budget for future years, the Integration Scheme states that the IJB would be required to seek additional funding from its Partner Bodies. In the absence of significant savings proposals being agreed, IJB reserve balances are expected to be insufficient to cover the 2025/26 projected funding gap. 6 Capital Plan 2024/25 6.1 The Council has an ambitious capital programme, incorporating the delivery of significant investment in cultural venues and wider infrastructure linked to City Deal projects and Levelling Up Funding; as well as major improvement and expansion projects in the school estate. 6.2 Within this overall programme, the Council has been undertaking an ambitious programme of investment in its cultural and heritage assets. As reported to the Economy and Regeneration Policy Board on 5 November 2024, construction and refurbishment works in historic buildings are intrinsically subject to a higher degree of cost volatility due to the nature of the works and the fact that the complexity and detail of the works required are in many instances not fully known until the works are in progress and the building condition is fully understood. 6.3 Paisley Museum Reimagined will be a world-class destination telling the inspirational stories of Paisley’s people and pattern and showcasing its internationally significant collections. This project includes repairing and renovating all buildings on the museum campus delivering a 20% increase in the overall usable area. The construction also includes a new extension housing a visitor reception and café, the installation of new mechanical, electrical and plant systems, as well as the introduction of a public courtyard. Importantly, this work enables an increase in the interpretation of the collections and number of objects on display, with a strong focus on digital interpretation. 6.4 The project consists of three key phases – Main Contract dealing with construction, followed by Exhibition Fitout to prepare the infrastructure for the display systems, completed by Object Install. Once the main contract is complete, this will allow the second and third stages of the project (exhibition fitout and object install) to be completed. A revised programme to completion of Phase 1 was received from the Main Page 24 of 44
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Contractor, Kier Construction Ltd in October 2024. They are currently reporting progress against construction programme forecasting contract completion in July 2025. This completion date is well beyond the initial estimated completion when the project commenced, due to the complexity of the works, as well as the project being significantly impacted by the pandemic construction shut down, subsequent restricted working conditions, and labour and materials shortages in the period following the pandemic – all of which resulted in extreme levels of construction cost inflation which is only recently beginning to moderate. 6.5 As is expected in a heritage building such as the museum, coupled with many decades of underinvestment and lack of maintenance, a significant level of inherent building defects were planned for an informed by a range of survey work as part of planning for the project. Notwithstanding such preparatory survey work and planning, as the construction project has progressed many issues have been significantly worse than anticipated and a range of unforeseen defects have also been uncovered. Such issues have involved major areas of the building structure including rotted roof joists, dry rot, wet rot, asbestos, extensive plasterwork repairs that have hampered and delayed progress on site, historic drainage failures and for which Keir have been entitled under the contract to additional extensions of time to remedy and complete the project. In addition to costs associated with providing Keir with approved contractual extension of time to complete the project, the cost to remedy such issues have been greater than anticipated based in early survey work or were unforeseen costs at the outset of the project and which cumulatively have cost more than the general risk contingency for the project. This is further compounded by other contractor issues and delays to progress on site. The OneRen PMR project team including external Project Managers are working with Kier to establish mitigation measures to try to accelerate this anticipated completion date by including suggested improvements to resource and sequencing of works. However, there have been substantial delays and additional unanticipated works experienced in the project, which have led to significant entitlement of claims for additional costs from the main contractor. These claims continue to be worked through with support from the Council’s technical advisers, and while the Council views elements of the overall claims to be a contractor risk, there remains a possibility that should the claims be adjudicated, that the Council could be found liable in part which would result in additional cost. Page 25 of 44
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6.6 In February 2024, recognising the additional costs which were expected to be incurred in undertaking the works outlined above, Council agreed to increase the capital budget for the project by £6.6 million through the reallocation of funding set aside for public realm works in Paisley town centre and the release of funding from the investment capital fund. Council also agreed in June 2023 that within the wider programme of resource agreed by Council in September 2017 to invest in cultural venues and town centre infrastructure that those elements of the programme not in progress (predominantly the town centre public realm improvements) would be paused in order to release resource within this programme to those projects which were experiencing cost pressures. There remains a balance of £3.5 million within these wider workstreams which has been paused, and it is planned that this balance is reallocated to the Paisley Museum Project. 6.7 Due to the delay in the museum becoming operational, the revenue resource which the Council has allocated within the loans fund to fund the borrowing costs associated with the project over 2023/24, 2024/25 and 2025/26 could also be utilised to provide a CFCR contribution to the project totalling an estimated £6.0 million. It is further recommended that £3 million of unallocated capital receipts also be ringfenced to support the completion of the project and allow for a risk contingency allowance. Should this funding not be required then it would be returned to the capital receipts reserve for reallocation to other Council investment priorities. 6.8 The net additional funding outlined above totals £12.5 million and it is recommended that the capital plan is adjusted to reflect this position. This proposed approach to funding adjustment mitigates any impact on any other aspects of the Council’s overall capital programme and does not increase the overall borrowing associated with the project, ensuring the long term revenue impact of completing the project remains within planned limits. Members should remain aware that there remains 12-18 months of works to be completed in the project and while a significant contingency risk allowance has been factored into the proposed increased allocation outlined above, further cost increases cannot at this stage be ruled out. ___________________________________________________________________ Implications of the Report 1. Financial - the report highlights the impact of the UK Government’s Autumn Budget, and notes the short and medium term financial challenges facing the Council. The report also outlines proposed Page 26 of 44
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amendments to the capital plan to reflect anticipated increased costs in relation to the paisley Museum Reimagined project. 2. HR & Organisational Development - none arising directly from this report. 3. Community/Council Planning – the Council requires to remain financially sustainable in order to deliver on its priorities as outlined in the Council and Community Plans; and these revised Plans will in turn require to inform the financial strategy. 4. Legal – none arising directly from this report. 5. Property/Assets - none arising directly from this report. 6. Information Technology - none arising directly from this report. 7. Equality & Human Rights - none arising directly from the recommendations in this report. 8. Health & Safety - none arising directly from this report. 9. Procurement – none arising directly from this report. 10. Risk - as outlined in the report, the Council’s financial risk exposure over the medium term remains high. The report also outlines increasing financial risks for the Renfrewshire IJB as well as the impact of this on the Council. The proposed amended funding for the Paisley Museum Reimagined project includes a contingency risk allowance. 11. Privacy Impact – none arising directly from this report. 12. Children’s Rights – none arising directly from this report. 13. Climate Risk – none arising directly from this report. 14. Cosla Policy Position – none arising directly from this report. ___________________________________________________________________ Author: Alastair MacArthur, Director of Finance & Resources Page 27 of 44
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___________________________________________________________________ To: Council On: 12 December 2024 ___________________________________________________________________ Report by: Lead Officer on behalf of the Audit, Risk and Scrutiny Board ___________________________________________________________________ Heading: Neighbour Disputes ___________________________________________________________________ 1. Summary 1.1 At the meeting on 22nd August 2022, members of the Audit, Risk and Scrutiny Board agreed an annual programme of activity for the Board for 2022/23. This included a review into neighbour disputes in Renfrewshire as part of the programme of activity. 1.2 Over a period of months and as part of the annual programme, reports have been presented to the Board by the Lead Officer on the subject of neighbour disputes in its widest sense, including antisocial behaviour. 1.3 In undertaking this review, the Lead Officer interviewed Elected Members, key Council officers involved in different aspects of neighbour disputes and antisocial behaviour, local Housing Associations, Police Scotland and 17 other Scottish Local Authorities, as well as speaking to residents with lived experience of neighbour disputes and antisocial behaviour. 1.4 This report describes the purpose and scope of the review, including summaries of information reported to each Board meeting, the key findings and concludes with the recommendations, which can be found in Section 12. 1.5 The review has provided assurance to the Audit, Risk and Scrutiny Board. The Board agreed the final report at its 23rd September 2024 meeting. ___________________________________________________________________ 2. Recommendations 2.1 Members are asked to: • note the findings and approve the recommendations within this report ___________________________________________________________________ 3. Background 3.1 There is no single agreed definition for what constitutes a neighbour dispute. For the purposes of the review, the definition used is a “disagreement between neighbours that causes stress or friction”. A range of neighbour disputes may not reach a Item 5 Page 29 of 44
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threshold where they would be dealt with through antisocial behaviour legislation, such as disputes over communal areas, misuse of bins or storage of waste, parking, high hedges and boundary disputes. 3.2 In some instances of neighbour disputes a statutory nuisance may occur, when the activity of an individual or business on their own premises unreasonably detracts from another’s enjoyment of their property or causes a risk to public health. This can include noise, artificial light, odour, keeping of animals and accumulation of waste. 3.3 Some neighbour disputes can be classified as antisocial behaviour as defined in the Antisocial Behaviour (Scotland) Act 2004, whereby a person acts “in a manner that causes or is likely to cause alarm or distress; or pursues a course of conduct that causes or is likely to cause alarm or distress to at least one person who is not of the same household as them”. 3.4 The Antisocial Behaviour (Scotland) Act 2004 requires all local authorities to publish a strategy jointly with the Chief Constable of Police Scotland for their Council area. Renfrewshire Council approved a new Anti-Social Behaviour Strategy 2022-25 in March 2022, setting out how the Council and its key Community Safety partners will address antisocial behaviour in Renfrewshire. 4. Purpose and Scope of the Review 4.1 At the Audit, Risk and Scrutiny Board in August 2022 it was agreed that the review of neighbour disputes be looked at in the widest sense and should also include antisocial behaviour. It was agreed that the purpose of the investigation into neighbour disputes would be fourfold: 1. Try to establish the scale and nature of neighbour disputes in Renfrewshire, 2. Set out the current arrangements and approaches the Council and other stakeholders have for responding to neighbour disputes, 3. Review the current disposals/actions that are available to the Council and others to resolve neighbour disputes, and 4. Identify any other approaches, policy changes or mitigating actions that could be available to the Council within existing resources. 4.2 Following the initial report to the Audit, Risk and Scrutiny Board in March 2023, there was a change in Lead Officer. This change in Lead Officer impacted the original timescales of the review. 5. Antisocial Behaviour National Review 5.1 During this local review for the Audit, Risk and Scrutiny Board, the Scottish Government Review on Antisocial Behaviour was published (7th November 2023). The national review advocates a refreshed, long-term approach to antisocial behaviour, with a more preventative and supportive focus in preventing antisocial behaviour from occurring in the first place. 5.2 There is recognition of the age of the antisocial behaviour legislation and societal changes over the past 20 years. The national review recommended an independently chaired group of experts, including statutory, non-statutory and voluntary service providers and key community representatives, to develop a long-term framework for addressing antisocial behaviour with a strong focus on steps that can be taken to prevent antisocial behaviour in the first place as well as considering the effectiveness of current approaches to tackling antisocial behaviour that does occur. Page 30 of 44
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5.3 Further consideration as part of the national refresh may also include: - the definition of antisocial behaviour - legislation and guidance - increased powers - reporting, including support and outcomes - general approach, including partnership working and public information - person-centred and trauma-informed approaches 6. The Scale of Neighbour Disputes within Renfrewshire 6.1 Within Renfrewshire, there is no single source of data relating to neighbour disputes. Data for the initial stage of the review was drawn from public and voluntary services who have a responsibility relating to neighbour disputes, including Citizen’s Advice Bureau, the Council and Police Scotland. 6.2 It is acknowledged there will be additional neighbour disputes which services remain unaware of. Also, there may be overlap across datasets, e.g. cases where the Police respond initially then Community Safety or Housing investigate more fully and record. 6.3 Analysis showed that, with the exception of domestic noise complaints reported to the Council, there has been a sustained increase in the number of incidents/complaints of neighbour disputes in Renfrewshire over the last 3-4 years. This aligned with the national picture, based on responses from 17 other Scottish Local Authorities. 6.4 Renfrewshire Council Officers (as well as other Local Authorities, Housing Associations and Police Scotland) reported that changes in levels and nature of disputes was found to be initially due to the pandemic and lockdown, with people at home more. This links with a clash of lifestyles, which was reported as a major factor in neighbour disputes, and noise complaints, including situations such as different working patterns, where one party may leave early for work, or return late at night. 7. Domestic CCTV 7.1 An area of growth in neighbour disputes relates to the use of domestic CCTV systems, including smart doorbells, fitted by individuals in their homes. 7.2 The data protection regulator is the Information Commissioner. Privacy concerns about the use of devices (including individuals involved in a neighbour dispute over domestic CCTV) should be raised with the Information Commissioner’s Office (ICO). 7.3 The Council’s powers in relation to domestic CCTV are limited to its installation by Council tenants. Under the tenancy agreement, tenants should not make any changes to fixtures and fittings in and around their home until they have received written permission from the Council. Although permission may be needed for the erection of CCTV cameras, the Council’s remit does not extend to approving or policing the processing of personal data by private individuals and the Council does not have any enforcement powers in relation to privacy infringement. 8. Review of Processes Across Scottish Local Authorities General Neighbour Disputes Findings 8.1 Contact was made with the other 31 Scottish Local Authorities and a range of local Housing Associations, with questions on neighbour disputes and anti-social Page 31 of 44
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behaviour. 17 local authorities responded (55%) and 3 local housing associations. A Renfrewshire Local Authority Liaison Officer representative from Police Scotland also assisted the review on processes within Renfrewshire. 8.2 There are differences across the 32 local authorities in how neighbour disputes are dealt with. Renfrewshire Council support and respond to all tenures. This is not the case across Scotland. Some local authorities will support and respond to all tenures; others would support and respond to Council Housing tenants only (where they have Housing stock) and signpost other tenures to alternative organisations; and others support and respond to all social housing tenants only. 8.3 The most common sources of neighbour disputes were similar across all local authorities and housing associations – relating to noise, waste (misuse of bins, including not putting out for collection, using bins belonging to others and placement of bins when out for collection) and issues relating to gardens and communal spaces. Mediation and Conflict Resolution 8.4 Mediation is a recognised early intervention tool to help neighbours resolve difficulties, with around 90% success rate1 for sustainable outcomes, i.e. did not have to contact the local authorities again. 8.5 Again, there were differences in provision of service – some Local Authorities (including Renfrewshire Council) provide mediation free of charge to all tenures. Others charge for non-Council Housing tenants, including charging Registered Social Landlords who refer to the service. The remainder either provided no service or would signpost to mediation services offered by SACRO (a Scottish community justice organisation) at the residents’ cost. Trauma Informed and Responsive Services 8.6 Being a victim of neighbour nuisance or anti-social behaviour can have a huge impact on people’s lives and affect mental health and wellbeing. It is key to ensure that support is available for those suffering from unreasonable behaviour. The need to support those perpetrating anti-social behaviour to change behaviours was also raised. Reasons behind this behaviour can be complex – the behaviour can be driven by trauma as well as triggering a trauma response in those that it is affecting. 8.7 Renfrewshire Council has recognised the importance of trauma informed and responsive services, and training has been rolled out across Housing Services and Community Safety teams due to the front-facing nature of their roles. Noise Monitoring 8.8 Noise nuisance was reported as one of the top complaints of neighbour disputes and/or anti-social behaviour across local authorities and housing associations. 8.9 When noise issue is persistent over time, residents are encouraged to keep a diary of dates and times of noise disturbance. MATRON (or similar) formal noise recording systems may then be used to gain corroboration for difficult to prove noise nuisance cases, with the system being installed in the house of the complainer to monitor noise levels and used to take further action against perpetrators where appropriate. 8.10 In addition to formal noise recording systems, a number of local authorities use a ‘noise app’. Renfrewshire Council is exploring this option, which enables residents to submit noise complaints via mobile devices as it is happening without the need for a formal recording system to be installed in the property, enabling local authorities to identify areas of need for MATRON system to be installed. 1 Figures provided via the Antisocial Behaviour Officers’ Forum (ASBOF) Page 32 of 44
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Multi-Agency Meetings 8.11 All local authorities who responded hold multi-agency meetings – with key organisations including Police Scotland, Scottish Fire and Rescue Service, Housing Associations and other local partners such as those involved in mental health support services and addiction services. The aim is to ensure early intervention and a coordinated partnership approach to ensure solutions are delivered effectively and efficiently and with knowledge sharing and input across organisations. 8.12 The frequency of these scheduled multi-agency meetings varied across local authorities. Renfrewshire’s model involves daily tasking meetings, whereas some local authorities met with partner agencies every other day, or every 3 days. 8.13 Renfrewshire has established a Community Safety Partnership Hub consisting of statutory, voluntary and community organisations based on the MARAC model (multi- agency risk assessment conference). This approach is recognised as best practice and combines a broad range of services to support communities through targeting anti-social behaviour, its causes and effects and ensures a robust approach to tackling public protection issues affecting residents in Renfrewshire. 9. Legislation and Regulatory Processes 9.1 Across local authorities different teams are involved with different aspects of neighbour disputes and antisocial behaviour. This is true of Renfrewshire Council, whereby specific teams deal with different aspects of neighbour disputes and antisocial behaviour, dependent on the legislation it falls under and/or potential actions – between Housing Services, Community Safety and/or Environmental Health teams. 9.2 There is a close working relationship between the teams, as well as with the Multi Agency Community Safety Partnership Hub to ensure patterns are picked up and responses can be targeted where needed. 9.3 Actions taken in all cases must be proportionate to the incident and complaints are classified using 4 key categories. The category the incident falls under will determine the process followed and the legislation that is applied: Category Definition Example A Serious antisocial behaviour Drug dealing, hate crime, violence B Antisocial behaviour Frequent disturbances, excessive noise C Nuisance Cases Vandalism, infrequent disturbances and private ownership D Estate management as a result of either complaints or observations Dispute over communal areas, including cleaning close; use of drying green; dog fouling; misuse of bins or storage of waste Housing Services Processes & Legislation: Neighbour Disputes & Antisocial Behaviour 9.4 Renfrewshire Council’s Housing Service follows a set of procedural steps in proportion to the incident in question. This ranges from visits to both parties; mediation referrals; support agency referrals; and verbal and written warnings, up to reducing tenancy rights and eviction in the most serious cases. 9.5 Most cases are resolved in the early steps of the process, through the early intervention measures of visits and warnings. For more persistent or serious cases of nuisance and antisocial behaviour, social landlords, including Renfrewshire Council, have two main levers that can be used: Page 33 of 44
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1. The Housing (Scotland) Act 2001: the key statutory guidance aimed at social landlords, including allowing landlords to issue Short Scottish Secure Tenancies (SSSTs) to address antisocial behaviour and Streamlined Evictions where there has been a recent criminal conviction punishable by imprisonment for tenancy related antisocial or criminal behaviour within the previous 12 months. 2. Tenancy Agreements: set out the legal rights and responsibilities of both the tenant and the landlord, including levels of behaviour expected from tenants, members of their household and visitors to their home. 9.6 Renfrewshire Council’s tenancy agreements make it clear that breaches as a result of antisocial behaviour may result in legal action to evict, or a reduction in tenancy rights. A reduction in tenant’s rights is a result of converting a tenancy from a Scottish Secure Tenancy (whereby tenants have the right to stay in the home for as long as they wish provided they do not breach the terms of the tenancy) to a Short Scottish Secure Tenancy (SSST), where tenants only have security for the specified period of the tenancy (a minimum of 6 months, up to 12 months) because of particular circumstances, including antisocial behaviour. Tenants must then comply with specified conditions in order to retain the tenancy. 9.7 At the end of the specified term of a SSST conversion due to antisocial behaviour, if issues have been resolved and no further action is required/taken the tenancy converts automatically back to a Scottish Secure Tenancy again. 9.8 Following a request, an order for eviction may be granted by the Sheriff Court under Section 14 of the Housing (Scotland) Act 2001 on any of the grounds within Section 2 of the Act, which includes antisocial behaviour in relation to an action or course of conduct that causes or is likely to cause alarm, distress, nuisance or annoyance. 9.9 Local authorities have a statutory duty to rehouse and eviction is a last resort. There are often more complex needs, and cross-agency working is key to ensure access to services and support, and to prevent people from falling through the gaps in services. Environmental Health: Key Processes and Legislation 9.10 In cases of statutory nuisance (which can include issues with noise, accumulations of waste, artificial light), procedural steps are followed ranging from visits to the source of the issue, mediation referrals and verbal and written warnings, to issuing abatement notices and Fixed Penalty Notices. 9.11 Most cases are resolved in the early steps of the process without the need for further escalation. For the more persistent or serious cases of statutory nuisance the main levers that can be used by the Council are: 1. The Environmental Protection Act 1990: provisions within Section 79 of the Environmental Protection Act 1990 set out what can and can’t be dealt with as statutory nuisance. 2. Abatement Notice: a legal document that imposes specific requirements on the recipient with timescales, to abate the nuisance or mitigate to a point that it is no longer causing a nuisance, including noise abatement. 3. Fixed Penalty Notice: before a Fixed Penalty Notice is issued under the Environmental Protection Act, an Abatement Notice must have been served. The Abatement Notice must have expired without the problem being resolved and there must be a further breach of the Abatement Notice before a Fixed Penalty Notice can be served. These are generally used for low level nuisances. Page 34 of 44
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Community Safety Team: Key Processes and Legislation 9.12 The Community Safety Team and multi-agency partners within the Community Safety Partnership deal with antisocial behaviour. 9.13 Most complaints are resolved in the earlier stages of the process through early intervention measures and cross-service working in the Council and in the Community Safety Hub. For persistent antisocial behaviour the main levers are: 1. The Antisocial Behaviour (Scotland) Act 2004: the Act makes provision in connection with antisocial behaviour to deal with people who cause alarm, distress or annoyance to members of the public. The Act also gives powers to address neighbour noise issues, such as from parties and loud music which causes undue nuisance. 2. Interim Antisocial Behaviour Orders: allow the Sheriff Courts to grant an order to provide more immediate protection from antisocial behaviour prior to a full court hearing (around 6 weeks). 3. Antisocial Behaviour Orders (ASBOs): preventative orders intended to protect people in the community affected by antisocial behaviour from further acts or conduct that would cause them alarm or distress. ASBOs are court orders which prohibit, either indefinitely or for a specified period of time, the individual from doing anything described in the order. An ASBO is made in the civil court, however, breach of an order is a criminal offence. 9.14 While registered social landlords, including Renfrewshire Council’s Housing Service, may seek antisocial behaviour orders or even eviction as a last resort, they have no powers to evict private tenants and/or owner occupiers. However, other services within the Council and Police Scotland may have some powers that can be used to influence people to modify their behaviour depending on the nature and severity of the complaint, e.g. a private landlord who fails the ‘fit and proper’ test by not dealing with antisocial behaviour of tenants could have their landlord registration revoked under Section 8 of the Antisocial Behaviour (Scotland) Act 2004. 10. Current Estate Management Initiatives and the Estate Management Workshop 10.1 The Council’s approach to estate management and community safety is underpinned by the strategic outcomes in the Renfrewshire Council Plan 2022-2027. A key strategic outcome is Place and working together to enhance wellbeing across communities. 10.2 The review initially focused on Category B and C antisocial behaviour and neighbour nuisance complaints. In the course of the review, and in particular speaking with those with lived experience of neighbour nuisance and antisocial behaviour, the opportunity for an additional focus on Category D incidents (classed as estate management) emerged. Current Estate Management Initiatives 10.3 There are a large number of examples of good practice being delivered by the Council across estate management and community safety. Examples include: - the Neighbourhood Environmental Trainee Team (NETT): made up of a Supervisor and a number of trainees seeking employment (aged 16-65) who carry out work 1 day per week in each of the 4 Housing Neighbourhoods, with a particular focus on known ‘hot spots’. - Renfrewshire Council’s Tenant Satisfaction Survey: carried out every 2 years, this is a valuable measure of success (although responses are from Council tenants only, not all tenures) that can be used to compare results of initiatives in future years. - Moorpark Regeneration Project: Neighbourhood Services team, in collaboration with Housing Services, carried out a targeted intervention in the Moorpark area, Page 35 of 44
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focusing on environmental maintenance tasks. This provided a model for similar interventions across Renfrewshire, with lessons learned and best practices developed being integrated into the Council’s broader environmental management strategies, helping to ensure sustained improvements in other communities. - Cross-Service Collaboration: regular meetings to discuss Neighbourhood Operations, providing Housing Services, Neighbourhood Services, Public Protection and Waste Services a platform for continuous dialogue, allowing emerging issues to be addressed promptly and adapting strategies as needed. - Team Up 2 Clean Up: an exemplar Council and community partnership working to create a brighter, more attractive Renfrewshire through community initiatives including community litter picks and Take the Lead campaign (an initiative to encourage responsible dog ownership and working together to reduce dog fouling and anti-social behaviour across Renfrewshire). - Grass Cutting and Grounds Maintenance: Renfrewshire Council has a 14 day grass cutting and grounds maintenance cycle between April and October and tackle a different area of Renfrewshire each day, maintaining open spaces, school playing fields, public parks, sports pitches and cemeteries as well as grass cutting and hedge cutting for some residents and Council Housing tenants who require garden assistance or have common maintenance areas. - Data Sharing and Continuous Improvement: between all key Services to support ongoing development and refinement of maintenance programmes, ensuring operations are responsive to the needs of the community and allows immediate concerns to be addressed, but also to shape future work within the 4 Housing Neighbourhood areas, contributing to long-term improvements. 10.4 Alongside acknowledging the good practice and high quality services that are delivered daily, a key action in the Council Plan 2022-2027 is around ensuring we understand our service delivery, potential gaps in our approaches and have plans for improvement through ongoing self-assessment. 10.5 A workshop was held in August 2024, with key internal stakeholders represented from Housing Services; Environmental Health; Tasking and Development; Neighbourhood Services; Waste Services; and Procurement. Key areas discussed included individual and communal gardens and hedges, waste (including misuse of bins, storage of waste), communal areas and general nuisance, such as dog fouling and dog barking. 10.6 The workshop was extremely positive, with officers highlighting opportunities for improved flow of information and working collaboratively to identify: - existing good practice across a range of neighbourhood initiatives - opportunities for improvement - potential approaches and targeting of activity within existing resources 10.7 The key actions proposed by the group to be considered for further exploration are set out below. These proposed actions would require to be fully costed, with robust business case development. Viable proposals with impacts or changes in budget or policy would then be taken to the appropriate Board(s) for approval: - Housing Services to work together with Neighbourhood Services on work programming to identify an optimum service delivery model that meets the needs of both Services. This includes reviewing the deployment of existing resources to consider a dedicated team to work across properties and grounds related to Council Housing for grass cutting and cyclical maintenance, including winter works programming, and coordination ahead of recruitment to ensure sufficient resourcing. - explore the potential expansion of the Neighbourhood Environmental Trainee Team alongside additional potential training opportunities. - Procurement, Neighbourhood Services, Housing Services and Environmental Health to review the Council Wide Specialist Cleaning, Clearing and Ad Hoc Services Page 36 of 44
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framework, to explore the specification of this contract and identify opportunities to optimise service delivery. 11. Key Findings of the Review 11.1 Overall Approach: Renfrewshire Council’s processes and partnership working when dealing with neighbour disputes and antisocial behaviour are of a high standard across all key areas. This has been assessed based on benchmarking taking into account research and interviews with other local authorities, local Housing Associations and Police Scotland. Processes are clear; assistance is available to all tenures; Renfrewshire Council provides services which are not consistently provided across all local authorities; and trauma informed training has been rolled out to frontline staff to assist when dealing with those impacted by neighbour disputes and/or antisocial behaviour, as well as dealing with those who may be perpetrating the behaviour. 11.2 Early Intervention: The majority of complaints received by staff are resolved at an early stage and do not escalate to formal stages. All organisations interviewed as part of the review agreed that preventative work, community relations and early intervention are key to resolve issues and prevent potential future escalation. 11.3 Estate Management: Interviews with other local authorities and also with residents with lived experience of neighbour disputes and antisocial behaviour, highlighted issues related with estate management as a common source of neighbour disputes. Issues, including storage of waste, misuse of bins, dog fouling and communal spaces can be a source of initial tension which, if not captured early, have the potential to cause neighbour relationships to break down and/or lead to disputes escalating. The Estate Management workshop highlighted a range of good practice examples that are already being undertaken collaboratively with regards to estate management, with some additional opportunities to share knowledge between Services operating within Estates being considered in scheduling and deployment to streamline and enhance activity. 11.4 Communication: 1. early intervention includes a need for cases to be reported as early as possible. Information to members of the public around how to report issues, with the options available to different tenures was believed to be key. Clear advice on how to make a complaint and who should be contacted can avoid delays in the early stages of the process, improving the process for the complainer. 2. it is important to manage expectations and be clear on when the Council can and can’t take action. It can be frustrating for the complainer if their complaint doesn’t meet the threshold for further action (or if corroboration can’t be secured). Communication should include ensuring complainers are aware of potential next steps or alternative options (e.g. civil action) and any cost implications this may have. 3. for complaints where investigations/follow up action is being taken, keeping complainers informed is key at all stages of the process. Gathering evidence can be a painstaking and time consuming process and when regular updates are not given, it can lead to frustration on the part of the complainer and a feeling that they are not being listened to or their case is not being dealt with, when this is not the case. 4. staff turnover is unavoidable but can be a source of uncertainty for those whose home lives and/or mental health are being impacted by antisocial behaviour and/or neighbour disputes. Handovers, including informing complainers of any changes to case officers or impacts to timescales, helps to maintain strong relationships. Page 37 of 44
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11.5 Partnership Working: 1. Partnership working is key to tackling anti-social behaviour. The importance of cross-agency collaboration in understanding and responding to incidents of anti- social behaviour was highlighted by all organisations and a whole system approach with partnership solutions was agreed to be the most effective way of preventing and addressing antisocial behaviour. 2. Renfrewshire’s Community Safety Hub model is seen as best practice due to the joined up working of services collectively address the widespread issues that need to be taken account of in a holistic way to address antisocial behaviour. This collaborative approach has a preventative focus alongside support for victims, but also includes support for those involved in antisocial behaviour, including ensuring access to recovery services and mental health support services where needed. 11.6 Complex Root Causes: many organisations highlighted mental health being impacted by the pandemic and further exacerbated by the cost of living crisis. They are seeing a rise in complex cases, particularly in relation to mental health and addiction. Cross-agency working is pivotal to ensure access to services and support, and prevent people from falling through the gaps in services. Trauma informed training to frontline staff at Renfrewshire Council has been well received and of great value to assist officers in their roles, and cases of increasing complexities. 11.7 Current Legislation: there was consensus when speaking with Local Authorities and other key stakeholders and organisations that community safety has changed over the last ten years and that there may be areas of legislation that could be strengthened to assist frontline staff in their roles. 12. Recommendations 12.1 Overall Approach: the Council has been engaged in the process of the national refresh to prevent and tackle antisocial behaviour, and it is recommended that this continues through all channels to influence improved outcomes; improved resources and tools for dealing with neighbour disputes and antisocial behaviour; and identification of potential improvements to legislation that could enhance the work undertaken at a local level. It should be noted that once these national outcomes are determined, a local refresh of processes and/or training may be required. 12.2 Estate Management: It is recommended that the following actions are undertaken as a result of cross-departmental discussions. These proposed actions would require to be fully costed, with robust business case development. Viable proposals with impacts or changes in budget or policy would then be taken to the appropriate Board(s) for approval: • a collaborative approach to identify an optimum service delivery model to meet the needs of Neighbourhood Services and Housing Services, including exploring allocation of a Housing-specific resource for grass cutting and cyclical maintenance and maintenance of void properties. • exploration of delivery models which could enable the expansion of grass cutting service provision for Council Housing tenants who are unable to maintain a garden. • exploration of the expansion of the Neighbourhood Environmental Trainee Team to support the Council alongside additional potential training opportunities. • Cross-Service review of the Council Wide Specialist Cleaning, Clearing and Ad Hoc Service framework, exploring impacts on internal capacity, resourcing and cost/saving implications of delivery of these work packages to current Service Level Agreements (SLAs) and opportunities to optimise service delivery. Page 38 of 44
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12.3 Training and Development around Complex Root Causes: It is recommended that trauma informed training is extended to include Environmental Health Officers (in addition to Housing Officers and the Community Safety team), as EHOs are experiencing an increase in complex cases and instances where mental health is a factor in behaviours and/or responses. Refresher training for all Officers is also recommended on a set rolling programme, from a staff development point of view as well as a strategic point of view as principles are transferable and can be applied in a range of community settings. 12.4 Additional Tools and Technology: It is recommended that Services continue to explore additional tools to assist reporting, including the use of digital technology that may be available to increase options for reporting. 12.5 Communication: It is recommended that the Service: - carries out a review of correspondence letters issued at each stage of the process from a trauma-informed perspective to align with findings of the benefits of this approach highlighted as part of the enhanced training from Officers, as well as findings from across other areas of the Council. - carries out a refresh of the website content to ensure that it is as informative and accessible as possible. This includes encouraging early reporting through clearly identified channels to assist early interventions; signposting to agencies and support; inclusive and clear language; and information to assist understanding of where follow up action can and can’t be taken by the Council and partner organisations to ensure clarity for those seeking advice online. This should include promotion of availability of guidance in different languages to ensure access for all within our multi-lingual communities. - continues to recognise the need for traditional methods of reporting and communication and the need for services to be promoted through non-digital means, e.g. how to report issues and support that is available, including mediation and victim support to assist early intervention and encourage early reporting through tenant newsletters, community newsletters, posters in community spaces, libraries, etc. This aligns with recent findings in the Tenant Satisfaction Survey which found that just over a third of Council tenants did not use the internet and should include promotion of availability of guidance in different languages to ensure access for all within our multi-lingual communities. 12.6 As this report does not propose any policy or service change, no equality and human rights impact assessments are required at this time. However, if any change to policy or service position were to be proposed, then full equality and human rights assessments would be required and assessment made in line with the Council’s Fairer Scotland Duty by the service responsible. Page 39 of 44
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Implications of the Report 1. Financial - None directly arising from this report. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning - None directly arising from this report. 4. Legal - None directly arising from this report. 5. Property/Assets – None directly arising from this report. 6. Information Technology – None directly arising from this report. 7. Equality and Human Rights - The Recommendations contained within this report have not been assessed in relation to their impact on equalities and human rights- as the paper sets out the scope for a review process rather than proposing any changes to services. If any change to policy or service position were to be considered in future, a full equality and human rights impact assessment will be undertaken. 8. Health and Safety - None directly arising from this report. 9. Procurement - None directly arising from this report. 10. Risk - None directly arising from this report. 11. Privacy Impact - None directly arising from this report. 12. Climate Risk - None directly arising from this report. 13. Children’s Rights - None directly arising from this report. 14. COSLA Policy Position - No impacts directly arising from this report. ___________________________________________________________________ List of Background Papers: Audit, Risk and Scrutiny Board Annual Programme Neighbour Disputes Paper - Audit, Risk and Scrutiny Board, January 2023 Neighbour Disputes Paper - Audit, Risk and Scrutiny Board, March 2023 Neighbour Disputes Paper - Audit, Risk and Scrutiny Board, January 2024 Neighbour Disputes Paper - Audit, Risk and Scrutiny Board, March 2024 Neighbour Disputes Paper - Audit, Risk and Scrutiny Board, May 2024 Neighbour Disputes Paper - Audit, Risk and Scrutiny Board, September 2024 The foregoing background papers will be retained within Chief Executive’s Service for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the Service is the Climate Emergency Lead Officer, Roz Smith, who can be contacted at roz.smith@renfrewshire.gov.uk Author: Roz Smith, Climate Emergency Lead Officer, Chief Executive’s Service Page 40 of 44
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___________________________________________________________________ To: Council On: 12 December 2024 ___________________________________________________________________ Report by: Director of Finance & Resources ___________________________________________________________________ Heading: Governance Report ___________________________________________________________________ 1. Summary 1.1 The timetable of Council and Board meetings was agreed at the meeting of Council held on 9 May 2024. This report suggests an amendment to the date of the meeting of the Leadership Board due to be held on 30 April 2025. 1.2 The Labour Group has set out a number of changes to their representation on various Boards and outside bodies. These proposed changes are detailed in Section 3.2 of this report. 1.3 In terms of the Scheme of Delegated Functions, the Council has a reserved power to determine which major events are deserving of recognition by way of the lighting up of Council buildings and property. Paragraph 3.3 of this report details a request received to light up Bascule Bridge, Renfrew between 19 – 25 December 2024. 1.4 At its meeting on 5 November 2024, the Planning and Climate Change Policy Board, in respect of the preparation of the new Local Development Plan (LDP3), agreed that that a Member/Officer Working Group be established to allow Elected Members to consider evidence ahead of its submission to Full Council. Council is now asked to agree to delegate to the Head of Economy & Development authority to make the necessary arrangements for the establishment and meetings of the Working Group. Item 6 Page 41 of 44
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_________________________________________________________________ 2. Recommendations 2.1 That the meeting of the Leadership Board which has been timetabled to be held on 30 April 2025 now be held on 23 April 2025; 2.2 That Councillor G Graham replace Councillor Gilmour on the Audit, Risk & Scrutiny Board; 2.3 That Councillor G Graham replace Councillor Montgomery on the Infrastructure, Land and Environment Policy Board; 2.4 That Councillor Montgomery replace Councillor G Graham on the Leadership Board; 2.5 That Councillor McDonald replace Councillor G Graham on OneRen; and 2.6 That Councillor Ann-Dowling replace Councillor Mullin on the Glasgow Airport FlightPath Fund. 2.7 That consideration be given to the request to light up the Bascule Bridge either blue or green from 19 to 25 December 2024. 2.8 That authority be delegated to the Head of Economy & Development to make the necessary arrangements for the establishment and meetings of a Members/Officers Working Group to consider Local Development Plan evidence ahead of the submission of the LDP3 Evidence Report to Council. 3. Background 3.1 The timetable of Council and Board meetings was agreed at the meeting of Council held on 9 May 2024. It has become apparent when reviewing the meeting schedule for 2025 that a meeting for the Leadership Board has been programmed to be held on 30 April 2025, the day before the meeting of Council to be held on 1 May. With the agreement of the Convener of the Board, Councillor Nicolson, it is proposed that the meeting of the Leadership Board now be held on 23 April 2025. 3.2 The Labour Group has proposed that Councillor G Graham replace Councillor Gilmour on the Audit, Risk & Scrutiny Board; that Councillor G Graham replace Councillor Montgomery on the Infrastructure, Land and Environment Policy Board; that Councillor Montgomery replace Councillor G Graham on the Leadership Board; that Councillor McDonald replace Councillor G Graham on OneRen; and that Councillor Ann-Dowling replace Councillor Mullin on the Glasgow Airport FlightPath Fund. Page 42 of 44
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3.3 Brightest Star is a local charity established to raise awareness and funds to help people save children's lives and to support families who have lost a child. A local parent founded Brightest Star following the loss of her young son, Jack, on 19 December 2012. Jack would have celebrated his 18th Birthday on 25 December 2024 and a request has been received to light Bascule Bridge, Renfrew either blue or green between 19 - 25 December to support Jack’s parents at this poignant time. 3.4 At its meeting on 5 November 2024, the Planning and Climate Change Policy Board, in respect of the preparation of the new Local Development Plan (LDP3), agreed that that a Member/Officer Working Group be established to allow Elected Members to consider evidence ahead of its submission to Full Council. The Board agreed that the Group will have member representation in broad proportion to the overall Board political party representation, with the Board Convenor being asked to extend his role to also cover the chairing of the Working Group. It was also agreed that officers would develop further details and report them to the Board. Council is now asked to agree to delegate to the Head of Economy & Development authority to make the necessary arrangements for the establishment and meetings of the Working Group. ___________________________________________________________________ Implications of the Report 1. Financial – The costs of lighting the bridge will be met from existing budgets. 2. HR & Organisational Development – none. 3. Community/Council Planning – none. 4. Legal – as set out in the report 5. Property/Assets – none. 6. Information Technology – none. 7. Equality & Human Rights The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – none. Page 43 of 44
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9. Procurement – none. 10. Risk – none. 11. Privacy Impact - none 12. Climate Risk - none 13. Cosla Policy Position – none. 14. Children’s Rights – none _________________________________________________________ List of Background Papers: ___________________________________________________________________ Author: Dave Low Democratic Services/Election Manager 0141 487 1118 david.low@renfrewshire.gov.uk Page 44 of 44