Agenda Document Pack - Council - 25/09/2025
Renfrewshire Council · 25 September 2025
Back to Council — 25 September 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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17/09/2025 Notice of Meeting and Agenda Council Date Time Venue Thursday, 25 September 2025 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: 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. 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 Page 1 of 230
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17/09/2025 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 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. Information Bulletin To reduce the reporting of routine operational matters to Policy Boards, to allow Boards to focus on major policy issues and to streamline business for Members’ consideration and determination, a Bulletin, issued in line with the Council meeting timetable, is produced. The Bulletin is intended to provide members with a concise summary of significant decisions and action taken by officers in the exercise of their delegated powers, and details of issues which do not require a decision. A copy of the Bulletin has been attached under separate cover to this agenda. Page 2 of 230
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17/09/2025 Items of business Apologies Apologies from members. Declarations of Interest and Transparency Statements Members are asked to declare an interest or make a transparency statement in any item(s) on the agenda and to provide a brief explanation of the nature of the interest or the transparency statement. 1 Provost's Update Hear from Provost 2 Minutes of Meetings of Council, Boards and Panels Minutes of Meetings of Council, Boards and Panels (attached under separate cover) 3 Financial Outlook and Medium-Term Financial Plan Report by Director of Finance & Resources 9 - 32 4 Chief Social Work Officer Report 2024/25 Report by Chief Social Work Officer 33 - 66 5 Renfrewshire Community Protection Chief Officers Group – Annual Report 2024/25 Report by Chief Executive 67 - 114 6 Renfrewshire Local Development Plan 3 – Evidence Report Report by Chief Executive (Please note that the Appendices to the report are attached to this agenda under separate cover) 115 - 124 7 Governance Arrangements – changes to Standing Orders relating to Contracts Report by Director of Finance & Resources 125 - 202 8 Second Review of Scottish Parliamentary Boundaries Report by Chief Executive 203 - 224 Page 3 of 230
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17/09/2025 9 Request to light up Council Buildings – Governance Arrangements Report by Director of Environment, Housing and Infrastructure 225 - 226 10 Flag Flying Protocol Update Report by Director of Finance & Resources 227 - 230 11 Notice of Motion 1 by Councillors Devine and Mylet "School Crossing Patrollers Renfrewshire Council agrees that any removal of school crossing patrollers must be referred back to the ILE Board as agreed by the Board Convener at the March 2025 board meeting." 12 Notice of Motion 2 by Councillors Hughes and J Cameron "Renfrewshire: A welcoming place. Renfrewshire Council is deeply concerned by rise in anti-migrant, racist rhetoric exhibited nationally and across the globe, and condemns all attempts to scapegoat migrants, and particularly refugees fleeing the worst of situations, for global issues. Renfrewshire Council agrees that the current Labour Government must work to improve the lengthy wait for asylum applications to be processed. Renfrewshire Council also calls for the reinstatement of the Family Reunification Scheme, noting that 92% of the beneficiaries of this scheme are women and girls fleeing war and persecution. Renfrewshire has a proud history of welcoming and supporting refugees to settle here and become part of our communities and recognises the rich contributions they and other migrants who choose Renfrewshire as their home make to the area. Renfrewshire Council reaffirms its commitment to welcoming refugees and migrants who choose to make Renfrewshire their home. Renfrewshire Council will write to the Prime Minister asserting our view that the ‘pause’ on Family Reunification Scheme must be removed, and work must be done at pace to improve waiting times for Asylum Applications to be processed." Page 4 of 230
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17/09/2025 13 Notice of Motion 3 by Councillors McCulloch and McMillan "Proposed Closure of GP Surgery and Dispensary in Langbank In light of the very disappointing decision of the Inverclyde IJB to approve the proposed closure of the GP surgery and dispensary in Langbank, Council agrees to write to the chief officer of NHS Greater Glasgow and Clyde Health Board to request that they co-ordinate with relevant HSCPs and IJBs to enable that the village of Langbank and surrounding areas within Renfrewshire be moved into the jurisdiction of Renfrewshire HSCP at the earliest opportunity. This move will correct an historic anomaly whereby a body of local elected representatives from another local authority area take decisions for the provision of health and social care for people out with their own boundaries of responsibility. Renfrewshire Council will support the people Langbank in all efforts to reinstate GP services within the village." 14 Notice of Motion 4 by Councillors McMillan and Smith "Council acknowledges that the Renfrewshire IJB made decisions at its meeting last week that may well have far reaching consequences for some of our most vulnerable communities and their families. Council therefore agrees that a report detailing the changes to Health and Social Care Services be brought to the next full Council meeting in order that councillors get an understanding of the implications of those decisions." 15 Notice of Motion 5 by Councillors G Graham and Ann- Dowling “Support for Alzheimer Scotland’s Stop the Cuts Campaign This Council supports Alzheimer Scotland’s Stop the Cuts campaign. People with dementia and their carers deserve the right care, at the right time, in the right place. We support the introduction of clear dementia care pathway guarantees that set out the level and standard of care that everyone affected by dementia, including carers, should expect and receive. We believe every person with dementia in Scotland deserves: • Access to quality, local support throughout every stage of their condition • A clear, national care pathway, not a postcode lottery • The same priority in the health system as other people living with major illnesses Page 5 of 230
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17/09/2025 We call upon the Scottish Government and Renfrewshire Health & Social Care Partnership to work together with Alzheimer Scotland to protect dementia services, and build a national, consistent standard of care that ends the postcode lottery for good.” 16 Notice of Motion 6 by Councillors G Graham and Smith "Change Standing Orders To Issue Agendas 7 Days In Advance Of Meetings The issuing of agendas is bound by the Local Government (Scotland) Act 1973, and is set out in the Council’s Standing Orders. Council and Board agendas must be issued three clear days before a meeting. For these purposes Renfrewshire Council includes weekends. The three clear days set out in the Act is the minimum requirement, and each Council can and does have its own practices in relation to the issuing of agendas. This results in a post code lottery, with elected members, and the public, in some authorities receiving access to Board papers up to 10 days in advance of meetings. The current practice in Renfrewshire can result in elected members receiving papers (often comprising hundreds of pages) less than 4 clear days in advance of meetings. This limits the time available to scrutinise content and discriminates against elected members with disabilities such as dyslexia or visual impairments. Council agrees to change Standing Orders to enable Board Agendas to be issued a minimum of 7 days (inclusive of weekends) in advance of meetings." 17 Notice of Motion 7 by Councillors G Graham and Gilmour "Removal of officer’s delegated powers in relation to proposed removal of school crossing patrollers This Council believes that the removal of school crossing patrols must not be carried out without elected members being able to vote on these proposals. To enable this the delegated powers relating to the proposed removal of school crossing patrollers, which currently sits with officers (specifically the Director of Environment, Housing and Infrastructure), will be removed. Serious concerns have been raised by parents and community representatives around the way in which the proposed removal of school crossing patrollers has been determined, and the lack of any meaningful consultation process. Proposals will therefore be paused, and any decision on these proposals will be assigned to the elected members of the Infrastructure, Land and Environment Board." Page 6 of 230
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17/09/2025 18 Notice of Motion 8 by Councillors Andy Doig and Hood "B776 Crossing Patroller Renfrewshire Council agrees to reinstate the crossing patrolled service at the B776 Bowfield Road, Howwood, and at Beith Road/Fraser Avenue, Johnstone." 19 Notice of Motion 9 by Councillors K MacLaren and Andy Doig "Strathclyde Pension Fund Council notes with deep concern the escalating humanitarian crisis in Gaza and the West Bank, and the findings of the United Nations, Amnesty International, and other human rights organisations that Israel’s actions constitute war crimes and serious violations of international law. Over 65,000 Palestinians have been killed with hundreds of thousands more injured by Israeli forces. Health workers and journalists have become targets for an Israeli regime desperate to hide the scale of its war crimes from future generations. Gaza now faces an unprecedented humanitarian catastrophe, with over 80% of the population facing food insecurity, and UN-backed food security experts now stating that a famine is unfolding in Gaza, primarily due to Israeli blockades of humanitarian aid. Council understands that the Strathclyde Pension Fund - one of Europe’s largest pension funds with over 277,000 members - continues to invest in companies that supply arms, military technology, or other support used in Israel’s war crimes and violations, including those operating in illegal Israeli settlements in the Occupied Palestinian Territory. Council believes pension funds should not be invested in companies complicit in breaches of international law, particularly amid this ongoing and escalating crisis. Our investments must reflect our commitment to justice, human rights, and ethical governance. Council will contact the Strathclyde Pension Fund Committee to express our strong condemnation of Israel’s ongoing genocide against the Palestinian people, and to urge the Fund to urgently review its investment portfolio and divest from companies linked to or complicit in Israel’s war crimes and violations of international law." Page 7 of 230
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17/09/2025 20 Notice of Motion 10 by Councillors J MacLaren and McCulloch “Pest Control - Solar Panels Pigeons are known for carrying diseases. This council wishes to advise all residents who have or intend to install solar panels on their roofs that it is strongly advised that, in order to prevent bird access, particularly of the likes of pigeons, for their own health and that of their neighbours, that the gap between the solar panel and the roof line should be sealed off with either mesh or netting. Council to include such advice on their website and for the Planning Department to issue this advice where appropriate.” 21 Notice of Motion 11 by Councillors Smith and G Graham "Motion: To acknowledge and celebrate the 50th Anniversary of Trinity High School Renfrew Renfrewshire Council offers its warm congratulations to the staff and pupils of Trinity High School Renfrew on its 50th Anniversary. Opening in 1975 Trinity High has long held close ties to local parishes, primary schools and the communities it serves. The school’s values of dedication to academic excellence, personal development, and strong community values, are evident in its academic achievements, HMIE Inspections and the esteem in which it is held locally. A recent inspection noted among its key strengths; strong compassionate leadership empowering staff to lead improvements across the school, and the very caring and nurturing ethos across the school. Also recognised are the positive approaches to supporting young people’s wellbeing, which have resulted in young people who have a strong sense of belonging and feel valued at Trinity High School. Congratulations to all the staff and pupils on their achievements in this their Golden Jubilee year." Page 8 of 230
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___________________________________________________________________ To: Council On: 25 September 2025 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Financial Outlook and Medium-Term Financial Plan ___________________________________________________________________ 1. Summary 1.1 This report provides the Council with an update in relation to the medium term forecast financial position and the key assumptions and risks which underpin it. This latest update continues to emphasise the ongoing challenging financial environment for local government in Scotland and the particular issues which are relevant to Renfrewshire Council. 1.2 Successive financial update reports have highlighted the need for the Council to continue to develop and implement significant savings measures in order to ensure ongoing financial sustainability. This position has not altered, but as the years of financial constraint continue, it is increasingly difficult for these savings options not to impact on service delivery and the communities the Council serves. 1.3 This report provides an update on the forecast level of spend and income over the medium term, and how these combine to provide a projected financial gap. The report also outlines how specific reserves may be applied to support the Council’s financial stability in the short term. Item 3 Page 9 of 230
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1.4 The report also provides a capital update and outlines specific challenges in the current capital programme. ___________________________________________________________________ 2. Recommendations 2.1 Note the economic updates outlined in Sections 3 and 4 2.2 Note the key financial assumptions and projected medium term revenue position outlined in Section 5 2.3 Note the savings update and agree the savings targets outlined in Section 6 2.4 Note the reserves update and agree the principles outlined in Section 7 2.5 Note the financial risks to the forecast position outlined in Section 8 2.6 Note the treasury and debt update provided in Section 9 and the long term financial planning principles outlined to secure and support future strategic investment 2.7 Note the capital update and agree the revision to the 2025/26 Capital Plan as outlined in Section 10. _________________________________________________________ 3. Economic outlook, key fiscal events 3.1 As Members will be aware, there are a number of downside domestic and geopolitical risks which continue to impact the public finances, including ongoing conflicts in Ukraine and the Middle East, along with the new tariff regime imposed by the United States in mid-August. This brings volatility in relation to pricing and supply chains across the globe. 3.2 Twelve-month CPI inflation increased to 3.5% in 2025 Q2, coming from energy, food and transport. Pay inflation remains high but is expected to ease over the rest of the year. CPI inflation is forecast by the Bank of England to increase further to peak at 4.0% in September. They then expect inflation to fall back towards the 2% target by 2027. 3.3 At its August meeting, the Bank of England’s Monetary Policy Committee voted to reduce Bank Rate from 4.25 to 4%. This was done to try and address “persistent inflationary pressures, and to return inflation Page 10 of 230
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sustainably to its 2% target in the medium term”. The rate could be subject to a further small cut before the end of the financial year. 3.4 Underlying UK GDP growth has remained subdued, with UK GDP growth forecast at 1.1% in 2025 (0.8% in Scotland) and expected to rise to 1.3% in 2026. 3.5 The key fiscal events so far in 2025 that have an impact the Council’s medium-term outlook have been the UK Spending Review, and the publication of the Scottish Government’s Medium Term Financial Strategy (MTFS) and Fiscal Sustainability Delivery Plan (FSDP). UK Government Spending Review 3.6 On 11 June 2025, the UK Government published its Spending Review, a multi-year plan covering up to 2028/29 for revenue spending. The decisions taken by the UK Government will contribute to the resources available for the Scottish Budget in the coming years. The key funding announcements for Scotland were: • Increase in the Scottish revenue block grant by £1.2bn in 2026/27 • Increase in the Scottish capital block grant by £0.6bn in 2026/27 • Confirmation of the continuation of Levelling-Up funding 3.7 In real terms, this represented a 0.8% growth in the block grant for Scotland. The UK Budget is expected at a date to be confirmed in October and will confirm any changes in the Scottish Block Grant for 2026/27. Scottish Government’s MTFS/FSDP 3.8 On 25 June, the Scottish Government published a new Medium Term Financial Strategy (MTFS) that sets out the Scottish Government’s broad financial plans for the next five years. Alongside this, they also published a Fiscal Sustainability Delivery Plan (FSDP), which is intended to set out how pressures on the resource budget over the next five years will be addressed. 3.9 The MTFS notes that, compared to the position at the time of the 2025-26 Scottish Budget, the fiscal outlook is initially better, but then deteriorates and is £1.2 billion lower than previously expected by 2029-30. Over the medium term, anticipated funding declines, mainly due to a lower block grant as confirmed in the UK Spending Review (£685 million lower by 2029- Page 11 of 230
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30). It also notes that public sector pay, including local government, accounts for around 55% of all resource (revenue) spending. 3.10 Health spending has been a consistent priority for the Scottish Government in recent years, and because health and social care accounts for almost 40% of the Scottish budget, this leaves less resource funding available for local government. The MTFS indicates that health and social care and social security spending are expected to increase by an average of 5.3% and 6.8% per year respectively, compared to an overall average growth in revenue spend of 4.1% per year over the same period. In contrast, local government (growing by 2.7% per year on average) faces a challenging outlook. Crucially, these growth figures do not account for inflation, so there are likely to be real-terms cuts required in order to meet spending plans in the Scottish Government’s priority areas. 3.11 On capital spend, the MTFS notes that ‘budgets have been relatively strained in recent years’, and the Scottish Government notes that this has contributed to an increased backlog for asset maintenance, indicating a risk that ageing buildings and infrastructure require remediation or replacement work earlier than planned, which could further increase pressure on capital budgets. 3.12 While the MTFS sets out the Scottish Government’s forecast revenue budget gap, the Fiscal Sustainability Delivery Plan (FSDP) gives an outline of how they intend to address this gap. The plan revolves around three pillars, being: 1. controlling public spending 2. growing the economy, and 3. growing tax revenues whilst protecting competitiveness. 3.13 The FSDP indicates the high-level themes the Scottish Government intends to action to manage the revenue gap presented in the MTFS; however, much of the detail will not be resolved until future year budgets are agreed. 4 Scottish Budget 2026/27 and Local Government Finance Settlement 4.1 Following the multi-year forecasts provided within the UK Spending Review, the Scottish Government indicated in its MTFS that work is underway on developing its own multi-year spending plans, with the intention that its Page 12 of 230
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conclusions are published in a Scottish Spending Review (SSR) alongside the 2026/27 Scottish Budget. The SSR will set out the Scottish Government’s indicative revenue spending plans for 2027/28 and 2028/29, with an additional year (2029/30) for capital spend. 4.2 It is hoped that this will provide some clarity on expected levels of revenue and capital funding for the Council over the medium term, which in turn will provide improved confidence for Renfrewshire’s financial sustainability planning over this period. Whilst it is helpful to have better visibility of future year settlements, there is a risk in that some indicators which drive distribution changes may be set for the 3 year period as opposed to being updated annually – clarity on this issue will require to be provided by the Scottish Government. In this event there could potentially be a downside risk for the Council if for example increasing population was not reflected annually. 4.3 The UK Government Budget has confirmed the UK Budget will be announced on 26 November – much later than had been previously understood. This will have implications for the date for the Scottish Budget, the date of which has not yet been announced but is expected to be late December or (possibly more likely) early January. This may result in a much more condensed timescale for the Council to consider its 26/27 Budget, particularly if the detail of the local government settlement and associated Finance Circular is further delayed into January. Members will be updated as the position becomes clear, however members will also be aware that the Council must agree its budget and associated council tax decision by 11 March each year – this date being set out in statute. 4.4 Renfrewshire Council’s settlement has benefited in the past year from the area’s relative growth in population, and this is expected to continue into 2026/27. The 2024 mid-year estimate for population in Renfrewshire was published in late August and shows Renfrewshire’s population has increased again and now stands at 189,170, an increase of 2,020 (1.1%) on 2023 and above the national rate of 0.7%. Renfrewshire remains the 9th largest Council in Scotland in terms of population. This recent population increase places our estimated population at the highest level recorded in the period from 1980 and continues the sharp increases recorded from the 2022 census onwards. In terms of what this means at a strategic level – increased population is seen as a positive, people are choosing to move to Renfrewshire, supporting the local economy, using services and contributing to their communities. However, in line with the Page 13 of 230
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rest of Scotland, Renfrewshire is experiencing a significantly ageing population which is creating demand pressures on health and social care services – this trend is likely to continue and become more acute as the top end of the working age population age into the 65+ cohort. 4.5 The Scottish Government’s December 2024 public sector pay policy set out a 9% increase over 2025/26 to 2027/28, slightly above inflation expectations at the time. Most of the public sector workforce is now covered by agreed pay deals for 2025/26 that also cover 2026/27. Where agreements have been reached, they all have been at levels above the budgeted 3% in 2025/26. The most recent local government pay settlement agreed was 4% in 2025/26 and 3.5% in 2026/27. 5 Medium term forecast position and assumptions 5.1 The most recent financial outlook report to Council in December 2024 outlined gross revenue pressures from 2025/26 to 2027/28 of £77 million. This forecast was based – as always – on a number of key assumptions. Officers continually assess these in light of new information. The updated core assumptions underpinning the forecast position within this report are outlined in Table 1 below: Table 1 Pay 5.2 At the time of writing this report, the pay settlement for teaching staff remains to be agreed for 2025/26 and subject to ongoing tri-partite national negotiations between COSLA, the Teaching Unions and the Scottish Government. The Council agreed to budget for pay increases in 2025/26 at Core budget assumptions September 2025 2026/27 2027/28 2028/29 2029/30 2030/31 Pay award 3.5% 3.0% 2.5% 2.5% 2.5% Non-pay inflation 0% 0% 0% 0% 0% Contract inflation 3% 2% 2% 2% 2% Revenue Grant 1.2% 1.2% 1.0% 1.0% 0.0% Council tax (rate) 6.5% 6.5% 5.0% 5.0% 5.0% Council tax (base) 1.2% 0.9% 0.9% 0.8% 0.8% Page 14 of 230
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3%. Given the conclusion of the local government (non-teaching) pay settlement at 4% for 25/26 (and 3.5% for 26/27), there is some likelihood that the level of provision made in the Council’s budget for teachers will be insufficient (assuming no additional resources are provided by the Scottish Government as part of a finalised agreement). Any unfunded costs over and above that provided for will require to be funded from reserve balances in year, with adequate provision requiring to be made in the 26/27 budget. For context, each 1% pay award across both the teaching and non-teaching workforce will cost an estimated £3.5 million. 5.3 On top of pay inflation, the Council’s pay bill also includes employer NICs and pension contributions. The 2025/26 budget has been set based on the Council’s share of national eNIC funding provided to the Scottish Government. 5.4 At the last triennial valuation, the rate at which the Council contributes to the Strathclyde Pension Fund for its employees was reduced from 19.3% to 6.5% for two years, followed by 17.5% in 2026/27. The next triennial valuation is due in March 2026, which will confirm rates for the next three- year period. The assumption in this Financial Outlook is that the 17.5% rate will prevail over the medium term. Non-pay costs 5.5 The Council has a long standing principle of no general inflationary uplifts being funded, with an expectation that Directors and their management teams will seek ongoing efficiencies in order to meet general inflationary pressures. This position has been significantly tested in recent years as both general inflation (as indicated by CPI) and building cost inflation have both breached into double figures. Utilities in particular have seen large increases in cost; along with road fuel and costs associated with waste recycling and disposal. 5.6 The pressure on these budgets; along with other above inflation costs linked to the war in Ukraine, post-pandemic recovery and labour constraints have resulted in a position where some costs have exceeded available budgets despite the best efforts of officers. This has been particularly prevalent in services delivered by the Environment, Housing and Infrastructure service; and the resulting overspends have been robustly scrutinised by relevant Policy Boards. Lifecycle maintenance in particular has experienced severe pressures due to the backlog of maintenance work required and increased supplies and contractor labour costs. Page 15 of 230
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5.7 General inflation in the economy appeared to have been moderating but remains sensitive to political and world events, with food pricing in particular being a major driver of household costs. Nonetheless, it is forecast the cost increases outlined above may moderate over the medium term. The Council continues to face a number of expenditure risks over the medium term which are outlined in more detail in section 8 below. Income 5.8 As outlined above, the Scottish Government MTFS indicates an average 2.7% increase to the local government settlement over the period of the plan. However, the MTFS – similarly to the Council’s plans – shows a deficit position. Therefore, the Scottish Government will require to make savings or reduce planned spend over this period, potentially adjusting its expenditure plans to remain within available resource. Given this risk, while some increase in the overall level of general revenue grant may be forthcoming, it is not likely to be on the scale outlined in the MTFS. Experience would suggest there is also the potential for any increase in funding to be matched by an increase in directed spend or new burdens. The Council should however benefit in terms of distribution from an overall increase in share of the Scottish population. 5.9 With regards Council Tax, Council agreed previously a core assumption of 6.5% increases for the remainder of the current administration period – acknowledging that this decision would be for elected members to take on an annual basis when setting each budget. This assumption remains the case, reducing to 5% in the following years. Members will be aware that council tax is a key element of agreeing a balanced budget, so some variation from this core assumption is likely depending on how other areas of spend and income move. 5.10 Council officers will continue to work towards a principle of full cost recovery for services, setting fees and charges in line with this principle. An increase of 5% per annum has been in place for a number of years and this is assumed the case in future years. Officers will also explore other options for increasing income such as implementation of a visitor levy. Borrowing costs 5.11 The Council’s strategic aspirations in terms of the learning estate and existing level of investment in infrastructure where this is not grant funded will require to be appropriately resourced in revenue terms to support Page 16 of 230
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prudential borrowing and revenue contributions to capital. This issue is outlined in more detail in section 9 below, however the forecast position as outlined includes an increase in loans fund costs of £2-3 million each year for the full forecast period – potentially taking the ratio of debt to net revenue stream from 2.9% to 5.3%. This approach will provide the Council with the ability to secure and lock in provision of capital investment capacity to support long term strategic investment planning. Education costs 5.12 Members have agreed a learning estate strategy which includes a business case process in order that investment decisions with regards the schools and early learning estate are appropriately informed by all relevant information. A key element of the business case is securing a robust understanding of the costs of any investment decision, and the associated net revenue consequences. This is important for the Council to consider not just in terms of the capital affordability of any project but also the financial sustainability ongoing obligations the council would be entering into. 5.13 As reported to the Education and Children’s Services Policy Board recently, a number of business cases are in development in this first phase of the programme – Johnstone Primary School learning estate, Johnstone High School and Trinity High School. 5.14 The forecast financial issues and costs associated with previous investment decisions in Thistle Primary School and the extension to Park Mains High School were outlined in a report to Council in October 2024. These costs continue to be updated in line with current roll projections and as the design of the projects is finalised. The indicative costs outlined in October 2024 continue to broadly hold (ie net additional revenue costs of £0.6m for Thistle and £2.2m for the extended PMHS, inclusive of borrowing costs), however the phasing of how these costs will manifest continues to develop. It is currently estimated that the Council will require to budget for increased teaching staffing costs of £0.2-0.3m in 2026/27; increasing incrementally in the following years (more significantly in 2027/28 when the Thistle Primary School opens) up to the total additional net cost estimate of £2.8m over a sustained period and into the next decade. Capital costs of both projects are currently in line with agreed budgets and are forecast to remain so. Page 17 of 230
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5.15 These cost estimates, and importantly the detailed phasing of how they will be incurred, will be incorporated into future financial plan updates along with the many other cost pressures the Council is facing. Given their relative scale in terms of the total financial challenge the Council is facing, it is proposed that specific detail of these costs will in future be reported on an exceptions basis moving forward. Gross revenue position 5.16 The cost assumptions above result in the projected revenue position outlined in Table 2 over the next 5 years ie before any decisions on savings, but inclusive of an assumed level of council tax increase in line with the core assumptions in Table 1 above. Table 2 5.17 The position for the current financial year is shown for information; however, it can be seen from this that the Council has agreed a budget Summary medium term forecast - September 2025 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 £m £m £m £m £m £m Opening base budget gap/(surplus) 9.3 (2.6) 7.7 16.8 26.0 34.4 New pressures: Pay 12.5 14.1 11.0 9.5 9.5 9.7 Non-pay 30.1 8.7 8.9 8.8 8.5 7.1 Borrowing 5.4 5.3 4.0 3.5 3.5 3.5 Asset maintenance 1.0 1.0 1.0 Gross pressures 58.3 26.5 32.6 38.6 47.5 54.7 Savings: Fees & Charges 5% (0.3) (0.3) (0.3) (0.4) (0.4) Council Tax base increase (1.3) (1.1) (1.1) (1.2) (1.2) (1.3) Corporate and service savings (7.0) 49.9 25.1 31.2 37.1 45.9 53.0 Increase in SG revenue grant (41.9) (9.3) (5.8) (4.0) (4.0) (4.0) Budget gap prior to CT decision 8.0 15.8 25.4 33.1 41.9 49.0 CT increase (10.6) (8.0) (8.6) (7.1) (7.5) (8.0) Recurring budget gap/(surplus) (2.6) 7.7 16.8 26.0 34.4 41.0 Page 18 of 230
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which has returned to financial balance (the recurring surplus agreed has been allocated to one-off spending proposals in year). 5.18 While this is an encouraging position, it can be seen that in the absence of further substantial savings being delivered that a financial gap is projected for 2026/27 of £7.7m, increasing to £41m by 2030/31. For clarity, this gap is after the assumed council tax increases in Table 1 above. 5.19 The Council will have choices to address this, however these will essentially be restricted to three main themes: reduce planned spend (or rather, reduce that spend which is within the Council’s control); generate savings to offset the forecast increase in cost; or increase income. For context, to close the gap completely by increasing council tax would require a 13.5% increase in 26/27 (each 1% increase in council tax generates c£1.1m). The most likely solution will be a combination of each of these. 5.20 There would also be a short-term option in terms of utilising reserve balances to temporarily close the gap, however the underlying financial gap would remain to be addressed on a recurring basis. As has been discussed in many previous reports, the use of reserves to achieve financial balance can only ever be a short term option which should only be agreed in circumstances where planned and agreed recurring savings required to achieve recurring balance cannot be delivered in line with the financial gaps emerging. These issues are explored in further detail below. 6 Savings 6.1 Previous financial updates have outlined the measures the Council has taken to deliver substantial savings in recent years from transformation programmes, financial sustainability workstreams and corporate financing measures such as adjustments to the Council’s long term debt smoothing strategy. 6.2 Action taken by the Council since 2011/12 has generated substantial levels of saving totalling £189m, however as has been reported previously, in each successive year it is increasingly difficult to continue to generate savings at this scale. From an average saving of £19.5m per annum in the period from 2011/12 to 2014/15, the average saving over 2022/23 to 2025/26 is £8.5m. 6.3 As outlined above however, without continuing significant levels of saving being generated, there is a risk the Council will not remain financial sustainable. Page 19 of 230
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6.4 Council has previously agreed a number of transformation themes in addition to departmental savings targets. The most recent update to Council had proposed a £8m per annum departmental target in addition to the thematic transformation work which is in progress, and which was the subject of a report to the Leadership Board in February 2025. The £8m target was equivalent to a 2.4% level of saving across each department. The largest proportion of this saving target inevitably fell on Children’s Services – that being the department with the largest budget. However, this position was based on total budgets – including teaching staff budgets. Owing to the Scottish Government position on the maintenance of teacher numbers however, the Council’s ability to make any saving from teacher salary related budgets (a total budget of £135m and 24% of the council’s total budget) has been effectively curtailed. Consequently, this simply places heightened pressure on remaining Council services to deliver an increased level of saving; and makes the generation of £8m of departmental savings extremely challenging - putting at risk both the Council’s financial sustainability, and also its ambitions in terms of strategic capital investment. The Council therefore will need to place increased reliance on transformational and other corporate savings to try and address this pressure. 6.5 The Council’s transformation and change plans will necessarily have a focus on digital technology and the potential it offers to transform how the Council operates and delivers services in order to deliver the same outcome with less resource and where possible deliver improved outcomes with less resource. As outlined in the Reshaping Renfrewshire report, key areas of focus for the Council in terms of transformation will be: - to develop its digital and data capability, key strategic partnerships and build on the rapid development in digital opportunities such as Artificial Intelligence (AI) - to build key partnerships that will support the Council to most effectively progress and realise transformation opportunities - focus on reducing inequalities - shift the focus of service provision to support preventative activity, to intervene earlier and reduce the demand for more expensive support and services. 6.6 Transformation activity and the ongoing development of savings options will also be informed by the ongoing resident survey activity with update reporting to the Leadership Board. As advised to Members there are number Page 20 of 230
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of areas where there is officer work ongoing in relation strategic reviews of the services provided by OneRen, which is linked to both the property strategy and Connected Communities review. 6.7 It has been recognised that Digital opportunities, and in particular artificial intelligence may provide substantive potential for service change. The Council has engaged with an external provider of AI services to undertake an assessment of potential areas where AI could deliver service improvements and deliver a structured roadmap for adoption. Through a series of stakeholder engagement, workshops, data analysis, financial validation solution demonstrations and trials, this AI Transformation Assessment will provide the Council with a clearer understanding and route map of how AI solutions can enhance efficiency, reduce costs, and improve service delivery. This critical initial assessment stage will support the development of a full business case that is intended to be brought back to a future Leadership Board for detailed consideration later in the year. 6.8 The delivery of recurring savings is oftentimes predicated on a requirement for short term investment to facilitate the transformational change necessary, and members should remain alert to the possibility that some up-front investment may be required. The Council maintains a Service Modernisation Fund for this purpose. 6.9 It is proposed that the specific savings targets outlined below are agreed in order to provide members with context in relation to the programme of work required over the next 3 years (the savings and financial environment after this time period is too uncertain at this point to target particular savings from services). Members will note that the departmental savings target has been reduced from that previously agreed, reflecting the removal of teachers’ salary costs within the areas for saving. Further proposals will require to be developed for the years thereafter. Page 21 of 230
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Table 3 Assuming the above savings targets are achieved, there would still remain a recurring gap in the Council’s underlying financial position as is outlined in Table 4 below: Table 4 6.10 The fact that a recurring financial gap remains indicates that the Council still requires to do further work to ensure its ongoing financial sustainability; even in the relatively short term and therefore this should be considered an initial planned programme subject to greater certainty of the medium term financial outlook emerging over coming months. In managing this position, and while further options for closing the gap are developed, it is likely that the Council will again require to rely on reserve balances to secure a balanced budget position in the short term. 7 Reserves 7.1 The planned use of reserves as a support to the Council’s medium-term financial position has been outlined in previous reports as likely to be required; and the analysis above clearly demonstrates this requirement. The application of reserves is a legitimate tool in managing shorter term Savings Theme 26/27 27/28 28/29 £000s £000s £000s Digital workstreams including AI 200 1,500 1,000 Connected Communities 250 250 250 Review of culture and leisure services with OneRen 250 1,000 750 Early intervention and prevention 1,000 1,000 Strategic Property review 100 100 100 Procurement savings 200 200 100 Service based savings 3,000 3,000 2,000 Income growth 1,000 1,000 1,000 Corporate Financing saving 300 250 - 6,300 8,300 5,200 Target 2026/27 2027/28 2028/29 2029/30 2030/31 £m £m £m £m £m Projected Financial Gap from Table 2 7.7 16.8 26.0 34.4 41.0 Increase in Gap year on year 9.1 9.2 8.4 6.6 Savings from Table 3 6.3 8.3 5.2 - - Net remaining gap 1.4 0.8 4.0 8.4 6.6 Page 22 of 230
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financial challenges and securing immediate financial stability while the design and delivery of well managed sustainable savings are generated to match financial pressures, but it cannot ever be more than a short-term measure. 7.2 In summary, the Financial Sustainability reserve will be the prime source of financial stability support to the Council’s financial position over the medium term. The balance on this reserve coming into 2025/26 was £21.2 million. Any overspend incurred in year will also require to be funded from this reserve. The latest forecast position for the Council outlined to the Finance, Resources and Customer Services Policy Board was for a £1.5m overspend. It is expected there will be a contribution to the reserve from the fortuitous (and temporary) reduction in employer superannuation contributions in 2025/26 of £12 million, resulting in a net year end forecast balance of approximately £30 million. The net draw on this fund over the forecast period as outlined in Table 4 totals £21 million – after assuming the successful delivery of £20m of recurring savings. 7.3 Members should remain very alert to the risks of the delivery of planned savings experiencing potential slippage or not being delivered in full, and should prudently plan for this eventuality. In addition, Members attention is drawn to the significant financial risks outlined in section 8 of this report – in particular that posed by the financial outlook of Renfrewshire HSCP. 7.4 While there remain uncertainties in much of the analyses above, it is helpful to reiterate previously agreed principles in terms of the planned use of specific reserves which could be deployed to support the Council’s medium- term financial position: • There should be no planned use of unallocated reserves, which are held as a risk contingency. Unallocated reserves should be maintained at a minimum of £10 million (c2.0% of net running costs) over the medium term; • The Council commits to the planned use of the Financial Sustainability reserve to support the medium-term financial position, and in the interim, develops and implements plans to address the underlying structural financial gap in a sustainable manner. 7.5 Updated revenue outlook reports will continue to be provided to future Council meetings including the annual budget setting meeting, Page 23 of 230
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incorporating the confirmed level of Scottish Government revenue support in 2026/27, any revised financial assumptions and any variation in the requirement to utilise ring-fenced reserve balances from that outlined in Table 4. 8 Risk management 8.1 The most recent financial overview report to the Finance, Resources and Customer Services Policy Board outlined a projected revenue overspend in 25/26 of £7.8m. This includes a projected overspend with adult social care services managed by Renfrewshire IJB of £5.9m – remaining Council services therefore projecting an overspend of £1.9m. 8.2 There are a number of financial risks which the Council is facing in-year which have the potential to significantly affect the forecast outturn position outlined above: i. Teachers’ pay - at the time of writing this report, the teachers’ pay award for 25/26 remains to be settled. Provision has been made within the agreed 25/26 budget for an award based on 3%. Given the conclusion of the local government pay settlement at 4% for 25/26, there is some likelihood that the level of provision made in the Council’s budget for teachers will be insufficient. Any costs over and above that provided for will require to be funded from reserve balances in year, with adequate provision requiring to be made in the 26/27 budget. ii. Reduced class contact time – the Scottish Government has outlined its intention to reduce teacher class contact time from 22.5 hours to 21 hours per week. The Scottish Government have indicated their expectation that funding available for the maintenance of teacher numbers could be utilised by councils to achieve this aim, with plans expected to be developed in the near future. Within Renfrewshire, the funding for teacher numbers has been baselined within Children’s Services in order to fund existing teacher numbers; and as is the case with many other Councils, is not available to fund additional costs associated with reducing class contact time. Officers in Children’s Service are currently developing plans which would give effect to the proposal, however early indications are that the additional cost could be in the order of £3-4 million per annum. iii. Lifecycle maintenance, public building repairs and Net Zero – as reported to the Finance, Resources and Customer Services Policy Board recently, there Page 24 of 230
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is a forecast £0.5m overspend on public building repairs in 25/26, despite the best efforts of the service to manage spend within existing resource. Members will recall that in agreeing the budget for 25/26 an additional £1m was allocated to this pressure, however this is inadequate in terms of the scale of backlog and other repairs. It is recommended that Members consider further increases to this budget as finances allow in future years; else overspends are likely to remain a recurring issue. The Council’s agreed approach to delivering on its Net Zero aspirations have been reported to the Leadership Board, with an initial focus on ‘Heat and Fleet’ to transform the approach to the provision of clean energy and sustainable travel in Renfrewshire. Whilst initial investment has been agreed, progressing the Council’s aspirations further will need to be underpinned by significant capital and revenue provision. iv. School transport – members will recall that in recent years this budget has come under severe pressure as tendered costs increase from private providers. Across both ASN and mainstream transport provision, an additional £2.7m has been added to this budget in the past 2 years, bringing it to a total of £7.3m. The most recent forecast position for the current financial year outlines a further overspend of £0.8m. Assuming this forecast position bears out, spend on school transport will have practically doubled in 4 years, predominantly linked to cost increases rather than increased numbers of children travelling. This almost 100% increase represents a significant cost pressure for the Council and it will not be possible to sustainably continue to fund increases on this scale in the medium term without other Council service budgets and services being inevitably reduced as a consequence. v. Renfrewshire IJB – as has been previously reported to members, Renfrewshire IJB continues to face significant cost pressures, with the most recent report to the IJB outlining a projected year end overspend of £5.9m, broadly in line with their forecast position when the 25/26 budget was set when they anticipated a need to drawdown this amount from reserves. IJB officers continue to seek savings through the Sustainable Futures plan, with a number of service changes being required to mitigate the projected overspend. This work is ongoing, however the difficulties in securing recurring savings at the scale required is not to be underestimated. In addition, based on the report to the IJB in March 2025, it is estimated that IJB reserve balances will be fully exhausted during the 26/27 financial year – potentially requiring both the Council and NHS Greater Glasgow & Clyde to provide significant additional support. Council officers will continue to Page 25 of 230
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engage regularly with IJB officers to ensure appropriate visibility of the forecast position. Members will be aware that in terms of risk scoring, the Council, and similar to all councils across the country, now has IJB financial sustainability as its highest financial risk given the potential for this issue to impact severely and directly on the Council’s financial stability. 8.3 Directors and their management teams continue to try to manage as efficiently and effectively as possible within a highly constrained financial envelope; however this is becoming increasingly difficult following 15 years of savings delivery at scale and a continually volatile financial environment. This increased level of financial risk further supports the requirement to hold a prudent level of unallocated reserves. 9 Treasury management and debt 9.1 The medium term forecast position outlined in the sections above contain an assumed increase in the funding required to support borrowing which is a prerequisite to ensuring the Council’s ambitious capital plans remain affordable and financially sustainable. It will be critical for the Council to understand not just the capital costs concerned and the risks inherent in managing these (see section 10 below); but also in ensuring that the revenue consequences of that investment are affordable and are appropriately provided for within council revenue plans. 9.2 Prior to agreeing any capital project; and as has been explicitly approved in the context of the learning estate strategy, the Council must as part of its business case gateway process ensure that appropriate provision has been made in future revenue plans to fund both borrowing costs and any increased operational costs resulting from capital investment. 9.3 It is recognised that increased investment in the council’s asset base is both desirable and essential, however investment decisions must be taken in the context of the current constrained financial environment. Increases in revenue support for borrowing will inevitably result in choices between capital investment and dealing with ongoing service pressures and priorities. Any increase in property related costs should aim to be mitigated by an overall reduction in the size of the council’s property portfolio – in line with the principles of the property strategy. A reduced number of better condition buildings from which to deliver services should remain the aspiration. Page 26 of 230
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9.4 Members have been advised previously that the Council enjoys one of the lowest debt to revenue spend ratios in Scotland. The ratio at the end of 2023/24 was 3.1%, falling to 2.9% at the end of 24/25. The most recent national benchmark data available confirms the average in Scotland at the end of 23/24 was 5.8%. To be clear, there is no “right” ratio for a council to work towards – this will be determined by a range of factors around historic levels of investment, historic borrowing rates, timing of investment decisions and other non-financial factors such as overall estate condition and local priorities. Although in Renfrewshire the levels of debt are low compared to other councils, this does not mean that as a council we have excess funds available – what the Council is not spending on serving debt, it is spending on delivering services. This will be very important to understand moving forward. Given there is a clear aspiration to improve the estate, this will likely mean less funding being available to prioritise for investment in service delivery. 9.5 Creating the capacity to underpin substantial future borrowing will require a commitment from the Council over a long time to prioritise revenue capacity as a core principle of its budget strategy. Steadily increasing loans fund budgets in this way locks-in revenue resources as part of financial planning to provide certainty of future investment capacity and also generates short term investment from CFCR contributions in advance of borrowing need to supplement future borrowing – thereby increasing the overall capital funding available. 9.6 The Council’s 25/26 budget was agreed incorporating an increase in provision for borrowing costs of £2.5m; with a further commitment of similar increases in future years. Setting aside funding at least on this scale will be a precursor for any decisions for further at scale investment in the property estate. This is both required over the remainder of the current Council administration term in order to underpin the proposed £170m investment predominantly in the learning estate but will also require to become a fixed feature of the Council’s very long term financial planning arrangements to secure ongoing investment capacity over the next 20 years. 9.7 As well as making adequate provision in the revenue budget, the Council will need to plan for borrowing decisions that ensure ongoing liquidity for service delivery purposes; but also recognising that we are currently in a relatively high interest rate environment so the timing of borrowing decisions becomes important in the context of overall affordability. It is Page 27 of 230
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likely given the Council’s current rate of spend on capital projects that external borrowing will require to be undertaken before the end of 2025. This will be reported to members through the normal treasury management strategy update reports to Council and the Finance, Resources and Customer Services Policy Board. 10 General Fund Capital Programme 10.1 The Council continues to deliver its 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. 10.2 Council has agreed its learning estate strategy which continues this level of ambition over the medium to longer term; with an initial planned spend in the order of £170m over the initial phase of the strategy. In addition to this, members will also be aware that owing to revenue spending pressures that the Council has had a long period of only basic buildings maintenance being in place. This has resulted in a position where the overall condition of the estate is deteriorating – most pressingly in the schools estate but also across other areas of public buildings including the leisure estate. As outlined above, the significant investment required to address the backlog will require choices to be made in terms of directing revenue spending capacity to underpin the borrowing required. 10.3 The scale of investment planned will require the Council to continue to understand and develop a long term funding model, based on the principles outlined in section 9.6 above, that will be very significant over a sustained period. The impact on the Council’s capital programme, levels of capital reserves, borrowing requirements and debt levels will require to be robustly understood to ensure strategic investment proceeds at a pace which is sustainable and which includes financial decision making which locks in long term financial sustainability, affordability and value for money. Central to this will be the developing Council view of its appetite to increase debt levels as a percentage of revenue spend, and treasury management risks linked to cashflowing such large investments. 10.4 In order to ensure delivery of the capital programme covering both ongoing lifecycle maintenance and replacement of all councils assets – buildings, roads, infrastructure, fleet, ICT – requires the Council to ensure adequate Page 28 of 230
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management capacity as was the case for the delivery of City Deal projects. Delivery of schools projects under the learning estate and other major projects such as AMIDS South will require the Council to continue to ensure adequate revenue provision to manage the significant delivery and associated risks of these major programmes. Members will recall that a £2.5m provision was agreed in closing the 24/25 financial year to fund the delivery team for Phase 1 of the learning estate programme and a further £2.5m to underpin the borrowing support required for a major investment in roads and infrastructure – it is anticipated similar provision will be required in future years. 10.5 Members will also recall that in recent years and related to both the period of the pandemic and following very high inflation; and in some cases owing to the complexity of the works themselves, Council has required to increase capital projects budgets on a number of occasions. 10.6 As has been reported to Council previously, as projects proceed and conclude, contractual claims continue to emerge, while additional costs have also emerged in relation to unanticipated works required. There are risks inherent in the refurbishment and redevelopment of historic buildings such as Paisley Town Hall, Arts Centre, and the Museum. Some of these were anticipated and financially planned for as part of contingency budgets to an extent, however in many instances the scale of such risks have been greater than anticipated and indeed some have only emerged as intrusive works were undertaken. 10.7 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. 10.8 An update report to the recent Economy and Regeneration Policy Board outlined progress with deliver of the project, and also highlighted the complexity of the build and associated risks. A report to Council in December 2024 outlined these in detail, however more recent delays have been due to a combination of factors, for example; unforeseen structural and conservation issues uncovered during renovation of the historic buildings (many areas were inaccessible and could not be fully identified Page 29 of 230
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until later in the construction programme); complex utility infrastructure problems, where services were installed incorrectly and unrecorded by utility companies and required significant rectification and latent defects which were worse than anticipated from pre-construction surveys. There have also been significant works required to previously inaccessible areas that could not have been identified earlier in the programme. 10.9 These substantial delays and additional unanticipated works experienced in the project have led to significant 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. Council officers continue to seek to minimise this risk through constant engagement with the main contractor. 10.10 Council has previously agreed to increase the budget for the project, sensibly recognising that provision for the above risks requires to be made. As we approach the end of the main construction works and move to the fit- out element of the project, further certainty with regards the potential final costs of the project can be ascertained. In order to address those risks remaining inherent in the project, it is the officer view that an additional £4.5m will be required. Members will recall that previous increases to the budget for this project have been possible due the delays experienced, meaning that revenue resource set aside in previous years to underpin borrowing has not been required; and it was therefore agreed to allocate this funding via additional CFCR contributions to the project. It is expected that this will continue to be the case for the remainder of 25/26 and a proportion of 26/27. It is therefore recommended that a further CFCR contribution of £3.5m from existing resources be allocated to the capital budget. It is further recommended that £1m of existing 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. 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 contained within planned revenue allowances. Page 30 of 230
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10.11 Members should remain alert to the fact that major capital investment projects bring an inherent level of financial risk and further costs may emerge as they are delivered and contractually concluded. It remains possible that costs may be incurred in excess of agreed budgets within the existing capital plan given the scale and nature of the Council capital programme and growing incidence within the construction industry of contractors pursuing contractual claims, reflecting the ongoing financial pressures and volatility being experienced. Where budgets are expected to be exceeded, appropriate approval will be sought to adjust the capital plan to reflect these costs with any consequential impact on the overall capital plan or revenue consequences being clearly articulated. ___________________________________________________________________ Implications of the Report 1. Financial – the report highlights the scale of the short and medium term financial challenge the Council faces. The development and implementation of savings options at pace and scale will be critical to the ongoing financial sustainability of the Council. 2. HR & Organisational Development – the medium term financial position and associated savings plans require to align with workforce plans to ensure the size and composition of the workforce remains appropriate and affordable. 3. Community/Council Planning – the Council requires to remain financially sustainable in order to deliver on its priorities as outlined in the Community and Council plans; and these plans in turn require to inform the financial strategy. 4. Legal – the Council is legally required to set a balanced budget. 5. Property/Assets – the report outlines the ongoing strategic property review which aims to ensure the Council’s property asset base is efficient and properly maintained. 6. Information Technology – the report outlines the need to ensure the Council’s Digital Strategy supports ongoing financial sustainability; with Page 31 of 230
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digital developments being key to the delivery of future savings, efficiencies and improved customer service. 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, however the report highlights the need for the Council to continue to make substantial savings which may impact on service delivery. Each savings proposal will be individually assessed for any impact on equalities and human rights. 8. Health & Safety – not applicable 9. Procurement – through the digital workstream improved procurement processes including the introduction of purchase to pay (P2P) within Business World, improved purchasing and procurement will support the delivery of financial savings. 10. Risk – as outlined in the report the Council’s financial sustainability risk remains relatively high, with an increased risk in the short term due to the potential financial implications as a consequence of the Renfrewshire IJB financial outlook. 11. Privacy Impact – not applicable 12. Climate Risk – not applicable 13. Children’s Rights – not applicable 14. Cosla Policy Position – not applicable ___________________________________________________________________ Author: Alastair MacArthur, Director Page 32 of 230
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To: Council On: 25 September 2025 Report by: Chief Social Work Officer Heading: Chief Social Work Officer Report 2024-2025 ___________________________________________________________________ 1. Summary 1.1 The Chief Social Work Officer provides an annual update report to Council in Autumn each year. The requirement for every local authority in Scotland to appoint a professionally qualified Chief Social Work Officer (CSWO) is set out within Section 3 of the Social Work (Scotland) Act 1968. The particular qualifications are set down in regulation and this is one of a number of statutory requirements which local authorities must comply with. In Renfrewshire Council the role of Chief Social Work Officer is held by the head of Children and Justice Social Work. 1.2 The annual reports of all CSWOs are submitted to the Office of the Chief Social Work Advisor at the Scottish Government in order that a national overview report can be produced. The annual report from the Renfrewshire Chief Social Work Officer provides a summary of activity relation to the role of the Chief Social Work Officer during 2024/25 and is attached at appendix 1. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that Elected Members: • Note the key activities in the Chief Social Work Officer Annual Report 2024/25. ___________________________________________________________________ Item 4 Page 33 of 230
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3. Background 3.1 The principal role and purpose of the Social Work Service is contained within the Social Work (Scotland) Act 1968, which gave local authorities the responsibility of “promoting social welfare”. The Social Work Service has a statutory duty to provide care and protection to the most vulnerable people across Renfrewshire, often meaning that many of our service users do not engage with us on a voluntary basis. The role of Chief Social Work Officer (CSWO) is critical in terms of achieving this purpose. 3.2 The CSWO is a “proper officer” in relation to social work function: an officer given particular responsibility on behalf of a local authority, where the law requires the function to discharged by a specified post holder. 3.3 The qualifications of the CSWO are set down in the regulations and stipulate that the postholder must be a qualified social worker registered with the Scottish Social Service Council. The CSWO must be able to demonstrate extensive experience of operational and strategic management at a senior level within social work or social care services. 3.4 The overall purpose of the CSWO is to provide professional advice on the provision of social work services to elected members and officers; advice which assists authorities in understanding of the many complexities which are inherent across social work services. The CSWO should also assist authorities in understanding the key role that social work plays in contributing to the achievement of national and local outcomes, to improving local performances and in terms of management of corporate risks. 3.5 The annual report to Council, along with CSWO reports from other local authorities, and now being used nationally to create an overview report. 3.6 The scope of the CSWO role covers all social work and social care services, whether provided directly by the local authority, or in partnership with others. Where these services are purchased or commissioned from external providers, the CSWO has responsibility to advise on the specification, quality and standards or service commissioned. Current guidance for the role reflects the strategic nature and the particular function in relation to Integration Joint Boards and Health and Social Care Partnerships. 3.7 The CSWO has a range of other strategic responsibilities including oversight of professional standards in social work services, as well as undertaking the leadership of the profession through Chief Social Work Officer function through promotion of the values and standards. Page 34 of 230
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3.8 Social work services have a statutory duty to provide care and protection to the most vulnerable people across their local authority area. Access to the majority of services is assessment on the basis of need, and social work staff in partnership with individual, carers, families and communities to meet the need within the resources available to the service and partner agencies. ___________________________________________________________________ 4. Local Government Arrangements 4.1 Within Renfrewshire Council the Head of Children and Justice Social Work also acts as Chief Social Work Officer. As well as the responsibilities associated within the directorship, as CSWO they retain professional leadership for adult social work and social care services delivery by the Health and Social Care Partnership (HSCP). 4.2 The CWSO has a number of general and specific duties including: i. Providing regular reports to Elected Members on the key activities of the Chief Social Work Officer. ii. Leading for Social Work on the Renfrewshire HSCP Executive Governance Group and the Integration Joint Board (IJB). iii. Reporting directly to the Education and Children’s Services Policy Board and Renfrewshire Council. iv. Member of the Council’s Corporate Management Team and Chief Officer’s Group and reporting directly to the Chief Executive and senior Elected Members. v. The CSWO is accountable to the Chief Executive, the Corporate Management Team and the Council as part of the Chief Officer’s Group which manages public protection risks on a partnership basis. Heads of Service have responsibility for the management of risk within their respective service areas. vi. Representing Renfrewshire Council at local, regional and national level. vii. Chairing the bi-annual meeting of all social work managers from both Children’s Services and the HSCP. viii. Management of risk. ix. Specific Duties associated with the position, the CSWO within Renfrewshire Council acts as: • Final point of appeal in relation to Adoption and Fostering decisions. • Recipient of all Mental Health and Adults with Incapacity Orders and Guardianship cases; and • Decision maker in relation to Secure Care application for children. Page 35 of 230
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___________________________________________________________________ 5. Activities of the Chief Social Work Officer 2024/25 5.1 The report attached as Appendix 1 summarises the key activities of the Head of Children and Justice Social Wok in his capacity as Chief Social Work Officer in Renfrewshire during 2024/25. It does not provide an exhaustive description of the full range of duties and responsibilities undertaken but seeks to provide a broad overview of the CSWO role. The report will be submitted the Office of the Chief Social Work Officer to inform a national overview report. 5.2 The next report on the activities of the CSWO will be submitted to Council in Autumn 2026. ___________________________________________________________________ 6. Overview Social Work Services 6.1 The CSWO has a range of duties which are detailed in Appendix 1 to this report, this also includes detail of demand and provision in those area. 6.2 The Chief Social Work Officer Report 2024/25 describes the services which are performing well with many other areas evidencing innovative practice; both inspired by the creativity of teams with the aim of improving service delivery, or in direct response to existing or predicted challenges. 6.3 Social work and social care services are delivered by a substantial number of staff from statutory, third and independent sector organisations. Across all sectors involved in the delivery of social work and social care services, workforce remains a key focus, both in terms of recruitment and retention. Key priorities for 2025/26 6.4 Based on an assessment of internal and external factors the CSWO has identified key priorities for the year ahead: • Continue to effectively discharge our public protection role and working closely with partners to ensure that vulnerable children and adults live as safely as possible within local communities. • Strengthen the approach to supporting children and families in the community through the implementation of the Children’s Service Partnership Plan. • Support the delivery of the Promise in Renfrewshire. • Supporting the Council to deliver on the corporate and community priorities. Page 36 of 230
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• Continue to ensure strong and positive links between Children’s Services and Renfrewshire Health and Social Care Partnership. • Ensure that the voices of children and young people are heard and included, in accordance with the United Nations Convention on the Rights of the Child. _______________________________________________________________ Implications of the Report 1. Financial – none 2. HR & Organisational Development – none 3. Community/Council Planning – this report details the progress made by the service- to protect vulnerable children and adults, reduce offending behaviour, increase community safety, and promote early intervention, independent living and wider health improvement. It highlights partnership working, details the measure which ensure the workforce is skilled and effective and highlights achievements in relation to support to the communities, customer service and consultation. 4. Legal - none 5. Property/Assets - none 6. Information Technology - none 7. Equality and Human Rights – The recommendations contained within this report have no negative impacts on equality groups or potential for infringement of individuals’ human rights because it is only for noting. 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 website. 8. Health and Safety - none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Children’s Rights - none 14. Climate Risk – none ___________________________________________________________________ Report Author: John Trainer, Head of Children and Justice Social Work/ Chief Social Work Officer Contact Officer is Annie Torrance, Senior Policy Officer Email: annie.torrance@renfrewshire.gov.uk Page 37 of 230
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1 hief Chief Social Work Officer Annual Report 2024/25 Page 39 of 230
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Chief Social Work Officer Annual Report 2024/25 2 Table of Contents 1. Foreword ............................................................................................ 3 2. Role of Chief Social Work Officer ....................................................... 4 3. Governance and Accountability ........................................................ 5 4. Statutory Service Provision: Children and Families Social Work ....... 6 5. Statutory Service Provision: Adult Social Work and Social Care ..... 13 6. Statutory Service Provision: Justice Social Work ............................ 16 7. Duty of Candour Statement from 2024/25 ...................................... 19 8. Service Quality and Performance .................................................... 19 9. Workforce ......................................................................................... 24 10. Resources ......................................................................................... 26 Page 40 of 230
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Chief Social Work Officer Annual Report 2024/25 3 1. Foreword I am delighted to present the annual Chief Social Work Officer (CSWO) Annual Report for Renfrewshire for the period 1st April 2024 to 31st March 2025. The CSWO is a “proper officer” in relation to the social work function of the local authority. As such, the CSWO is given responsibility on behalf of the local authority in respect of social work functions and the jurisdiction to discharge some functions in law on an individual basis. In carrying out my role as CSWO, I am supported by the Director of Children’s Services, the Strategic Manager for Children and Justice Social Work, three Children’s Services Managers and the Justice Services Manager. Within the Health and Social Care Partnership (HSCP), I am supported by the Chief Officer and the Heads of Service. I would like to acknowledge their support in helping me address the delivery of social work and care services in Renfrewshire. I would also like to take the opportunity to express my thanks to social work and care staff for their ongoing commitment to those who have required support over the past year. This report provides an overview of social work and care activity against a backdrop of an increasingly complex and challenging environment. Our communities continue to face a cost- of-living challenge, with social work services witnessing increases in scale of need and demand caused by households facing financial difficulty. This report does not detail all the social work and care activity within Renfrewshire, but rather serves to provide an overview of services. It highlights the commitment of our social work and care staff and the work undertaken to ensure the most vulnerable people in our communities are provided with the support and care they need. John Trainer, Chief Social Work Officer Page 41 of 230
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Chief Social Work Officer Annual Report 2024/25 4 2. Role of Chief Social Work Officer The role of CSWO was originally designed to provide professional advice on social work services to elected members and council officers, to assist local authorities in understanding the complexities inherent in social work and social care services. The growing incidence of strategic partnerships across the public sector, whether legislated for or developed through local joint working, adds a level of complexity to the role of CSWO. In Renfrewshire, social work services for children and families and justice social work are delivered by Children’s Services. Each local authority is required to appoint a CSWO, an officer with an appropriate social work qualification, to oversee the functions of social work. Social work and care services for adults are delegated to and delivered by Renfrewshire Health and Social Care Partnership. The CSWO has oversight of how the delegated functions are delivered and is active in the Renfrewshire Health and Social Care governance arrangements. In assessing and supporting social work and care staff to deliver the best services possible, the CSWO meets with managers and frontline staff to discuss their work. Regular performance reports are considered at strategic meetings, to identify challenges in delivery and find solutions for staff and those who access services. The CSWO is a member of the Council’s Corporate Management Team and the Chief Officers Group. They have a key role in multi-agency public protection arrangements and are a member of the Child and Adult Protection Committees. The CSWO co-chairs the Equally Safe in Renfrewshire Multi-agency Partnership and is a member of the Alcohol and Drugs Partnership. “Social work is a practice-based profession and an academic discipline that promotes social change and development, social cohesion, and the empowerments and liberation of people. Principles of social justice, human rights, collective responsibility and respect for diversities are central so social work. Underpinned by theories of social work, social sciences, humanities and indigenous knowledge, social work engages people and structures to address life challenges and enhance wellbeing. The above definition may be amplified at national and/or regional levels.” Definition of social work agreed by the International Federation or Social Workers, 2014 Page 42 of 230
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Chief Social Work Officer Annual Report 2024/25 5 3. Governance and Accountability The CSWO reports to elected members, primarily through two policy boards and the Integration Joint Board (IJB). The Education and Children’s Services Policy Board has the remit for matters relating to Children and Families Social Work and the Communities and Housing Policy Board has the remit for Justice Social Work, as part of its overall responsibility for Community Justice in Renfrewshire. All matters pertaining to Adult Social Work and Social Care are dealt with by the IJB, which has representation from NHS Greater Glasgow and Clyde’s Board as well as elected members. The CSWO has operational responsibilities in their post as Head of Children and Justice Social Work and is line managed by the Director of Children’s Services. They provide professional advice on social work functions to the Chief Executive, the Corporate Management Team and Elected Members. They also provide professional advice on adult social work and care to the Chief Officer and Senior Management Team of Renfrewshire HSCP and to the Integration Joint Board (IJB). The table below illustrates the range of structures in which the CSWO participates to inform the delivery of the role: Structure Role Council • Corporate Management Team (CMT) • Head of Service Meetings • Advice to elected members on social work issues Children’s Services • Children’s Services Senior Management Team (SMT) • Education and Children’s Service Policy Board Integration Joint Board (IJB) • Executive Governance Group • Standing member of IJB • Clinical and Care Governance Board Public Protection • Chief Officer Group for Public Protection (COG) • Child Protection Committee (RCPC) • Adult Protection Committee (RAPC) • Equally Safe Partnership • Alcohol and Drug Partnership (ADP) • Community Justice Partnership (CJP) Community Planning • Children’s Services Partnership Board (CSP) Other Council Policy Boards • Communities and Housing Policy Board (for justice services) Page 43 of 230
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Chief Social Work Officer Annual Report 2024/25 6 4. Statutory Service Provision: Children and Families Social Work Service Redesign A comprehensive review and redesign of how the Council organises its services for children’s social work was undertaken in 2022/23 to 2023/24. The redesign focussed on ensuring the service is better able to effectively respond to needs at the earliest stage and to deliver purposeful and time-limited interventions aimed at keeping more children safely in the care of their families. To do this, we needed a service with greater management capacity, stronger scrutiny and quality assurance, and more resource targeted at early intervention and family-based supports. This work has ensured our service is fit for the future and has the flexibility and capacity to meet new challenges. This approach also aligns closely with our work under Whole Family Wellbeing which aims to simplify, streamline and support families in need of support in new, people-centred and effective ways, allowing them to get the help they need, in the ways they need at the time it is needed. The service redesign was implemented in November 2024. Page 44 of 230
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Chief Social Work Officer Annual Report 2024/25 7 Key aims of the service: • Reduce the need for statutory intervention by responding to need at the earliest stage. • Deliver better targeted and more effective and time-limited interventions to families in need. • Keep more children safely in the care of their families. • A consistently high-quality service to the children and families of Renfrewshire. • More capacity for management support, scrutiny and quality assurance. The main changes: • New management structure. • New Social Work ‘Front Door’ including authority-wide Initial Response (duty) Team and Pre and Post Birth Team. • Initial Response Team to be based in Paisley and will deal with all new referrals to Children’s Services Social Work. • Move to authority-wide Children and Families Teams to undertake medium to longer term work with families instead of four separate locality teams. Children and Families Teams to be based in Renfrew and Johnstone but will work with families anywhere in the authority. e.g. Child might live in Paisley, attend school in Paisley and have younger siblings might have a Health Visitor based in Paisley but the family will be supported by a social worker based in either Johnstone or Renfrew. This will not impact on families’ receiving local services as the Social Worker will travel to the family and meetings can take place in location suitable for the family. • Introduction of Independent Decision Makers (IDMs) responsible for all Child Protection and Looked After decisions and plans. The IDMs are independent of day-to-day case management and perform a scrutiny and quality assurance function. • Dedicated Kinship Carer Support team. • Introduction of Senior Practitioner role. Like any significant change, time is required to embed the change, and we are closely monitoring our data around new referrals, allocated casework and the numbers of children who are Looked After and who are on the Child Protection Register to ensure the changes are having the intended impact. Early indications are that the implementation is going well, with the initial response team being very effective at preventing cases going forward for longer term allocation to the Children and Families teams. Page 45 of 230
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Chief Social Work Officer Annual Report 2024/25 8 The newly introduced Senior Practitioner role is viewed as having added value. These roles were created on a temporary basis initially to understand if they would be effective, a plan will now be progressed to recruit Senior Practitioners on a permanent basis. Whole Family Wellbeing Children’s Services are committed to supporting and nurturing our children, families and communities, through our approach to the whole family wellbeing model. Progress continues to be made to develop Renfrewshire’s approach to early and effective whole family support measures. The aim of the Family Wellbeing approach is to provide appropriate family supports focussing on early intervention, and providing opportunities for children, young people, parents, and carers to shape the services that impact them. Local insight has presented a strong case that children and young people’s needs are best understood and met within the context of their families. Through the Scottish Government’s Whole Family Wellbeing Fund, Children’s Services is engaging with partners to develop collaborative proposals to address the needs of Renfrewshire’s families in a way that is non-stigmatising, community-based, and underpinned by children’s rights. There is recognition of the benefit to have services linked and access to support being in one place. Positive learning from the successful implementation of the REN10 mental health and wellbeing family support service is also being applied to the whole family wellbeing approach. The Whole Family Wellbeing Service has seen a rise in the average family wellbeing score across all measures while the Education Advisor to CAMHS has directly supported over 900 children and families across all Renfrewshire schools. The Promise The work and activity around Renfrewshire’s response to The Promise is at a key stage in the 10-year programme, following the publication of the Scottish Government’s Promise Implementation Plan and The Promise Plan 2024-30. In February 2025, Renfrewshire published its Five-Year Report on Keeping The Promise, marking a significant milestone in its transformational journey. The report captures progress, learning, and impact to date, while setting a clear direction for the future. To ensure accessibility, it was published in two formats: a comprehensive version for professionals and a concise, user-friendly summary for children, families, and community members. Both are available digitally and have been widely disseminated, reflecting a commitment to transparency and inclusion. Children’s services with its wider partners continues to demonstrate a strong and enduring commitment to The Promise, ensuring that the voices, rights, and needs of care Page 46 of 230
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Chief Social Work Officer Annual Report 2024/25 9 experienced children, young people, and their families remain central to service design and delivery. Now in its fifth year, Renfrewshire Promise approach has evolved into a mature, strategic, and community-rooted multi-agency effort. The Renfrewshire Promise Strategic Oversight Group, chaired by CSWO, plays a pivotal leadership role in ensuring that The Promise is fully integrated into all levels of planning and practice across the region. This group reports directly to the Children’s Services Partnership and is closely aligned with three key workstreams: the Whole Family Wellbeing Steering Group, Supporting the Workforce, and the Children’s Hearings Improvement Partnership. Each of these workstreams is led by senior leaders from across the Children’s Partnership, ensuring a strong and focused alignment with both national priorities and local implementation efforts. A cornerstone of Renfrewshire’s approach is the Promise Keeper Network, now comprising over 330 members from across social work, education, health, housing, libraries, and the third sector. Promise Keepers are trained, visible, and empowered to lead change, promoting trauma-informed, rights-based practice. The network is supported by the Promise Ambassador, who provides ongoing guidance, facilitates quarterly sessions, and ensures feedback informs continuous improvement. Post-training support includes mentoring, co-presentation opportunities, and access to a Promise Keeper Directory, fostering collaboration and shared learning. Renfrewshire’s Language Policy, co-designed with care experienced young people, continues to challenge stigmatising language and promote person-centred communication. The policy continues to be embedded across services and will be reviewed and updated in Autumn 2025 to ensure continued relevance. The Promise Champs, a youth-led group supported by Youth Services, have continued to thrive. Activities in 2024/25 included the Promise Present Drive, festive events, summer clubs, and leadership training. These initiatives provide meaningful opportunities and amplify the voices of care experienced young people in shaping services. Promise-funded projects at Johnstone High School and St Andrew’s Academy focus on advocacy and improving transitions for care experienced pupils. These co-produced initiatives are informing wider education policy and practice, with learning shared through oversight mechanisms and national partners. The service continues to demonstrate its commitment to workforce development through a range of innovative initiatives. One such initiative is The Promise Human Library, which fosters meaningful connections between care-experienced young people and professionals, helping to build valuable social capital. Additionally, a Care Experienced Staff Network is Page 47 of 230
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Chief Social Work Officer Annual Report 2024/25 10 currently being piloted to offer peer support and contribute to organisational development, ensuring that the voices and experiences of care experienced individuals inform and shape workplace practices. Child Protection Renfrewshire Child Protection Committee (RCPC) continues to monitor data in relation to referrals, investigations, child protection planning meetings and registrations. There were 389 Inter-agency Referral Discussions (IRDs) between 1 April 2024 and 31 March 2025, relating to 636 children. Of these, 393 proceeded to a child protection investigation. RCPC collects and reviews data in line with the Version 2 of the Minimum Dataset for Child Protection Committees in Scotland. The number of children whose names are placed in the Child Protection Register is reviewed quarterly by RCPC and the Child Protection Register is reviewed weekly by senior managers from the key agencies. On 31 March 2025, the names of 63 children were on the Child Protection Register compared to 61 children in March 2024. Of these children, 18 had been on the register for between 13 and 26 weeks, 12 had been on the register for between 27 and 52 weeks and 2 for more than 52 weeks. The RCPC Complex Case Oversight Group continues to review all children whose names have been on the register for a year or more. As at 31 March 2025, all children whose names had been on the register for a year or more had been reviewed by the group. Two Learning Reviews were completed by RCPC in relation to Child 2 and Child 3. The executive summary for the Learning Review for Child 3 was published in August 2024 and the executive summary for the Learning Review for Child 2 was published in November 2024. Two short life working groups were established in late 2024 to develop improvement plans for each of the Learning Reviews. The short life working groups have representation from the key agencies involved in each case to whom the areas for consideration apply. Membership of both groups comprises both children’s and adult services. Both groups are progressing with the development of their respective improvement plans. As anticipated there have been some similar themes are emerging in relation to each. The groups have both noted that improvement work is already underway which addresses some of the areas for consideration highlighted in the reports – notably, the development and delivery of joint child and adult protection awareness training which has been delivered monthly since September 2024. Review of single agency procedures has also been undertaken in relation to one of the areas for consideration for Child 2. A joint meeting of RCPC and RAPC was convened for both Committees to approve the draft improvement plans for each of the Learning Reviews. Page 48 of 230
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Chief Social Work Officer Annual Report 2024/25 11 Looked After Children Census On 31 July each year, local authorities complete a census for the Scottish Government in relation to the number of children who are looked after, the 2024 data report from the Scottish Government was published on 22 April 2025. A summary is provided below; however, it is worth noting that Renfrewshire operates under the principles of minimum necessary intervention and “no-order”. This means that a significant number of children and families being supported by social work aren’t reported in national statistics. The minimum necessary intervention principle requires social work to provide support and intervention at the right level at the right time to allow children and families to move out of the system quickly when challenges are addressed and resolved. The “no-order” principle means that a children’s hearing or court should only impose a compulsory order on a child where it is better for the child to do so than not have the order in place. Renfrewshire Summary 610 children were looked after by Renfrewshire on 31 July 2024. This was a reduction of 30 children from the previous census on 31 July 2023 when there were 640 looked after children in Renfrewshire. This was a reduction of 4.7% from the previous year which was higher than the national reduction of 2%. Renfrewshire had the 6th highest number of looked after children in Scotland, As the 9th largest local authority in Scotland, we continue to aim to reduce the number of looked after children when it is safe and appropriate. 68% of Renfrewshire’s looked after children were in the care of their own parents or birth family through a kinship care arrangement, significantly higher than the Scottish national figure. Just over 25% of Renfrewshire looked after children were cared for at home with their parent(s). This is a higher proportion than the Scottish position. Almost 43% of Renfrewshire’s looked after children are cared for in a kinship arrangement. This is the highest looked after group in Renfrewshire and again a significantly higher percentage than the national figure. Looked after children placed with a Renfrewshire foster carers account for 18.7% of our looked after population. Just under 4% of Renfrewshire’s looked after children are placed in external foster care. This means that just over 22% of Renfrewshire’s looked after children are in foster care compared to 32% of Page 142 of 157 the looked after population at a national level. Renfrewshire has a lower use of external foster care than the Scottish percentage (4% compared to 10%). Our low use of foster care is balanced by a higher use of kinship care. This is seen as good practice in ensuring children remain with a member of their birth family if they can’t be cared for by their own parents. Page 49 of 230
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Chief Social Work Officer Annual Report 2024/25 12 Just over 4% of Renfrewshire’s looked after children are in external residential provision with 3% in our internal houses. This give a total of 7% of Renfrewshire’s looked after children being in residential care compared to 11% at a national level. 3.15. The number of looked after children in Renfrewshire cared for at home by their parents on 31 July 2024 has reduced by just over 33% compared to the 2014 census. Over the same period the number of children looked after in kinship care has increased by 45%. The 2024 census shows there were12% fewer children looked after in internal foster care compared to the 2014 census. There was almost 79% fewer looked after children in external foster care at the 2024 census compared with the 2014 census. This is a positive impact of Renfrewshire’s strategy to support children in their own birth family but also the support we offer to our internal foster carers. In 2020 Renfrewshire had 6 children’s houses which provided accommodation for 48 children. We presently operate 4 children’s houses which provide accommodation for 22 children or young people. The internal children’s houses encourage young people to remain in continuing care and as a result they were fully occupied in 2024. The total number of looked after children in residential provision has reduced by 27% from the census in 2014 to the census in 2024. The balance of provision has changed from most placements in 2014 being internal residential provision to most placements in 2024 being in external residential provision. Children’s social work continues to engage in a partnership approach with the police, RHSCP, education and other council services to ensure the protection of children at risk of harm is a priority. The largest areas of concern pertaining to child protection registration continued to be parental substance misuse, parental drug misuse, neglect, domestic abuse, parental mental health and parental alcohol misuse. By ensuring that robust child protection procedures are in place, we will protect the most vulnerable members of our communities, including children and young people who are at risk of harm. Page 50 of 230
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Chief Social Work Officer Annual Report 2024/25 13 5. Statutory Service Provision: Adult Social Work and Social Care In Renfrewshire, the delivery of adult social work and social care services is delegated to the Renfrewshire Health and Social Care Partnership (RHSCP). Mainstream social work services are delivered on a locality basis by two teams – one covering Paisley and the other covering the rest of the local authority area. There are also social work services delivered alongside NHS services in joint teams. In 2024/25 there were 1525 adult protection referrals which was similar to 2023/24 referrals at 1527. The number of adults these referrals related to were 1050, highlighting that 475 referrals (31%) were repeat referrals for adults at risk of harm. One of the significant changes from the revised Code of Practice is regarding the recording of Inquiries and Investigations, where an Inquiry is the overarching process within which Investigatory powers can be utilised. This has required some changes in practice and the recording process to be consistent with the Code of Practice. Page 51 of 230
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Chief Social Work Officer Annual Report 2024/25 14 The total number of Inquiries for 2024/25 was 1363. Of these 792 were completed with the use of Investigatory powers. Within these figures, there were 188 inquiries where an enhanced risk assessment was required - previously referred to an Investigation. This compared to previous end of year reporting of 92 investigations during 2023/24. In all activity related to Inquiries and Investigatory activity, Renfrewshire complies with the Code of Practice using Council Officers and the recording is consistent with the requirements of reporting through the newly established Adult Support & Protection National Minimum Dataset. There were 71 Council Officers completing Inquiries this reporting year. The highest care group of adults at risk of harm who had inquiries undertaken were those with Mental Health conditions (excluding Dementia) accounting for 374 (27.63%) followed closely by those with Dementia accounting for 364 (26.7%). These two care groups continue to be highest groups where inquiries are undertaken. Additionally, 51.2 % of our inquiries were for adults 65 years and over. The data confirms that the location where harm occurs with 723 (53%) of inquiries is the adults own home (owner occupied or tenant) and 319 or 23.4% within a care home. The location of harm occurring in a care home has reduced slightly on the previous year. Physical Harm continues to be the principal type of harm in inquiries with it being the main type of harm in 371 inquires (27.22%). Adults with Incapacity Demand for Adults with Incapacity (AWI) reports, which require to be completed by a qualified Mental Health Officer (MHO), remains high for both private and Chief Social Work Officer (CSWO) applications. There were 264 requests for AWI mental health officer reports during the period compared to 250 requests in the previous year. PRINCIPLE HARM COUNT OF INQUIRIES % OF INQUIRIES Physical Harm 371 27.22% Psychological/Emotional Harm 204 14.97% Financial or Material Harm 174 12.77% Self-Harm 152 11.15% Self-Neglect 148 10.86% Other 124 9.10% Neglect or Acts of Omission 113 8.29% Sexual Harm 55 4.04% Domestic Abuse 21 1.54% Human Trafficking / Exploitation 1 0.07% TOTAL 1363 100% Page 52 of 230
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Chief Social Work Officer Annual Report 2024/25 15 The high rate of local requests can in part be caused by discharges from the Royal Alexander Hospital located in Paisley. All request for AWI reports for delayed hospital discharges are allocated immediately and where appropriate the MHO service will ask for the use of interim orders. Welfare Guardians Orders where the CSWO is appointed Welfare Guardian fell slightly over the last year, from 124 in 2023/24 to 102 in 2024/2025. Each order requires a qualified social worker to act as the “nominated officer” on behalf of the CSWO for day-to-day management of the case. In addition, there were approximately 151 private welfare guardianship orders which require a minimum of one statutory visit by a guardianship supervisor after being granted. The MHO Service continues to deal with a high volume of work under the Mental Health (Care & Treatment) (Scotland) Act 2003. Demands for MHO consent to detention under the Act continues to rise since the COVID – 19 pandemic and shows no sign of slowing. MHOs have a statutory role to supervise and review criminally disordered (restricted) patients alongside a multi-disciplinary team and these procedures are overseen by the Scottish Government. The Mental Health area of work is difficult to navigate as there is no provision for the number of detentions that will occur at any given time. MHO staff continue to meet their statutory duties and work closely with the NHS Consultants and Mental Health Teams. MHOs provide a duty service to consider the need for Emergency and Short-Term Detention Certificate’s. Following from this the MHOs complete Compulsory Treatment Order (CCTO) applications and attended Mental Health tribunals as well as multi- disciplinary meetings. Currently there are 162 long term pieces of work allocated within the MHO team. Care Homes/ Large-Scale Investigations Enhanced clinical and care oversight arrangements for care homes have been in place since early in the COVID-19 pandemic to support care home staff to keep residents safe. Clinical and care professionals continue to have a leading role in the oversight for care homes and meet on a monthly (previously fortnightly) basis. Partners remain proactive, as soon as issues are identified the necessary supports are deployed through clinical and care teams, who work with partners to improve standards and reduce the risk to the residents. There were no Large-Scale Investigations (LSI) during the reporting period. Care homes on the cusp of an LSI were managed under a preventative approach, where RHSCP balanced a supportive approach with a statutory duty under Adult Support and Protection legislation. The HSCP was proactive, as soon as issues were identified and deployed the necessary supports, via HSCP clinical teams. Page 53 of 230
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Chief Social Work Officer Annual Report 2024/25 16 6. Statutory Service Provision: Justice Social Work Our Justice Social Work (JSW) service continues to adapt and practice effectively supporting the Scottish Government’s “Vision for Justice in Scotland”. Working to nationally based standards the service uses evidence-based assessment and intervention tools, working within a trauma informed and person-centred approach. JSW monitors and supports some of the most vulnerable and high-risk members of our communities who have an involvement at different stages within the wider criminal justice system. This includes people charged with an offence, community-based sentences for those convicted and throughcare support for individuals who have received custodial sentences. Our highly skilled and busy practice teams continue to adapt flexibly to meet the council’s statutory obligations and national policy requirements within a fast moving and ever-changing landscape. Our justice service works to the national community justice principles of shifting the balance between the use of custody and justice in the community, where it is safe to do so. Essential to this is close and effective collaboration with a wide variety of key local and national partner organisations. Page 54 of 230
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Chief Social Work Officer Annual Report 2024/25 17 Our day-to-day activity continues to evidence an upward trend in almost all areas, reflecting national priorities and policy direction. This reflects ongoing measures to address the legacy backlog of unheard cases in Court stemming from the pandemic, the contemporary challenges of a growing prison population and the vision to shift the balance to more community-based supervision, where it is safe to do so. Reflecting our resource investment, pre-sentencing activity for 2024 /25, shows significant increases from last year: • Diversion from prosecution cases rose by 44%, bail supervision cases also rose fivefold and the number of same day reports for Court rose by 62%. • The service completed 869 Justice Social Work Reports (background reports for sentencers) in 2024/25. This was 19 more than last year and a significant increase compared to 706 in 2022/23. • There was also a sizeable increase for new Community Payback Orders with 522 made in 2024/25, compared to 450 the previous year. 372 of these Orders included an unpaid work and other activity requirement, again a sizeable increase from 338 the previous year. There was also significant activity this year in terms of the early release of prisoners and we anticipate a rise in overall activity as the new Bill settles in. Similarly, the Sentencing and Penal Policy Commission has been set up in February 2025. It is anticipated this will result in recommendations that will aim to reduce the prison population, particularly around the remand population and increase community-based options. This would consequently bring additional statutory service expectations and activities required for JSW and the Council. Funding for JSW comes directly from a “ringfenced” grant from the Scottish Government. This year brought a small reduction in the overall grant which brings its own challenges. Positively, however it did reduce some double ring-fencing elements which will allow us to reduce the use of temporary positions and make these permanent. This offers greater stability for workers and in planning longer term service delivery. This year, for the first time, we also utilised some of the grant for a pilot community justice grant scheme. Recognising the value of the 3rd sector, this scheme supports local third sector organisations to deliver innovative support and learning to those within or at risk of entering the criminal justice system. Nationally too, there is work ongoing in partnership with COSLA about a revised funding formula for JSW. Any implications are not yet known for Renfrewshire. As well as performing well and maintaining all our key duties and responsibilities the last year has been familiarly busy, JSW has undergone some significant internal changes in both structure and staff in implementing our service redesign. Page 55 of 230
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Chief Social Work Officer Annual Report 2024/25 18 This has included embedding a new senior management team, augmenting our capacity and resilience with 4 new senior social work practitioners and very recently reconfiguring our management structure within our Unpaid Work team. The Whole systems and RADAR teams are now managed by the JSW service but maintain their identity and inextricable links to children’s service practice and approaches. The service has also experienced some significant changes in staffing across its different teams however has been successful in its recruitment, which has been a challenge in the last couple of years. Despite all the changes, as the statistics above demonstrate, the staff and teams have continuously practised and delivered very effectively working to a strong core set of social work and social justice values. Service stability has remained reassuringly strong. At the end of 2024 the service developed its first Justice Improvement Framework. This will progress a more structured approach to quality assurance and how we continuously adapt the service and individual teams within a fast-changing national landscape. Practitioners and managers across the service are involved in progressing areas such as workforce development, measuring what we do more effectively (including service user voice) and managing resources together effectively to meet the consistently changing demands and key policy priorities. Our JSW service also tangibly recognises that women involved within the justice system often offend differently, for different reasons and consequently require a different response. It proudly does this and will continue to do so by providing all interventions through the women’s service, staffed only by women, from the beginning to the end of their involvement with us. We do recognise the building the service is based within is not an ideal setting. Although this is mitigated in some way by the team’s flexibility, we will continue to work on ways in which we can improve upon this. Finally, a critical role JSW has is within public protection. As a key partner, JSW continues to play a significant contribution within the joint Multi Agency Public Protection Arrangements (MAPPA) and manages the risks and complex circumstances of several high-risk individuals. Alongside key partners JSW robustly supports and monitors them with the central, shared purpose of reducing the risks, where possible, of serious harm to the community. Page 56 of 230
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Chief Social Work Officer Annual Report 2024/25 19 7. Duty of Candour Statement from 2024/25 All social work and social care services in Scotland have a duty of candour. This is a legal requirement which means that when unintended, or unexpected, events happen that result in death or harm as defined in the Health (Tobacco, Nicotine etc. and Care) (Scotland) Act 2016, the people affected understand what has happened, receive and apology, and that organisations learn from the experience and put improvements in place. An important part of this duty is the requirement for organisations to provide an annual statement detailing how the duty of candour is implemented across services. During the period 1 April 2024 and 31 March 2025, there were no incidents where duty of candour applied (These are unintended or unexpected incidents that result in death or harm as defined in the Act, and do not relate directly to the natural course of someone’s illness or underlying conditions). 8. Service Quality and Performance Many of the social work services are delivered by locality teams in Renfrewshire or by one of the specialist services. In addition, the council and Renfrewshire HSCP (RHSCP) operates 23 services registered with the Care Inspectorate – four children’s houses, three care homes for older adults, five day services for older adults, five day services for adults with learning disabilities, one day service for adults with physical disabilities, one residential respite service Page 57 of 230
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Chief Social Work Officer Annual Report 2024/25 20 for adults with learning disabilities, Care at Home Service, Fostering Services, Adoption Services, and a housing support service for care leavers. The Care Inspectorate undertakes regular inspections of all registered services and indicates a formal assessment of the standard on a graded scale. The Care Inspectorate grades are: • Unsatisfactory – major weaknesses • Weak – important weaknesses • Adequate – strengths just outweigh weaknesses • Good – important strengths with some areas for improvement • Very Good – major strengths • Excellent – sector leading The Care Inspectorate reviews the following quality indicators when undertaking inspections by assessing: • How well people’s wellbeing is supported? • How good is the leadership of the service? • How good is the staff team? • How good is the environment? • How well are care and support planned? Unannounced Inspections In the course of 2024 / 2025 unannounced inspections by the Care Inspectorate have been completed in relation to two children’s houses operated by Renfrewshire Council and one supported living project for care experienced young people. Barrochan Road has continued their improvement journey over recent years; progressing from a grading of weak in 2022, to adequate with good features in 2024. Generally, an assessment of adequate shows that strengths just outweigh weaknesses, however in this instance the inclusion of good offers encouragement of the house’s trajectory. The inspection recognised positive development in systems and their application but felt that there remained scope for further progression around these to make it operationally as robust and as effective as it could be. To support this, one requirement was directed and three areas for improvement documented. These have been incorporated in a development plan for the service to take forward, with the aim of superseding the current gradings in future inspections. It is noteworthy that despite the areas deemed adequate by inspectors, they assessed the criteria of ‘Children and young people are safe, feel loved and get the most out of life’ as good. They also recognised developments since the new permanent manager had come into post, recruiting a vibrant, enthusiastic and developing team; both areas we would deem to be foundational for future development. Page 58 of 230
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Chief Social Work Officer Annual Report 2024/25 21 Beech Avenue also continues on it’s improvement journey. Following an inspection in 2023 / 2024 where it was graded as adequate, the team along with external management have implemented robust development plans to make service improvements. These efforts resulted in inspectors grading Beech Avenue as good in all areas assessed in 2025. They recognised that the previous requirement and three areas for improvement had all been met within the identified timescales. Within this inspection, no requirements were identified for Beech Avenue and the suggested areas for development have been incorporated into a development plan to assist Beech attain its aspiration of very good in the next inspection. Following both inspections, the CSWO supported the management team to raise issues with elements of both inspections and their gradings. Reservations were raised about how the inspectors approach appeared to differ quite significantly from when they were reviewing independent and third sector provisions to statutory ones like we provide. It was felt the combination of marketing from those organisations and greater flexibility on accepting young people into their care was not fully appreciated by inspectors and this impaired our gradings. Some of these challenges were upheld and we hope that this will help create a better mutual understanding for us to take our next steps in improvement. Renfrewshire Council’s Charleston Square supported living service for care experienced young people was also subject to review by the Care Inspectorate in 2024. Again, they were able to demonstrate positive progressions in our journey for supporting looked after and care experienced young people. This service has benefitted from a consistency in management and staff team who have over recent years taken forward their improvement agenda. Consequently, the inspector for Charleston Square graded the service as very good in all assessed areas, recognising how young people, irrespective of their background were being supported effectively to achieve positive outcomes. They were also complimentary around the structures and systems implemented within the service to support positive practice. Inspections of Services for Children and Adults at Risk of Harm or in Need of Support and Protection. In 2024, Renfrewshire Council’s Social Work Services for Children and Adults were part of wider inspections of services for children and adults at risk of harm or in need of support and protection in the Renfrewshire Community Planning Partnership. Both inspections were undertaken by the Care Inspectorate. The joint inspection of services for children at risk of harm in the Renfrewshire community planning partnership area commenced on 8 April 2024 and concluded 18 September 2024. It covered the range of partners in the area that have a role in meeting the needs of children and young people at risk of harm and their families and considered the period 8 April 2022 to 8 April 2024. Page 59 of 230
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Chief Social Work Officer Annual Report 2024/25 22 The inspection team listened to the views and experiences of 49 children and young people and 47 parents and carers involved with social work over the 2-year period the inspection focussed on. This included face to face meetings, telephone or video calls and survey responses. They reviewed practice by reading a sample of records held by a range of services for 60 children and young people at risk of harm with a particular focus on social work records. The Care Inspectorate provided one evaluation. This was for quality indicator 2.1 as it applies to children at risk of harm. This indicator considers the extent to which children and young people: • feel valued, loved, fulfilled and secure • feel listened to, understood and respected • experience sincere human contact and enduring relationships • get the best start in life. The report was published on the 22nd of October 2024 and found Renfrewshire’s services, in respect of quality indicator 2.1 to be very good, one of only five areas in Scotland to achieve this grade. This was a very positive report which outlines key strengths in the social work supports provided to children in Renfrewshire, which included partnership working in Renfrewshire. Clear evidence was found that staff were confident in their ability to recognise and report child abuse, neglect and exploitation. A reassuring theme throughout the report was the positive relationships between staff and children and families. The inspectors highlighted the impact of trauma-informed and relationships-based practice across all agencies and services. Inspectors observed nurturing and trusting relationships between staff and children and heard that children felt safer as a result. The report highlighted a good practice example within the social work service, this was the Unaccompanied Asylum-Seeking Children (UASC) Team, which was established in 2017, The Care Inspectorate highlighted the team’s responsive approach which fosters trusting and sustained relationships, ensuring all UASC held Looked After Child status, a strategic decision in Renfrewshire to offer substantial opportunities to these young people. The UASC Team adopted a rights-based approach, prioritising the young person’s views from the outset. They remained vigilant about the risk of re-trafficking and were proud that no re-trafficking incidents had occurred, attributing this success to their focused commitment and responsive support. The joint inspection of adult support and protection in the Renfrewshire partnership area took place between 18 November 2024 and 18 March 2025 and was led by the Care Inspectorate in collaboration with Healthcare Improvement Scotland and His Majesty’s Inspectorate of Constabulary in Scotland. Page 60 of 230
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Chief Social Work Officer Annual Report 2024/25 23 In line with the targeted nature of the inspection programme, the methodology included five proportionate scrutiny activities: • Analysis of supporting documentary evidence and a position statement. • Partnership staff survey to seek views on adult support and protection outcomes for adults at risk of harm, key processes, staff support and training and strategic leadership. • The scrutiny of social work records of adults at risk of harm which involved the records of 20 adults at risk of harm who did not require any further adult support and protection intervention beyond the initial inquiry stage. • The scrutiny of the health, police, and social work records of adults of risk of harm which involved the records of 20 adults at risk of harm for whom inquiries have used investigative powers under sections 7-10 of the 2007 Act. This included cases where adult support and protection activity proceeded beyond the inquiry with investigative powers stage. • Partnership staff focus groups to discuss adult support and protection practice and adults at risk of harm. A summary of the key findings include: • Renfrewshire is one of only two partnership areas in Scotland to receive ‘very effective’ progress statements. • The inspection concluded that “measures in Renfrewshire has found clear strengths in ensuring adults at risk of harm are safe, protected and supported”. • It also highlighted a series of positive attributes including, but not limited to, a "consistent delivery of high-quality adult support and protection work", "energetic leadership" and a "can-do culture" and the accomplishment of strategic leadership with elements that were "sector leading". • The inspectors found that the Adult Protection Committee’s innovative approach to communicating with partnership staff who work in adult support and protection was highly commendable including its efforts to inform and promote adult support and protection, including to the public, were highly successful. The report also highlighted the following priority areas for improvement which will be included within the Adult Protection Committee Improvement Plan: • The partnership should continue its efforts to improve the quality of chronologies and risk assessments for adults at risk of harm. • The partnership should make progress with adults at risk of harm attending their adult protection case conference. • The partnership should continue its endeavours to improve representation of adults with lived experience of adult support and protection, at strategic level in the partnership. Page 61 of 230
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Chief Social Work Officer Annual Report 2024/25 24 9. Workforce Ensuring our staff are supported in their skills and knowledge development is an essential component of delivering high quality social work supports. We have continued to commit to investing in staff by delivering a range of training opportunities on a single and multiagency basis. We continue to prioritise adult and child protection learning and have completed the review of our training on these areas to ensure we are offering those who work with children and adults joint learning opportunities so all staff are equipped to support, assist and protect all members of families they might encounter in the course of their work. We have continued to roll out the national first year in social work practice framework. This is proving to be challenging in terms of the expectations regarding completion of mandatory learning tasks and the volume of additional work this is generating for the newly qualified staff and the managers who supervise them. Renfrewshire has submitted a letter jointly with other local authorities to the Scottish Social Services Council and the Office of the Chief Social Work Advisor regarding this matter. Our care at home workforce is a frontline service who support many service users each day. This group of staff are supported with tailored learning and require having a national qualification. The demand for qualification across such a large workforce continues to be very challenging with the numbers to qualify over the next two years increasing. A plan is in place Page 62 of 230
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Chief Social Work Officer Annual Report 2024/25 25 to meet this demand and ensure our workforce meets the national standards for professional registration. The Promise and Trauma Informed Practice, both national policy initiatives are reflected in a range of social work learning programmes ensuring staff understand and reflect the developments in their practice. Innovations such as our Promise Keeper Network develop front line champions who are leading change from the ground up, partnering with our wider strategic plan. Progress continues to be made in both areas. We have continued to embed virtual learning across our range of learning provision. This innovation which uses virtual reality headsets allows staff to approach practice scenarios in a safe and supported manner, proving a realistic understanding of practice. A wrap around learning environment is provided to support learners to gain the most from the experience. The feedback from staff continues to be extremely positive. Social Work Services in Renfrewshire continue to experience challenges in relation to recruiting to social worker, home care and residential care staff vacancies. This has been compounded by a national shortage of social workers and social care workers. This position is not unique to Renfrewshire and is replicated across Scotland and the United Kingdom. Vacancy levels continue to be closely monitored, and appropriate action taken when necessary to mitigate associated risks. In addition to pressures created by vacancies, we have a workforce which is less experienced due to longer serving more experienced staff leaving the profession. New qualified and inexperienced staff require a higher level of support and cannot be allocated the same complexity of work that a more experienced social worker can undertake. Workload demands are considered on a regular basis and action taken where necessary to align resources to known operational pressure points. Page 63 of 230
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Chief Social Work Officer Annual Report 2024/25 26 10. Resources The figures below show the breakdown of expenditure on social work and social care services by Renfrewshire Council and RHSCP in 2024/25. The largest area of expenditure is on services for older people, followed by services for people with learning difficulties and Children and Families. Funding for Justice Social Work comes directly from the Scottish Government by means of a grant. Services Expenditure Addiction Services £1,870,276 Learning Difficulties £40,268,066 Mental Health £8,148,086 Older People £88,681,425 Physical or Sensory Difficulties £16,925,879 Children and Families £36,230,710 Justice £3,811,310 “In social services alone, and there, not only care but cure: a worker assigned to be with her throughout school, helping, calming, a bridge of sympathy between teacher and pupil, a dedication not far from love.” From Brothers and Keepers by Edwin Morgan Page 64 of 230
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Chief Social Work Officer Annual Report 2024/25 27 Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR Page 65 of 230
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To: Council On: 25 September 2025 Report by: Chief Executive Heading: Renfrewshire Community Protection Chief Officers Group – Annual Report 2024/25 ___________________________________________________________________ 1. Summary 1.1 Renfrewshire Community Protection Chief Officers Group (COG) is responsible for leadership, strategic oversight and scrutiny of multi-agency public protection activity and practice in Renfrewshire. This includes child protection, adult protection, community safety, the management of offenders and community justice, alcohol and drugs, and gender-based violence. 1.2 The group is chaired by the Chief Executive of Renfrewshire Council with core representation from the NHS Greater Glasgow and Clyde and Police Scotland, and wider membership drawn from other partners agencies and services. 1.3 This is the tenth annual report of the Community Protection Chief Officers Group. It provides an overview of the key areas of work in relation to public protection undertaken during 2024/25. It also highlights the ongoing key benefits of excellent partnership working. 1.4 The annual report attached at Appendix 1 provides detailed information on activities undertaken during this reporting period, and highlights key priorities identified for collective focus and action during 2025/26. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that Elected Members note the content of the report. ___________________________________________________________________ Item 5 Page 67 of 230
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3. Background 3.1 Renfrewshire Chief Officers Group was established to provide leadership, governance, direction and oversight to ensure local accountability for all aspects of public protection. Chief officers are responsible for ensuring that their respective agencies - individually and collectively - reflect national guidance, and that this directs local services to work in partnership to achieve public protection measures. The arrangements are comparable to Chief Officer Group arrangements in other local authority areas throughout Scotland and were independently reviewed and updated in April 2021. 3.2 The key areas of activity overseen by the Renfrewshire Chief Officers Group are: • Child Protection • Adult Protection • Offender Management • Community Protection • Community Justice • Alcohol and Drug Partnership • Gender Based Violence Strategy • Migration and Asylum 3.3 The Chief Officers Group provides regular reports to the Member Officer Group which is comprised of elected members on a cross-party basis, and key officers from the Council and partners. The purpose of the Member Officer Group is to provide senior elected members with the opportunity to formally and regularly discharge their strategic independent scrutiny and assurance role in relation to key activity and significant developments which have implications for public protection matters in Renfrewshire. 3.4 This is the tenth annual report of the Chief Officers Group. It provides an overview of the key areas of work in relation to public protection in Renfrewshire over the course of 2024/25, and in doing so highlights the ongoing importance of partnership working. 4. Strategic focus for 2025/26 4.1 The strategic focus of the Chief Officers Group for 2025/26 was agreed by members of COG. The priorities include: • Protecting vulnerable children and adults • Reducing alcohol and drug related harm • Suicide prevention • Migration and asylum • Equally Safe • Homelessness • COG self-evaluation Page 68 of 230
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4.2 The Chief Officers Group will continue to seek to ensure that performance and practice are scrutinised at a strategic level, to identify what works well, to highlight any areas for improvement, and to consider where further opportunities for early intervention and prevention activity would achieve improved outcomes for local people. 4.3 The group will also continue to review on an ongoing basis the implementation of relevant policies and legislation which relate to public protection. _________________________________________________________________ Implications of the Report 1. Financial – none 2. HR & Organisational Development – none 3. Community/Council Planning – the Community Protection Chief Officers is embedded within the wider approach to community planning in Renfrewshire. 4. Legal - none 5. Property/Assets - none 6. Information Technology - none 7. Equality and Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health and Safety - none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Children’s Rights - none 14. Climate Risk – none _______________________________________________________________ Report Author: Annie Torrance, Senior Policy Officer Email: annie.torrance@renfrewshire.gov.uk Page 69 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Community Protection Chief Officers Group 2024/25 Annual Report Page 71 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Contents Welcome Page 1 Chief Officers Group Membership Page 2 Member Officers Group Membership Page 3 Renfrewshire Profile Page 4 Child Protection Page 5 Adult Support and Protection Page 9 Equally Safe in Renfrewshire Page 14 Alcohol and Drugs Page 18 Suicide Prevention Page 24 Community Justice Page 27 Public Protection Page 28 Migration and Asylum Page 31 Police Scotland Page 33 Scottish Fire and Rescue Service Page 38 Strategic Focus 2025/26 Page 42 Page 72 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Welcome to our end of year report Renfrewshire’s Chief Officers Group (COG) was established to provide leadership, governance, direction and oversight, and to ensure local accountability for all aspects of public protection. Chief Officers are responsible for ensuring that their respective agencies, individually and collectively reflect national guidance, which directs local services to work in partnership to achieve public protection measures. The COG provides regular reports to the Member Officer Group (MOG) which is comprised of Elected Members on a cross-party basis and key officers from the Council and partner agencies. This provides senior Elected Members with the opportunity to formally and regularly discharge their strategic independent scrutiny and assurance role in relation to key activity and significant developments, which have implications for public protection matters in Renfrewshire. This is the tenth annual report of the COG. It provides an overview of the key areas of work in relation to public protection in Renfrewshire over the course of 2024/25, and in doing so highlights the ongoing importance of partnership working. 1 Page 73 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Supported by: • Renfrewshire’s Chief Social Work Officer • Chief Officer, Renfrewshire Health and Social Care Partnership • Independent Chair of the Adult and Child Protection Committees • Independent Chair of the Alcohol and Drugs Partnership • Head of Climate, Public Protection and Roads • Head of Policy and Partnerships • Adult and Child Protection Lead Officers • Local Senior Officer for the Scottish Fire and Rescue Service Chief Officers Group Membership Key Areas Child Protection Adult Protection Community Protection Offender Management Community Justice Alcohol and Drugs Equally Safe Migration and AsylumChief Executive Chief Executive / Executive Nursing Director Divisional Commander ‘K’ Division 2 Page 74 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Member Officers Group Membership The group is comprised of Elected Members on a cross-party basis and key officers of the council as follows: • Three senior members of the administration • Two members of the main opposition group • One other opposition member • Chief Social Work Officer • Chief Officer, Renfrewshire Health and Social Care Partnership or Head of Health and Social Care • Head of Climate, Public Protection and Roads • Head of Policy and Partnerships, Chief Executive’s Service Also, in attendance as required: • Independent Chair of the Child Protection and Adult Protection Committees • Divisional Commander, Police Scotland or appropriate senior nominee The group will also invite the participation of other key individuals or agencies involved in the areas of concern of the Member Officer Group as required. 3 Page 75 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Approximately 189,170 people live in Renfrewshire, with our population projected to continue to grow. Renfrewshire Profile Life expectancy is below the Scottish average. Female life expectancy is 80.6 compared to 80.8 nationally and male life expectancy is 76.1 compared to 76.8 nationally. Our population is becoming increasingly diverse with the latest census data showing 94.5% of the population is categorised as white, 2.7% are of an Asian background and 1.3% are African, Caribbean or Black. Renfrewshire is located in west central Scotland and is the 9th largest Council in Scotland by head of population but covering a relatively small land mass of 270 square kilometres. The Scottish Index of Multiple Deprivation (SIMD) assesses 6,976 small areas known as data zones. Almost 25% of all data zones in Renfrewshire are in the 20% most deprived nationally and 2 are within the 10 most deprived zones nationally. 4 Page 76 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Renfrewshire Child Protection Committee (RCPC) RCPC is chaired by an independent chair – Tam Baillie – and meets quarterly. The key functions of RCPC are undertaken by a range of subgroups which are set out below. The Policy, Practice and Procedures Group is stood up when there is a requirement to update existing, or approve new policies, procedures and guidance. The other subgroups meet quarterly. A key priority of the RCPC Plan for 2025-28 is to undertake a review of the RCPC subgroups. From June 2025, CAPADU and the Vulnerable Young Persons Strategic Group will report to RCPC quarterly. Inter-agency Referral Discussions There were 389 Inter-agency Referral Discussions (IRDs) between 1 April 2024 and 31 March 2025, relating to 636 children. Of these, 393 proceeded to a child protection investigation. RCPC undertakes multi-agency bi-monthly audits of IRDs with four cases reviewed at each session. Child Protection Register RCPC collects and reviews data in line with Version 2 of the Minimum Dataset for Child Protection Committees in Scotland. The number of children whose names are placed on the Child Protection Register is reviewed quarterly by RCPC and weekly by senior managers from the key agencies. On 31 March 2025, the names of 63 children were on the Child Protection Register compared to 61 children in March 2024. Of these children, 18 had been on the register for between 13 and 26 weeks, 12 had been on the register for between 27 and 52 weeks and 2 for more than 52 weeks. The RCPC Complex Case Oversight Group continues to review all children whose names have been on the register for a year or more. Learning and Development Continuous Improvement Policy, Practice and Procedures Complex Case Oversight Group Voice Learning Review Vulnerable Young Persons Joint Communications Group (RCPC and RAPC) Child Protection 5 Page 77 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Training The Learning and Development Subgroup of RCPC has oversight of inter-agency training. The training priorities are informed by training needs analysis and the outcome of learning reviews, the following training was provided during the reporting period: • Joint child and adult protection course for the general workforce • Attachment and trauma using virtual reality • Safe and Together • Contextual safeguarding using virtual reality • Child Protection Level 2 and GIRFEC refresher to multiagency staff who work directly with children and their families • Understanding neglect and the assessment of care toolkit and working in partnership with parents and carers to use this tool to address neglect Work is currently underway to develop training in relation to children living with parents affected by severe and ensuring mental health conditions. Child Protection 6 Page 78 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level RCPC Conference The RCPC Conference took place on 9 October 2024. The theme of the conference was Collaborative Efforts to Tackle Neglect and keynote speakers were: • Graeme Armstrong (Author & Speaker) who presented on Scottish Gang Culture: The Modern Context. • Dr Kerry Milligan (Vice Chair RCPC & Public Protection Medical Lead, NHSGGC Public Protection Service) who presented on Exploring Neglect. • June Welsh (National Child Protection Learning & Development Consultant from CELCIS) who presented on The Role of Multi-agency Learning & Development. In addition to the presentations, participants were also invited to attend a series of seminar. The conference was attended by 224 practitioners and managers from across the statutory and voluntary sector. The speakers were very well received, with all three rated as “Very Good” or “Excellent” by attendees. Learning Reviews Between April 2024 and March 2025, RCPC agreed to undertake learning reviews in relation to two children (Child 4 and Child 5) and a thematic Learning Review in relation to 16 - and 17-year- olds referred to mental health services. All are currently underway. Two learning reviews concluded during the period for Child 3 and Child 2, RCPC published an executive summary of the learning reviews in August 2024 and November 2024, respectively. In November 2024, members of RCPC and RAPC undertook Learning Review training delivered by Dr Sheila Fish. The training was undertaken in partnership with West Dunbartonshire Child and Adult Protection Committees. In light of the national shortage of independent reviewers able to undertake Learning Reviews, the training has ensured that Renfrewshire has a cohort of individuals who have received the necessary training. Child Protection 7 Page 79 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Joint Inspection Of Services For Children At Risk Of Harm The joint inspection of services for children at risk of harm in the Renfrewshire Community Planning Partnership area commenced on 8 April 2024 and concluded 18 September 2024. It covered the range of partners in the area that have a role in meeting the needs of children and young people at risk of harm and their families and considered the period 8 April 2022 to 8 April 2024. The inspection team listened to the views and experiences of 49 children and young people and 47 parents and carers involved with social work over the 2-year period the inspection focussed on. This included face to face meetings, telephone or video calls and survey responses. They reviewed practice by reading a sample of records held by a range of services for 60 children and young people at risk of harm with a particular focus on social work records. The Care Inspectorate provided one evaluation. This was for quality indicator 2.1 as it applies to children at risk of harm. This indicator considers the extent to which children and young people: • feel valued, loved, fulfilled and secure • feel listened to, understood and respected • experience sincere human contact and enduring relationships • get the best start in life. The report was published on the 22nd of October 2024 and evaluated Renfrewshire’s services, in respect of quality indicator 2.1 to be very good, one of only five areas in Scotland to achieve this grade. This was a very positive report which outlines key strengths in the supports provided to children in Renfrewshire. The report noted: “The partnership’s vision, values, and aims were well-understood and embraced by staff across all partner agencies, including the third sector. Leaders were highly visible, communicated regularly, and maintained a clear vision for service delivery and improvement for children and young people at risk of harm”. “There was a well-developed collaborative culture and staff, managers, and leaders worked positively together across agencies. Strong relationships and a commitment to keeping children’s views central were notable aspects of the partnership’s approach”. Clear evidence was found that staff were confident in their ability to recognise and report child abuse, neglect and exploitation. The inspectors highlighted the impact of trauma-informed and relationships-based practice across all agencies and services. Inspectors observed nurturing and trusting relationships between staff and children and heard that children felt safer as a result. Child Protection 8 Page 80 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Renfrewshire Adult Protection Committee (RAPC) RAPC is chaired by an independent chair – Tam Baillie – and meets quarterly. RAPC is responsible for developing, implementing and monitoring the strategic approach to the management of the protection of adults at risk of harm in Renfrewshire. RAPC is committed to promoting public awareness of adult protection issues; to working on an inter-agency basis; and with the wider community to protect adults at risk. The key functions of RAPC are undertaken by a range of subgroups which are set out below. There has also been a review of the membership of the RAPC and subgroups. Joint Communications subgroup Although newly established in the reporting period this subgroup has made significant progress and is responsible for: • Increasing awareness and understanding of public protection activity in Renfrewshire • Responding to relevant public protection issues highlighted in national and local media • Initiating media activity highlighting relevant matters through proactive work and planned campaigns • Disseminating information about best practice and learning arising from learning reviews. • Utilising internal communications already used, augmenting these where appropriate and facilitate increased external communication on the child and adult protection work in Renfrewshire. Joint monthly lunchtime drop-in sessions were launched during 2024/25 and alternate between RAPC and RCPC sessions. These sessions have proved very popular with staff, formal feedback is currently being sought from the workforce on the sessions that have taken place to date. Adult Support and Protection Joint Communications (RCPC & RAPC) Learning and Development Continuous Improvement Operational Managers Practice Development Group 9 Page 81 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Learning and Development Multi-agency learning continues to be a crucial factor to ensure staff are confident and competent in carrying out their roles. The Learning and Development subgroup has oversight of inter- agency training. The RAPC developed an ASP core knowledge and skills practice framework to support all partner organisations in the development of a workforce that has the necessary knowledge and skills in ASP practices. The training priorities are informed by training needs analysis, and this is currently underway. The following interagency training was provided during the reporting period: • Joint child and adult protection course for the general workforce • Assessment, Inquiries and Investigatory Activity • Responsibilities of the council and role of the council officer • Investigative interviewing Continuous Improvement Our arrangements have been designed to support the valuable partnership work which exists to allow continuous improvement in ASP services across Renfrewshire. The Continuous Improvement subgroup is multi-agency reflecting the partnership approach to improvements and continues to monitor our dynamic improvement plan and provide scrutiny to audit reports, data and impact of process changes. Operational Manager Practice and Development During the reporting period the multi-agency Operational Manager Practice and Development Group was established and a specific remit for generating a live operational leadership agenda and providing the link between the RAPC, subgroups and operational staff across Social Work, NHS and Police Scotland. Care Home Collaborative Support Team Group In addition to the subgroups, the Care Home Collaborative Support Team Group provides enhanced clinical and care oversight arrangements for care homes to support care home staff to keep residents safe. Clinical and care professionals have a leading role in the oversight for care homes and meet monthly. Partners remain proactive and deployed clinical and care teams, to improve standards and reduce any risk to residents. Adult Support and Protection 10 Page 82 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Referrals and Inquiries In 2024/25 there were 1525 referrals which was similar to 2023/24 referrals at 1527. The number of adults these referrals related to were 1050, highlighting that 475 referrals (31%) were repeat referrals. Police Scotland continue to be the highest source of referral at 20.6%. Additionally, the number of welfare concern referrals were 2459 for 2024/25. The total number of Inquiries for 2024/25 was 1364. Of these 792 were completed with the use of Investigatory powers. From this, there were 188 inquiries where an enhanced risk assessment was required - previously referred to an Investigation. There were 78 ASP Investigations completed during the period 2024/25, compared to 92 during 2023/24. All activity related to Inquiries and Investigatory activity, Renfrewshire complies with the Code of Practice through the use of Council Officers and the recording is consistent with the requirements of reporting through the newly established Adult Support and Protection National Minimum Dataset. This has resulted in some significant changes in practice and the recording process. The data confirms that the person’s home is where harm occurs with 577 (51.94%) occurring within their own home and 280 or 25.20% within a care home. This is consistent with previous years data. The highest care group affected by harm continues to be those with Dementia accounting for 307 (27.63%) referrals followed by those with Mental Health conditions (excluding Dementia) accounting for 292 (26.28%) referrals. Physical Harm remains the principal type of harm and was reported in 371 inquires (27.22%). It continues to be the highest reason for referral followed by psychological/emotional harm 204 (14.97%) and financial or material harm 174 (12.77%). Large-Scale Investigations (LSI) There were no LSI’s during the reporting period. Any care homes on the cusp of an LSI are managed under a preventative approach, where the HSCP balance a supportive approach with a statutory duty under Adult Support and Protection legislation. Adult Support and Protection 11 Page 83 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Adult Support and Protection Adults with Incapacity (AWI) Demand for AWI reports, which require to be completed by a qualified Mental Health Officer, remains high for both private and Chief Social Work Officer applications. There were 264 requests for AWI mental health officer reports during the period compared to 250 requests in the previous year. The high rate of local requests can in part be caused by discharges from the Royal Alexander Hospital, Paisley. All request for AWI reports for delayed hospital discharges are allocated immediately and where appropriate the MHO service will ask for the use of interim orders. Welfare Guardianships Orders where the CSWO is appointed Welfare Guardian fell slightly over the last year, from 124 in 2023/24 to 102 in 2024/2025. Each order requires a qualified social worker to act as the “nominated officer” on behalf of the CSWO for day-to-day management of the case. In addition, there were approximately 151 private welfare guardianship orders which require a minimum of one statutory visit by a guardianship supervisor after being granted. 12 Page 84 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Joint Inspection of Adult Support and Protection The joint inspection of adult support and protection in the Renfrewshire partnership area took place between 18 November 2024 and 18 March 2025 and was led by the Care Inspectorate in collaboration with Healthcare Improvement Scotland and His Majesty’s Inspectorate of Constabulary in Scotland. In line with the targeted nature of the inspection programme, the methodology included the following proportionate scrutiny activities: analysis of supporting documentary evidence and a position statement; scrutiny of records; partnership staff survey and focus groups. A summary of the key findings included: • Renfrewshire is one of only two partnership areas in Scotland to receive ‘very effective’ progress statements. • The inspection concluded that “measures in Renfrewshire has found clear strengths in ensuring adults at risk of harm are safe, protected and supported”. • A series of positive attributes including, but not limited to, a "consistent delivery of high-quality adult support and protection work", "energetic leadership" and a "can-do culture" and the accomplishment of strategic leadership with elements that were "sector leading". • The inspectors found that the Adult Protection Committee’s innovative approach to communicating with partnership staff who work in adult support and protection was highly commendable. Its efforts to inform and promote adult support and protection - including to the public - were highly successful. The report also highlighted the following priority areas for improvement : • The partnership should continue its efforts to improve the quality of chronologies and risk assessments for adults at risk of harm. • The partnership should make progress with adults at risk of harm attending their adult protection case conference. • The partnership should continue its endeavours to improve representation of adults with lived experience of adult support and protection, at strategic level in the partnership. Adult Support and Protection 13 Page 85 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Equally Safe Partnership Renfrewshire’s Gender-Based Violence (GBV) Strategy Group has rebranded as theEqually Safe in Renfrewshire Multi-Agency Partnership, marking a renewed and unified commitment to ending violence against women and girls in line with the national Equally Safe Strategy. This transformation reflects a deeper, more collaborative approach across sectors, ensuring that all partners work together to prevent and respond to gender-based violence effectively. A refreshed local Equally Safe Action Plan is currently in development. It will align closely with the Scottish Government and COSLA’s key priorities, reinforcing the shared responsibility of all sectors in addressing this critical issue. By strengthening connections with the national Equally Safe Strategy and Delivery Plan, Renfrewshire’s approach will be consistent with the updated national aims and objectives. This alignment will enhance impact, ensure coherence across Scotland, and provide a stronger foundation for collective action. The plan will demonstrate a strong commitment to tackling violence against women and girls through multi-sectoral collaboration, addressing prevention, intervention, justice, education, public health, and intersectionality. Safe and Together: Strengthening Domestic Abuse Response The Safe and Together model is a perpetrator pattern-based, child-centred, and survivor-strengths approach to domestic abuse intervention. As a core component of Renfrewshire’s Equally Safe partnership working, this model has been integral to multi-agency efforts in supporting survivors and holding perpetrators accountable. In addition to providing the one day Safe and Together overview training and the more intensive four day Safe and Together Core Training, we have recently piloted a two-day training which has received positive feedback from the multi- agency group of participants. The Safe and Together Steering Group convenes quarterly to review implementation progress, ensuring continued effectiveness and alignment with strategic goals. Renfrewshire is also an active member of the National Implementation Forum, reinforcing its commitment to best practices in domestic abuse intervention. Equally Safe in Renfrewshire 14 Page 86 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Renfrewshire Council’s Women and Children First Service Referral trends to Women and Children First have remained stable over the past two years. In 2024, a total of 205 women were referred, including 71 mothers and 134 women with no family. The number of children referred has remained unchanged at 149. Women and Children First – Authentic Voice Women and Children Firstcontinues to place theauthentic voice agendaat the heart of its work. The authentic voice group provides a platform for people with lived experience of violence against women and girls and other forms of trauma meaningful opportunities to shape local services with which they engage and will form part of the Equally Safe Partnership Action Plan. Thegroupcollaborated with other local survivor groups at the#BETHECHANGETOO International Women’s Day event. A total of24 women attended, including guests fromJubilee House, Women’s Aid, and Courage. Renfrewshire MARAC Annual Referral Trends During the reporting period, Renfrewshire MARAC received 321 referrals, marking a 6.1% decrease from the 342 referrals recorded in the previous year. This slight decline follows a notable increase in the preceding year, indicating that MARAC continues to maintain a high level of identification and intervention in high-risk domestic violence cases. The ongoing effectiveness of multi- agency partnerships remains evident in the consistent engagement and response to those most at risk. Equally Safe in Renfrewshire 15 Referrals for Women and Children First 2024 Number of Referrals Total Women (no children) 134 205 Women Mothers 71 Children 149 149 Children Page 87 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Renfrewshire Women’s Aid Renfrewshire Women’s Aid provides advice, support, information and safe accommodation for women, children and young people affected by domestic abuse in Renfrewshire. It offers crisis intervention, emotional and practical support, advocacy and temporary refuge and scatter accommodation. Support is provided to women with experience of domestic abuse who are in immediate crisis and/or danger and those who are seeking longer term support to recover from the impact of their experience. 16 Days of Action Services and community groups across Renfrewshire’s multi- agency partnership actively participated in the annual 16 Days of Activism Against Gender-Based Violence. The 16 Days run from 25th November (the International Day for the Elimination of Violence Against Women) until 10th December (International Human Rights Day). In alignment with the theme, “Imagine a Scotland without Gender-Based Violence,” a series of impactful local activities were organised to raise awareness and promote action. Key events included the annual ‘Reclaim the Night’ march, providing a platform for solidarity and advocacy. The focus of this year’s event was “Empowering young voices in activism”. To further strengthen professional understanding and response to VAWG, a two-day multi-agency Safe and Together training event was also held and new to our training programme, Understanding and Supporting Autistic Survivors of Abuse. Independent Strategic Review of Funding The Independent Review of Funding for VAWG Services highlighted the weight of unaccounted for investment local authorities make in mainstream services including, but not limited to, housing, social work, addictions, mental health, education and children’s services to respond to the burden of harms caused by VAWG. Scottish Government and COSLA announced the development of a VAWG Needs Assessment Tool to identify the specific needs of those experiencing VAWG and highlight unmet need and gaps in local service provision. We will continue to work with the Improvement Service and the National Network to support testing and implementation of the tool. However, without additional investment from the Scottish Government, this will be challenging, as highlighted by colleagues in COSLA and the VAWG Chairs Group nationally. Equally Safe in Renfrewshire 16 Page 88 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Children and Young People The Mentors in Violence Prevention (MVP) Programme is Renfrewshire’s approach to tackling gender-based violence in schools. It is a peer education programme designed to give students the skills and awareness to speak out against issues which affect relationships within our schools and communities by adopting a ‘bystander’ approach. Renfrewshire currently has around 400 pupils mentors across all of our secondary schools. Over 400 staff across Children’s Services, Youth Services, OneRen and 3rd sector organisation have also been trained. Our training team now offers training for colleagues within the primary and early years sectors Young and Equally Safe (YES) in Renfrewshire is funded through the Scottish Government’s Delivering Equally Safe fund. YES in Renfrewshire aims to develop the existing Mentors in Violence Prevention school-based programme and link into early intervention youth work activities in community settings. Youth Services, working in partnership with Children’s Services and our community learning and development partners, are working to provide brave and safe spaces for young people to explore gender-based violence issues and campaign work to bring about a challenge to norms. The project is promoting a positive social action model through youth work engagement and youth voice underpinned by rights-based approach. The project is going into its fourth year, having secured a further year’s funding until March 2026. In the period 2024-25, YES has engaged a total of 1004 people (274 adults, 730 young people aged 11-18 yrs). A total of 125 sessions have been delivered (45 sessions/events to young people, 42 sessions to 3rd sector organisations, and 38 sessions to statutory and private organisations). Equally Safe in Renfrewshire 17 Page 89 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Drug Deaths In Renfrewshire, there were 46 drug-related deaths in 2024 which represents an increase of 4.5% from 44 in 2023. Drug-related deaths in Renfrewshire, 2014 to 2024 Renfrewshire had the sixth highest rate of deaths per 100,000 population (2010-2024) at 29.1 and above the Scottish average of 19.1. This is similar to the previous 5-year rate where we had the seventh highest rate of deaths at 28.9. Alcohol Deaths In Renfrewshire, there were 52 alcohol-specific deaths in 2023 which represents an increase of 23.8% from 42 in 2022. Alcohol- specific deaths in Renfrewshire, 2014 to 2023 The alcohol-specific deaths rate for Renfrewshire for 2019-2023 was 23.7. The alcohol-specific deaths rate for Scotland for 2019- 2023 was 21.5. At council area in the last five years, Inverclyde, Glasgow City, North Lanarkshire, and Dundee City all had alcohol-specific death rates higher than the Scottish average. Alcohol and Drugs - Analysis of Current Trends NOTE: Data for Alcohol Deaths 2024/25 not available until late September 2025. 18 Page 90 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Alcohol and Drugs Needs Assessment Renfrewshire Alcohol and Drug Partnership (ADP) commissioned a needs assessment to provide a population based comprehensive understanding of need and challenges experienced within Renfrewshire relating to alcohol and drug use. This included scoping existing services and resources in order to support the identification of gaps in provision as well as assessingthedemand and capacity needs. The assessment will inform commissioning decisions and will identify potential areas for service development and/or improvement as part of the wider commissioning process. Headlines from the needs assessment include the need to address the imbalanced equilibrium between alcohol and drug provision and priorities, the need to review current resource allocation and whether it meets strategic priority areas and an increased focus on prevention and early intervention. Renfrewshire ADP will work with partners to develop a local delivery plan aligned to the findings of the needs assessment and will organise a key stakeholder event to progress key actions. Alcohol Brief Interventions Alcohol Brief Interventions (ABIs) aim to reduce harmful alcohol consumption using short, structured conversations and are designed to raise awareness of alcohol related risks and motivate behaviour change. In October 2024, an Alcohol Brief Intervention Practitioner was recruited and since this time, 70 staff from Community Mental Health, Community Justice Social Work and Circle Recovery Service have received training to equip them with the skills to feel confident and able to deliver an ABI effectively, whilst supporting early intervention and engagement. Training sessions continue to be offered to partners across Renfrewshire. Renfrewshire has a delivery target of 1116 ABIs per year with the target being achieved for 2024-2025 with 2185 ABIs being recorded. Positive feedback has also been provided by individuals who have engaged with service. So far, a total of 12 referrals for support have been linked directly with the delivery of an ABI. Renfrewshire Alcohol and Drug Partnership 19 Page 91 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fibro scan Pilot The first fibro scan clinic was established in December 2024 as a joint pilot community outreach initiative which is run by Alcohol and Drug Recovery Service (ADRS) along with liver nurses from the Royal Alexandra Hospital. The clinic is designed to increase detection and identification of early liver disease/fibrosis or undiagnosed cirrhosis. So far, 5 clinics have taken place resulting in 38 individuals receiving fibro scans, 21% of the scans carried out have resulted in referrals to the consultant out-patient clinic with 6 referrals being urgently referred for intervention. A further 21% have been allocated a review appointment and scan in 1 year, along with advice on lifestyle and given verbal and written information on alcohol-related liver disease. Public Health Scotland has recently reported that the number of people with chronic liver disease in Scotland is projected to increase by 54% by 2044 and without effective prevention and early intervention like this pilot, alcohol harms will continue to impact services and devastate lives in the future. MAT standards in Scotland are evidenced-based standards to enable the consistent delivery of safe, accessible, high-quality drug treatment. Renfrewshire Alcohol and Drug Recovery Service has been praised by Public Health Scotland for their ongoing hard work and commitment, demonstrating year on year sustained improvements in standards of care, stating it is “a reflection of the consistent levels of innovation, hard work, and sharing of good practice by local teams.” Renfrewshire’s performance has been charted from the introduction of the standards in 2022 until 2025. Provision of Naloxone Kits Renfrewshire’s proactive approach to the distribution of Naloxone and training reflects commitment to reducing the number of drug related deaths. In Renfrewshire, services provided 1,023 Take Home Naloxone kits, a life-saving medicine that reverses an opioid overdose, to people in our communities in 2024/25 (662 in 23/ 24). The recommended annual provision should be 9-20 times the number of opioid related deaths, so this is well in excess of the 2024/25 target of 740. Renfrewshire Alcohol and Drug Partnership 20 Page 92 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Increasing Awareness of Alcohol and Drugs in Renfrewshire Partners worked collaboratively to develop and deliver a series of events and awareness raising campaigns including: • A week-long Christmas Campaign to promote harm reduction, raise awareness about alcohol and drug recovery services, and support local communities during the festive season. The campaign engaged with various community partners, distributed care bags, and included media outreach to amplify its message. It demonstrated the power of community collaboration and media engagement in promoting harm reduction and raising awareness about recovery services. • Renfrewshire Alcohol and Drug Recovery Service ‘Open Day’ enabled local people and staff to visit and find out more about local services and provide harm reduction information. • The Harm Reduction Response Team visited several local communities to promote the service and to deliver key harm reduction messages. • During Alcohol Awareness Week, a range of community discussions on alcohol-related harm were undertaken, aiming to foster open conversations and support alternative choices. • On International Overdose Awareness Day, a series of information hubs were set up across Renfrewshire providing local people with an opportunity to learn more about services and receive Naloxone training. On the day, 12 naloxone kits were supplied. Afterwards. there was a short procession to Paisley Abbey where stories of recovery were shared from those with lived/living experience, as well as a short poem. In the evening, buildings and landmarks across Renfrewshire and the world were lit up purple in remembrance to remember those who have lost their lives. Renfrewshire Alcohol and Drug Partnership 21 Page 93 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Alcohol and Drugs Change Programme The Alcohol and Drugs Change Programme has been drawing to a close over 2024/2025, with most projects now completed or moved into mainstream provision, either in whole or in part, including: Harm Reduction Response Team (HaRRT) This Service is delivered through a mobile unit, which has been situated in specific areas in relation to near fatal overdoses and suspected drug deaths. HaRRT plays a key role in supporting individuals who may not be in contact with other services, providing access to harm reduction advice, equipment, and services, to support their health, safety and wellbeing. This Service is currently transitioning to a commissioned service model, with a tender process taking place in early 2025. Trauma Informed and Responsive Renfrewshire Whilst the initial focus of our trauma programme was in relation to alcohol and drugs, its scope was widened to become our overarching Trauma Informed and Responsive Renfrewshire Programme (TIRR). Delivery of the programme is set out in our Road Map, which was approved by elected members in February 2024. Awareness-raising and training sessions have taken place with over 300 staff to date. The National Trauma Transformation Programme has provided opportunities to build networks and share good practice. Progress with the TIRR programme will continue to be reported through the Fairer Renfrewshire Sub- Committee. MyLA (My Life Ahead) This housing-led project has been delivered in partnership with Turning Point Scotland and provides support for individuals and families in Renfrewshire whose daily lives are impacted by drug and/or alcohol use and require wraparound support to sustain, or access settled housing. For those supported by MyLA there have been positive outcomes emerging in terms of reduction in alcohol/drug use; people being supported to successfully access settled housing and the specialist services they require; those with a history of non-engagement now working positively with the MyLA team. 22 Page 94 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Safeguarding Vulnerable Young People Partnership Programme - Schools This project has provided targeted support in a Renfrewshire school with pupils experiencing significant challenges and are identified as at risk of missing out on education. A Principal Teacher was recruited to provide enhanced pastoral support, to those who may be experiencing issues relating to alcohol and/or drug use (own or parental), and poor mental health, with the aim to improve outcomes relating to attendance, exclusions, and health and wellbeing. Alcohol and Substance Awareness Education Resources Alcohol and Substance Awareness Educational resources were developed for use in nursery, primary, and secondary settings, and continue to be accessed by schools across Renfrewshire. The packs were produced by I Am Me Scotland, Renfrewshire Children’s Services, teachers, Police Scotland, NHS, Renfrewshire HSCP and, most importantly, children, young people, and those who have lived experience of drug and alcohol use. These packs continue to be utilised across Renfrewshire schools, as well as by wider partners across Scotland. Stigma/Language Matters I Am Me were commissioned to develop an interactive Stigma Awareness training package aiming to improve the understanding, awareness, and confidence of the workforce in relation to stigmatising language around alcohol and drugs, and the impact of stigma on individuals and communities. The resources have been co-developed with people who have lived and living experience of drug and alcohol use and recovery. As part of the Connected Communities Programme, this training aims to align with other current and emerging pieces of work, such as Making Every Contact Counts. Alcohol and Drugs Change Programme 23 Page 95 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level East RenfrewshireShetland IslandsMidlothianStirlingAberdeen CityCity of EdinburghRenfrewshireEast DunbartonshireDumfries and GallowayWest LothianAberdeenshireEast LothianSouth Ayrshire FifeSouth LanarkshireScotlandWest DunbartonshireScottish BordersAngusGlasgow CityFalkirkClackmannanshireInverclydeArgyll and ButeNorth LanarkshireNorth AyrshirePerth and KinrossNa h-Eileanan Siar MorayEast AyrshireOrkney Islands HighlandDundee City 0.0 5.0 10.0 15.0 20.0 25.0 30.0 95% Confidence Interval Rate In Renfrewshire, there were 19 probable suicides in 2023, a decrease from 33 in 2022. In the same period, there were 792 probable suicides registered in Scotland, an increase of 30 from the previous year. Probable Suicides in Renfrewshire, 2014 to 2023 For the period 2019-2023, Renfrewshire had the seventh lowest rate of deaths per 100,000 population at 12.4. This was below the Scottish average of 14.1. Age-standardised mortality rates of suicide deaths by council area, 2019-2023 Suicide Prevention: Probable Suicides - Analysis of Current Trends NOTE: Data for 2024/25 not available until mid September 2025. 24 21 16 23 13 16 22 25 33 19 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 24 Page 96 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Suicide Prevention The Renfrewshire Strategic Suicide Prevention Group The multi-agency group has been meeting regularly and has developed a local suicide prevention strategy and action plan. Our aim is to reduce the rates of suicide and self-harm within Renfrewshire and the key objectives and priority areas include: • Collating and understanding local suicide related data. • Delivering training and support for staff and local people. • Supporting those who have been impacted by suicide or suicide attempts. • Implementing early intervention and prevention approaches. • Developing a culture of collaboration and learning. • Improving communication and awareness raising about suicide prevention and how to access available resources. • Including the voice of lived experience. Data Analysis Subgroup The subgroup has now been established, and local data is being collated and analysed to develop an understanding of the local context. Those deaths by suicide who are known to services will be formally reviewed through existing processes, while those deaths not known to services are now being informally reviewed by the co-chairs of this group. Training Subgroup The Choose Life Service Co-Ordinator continues to deliver Courses in Mental Health awareness, suicide intervention and self-harm awareness. These courses are found to increase the confidence of the workforce to have conversations with people who are having thoughts of suicide. Further updates from the subgroup include: • An increase in the pool of trainers for safeTALK (suicide alertness for everyone) and ASIST(Applied Suicide Intervention Skills Training). • Introduction of the ‘Wave after Wave’ course which aims to explore the nature of bereavement by suicide and is for anyone who supports people who have been bereaved by suicide. • Supporting and delivering a training programme for pupil support staff and establishing policy and guidance that sits within every education establishment. This has resulted in an increase in pupil support staff trained in ASIST from 2 staff in 2020 to over 180 in 2025. Numbers are similar for staff attending training in self-harm awareness. 25 Page 97 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Suicide Prevention Ensure early intervention for those most at risk of having thought of suicide Distress Brief Interventions (DBI) – RAMH have been commissioned by Renfrewshire to deliver DBI on the HSCPs behalf. There is an implementation plan underway to facilitate the referral process and pathways to support DBI. The main priority is to ensure police officers have received level 1 induction which allow them to refer direct to RAMH for a level 2 intervention to be delivered. The Community Safety Service daily hub meeting provides a platform for mental health referrals to be made direct and provides a clear pathway for communication between Police Scotland and health care professionals by identifying those within the community who are at risk due to their mental health. This process allows the concerns raised to be addressed in a timely manner and supporting a positive outcome and reducing the calls to Police Scotland. Examples of partnership working arising from the Strategic Group including HSCP, Police and RAMH colleagues completed work to issue information to front line officers on what services available locally: • During December and January there was social media signposting for people within the community, which generated multiple shares locally. • 200 front line officers in Renfrewshire briefed on ‘this is for you’ cards produced by RAMH on local resource as well the ‘connected and caring’ card. The officers now have those resources digitally on their electronic notebooks and if they engage with an individual in mental health crisis, the individual can scan a QR code for ‘this is for you’ card. There is no direct referral mechanisms into the local or national support however officers now have the ability to signpost to agencies that can offer support. 26 Page 98 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Supporting people liberated from custody Work has progressed with partners to understand the range of support available to people liberated from custody and how and when it can be accessed. This has helped identify areas of good practice where learning and approaches can support broader improvement. Early work has been progressed to improve the coordination of people leaving custody through multi-agency pre-release planning meetings. These will allow a range of key services to target resources to those most in need and improve links with third sector supports. Third sector Renfrewshire’s third sector plays an important role in supporting the most vulnerable in our communities, including our justice- experienced population. This year, Community Justice Renfrewshire piloted a grant scheme to create capacity within local third sector organisations to undertake specific work with people who have offended. Seven projects have been funded to deliver over the course of 2025/26, providing participants with opportunities to connect with others, learn new skills and improve their confidence. Projects will also service as examples to other third sector organisations who have to potential to work in a more focused way with this client group. Client engagement We have engaged creative means to capture the experience of people who are subject to justice social work supervision, providing valuable insight into what works well and what could be improved to maximise opportunities for rehabilitation and reintegration. Our approaches included participatory photography, providing justice clients with training to capture their thoughts, experiences and aspirations through photographs. Community Justice 27 Page 99 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level CONTEST Following its revision by the Scottish Government Strategic Board it has been agreed that there will be a three-year Local CONTEST Delivery Strategy for each local authority. PREVENT The Council’s Prevent Annual Assurance Statement has been completed with input from relevant Council Services and Partner Agencies. Feedback from the Home Office shows the following strengths were identified: • Senior oversight and Prevent partnership – there are strong governance structures in place to ensure the Local Authority senior management is well informed and Prevent features in multiple organisational and multi-agency forums allowing for appropriate reporting. • Training – Prevent training is mandatory for all staff and hosted on the Local Authority learning platform ensuring the workforce is aware of their statutory duty. • Referral pathway – there is clear information available to staff about how to put a referral in utilising internal web pages and an external webpage to direct members of the public on how to report concerns. This includes contact details for the Local Authority. The process also identified some areas for the Council to work on going forward, i.e. formalising arrangements in relation to venue hire and further enhancing risk assessment methods. Serious Organised Crime and Trading Standards- Tobacco and Nicotine Vapour Products (NVPs) The sale and supply of single-use nicotine vapour product (vapes) will be prohibited in Scotland from June 1, 2025. This ban applies to both in-store and online sales. Local Trading Standards teams will enforce the ban in Scotland. Work around the supply of illicit Tobacco and illegal Nicotine Vapour Products (NVPs or Vapes) continues to be the focus of the Trading Standards & Licensing team and enforcement visits were conducted, utilising the tobacco detection dog as part of Operation CECE; part of a UK-wide partnership initiative between HMRC and Trading Standards services, to remove illicit tobacco products from the marketplace. Renfrewshire Trading Standards also led on a national project investigating the prevalence of - and detriment caused by – short weight solid fuel products. The cost- of-living crisis has increasingly seen citizens investigate and use alternative sources of energy as gas and electricity prices have increased. Public Protection 28 Page 100 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Community Safety Firework Control Zones A multi-agency group meeting, consisting of Police Scotland, Scottish Fire and Rescue as well as representatives from a number of Council Services, was convened in early March 2025 to consider applications from communities where they were requesting a Firework Control Zone is implemented. Of the six applications received, only one was competent to be considered by the group. It was agreed by all group members that the application did not present evidence to support the implementation of a control zone and was rejected. Operation Moonbeam Officers from across the Community Safety Partnership were engaged in a number of support activities under the banner of Operation Moonbeam on Bonfire Night. Pavement Parking Enforcement of the Pavement Parking ban commenced on the 1 April 2025 with this being driven by community intelligence, in addition to Community Support Officers dealing with incidents which they come across during their regular patrols. Food Alert – For Action Officers from across Public Protection assisted the Environmental Health Team in carrying out inspections for counterfeit vodka across Renfrewshire businesses, following the issue of a Food Alert For Action (FAFA) by Food Standards Scotland. This action followed an intelligence led operation by the Scottish Food Crime and Incidents Unit (SFCIU) at Food Standards Scotland (FSS). XL Bullies The designation of XL Bully type dogs as a banned breed under the Dangerous Dogs Act 1991 came into full effect on 31 July 2024 whereby owners wishing to keep their dogs must have applied for a Certificate of Exemption in advance of this date. A local Renfrewshire protocol was developed in conjunction with Police Scotland to address how XL Bully dog enquiries/incidents will be managed. Service Reviews The Community Support Service (Warden Service) and the Council’s Public Space CCTV operations were subject to review, which is still ongoing. These reviews will ensure that the services are aligned with current service demand. Public Protection 29 Page 101 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level NHSGGC Public Protection Service Significant progress has been made in implementing the NHS GGC Public Protection Strategy – Safeguarding it Matters to Us 2023- 2026. The strategy delivery plan ensures a focus across our agreed objectives and highlights NHS GGC's commitment to protecting vulnerable populations through strategic leadership, multiagency collaboration, workforce development, digital innovation, and continuous learning from incidents and reviews. The performance of the delivery plan, including risks, is monitored through the NHS GGC Public Protection Forum and reported to the Corporate Management Team to the Board via the Clinical and Care Governance Committee. Six-monthly updates are reported to the Chief Officers Group. Key achievements include: E-Health - The Public Protection Service, in collaboration with the eHealth Development and Informatics team, has developed an improvement bundle to support the implementation of key deliverables outlined in our Public Protection Strategy Delivery Plan. Efforts continue to transform data capture and manage IRD pathway requirements across NHS GGC, utilising Microsoft PowerApps as the key technology. Progress has also been made in creating an online database capable of capturing, monitoring, and reporting mandatory and professional training requirements in alignment with NHS GGC’s Public Protection Quality Assurance Framework. Following a successful pilot in Renfrewshire, Child Protection alerts have now been added to Trakcare for children on the Child Protection Register. This has been greatly received by acute colleagues to help identify vulnerable children. Adult IRDs - A pilot for adult IRDs began in March 2025 with Glasgow City HSCP, initially aiming for 10 IRDs per week. However, actual numbers have been lower. The pilot was extended by three months to gather more data for evaluation, including practitioner surveys and case file reviews. Preliminary results are positive: agencies value early information sharing and collaborative decision-making, and all cases have had effective follow-up plans. The majority of referrals come from Police Scotland, with sexual abuse, emotional abuse, and self-neglect being the primary concerns. Single agency investigations are the most prevalent outcome. SCI Gateway update - After a successful pilot in Renfrewshire, SCI Gateway has been developed to support the submission of Notification of Concerns (NOCs) and Adult Protection 1 (AP1) referrals for GPs across all six Health and Social Care Partnerships in NHS GGC. This has significantly improved the quality and governance of NOCs and AP1s being submitted by GPs. Public Protection 30 Page 102 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Governance The pace at which asylum dispersal and refugee resettlement has taken place in Renfrewshire since 2022 has been significant, and beyond anything experienced previously. As a result, the Migration and Resettlement Strategic Group was established which has enabled regular and routine information sharing, and the identification and rapid response to issues as they emerge. Resettlement Team The Council has a Resettlement Team that has now been in place over the past 10 years. The team support people who have come to Renfrewshire over this period through different refugee schemes such as through the Syrian and Afghan schemes, and more recently through the Ukraine support schemes. Asylum Dispersal The Council regularly meets with representatives from the Home Office, Mears and Migrant Help in relation to people being supported through the asylum process in Renfrewshire. Whilst the Council has no direct role to play in terms of support during the process, there is a core focus on safeguarding issues, community support and cohesion. Afghan Resettlement Programme From March 2025, the Afghan Resettlement Programme (ARP) merges together two existing schemes for Afghan nationals: • The Afghan Relocations and Assistance Policy (ARAP) • The Afghan Citizens Resettlement Scheme (ACRS) The UK Government intends to support approximately 7,000 Afghan nationals for a period of 3 years, with “transition accommodation” to be utilised from April 2025 and it is anticipated that this will mean in the region of 660 Afghan nationals coming to Scotland. Local partners are involved in national discussions and a small number of families have resettled in Renfrewshire through these programmes to date. Migration and Asylum 31 Page 103 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Unaccompanied Asylum-Seeking Children (UASC) A UASC team within Children’s Social Work has been established in recent years, with over 40 young people currently being supported by the team. Renfrewshire may be asked to support children and young people through the national transfer scheme that has been put into place, or there may also be spontaneous arrivals. The Home Office indicates there remains significant pressure on the number of UASC in the UK and there is a possibility that the allocation to individual authorities will increase. Significant pressures remain in Renfrewshire in terms of the support to unaccompanied asylum-seeking children. Migration and Asylum 32 Page 104 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Police Scotland, Renfrewshire Performance Incidents Recorded Common Assault Overall Dishonesty Domestic Abuse Overall Violent Crime Sexual Crime Missing People Housebreaking Road Traffic Casualties Disorder Complaints Unless otherwise stated, all data provided within this report is for the period 1 April 2024 - 29 February 2025, with comparisons made against the same period in the 2023/2024 period. All statistics are provisional and should be treated as management information. All data have been extracted from Police Scotland internal systems and are correct as at 23 March 2025. - 2.1% + 0.7% + 3.7% + 1.5% - 2.3%+ 6.7% + 0.1%- 8.7% + 2.2% + 52% 47,063 1,652 3,386 1,906 189 5,572 400 142 872 1,808 Total Crime + 2.9% 13,577 Page 105 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Police Scotland Violence Recorded violent crimes in Renfrewshire increased by 0.1% compared to the previous year, totalling 1,808 crimes, with the majority (over 91%) of recorded crimes of violence being common assault (including against emergency workers). Almost 70% of these involved assault to no injury to victims. Meanwhile, crimes of serious violence (including serious assault, robbery, attempted murder and murder) collectively fell by almost seven percent on the previous year, with 11 fewer victims. While Paisley Northwest continues to be the multi-member ward in which the highest number of recorded crimes of violence occur, continued multi- agency collaboration focused on reducing violence and disorder, has contributed to a decrease of over seven percent in recorded violence in this area. Weapons Offences A total of 379 offensive / bladed weapons offences were recorded in Renfrewshire during the reporting period, marking a 31.6% increase on the previous year. The detection rate for weapon-related crimes rose from 79.8% to 83.1%, with a proactive approach to tackling the issue of weapon-carrying leading to a 39% increase in the number of detections for these crimes. Police in Renfrewshire continue to work with partners to educate young people about the risks and consequences of carrying weapons, as well as to divert them away from criminal activity. Disorder and Antisocial Behaviour (ASB) Recorded crimes of damage and reckless conduct in Renfrewshire fell by 5.6% compared to the previous year, with vandalism seeing a reduction of nearly nine percent. Crimes of wilful fireraising have increased by nearly 26%, with 117 crimes (+24 on 2023/24 figures). However, the detection rate improved significantly, rising from 19.4% last year to 45.3% in the current reporting period. A significant proportion (approximately one-third) of wilful fireraising crimes involved wheelie bins being set alight, with these crimes usually being linked to youth disorder. Public-reported incidents of ASB and disorder dropped by 2.3%, with 5,572 incidents recorded. Police in Renfrewshire continue to engage in a multiagency response to ASB, building on the proactive work carried out through the Partnership Hub and ensuring effective plans are in place to address community risks in Renfrewshire. 34 Page 106 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Police Scotland Hate Crime During the reporting period, 362 hate crimes were recorded in Renfrewshire, with a detection rate of 65.7%. Race continues to be the most targeted protected characteristic, featuring in 57% of recorded hate crimes in Renfrewshire. Threatening and abusive behaviour and hate aggravated conduct (including stirring up hatred) are the most commonly reported hate crimes. Other reported hate crimes include common assault, vandalism, domestic abuse and breach of the peace. At least 18% of victims of hate crimes in Renfrewshire were Police Officers. Sexual Crime 400 sexual crimes were recorded in Renfrewshire in the reporting period - an increase of 1.5% on the previous year (394). While contact offences fell by approximately 19%, non-contact offences increased by nearly 32% - with many of these being cyber-enabled sexual offences such as indecent communications or sending indecent images. Almost a third of sexual crimes recorded involved non-recent reporting, with specific challenges associated with the investigation and detection of such crimes, due to the passage of time and resulting loss of various forensic opportunities. The detection rate was 56.5%, compared to the national rate of 57.5%. Missing People In the reporting period, a total of 872 missing person reports were recorded - an increase of 58% on the same period in 2023/24, in which 553 missing person reports were received. In the current reporting period, a total of 326 individuals were reported missing - with 101 of these individuals being repeat missing people (i.e. being reported missing on multiple occasions). 87% of missing persons reports related to young people, with nearly half of all reports involving young people going missing from Children’s Homes. A significant contributory factor for the increase is the National Missing Persons Unit’s implementation of national business rules relating to how these incidents are recorded. Police Scotland continue to engage with appropriate partners to safeguard and reduce threat risk and harm to our most vulnerable people, especially when they go missing. 35 Page 107 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Police Scotland Domestic Abuse Domestic abuse incidents in Renfrewshire rose by 6.7% compared to the previous year, totalling 1,906 incidents. Though this increase may be partially attributable to continuous efforts to increase victims’ confidence to report domestic abuse to Police and our partners, changes in reporting standards and new systems should also be considered when comparing figures. Of these incidents, 43.1% led to a recorded crime, with domestic abuse-related crimes rising by 0.7% to 822. The detection rate has increased considerably, rising from 58.6% to 71.1%. The Multi-Agency Tasking and Coordination and Multi-Agency Risk Assessment Conferences frameworks remain vital in safeguarding victims, providing tailored support, coordinating partnerships, and ensuring agency accountability. We continue to work together with partners to ensure that victim centred approach adopting the most suitable support to victims and families. (Refer to Equally Safe Section) Road Casualties In the reporting period, there were 142 road casualties in Renfrewshire, an increase of three compared to the previous year. This includes eight additional road fatalities (9) and five additional slight road injuries (88). However, ten fewer serious road injuries occurred (45), including a reduction in serious child road injuries. Police Scotland remains committed to reducing road casualties through ongoing enforcement and education efforts. The dedicated Road Policing Unit continues to support local policing through a range of road safety and crime prevention campaigns Road Traffic Offences Recorded road traffic offences in Renfrewshire have fallen by 0.3% on 2023/24 figures, totalling 2,973 in the reporting period. Conversely, at a national level these offences increased by just over two percent. The detection rate for these offences is 86%, which remains closely comparable to the previous year’s rate (86.4%) and the national rate (87.5%). 36 Page 108 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Police Scotland Acquisitive Crime A total of 3,386 crimes of dishonesty were recorded in Renfrewshire, an increase of 3.7% on the previous year. The detection rate for was 37%, exceeding the national rate of 35.3%. Shoplifting accounts for almost 40% of all recorded crimes of dishonesty and rising by almost 26% on the previous year. Excluding this type of crime, crimes of dishonesty have fallen by nearly 7%, with crimes of housebreaking falling by 8.7%, recorded fraud crimes falling by 11.3% and common theft decreasing by 4.2%. Problem-solving initiatives are underway including a Retail Crime Task Force, this dedicated unit supports police officers in delivering prevention activities and targets repeat offenders. Fraud remains a key concern due to evolving tactics used both online and offline. In Renfrewshire, consumer and retail fraud and banking/credit industry fraud constitute a significant proportion of recorded fraud crime, with other fraud methods in the reporting period including advance fee payment frauds and bogus/doorstep crime. Police in Renfrewshire continue to engage with the community to raise awareness of emerging fraud methods and provide practical advice to help individuals protect themselves from financial harm. Cyber and Digital Crime Cyber-enabled crime remains a significant concern for communities in Renfrewshire. Fraud continues to be the most commonly recorded cyber-enabled in terms of number of reports received, with 39% of all recorded frauds being perpetrated online. We continue to address this issue through local partnerships and national collaboration with the Cyber Scotland Partnership and the financial sector to raise awareness of online fraud. Threats and extortion are another key cyber-threat in Renfrewshire, with the majority (71%) of recorded extortion crimes being cyber- enabled sextortion crimes. Offenders (who are commonly located outwith the UK) build trust through social media or messaging platforms before making demands - often resulting in serious emotional and financial consequences for victims. Sexual offences constitute a significant proportion of cybercrimes, with crimes such as communicating indecently, viewing sexual activity or images, indecent photos of children and threats to disclose intimate images. To combat online child sexual abuse and exploitation, Police Scotland engage with specialist national units and partner agencies to promote preventative awareness. 37 Page 109 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Scottish Fire and Rescue Service, Renfrewshire Activity Fires False Alarms Total no. of Incidents First Aid /Hospital Treatment (all incidents) - 5.6% - 12% - 14.5% - 5% - 4.3% Road Traffic Collisions * Data above is year on year change Summary 2024-25 The activity totals and other statistics quoted within this report are published in the interests of transparency and openness. They are provisional in nature and subject to change as a result of ongoing quality assurance and review. Because all statistics quoted are provisional there may be a difference in the period totals quoted in our reports after local publication which result from revisions or additions to the data in our systems. The Scottish Government publishes official statistics each year which allow for comparisons to be made over longer periods of time. 751 1176 59 2530 156 Page 110 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Scottish Fire and Rescue Service Below Highlights an increase or decrease from the same reporting period as last year. • Total Incidents: 2530 - down 5% from 2662. • Fires: 751 - down 5.6% from 796. • Non-Fire Incidents: 603 - up 20% from 503. • False Alarms: 1176 - down 12% from 1336. • Unwanted Fire Alarm Signals (UFAS): 420 - down 28% from 583. • Rescues by Firefighters: 126 - down 10.6% from 141. • Fire-Related Hospital Treatments: 8 - down 53% from 17. • Fire Fatalities: 0 - down 100% from 2 (1 fatality did occur at a fire incident but was not fire related). • First Aid / Hospital Treatment (all incidents): 156 - down 4.3% from 163. • Non-Fire Fatalities: 9 - up 50% from 6. • HomeFire Safety Visits: 1119. • Fire Safety Audits: 255 Routine audits plus 15 Post fire audits. Accidental Dwelling Fires (ADFs) • Total Incidents: 113 - down 20.4% from 142. • ADF Casualties: 11 - down 15.4% from 13. Deliberate Fire Setting • Total: 471 - down from 485. • Secondary Fire Total: 428 - down 2.9% from 469. • Peak Times: Between 6pm and 8pm. Non-domestic Fires • Total: 29 - down 29.3% from 41. Non-Fire Casualties • Total: 158 - static at 158. Fatalities Breakdown • Fire Fatalities: 1. • Special Service (non-RTC) Fatalities: 7. • RTC Fatalities: 2. UFAS • Common Causes: Cooking/Burnt Toast, Accidental or careless activation, Contaminants – aerosols, dust, steam etc. • Most common premises: Residential Homes, Hospitals and medical care, Hotels. • Policy change: SFRS adopted a new UFAS policy in July 2023. On activation of an automatic fire alarm system, the SFRS response to all sleeping risk premises remain unchanged but for non-sleeping risk premises an attendance will only be made where confirmed fire indications are present. RTCs • Total: 59 - down 14.5% from 69. • RTC Casualties: 63 - up 10.5% from 57. • RTC Fatalities: 2 – up 50% from 1. 39 Page 111 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Scottish Fire and Rescue Service, Renfrewshire Activity Fires False Alarms Total no. of Incidents - 5.6% - 12% - 5% - 4.3% * Data above is year on year change Summary 2024-25 Page 112 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Scottish Fire and Rescue Service Home Fire Safety Visits Each year SFRS delivers over 40,000 Home Fire Safety Visits (HFSVs) to homes across Scotland. These visits involve SFRS staff engaging with individuals within the home environment, to identify potential fire risks and to provide appropriate advice and education to improve their fire safety in the home. In January 2025 SFRS made changes to their HFSV programme, this was a move away from universal provision of a HFSV on request to a more targeted approach aimed at identifying and providing a HFSV to those in our communities who are most at risk of fire. This change was based around factors which we know increase someone’s risk of fire, via fire fatality research, with those factors now forming some of the criteria through which someone can qualify for a HFSV, alongside wider health and social care issues. Those members of the community who don’t meet the criteria will no longer be eligible for a HFSV but will instead be provided with a personalised home fire safety guide based on the answers that they provided to the screening questions when they applied for a HFSV. Alongside the changes to the eligibility criteria, we have also introduced new software for the recording of HFSVs and will soon launch a new Partner Referral App which will make it easier and more secure for our valued partners to make a referrals for HFSVs to SFRS, for their clients. Partner referrals are important as we know from experience that individuals involved in fatal and serious fires are often known to our partner organisations but not to SFRS. This change to the SFRS Home Fire Safety Visit programme will see a reduction in the number of HFSVs conducted annually but with those that are carried out being targeted at those members of the community who are most at risk ensuring that they receive early and appropriate intervention to improve their safety. 41 Page 113 of 230
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Strategic Focus 2025/26 COG will continue to regularly scrutinise and monitor performance across all areas of community protection activity, focusing in on areas where there are ratings are poor, there’s changes in referrals, incidents or concerns reported, or where national research or legislation suggests improvements or change to practice or multi agency working. COG will seek to ensure that performance and practice are scrutinised at a strategic level, to identify what works well, to highlight any areas for improvement, and to consider where further opportunities for early intervention and prevention activity would achieve improved outcomes for local people. Moving forward COG have identified several specific priorities to be progressed during 2025/26, in addition to ongoing activity. These are: • Protecting vulnerable children and adults • Reducing alcohol and drug related harm • Suicide prevention • Migration and asylum • Equally Safe • Homelessness • COG self-evaluation 42 Page 114 of 230
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___________________________________________________________________ To: Council On: 25th September 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Renfrewshire Local Development Plan 3 – Evidence Report ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek approval of the Renfrewshire Local Development Plan 3 (LDP3) Evidence Report and authorise its submission to the Scottish Ministers for the ‘Gate Check’ review process when an independent assessment of the evidence will be carried out by a Reporter appointed by the Scottish Ministers. 1.2 The Evidence Report is the first key stage in the preparation of the new Local Development Plan and provides a body of evidence that will inform the content of the plan. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that Council: 1) Approve the Local Development Plan Evidence Report as contained in Appendix 1, with delegated authority provided to the Head of Economy and Development to make amendments to the Evidence Report format as required to meet the Scottish Government Directorate of Planning and Environmental Appeals submission requirements; and, Item 6 Page 115 of 230
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2) Note that following approval by Council, and any necessary reformatting, officers will submit the Evidence Report to Scottish Ministers for the Gate Check review process. _________________________________________________________ 3. Background 3.1 A new Renfrewshire Local Development Plan (LDP3) is currently being prepared which will set out a 10+ year vision and spatial strategy for Renfrewshire and guide future land use and development over the plan period to 2038. 3.2 LDP3 is being prepared under a new statutory process for development planning introduced by the Planning (Scotland) Act 2019 and Development Planning Regulations 2023. A key change is the requirement to prepare an Evidence Report, with its approval reserved to Council. 3.3 The Evidence Report provides a robust evidence base to inform the preparation of the new Local Development Plan and to consider the implications of this evidence on the emerging spatial strategy of the new plan. 3.4 Following approval of the Evidence Report, the Council is required to submit the report to Scottish Ministers for the Gate Check review process. Scottish Ministers will appoint an independent Reporter to review the evidence and assess whether the report includes a sufficient evidence base to inform the preparation of the new Local Development Plan. 3.5 Further information on the LDP3 preparation process, including the Evidence Report and Gate Check stage, is included in the Renfrewshire Development Plan Scheme 2024 which was approved by the Planning and Climate Change Policy Board on 5th November 2024. 4. Evidence Report 4.1 The Evidence Report is considered to provide a robust evidence base to prepare the new Local Development Plan. The Evidence Report submission includes several documents: • Evidence Report - Sets out the evidence base that has been gathered to inform the preparation of the Proposed Plan. It is structured around 28 topics which are aligned with the policy themes of National Planning Framework 4 (Appendix 1). • Position Statement – Provides a summary of the scope of each evidence topic and identifies any evidence gaps or disputes Page 116 of 230
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raised by stakeholders on the sufficiency of evidence (Appendix 2). • Consultation and Engagement Report - Statement to explain how the Council has sought stakeholder views in line with legislative requirements (Appendix 3). • LDP2 Review – A review of LDP2 policies and delivery to inform preparation of LDP3 (Appendix 4). • Strategic Environmental Assessment (SEA) Scoping Report – The SEA is an integral part of the plan preparation process and ensures environmental considerations are taken into account at an early stage. The Scoping Report is the first key stage of the SEA and defines the scope and level of environmental detail to be covered in the Environmental Report for the Proposed Plan (Appendix 5). 4.2 To inform the preparation of the Evidence Report, extensive consultation and engagement has taken place with a wide range of stakeholders including residents, young people, community councils, Key Agencies, local businesses and developers, Council services, OneRen and HSCP. 4.3 The approach to consultation and engagement is set out in the Consultation and Engagement Report prepared alongside the Evidence Report. This report also includes the Council’s approach to support communities prepare Local Place Plans for their area. 4.4 The Evidence Report also includes a ‘Summary of stakeholder engagement and Council response to representations’ section for each evidence topic. This includes a summary of each representation received and how these have been taken into account in finalising the Evidence Report. Structure and Content 4.5 The structure and content of the Evidence Report is informed by legislation, Local Development Plan Guidance (2023) and feedback received during early consultation and engagement. The Evidence Report is topic based and structured around the three policy themes of National Planning Framework 4 – Sustainable Places, Liveable Places and Productive Places. 4.6 The wide range of evidence topics included under each theme is set out below: Sustainable Places • Topic 1 – Climate Change and Adaptation • Topic 2 – Biodiversity and Natural Places • Topic 3 – Soils • Topic 4 – Forestry, Woodland and Trees • Topic 5 – Historic Assets and Places Page 117 of 230
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• Topic 6 – Greenbelt and Landscape Character • Topic 7 – Brownfield, Vacant and Derelict Land and Empty Buildings • Topic 8 – Coastal Development • Topic 9 – Energy • Topic 10 – Zero Waste • Topic 11 – Sustainable Transport Liveable Places • Topic 12 – Design, Quality, Place and Local Living • Topic 13 – Site Assessment Methodology • Topic 14 – Demographic Profile and Quality Homes • Topic 15 – Education • Topic 16 – Cemeteries and Crematoria • Topic 17 – Heat and Cooling • Topic 18 – Open Space and Play, Recreation and Sport • Topic 19 – Flood Risk • Topic 20 – Water Management • Topic 21 – Health and Safety • Topic 22 – Major Accident Hazard Sites and Pipeline • Topic 23 – Digital Infrastructure Evidence Report Theme – Productive Places • Topic 24 – Business and Industry • Topic 25 – Glasgow Airport • Topic 26 – Centres and Retail • Topic 27 – Tourism, Culture and Creativity • Topic 28 – Minerals 4.7 The evidence for each topic is included in the Evidence Report attached at Appendix 1. Areas of Agreement / Dispute 4.8 In preparing the Evidence Report the Council is required to identify areas where key stakeholders agree with the evidence presented and areas where the evidence is disputed. The Position Statement (Appendix 2) highlights the areas where the evidence is disputed or there is uncertainty over the evidence presented. The areas of dispute are likely to be the focus of the Gate Check process. 4.9 Overall it is considered that there is broad agreement with key stakeholders on most of evidence presented. There are a small number of disputes over the sufficiency of the evidence which were identified during the extensive consultation and engagement undertaken to prepare the Evidence Report. Officers sought to resolve any evidence dispute through further engagement but in some instances, it was not possible to address these in finalising the Evidence Report. Page 118 of 230
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4.10 The areas of significant dispute mainly relate to the housing and the setting of the 10-year housing land requirement (Topic 14), the Council’s approach to education analysis and addressing capacity constraints (Topic 15) and the potential for development contributions to be required for health care infrastructure (Topic 21). The disputes have generally been raised by Homes for Scotland and supported by their individual members. Housing Land 4.11 The Council are required to set a Local Housing Land Requirement in the Evidence Report. This is the amount of land required for housing during the 10-year period of the Local Development Plan. National Planning Framework 4 (NPF4) sets an expectation that the Local Housing Land Requirement should exceed the 10-year Minimum All- Tenure Housing Land Requirement set out in NPF4. For Renfrewshire the Minimum All-Tenure Housing Land Requirement is set at 4,900 homes. 4.12 The Evidence Report sets the Local Housing Land Requirement at 5,750 homes over the 10-year period of the Local Development Plan (2028-2038). This is considered to be the amount of housing land needed to meet housing need and demand across Renfrewshire during that period. The process and evidence used to set this land requirement is set out in Topic 14 of the Evidence Report. 4.13 Homes for Scotland and individual housebuilders dispute some of the evidence used in the Evidence Report to set the Local Housing Land Requirement. This primarily relates to the level of housing need across Renfrewshire which they identify as being much higher than the levels evidenced in two referenced evidence documents, the regional Housing Need and Demand Assessment 3 and the Renfrewshire Housing Need and Demand Study (2023). These assessments were prepared in support of the approved Renfrewshire Local Housing strategy 2023- 2028 and are therefore considered to be robust sources of evidence for setting the Local Housing Land Requirement. 4.14 Homes for Scotland and individual housebuilders identify that the proposed Local Housing Land Requirement (5,750 homes) is insufficient to meet recent demand in Renfrewshire based on past housing completions and propose a higher requirement of 7,500 homes for the 10-year period of the Plan. However, no changes have been made to the Local Housing Land Requirement in response to the received representations, and as per above, based on the Council’s evidence, the Evidence Report suggests it be set at 5,750 homes. Page 119 of 230
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Education 4.15 Education facilities are identified as an infrastructure within the context of the National Planning Framework’s (NPF4) infrastructure first approach. This means that capacity must exist within Council educational facilities to accommodate pupils arising from housing allocations identified in the Local Development Plan. 4.16 The Planning Service has engaged with Children’s Services regarding school capacity projections and alignment with the Council’s Learning Estate Strategy. Although not yet available, school roll projections will be updated to cover the full plan period (i.e. to 2038), and to take account of the preferred spatial strategy of the proposed Local Development Plan i.e. housing land allocations. This should identify where investment in additional school capacity is required to accommodate new housing development. 4.17 Representations from the development industry have expressed concern about how the need for additional school capacity and associated developer contributions will be calculated. Some of these concerns are associated with the requirements set out in the Developer Contributions (Education) Planning Guidance associated with the current Local Development Plan (LDP2) and how the approach set out in that document will influence the approach set out in the new Local Development Plan. Health 4.18 Health and social care services are identified as an infrastructure within the context of the National Planning Framework’s (NPF4) infrastructure first approach. This means that capacity must exist within health facilities to accommodate patients arising from new housing allocations identified in the Local Development Plan. 4.19 The Planning Service has engaged with Renfrewshire HSCP and Greater Glasgow and Clyde NHS regarding patient capacity in primary care facilities, and particularly GP surgeries. While patient numbers are available, information is not available on operating capacities of GP surgeries, and the potential for GP surgeries to expand to accommodate new development. This is considered an evidence gap and availability of capacity within GP surgeries will be a consideration in the assessment of possible housing allocations. 4.20 Homes for Scotland dispute the requirement for the housebuilding industry to contribute towards primary care facilities such as GP surgeries. It is the Council’s view, however, that developer contributions should be sought to address any deficit in primary care facilities to accommodate new development, where the evidence is available to show that a new or expanded facility is required to accommodate new development. Page 120 of 230
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4.21 The Evidence Report includes detailed responses to the disputes and the Council’s evidence to support the position set out in the report. Both the Council’s evidence and the representations received will be assessed by the Reporter during the Gate Check process. 5. Next Steps 5.1 Once approved, the Evidence Report will be submitted to the Scottish Ministers for the Gate Check review process. It is anticipated that the Gate Check review will take approximately 3 months to conclude. 5.2 The appointed Reporter can conclude that the information is sufficient and that the Council can proceed with the preparation of the new plan, request further information, or deem that the evidence is insufficient. If insufficient, the Reporter will provide a Gate Check assessment report which outlines reasons for their conclusions and any recommendations for improvement. A copy of the assessment report will be sent to the Council and the Scottish Ministers. Where an assessment report is issued, the Council will require to address the areas of improvement and resubmit the Evidence Report to the Gate Check. The outcome of the Gate Check will be reported back to Council. 5.3 The Evidence Report is a snapshot in time and parts of the evidence may change between the time the Evidence Report is agreed by Council and during the preparation of the Proposed Plan. The Proposed Plan will be based on the most up-to-date evidence at the time. The Place Strategy team will ensure the evidence remains up to date throughout the plan preparation process. ___________________________________________________________________ Implications of the Report 1. Financial – Approving the Evidence Report for submission to the Scottish Ministers will result in the assessment and administrative fees associated with the Gate Check review process. The exacts costs will depend on the duration of the Gate Check process, however, it is anticipated that the cost will be approximately £20,000. The Reporter can return the Evidence Report as insufficient and this would require a further Gate Check process which would generate additional costs. 2. HR & Organisational Development – None. 3. Community/Council Planning – The Evidence Report will support the preparation of the Local Development Plan which is a wide-ranging document and is considered to support the priorities of the Renfrewshire Community Plan and the Council’s strategic outcomes. Page 121 of 230
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4. Legal – The preparation of a Local Development Plan is a statutory requirement for planning authorities. The Council is following statutory procedures in preparing the plan. The approval of the LDP3 Evidence Report is reserved to Council under Section 16B of the Town and Country Planning Act (Scotland) 1997. 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. The impact assessment has highlighted the need to ensure that certain groups with protected characteristics and from areas of socio-economic disadvantage are involved in the Local Development Plan process. Equalities monitoring of the Local Development Plan participant database and engagement processes will continue to be undertaken to monitor and highlight groups or areas where targeted consultation may be required. A full copy of the Equality Impact Assessment undertaken is available from the report author. Following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored. The results of the assessment will be published on the Council’s website. 8. Health & Safety - None. 9. Procurement – None. 10. Risk - There is a risk that the Council’s Evidence Report may be found to be insufficient at the Gate Check stage. To mitigate this risk, officers have engaged with stakeholders throughout the preparation process and have reviewed the findings of Gate Checks completed for other Council’s across Scotland to ensure a robust evidence base is presented. 11. Privacy Impact – None. 12. Climate Risk – The Evidence Report includes an evidence base on climate related factors and risks. The Local Development Plan will have regard to and support the implementation of the Council’s Plan for Net Zero. 13. Children’s Rights – Through engagement with children and young people, the approach being taken by the Council demonstrates compliance with Article 12 ‘Respect for Children’s Views. 14. Cosla Policy Position – None. Page 122 of 230
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_______________________________________________________ List of Background Papers (a) The Evidence Report is supported by a range of Background Papers which are available to view via links embedded in the Evidence Report (Appendix 1). Appendices Appendix 1 – Renfrewshire LDP3 Evidence Report Appendix 2 – Position Statement Appendix 3 – Consultation and Engagement Report Appendix 4 – Local Development Plan 2 Review Appendix 5 – Strategic Environmental Assessment Scoping Report ___________________________________________________________________ Author: Alan Williamson, Strategy & Place Manager, alan.williamson@renfrewshire.gov.uk, 07811 053968 Page 123 of 230
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___________________________________________________________________ To: The Council On: 25 September 2025 ___________________________________________________________________ Report by: Director of Finance & Resources ___________________________________________________________________ Heading: Governance Arrangements – changes to Standing Orders relating to Contracts ___________________________________________________________________ 1. Summary 1.1 This report seeks approval of revised Standing Orders relating to Contracts as detailed in Appendix 1 to this report. 1.2 Minor changes are needed to reflect the new payment arrangements that will arise from the Council’s No Purchase Order No Pay policy. ________________________________________________________________________________ 2. Recommendations 2.1 Members are asked to approve the revised Standing Orders relating to Contracts contained in Appendix 1 to this report to take effect on the date the Council’s No Purchase Order No Pay Policy goes live in Q4 2025. _________________________________________________________ 3. Background 3.1 The No Purchase Order No Pay Policy was approved by the Council’s Finance, Resources and Customer Services Policy Board on 21 November 2024. Item 7 Page 125 of 230
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3.2 Minor changes to the Standing Orders relating to Contracts are necessary to ensure the Standing Orders are consistent with the new policy and new arrangements for invoicing. 3.3 The changes required are: • to include a definition of the No Purchase Order No Pay policy in Standing Order 2.1 x); • a minor modification to Standing Order 6.1 d) to be consistent with the policy; • Schedule 1 updating Spend Analysis entry; • two administrative changes in Schedule 1 (Zone B) for Information Governance and Insurance Level including updates to reflect the current post titles; and • an administrative change in Schedule 3 (3.2) to update the post title. 3.4 The changes are proposed to take effect from the date the No Purchase Order No Pay Policy goes live in Q4 2025. ___________________________________________________________________ Implications of the Report 1. Financial -none directly arising from this report 2. HR & Organisational Development -none. 3. Community/Council Planning – none 4. Legal – as described in the report 5. Property/Assets -none 6. Information Technology- none. 7. Equality & Human Rights (a) 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. Page 126 of 230
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8. Health & Safety-none 9. Procurement- as detailed in this report. 10. Risk- none. 11. Privacy Impact- none 12. Climate Risk- not applicable. 13. Children’s Rights- not applicable 14. Cosla Policy Position- not applicable _______________________________________________________ List of Background Papers (a) No Purchase Order No Pay Policy ___________________________________________________________________ Author: Lara Stimpson, Assistant Managing Solicitor 0141 487 1126 Appendix 1 (paper apart) Page 127 of 230
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Appendix 1 Standing Orders Relating to Contracts 2025 Page 129 of 230
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INDEX 1. Introduction 2. Interpretation 3. Suspension, Variation and Revocation of Standing Orders 4. Financial Provisions 5. Equalities and Prevention of Discrimination 6. Form of Contract 7. Valuing the Contract 8. General Powers and Duties of the HOFAP 9. Exemptions and Special Arrangements 10. Publicity for Tenders and Contracts 11. Procedures 12. Restricted Procedure 13. Open Procedure 14. Negotiated Procedure without Prior Publication of a Notice 15. Competitive Procedure with Negotiation 16. Competitive Dialogue Procedure 17. Innovation Partnership 18. Quick Quotes 19. Extensions to Existing Contracts 20. Indicative Total Values of Contracts 21. E-Procurement 22. Opening of Tenders 23. Electronic Auctions 24. Submission of In-House Tenders 25. Technical and Financial Checks 26. Checking of Tenders & Post tender Negotiation Page 130 of 230
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27. Acceptance and Giving Reasons for Decisions 28. Nomination of Sub-Contractor 29. Framework Agreements 30. Dynamic Purchasing Systems 31. Concessions 32. Design Contests 33. Specification of Standards 34. Assignation, Sub-Contracting, Termination and Modification 35. Liquidated and Ascertained Damages 36. Prevention of Collusion and Corrupt or Illegal Practices 37. Health and Safety 38. Schedule of Rates Contracts 39. Sustainable Development 40. Consultants 41. Records and Registers 42. Procurement Strategy and Annual Report Schedules 1. Contract Strategy Document 2. Thresholds 3. Procedure for Contracts below £50,000 4. Guidance on Grants 5. Special Arrangements for Contracts for Social and Other Specific Services and for Health or Social Care Services 6. Tender Report Format Page 131 of 230
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Renfrewshire Council Standing Orders Relating to Contracts 1. Introduction 1.1 These standing orders are made under Section 81 of the Local Government (Scotland) Act, 1973 and shall apply to the making by the Council or on their behalf of all contracts. For the avoidance of doubt, the term “contract” includes any form of agreement, written or unwritten, to which the Council is a party which creates rights and responsibilities for any of the parties involved. 1.2 The standing orders are subject to any overriding requirements of:- a) the Public Contracts (Scotland) Regulations 2015; the Concessions Contracts (Scotland) Regulations 2016; the Utilities Contracts (Scotland) Regulations 2016; all guidance made under and in terms of any of these Regulations; and all successor legislation or amendments to any of these Regulations (the “Procurement Regulations”); b) the Procurement Reform (Scotland) Act 2014 and all regulations and guidance made under and in terms of that Act (the “Procurement Reform Rules”); and c) the principles of fairness, equal treatment, non-discrimination, proportionality, and transparency (“the Principles of Procurement”). 1.3 All contracts let by or on behalf of the Council, regardless of whether any such contracts are otherwise exempt from the application of these standing orders, shall be subject to an obligation on the HOFAP to seek best value for the Council and to be able to demonstrate fairness, non-discrimination, equal treatment and transparency in the contract procedure chosen to all parties having an interest in that procedure. 1.4 No tenders shall be invited, nor any offer made or accepted, until a Contract Strategy Document, in the format approved by the HOFAP, which is currently as set out in Schedule 1, has been completed. This shall identify whether the requirements can best be met by using an existing contract or Framework Agreement, by a Collaborative Procurement, or by establishing Page 132 of 230
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a new contract. 1.5 Where there is no suitable existing contract or Framework Agreement, the HOFAP will endeavour to use a Collaborative Procurement provided it is in the best interests of the Council so to do. However, prior to using a Collaborative Procurement, the HOFAP shall enter into a Collaboration Agreement, the terms of which shall be approved by the HOCG. 1.6 All contracts let by or on behalf of the Council are subject to the Council’s Financial Regulations. 2. Interpretation 2.1 For the purposes of these standing orders the following words and expressions shall have the meanings given to them in this standing order: a) any reference to “a signature” or “signed” includes reference to a signature or other form of formal confirmation using electronic means, such as a digital signature, encryption or other formally recognised authority for identification purposes; b) “electronic means” means electronic equipment for the processing (including digital compression) and storage of data which is transmitted, conveyed and received by radio, by wire, by optical means or by other electromagnetic means; c) “written” or “in writing” means any expression consisting of words or figures which can be read, reproduced and subsequently communicated. It may include information which is transmitted and stored by electronic means. d) “the Bulletin” means the bulletin produced by the Director of Finance and Resources for each cycle of board meetings advising elected members and chief officers of the exercise of delegated powers by officers and other operational matters. e) “Collaboration Agreement” means the agreement which sets out the roles and responsibilities of all parties participating in a Collaborative Procurement. f) “Collaborative Procurement” means the procurement of goods, services or works by Renfrewshire Council in collaboration with one or more Contracting Authorities, as defined by the Procurement Regulations, with the aim of achieving value for money for the Council Page 133 of 230
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through sharing expertise and resources and/or by securing benefits from economies of scale through combined purchasing power. g) “Contract Documents” means the documents to be used in any tendering procedure and where different those intended to form part of any contract following on from a tendering procedure. It includes, but is not restricted to, the SPD, the invitation to tender for or to negotiate a contract, the proposed conditions of contract, the specifications or the descriptions of the goods, services or works required by the Council and any Bills of Quantities and includes any such documents or their equivalents issued using electronic means. h) “Contract Strategy Document” means the document referred to in standing order 1.4 which sets out the procurement strategy for a contract and is agreed jointly between the HOFAP and the Director of the procuring department. i) “Council” means the Renfrewshire Council constituted under the Local Government etc. (Scotland) Act 1994. j) “the CPU” means the Council’s Corporate Procurement Unit. k) “Director of the procuring department” means the Director or Chief Officer of the service for which the contract is required and where the contract is required for more than one service, any one or more of the relevant Directors or Chief Officers. l) “SPD” means the Single Procurement Document. m) “the Procurement Regulations” is defined in standing order 1.2 a). n) “Finance, Resources and Customer Services Policy Board” means the Council’s Board of that name. o) “the Threshold” for the purpose of these standing orders refers to the threshold under Regulation 5.(1) (c) of the Public Contracts (Scotland) Regulations 2015 (the threshold for public supply and service contracts awarded by sub-central contracting authorities). The Threshold from 1 January 2024 is £214,904 (inclusive of VAT) but will be recalculated every second year on 1 January of that year. The next change is due on 1 2026. Details of the full list of thresholds applying from 1 January 2024 are set out in Schedule 2. Page 134 of 230
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p) “Health or Social Care Services” means any of the services listed in the Schedule to the Procurement (Scotland) Regulations 2016. q) “the HOCG” means the Council’s Head of Corporate Governance or the HOCG’s nominee. r) “the HOFAP” means the Council’s Head of Finance and Procurement or the HOFAP’s nominee. s) “Regulated Contract” means a public contract (other than a public works contract) with an estimated value equal to or greater than £50,000; or a public works contract with an estimated value equal to or greater than £2,000,000 unless the public contract or public works contract is an excluded contract under the Procurement Reform Rules. t) “Regulated Procurement” means (i) any procedure carried out by the Council in relation to the award of a Regulated Contract including, in particular, the seeking of offers in relation to the contract and the selection of suppliers; and (ii) the award of a Regulated Contract by the Council. u) “Social and Other Specific Services” means the services listed in Schedule 3 of the Public Contracts (Scotland) Regulations 2015. v) “Social Care” means the provision of care services or social work services as defined in sections 47 and 48 and schedules 12 and 13 of the Public Services Reform (Scotland) Act 2010 and the expression “Social Care Contract” shall mean a contract entered into for Social Care. w) “Sustainable Procurement Duty” means the duty of that name under the Procurement Reform Rules. x) “No Purchase Order No Pay Policy” means the policy so entitled approved by the Finance, Resources and Customer Services Policy Board on 21 November 2024, or any successor policy. 2.2 Any reference to a Director should be taken to include a reference to the Chief Executive and a Head of Service. 2.3 Any reference to a statute or other legislation shall include reference to any statute or legislation amending or replacing it. Page 135 of 230
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2.4 Any reference to a contract shall include, where the context allows, reference to a sub-contract. 3. Suspension, Variation and Revocation of Standing Orders 3.1 These standing orders may be varied or revoked by the Council. Any variation to or revocation of the standing orders will be effective on the first working day after the conclusion of the Council meeting at which it was approved. 3.2 These standing orders or any part of them may be suspended by the Finance, Resources and Customer Services Policy Board in respect of any procurement exercise or contract on receiving a joint recommendation from the HOFAP and the HOCG that there are special circumstances justifying such suspension and that it is in the interests and within the powers of the Council to do so. 3.3 The Director of Finance and Resources shall have power to vary these standing orders but only in the following circumstances:- a) to reflect changes in job titles, reorganisations of departments and vacancies in posts; or b) to change references to legislation where the legislation is repealed or amended and to insert references to new legislation where the new legislation largely re-enacts the provisions of the repealed or amended legislation; or c) to change the financial values of the thresholds where referred to in these standing orders, to implement any changes in these thresholds. d) to amend the Contract Strategy Document set out in Schedule 1. e) to amend the diagram set out in Schedule 3 illustrating the procedure to be followed where the estimated value of the proposed contract is less than £50,000. 4. Financial Provisions No tender shall be invited or offer made or accepted unless appropriate financial provisions have been made by the Council in terms of the Council’s financial regulations or funding is being provided by a third party which has been approved by the Council. Page 136 of 230
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5. Equalities and Prevention of Discrimination 5.1 Tenderers must be asked to produce their equal opportunities policies before they may be shortlisted or recommended for an award of contract. 5.2 Before entering into a contract, the HOFAP shall obtain from the contractor an assurance in writing that, to the best of the contractor's knowledge and belief, the contractor has complied with all statutory requirements under the Equality Act 2010 and all previous legislation, regulations and statutory guidance relating to equality matters. 5.3 All contracts entered into by the Council shall contain a condition obliging the contractor to comply with all duties arising from the Equality Act 2010. 6. Form of Contract 6.1 Except in circumstances where the HOFAP and HOCG agree otherwise, every contract shall be:- a) in the name of Renfrewshire Council; b) in writing; c) signed by an officer authorised by the Council to sign contracts; d) in compliance with the No Purchase Order No Pay Policy; and e) subject to the Laws of Scotland. 6.2 The Contract Documents in respect of all contracts shall be prepared by the CPU. Use may also be made of Contract Documents prepared by the Scottish Government; the Crown Commercial Service, or any other agency of the UK government; Scotland Excel; other Scottish Centres of Procurement Expertise; other local authorities; and other collaborative bodies where the Council is eligible to use these Contract Documents and is permitted by the relevant body to do so. It is the HOFAP’s responsibility to ensure that the Council is eligible to use the Contract Documents and that these are suitable for the contract. 6.3 Other than the specification of the contract requirements which shall be decided by the Director of the procuring department, any dispute between officers in the Council regarding the proper form or content of the Contract Documents or any part of them may be referred to the HOFAP, whose decision on the matter shall be final. Any disputes or queries regarding legal Page 137 of 230
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issues, including the extent to which the Principles of Procurement, the Procurement Regulations, the Procurement Reform Rules, and/or these standing orders apply to any contract shall be referred to the HOCG, whose decision on such issues shall be final. 6.4 All tender documents must clearly state that the Council is a body to whom the Freedom of Information (Scotland) Act 2002 and the Environmental Information (Scotland) Regulations 2004 apply. This is to ensure that contractors are aware that the Council may be required under the Act to release information to third parties that the contractor may wish to be treated as confidential. 7. Valuing the Contract 7.1 The values stated in the standing orders are the total estimated value of the contract concerned and not the estimated annual value of the contract. Where it is likely that a supply of goods or services will be required on a continuing basis over a number of years, for example with maintenance contracts, the HOFAP shall take into account the anticipated duration of the continuing supply when estimating the value of the contract for the purposes of these standing orders. If there is any doubt about the anticipated duration of the continuing supply, the HOFAP shall base the estimate of the value of the contract on a period of 48 months. 7.2 It is not permitted to deliberately divide any procurement exercise or disposal into two or more contracts if the intention in doing so is to avoid the application of any financial thresholds in these standing orders the Procurement Regulations, or the Procurement Reform Rules. 7.3 For the avoidance of doubt, the values stated are exclusive of any Value Added Tax that may be levied. 8. General Powers and Duties of the HOFAP 8.1 The HOFAP may transfer any power or duty under these standing orders to the Chief Executive, a Director or another Head of Service provided both parties have agreed in writing to the transfer in advance. The HOFAP may also delegate, in writing, any power or duty under these standing orders to an appropriate officer nominated by the HOFAP. 8.2 The HOFAP in consultation with the HOCG may approve guidance notes on tendering procedures for any contract or type of contract let by or on behalf of the Council. Any such guidance notes once approved shall form part of Page 138 of 230
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these standing orders and shall be complied with from the date the guidance is issued. 8.3 When completing the Contract Strategy Document, referred to in standing order 1.4, the HOFAP shall ensure that duplication of tendering procedures and contracts for the same works, goods and services is avoided and shall check that there is no suitable existing contract for the works, goods or services to be acquired under the proposed contract. 8.4 Where a contract is subject to the Procurement Regulations, when completing the Contract Strategy Document referred to in standing order 1.4, the HOFAP shall ensure that consideration is given to whether the contract should be divided into lots. Where it is decided not to divide the contract into lots, the main reasons for that decision shall be indicated in the Contract Documents. 8.5 When completing the Contract Strategy Document, referred to in Standing Order 1.4, the HOFAP shall ensure that, in accordance with the Procurement Reform Rules and current Council policy, consideration is given to whether community benefit requirements should be included in the contract. 9. Exemptions and Special Arrangements 9.1 Subject to standing order 1, there shall be exempted from the provisions of these standing orders any contract where:- a) The Council is satisfied that there are special circumstances justifying exempting the contract from standing orders or any part of them. b) The total estimated value of the proposed contract is less than £50,000 but the contract shall be let in accordance with the Council’s Guidance on “Contracts with a Value of Less Than £50,000”, published under standing order 8.2. (A diagram illustrating the procedure to be followed where the estimated value of the proposed contract is less than £50,000 is set out in Schedule 3.) c) In the opinion of the Director of the procuring department, or of the Chief Executive, action is urgently required to prevent danger to life, serious risk to health or damage to property. For the avoidance of doubt, where practicable, the Director or the Chief Executive shall consult with the HOFAP before taking any action under this standing order and any relevant requirements of the Principles of Procurement, the Procurement Regulations, and the Procurement Reform Rules shall Page 139 of 230
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be complied with. In all circumstances where this exemption has been used, the HOFAP shall be notified as soon as reasonably practicable following which a report will be submitted to the Finance, Resources and Customer Services Policy Board at the first available subsequent meeting detailing both the circumstances justifying use of this exemption and the action taken. d) It is a contract of employment. However, this exemption does not apply to contracts with employment agencies for the supply of staff. e) The contract comprises the conditions under which an award of grant is made by the Council. However, any such conditions shall be subject to the Council’s Guidance on Grants (as set out in Schedule 4) and any question as to the extent to which these standing orders apply shall be referred to the HOCG. f) The contract relates to any of the functions being exercised by the bodies listed below, in which case the standing orders relating to contracts for the body letting the contract shall apply:- The bodies for the purpose of this standing order are:- i) the Renfrewshire Valuation Joint Board; ii) the Glasgow and Clyde Valley Strategic Development Planning Authority; and iii) Scotland Excel. g) The contract is entered into on behalf of the Council by Strathclyde Partnership for Transport acting in their capacity as agents of the Council to secure the provision of school transport. All such contracts will be subject to the procedures of Strathclyde Partnership For Transport although, subject to the agreement of the HOFAP, the Director of Children’s Services shall approve the award of all such contracts on behalf of the Council and shall, as soon as reasonably practicable after the award of the contract, submit a report to the Finance, Resources and Customer Services Policy Board and the HOFAP naming the successful tenderer, explaining the evaluation process undertaken and detailing the value of the successful tender. h) The contract relates to the transfer, acquisition or disposal of an interest in heritable property including a licence to occupy or use heritable property. Page 140 of 230
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i) Where the contract relates to the appointment of junior or senior counsel. However, any such contract must be let in accordance with any relevant requirements of the Procurement Reform Rules. j) Subject to any financial or other limits contained in the Council’s Scheme of Delegated Functions and/or Financial Regulations, where in a Director’s opinion it is essential that the contract is entered into for the settlement of any claim or litigation raised by or against the Council; such matter to be reported in the next Bulletin. k) The contract is being funded by money provided by the government or a public body (including funds from the National Lottery) and the award of that money to the Council is subject to such conditions that make it impractical for the Council to comply with these standing orders in letting the contract. However, in such circumstances, any relevant requirements of the Principles of Procurement, the Procurement Regulations, and the Procurement Reform Rules shall be complied with and the Director of the procuring department shall submit a report to the Finance, Resources and Customer Services Policy Board explaining the procedure used and why these standing orders could not be complied with. The report shall be submitted in advance of the contract award unless, in the opinion of the HOFAP, the time limit for acceptance or use of the funds makes this impractical. In these circumstances the report shall be submitted to the next meeting of the Finance, Resources and Customer Services Policy Board. l) The contract is for the commissioning of theatrical, musical, dramatic or other artistic performances, subject to the prior approval of the HOFAP. m) The contract is for the disposal by the Council of surplus or scrap materials and equipment previously used by the Council. However, advice and guidance on any such contracts shall be obtained from the HOFAP and the HOCG. n) The contract is for Social Care and either: (i) a supported person has selected his or her support pursuant to Option 2 and, so far as relating to that option, Option 4, of the Social Care (Self- directed Support) (Scotland) Act 2013; or (ii) the nature of the care package being arranged for a person is unique and cannot be provided for under existing Council frameworks or contracts. Page 141 of 230
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9.2 The exemptions under standing orders 9.1 n) (i) and (ii) are subject to any requirements applying under the Procurement Reform Rules and the Chief Officer of Renfrewshire Health and Social Care Partnership in relation to adult Social Care contracts, or the Director of Children’s Services in relation to children’s Social Care contracts, in consultation with the HOFAP, being satisfied that the contract terms and conditions are acceptable. 9.3 These standing orders apply to contracts for Social and other Specific Services and contracts for Health or Social Care Services unless varied by the special arrangements set out in Schedule 5. 10. Publicity for Tenders and Contracts 10.1 The Council is under a duty to ensure that contracts it intends to award are given a degree of advertising which is sufficient to enable open competition and to meet the requirements of the principles of equal treatment, non- discrimination and transparency. Contracts that are subject to the Procurement Regulations must comply with the provisions relating to advertising of contracts in these Regulations. For all other contracts the Council must put in place procedures to meet its obligations with regard to advertising those contracts. Accordingly the following procedures shall apply:- a) The obligation to advertise tendering opportunities for contracts in terms of this standing order applies only to contracts for supplies or services with a value of £50,000 or more and to contracts for works with a value of £213,477 or more (inclusive of VAT). b) Contracts to which standing order 10.1 a) applies shall be advertised using the Public Contracts website. c) In addition to advertising on the website referred to in standing order 10.1 b), the HOFAP may choose to advertise the contract in any other way such as in trade journals or newspapers. d) The HOFAP shall ensure that the Council’s website contains links to the Public Contracts website. 10.2 This standing order does not apply where an exemption under contract standing order 9 applies; or use can be made of the Negotiated Procedure without Prior Publication of a Notice under contract standing order 14 ; or the contract is for Social and Other Specific Services or for Health or Social Care Services and one to which Schedule 5 applies. Page 142 of 230
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11. Procedures 11.1 Where the estimated value of any contract is likely to equal or exceed the thresholds for the application of the Procurement Regulations, the HOFAP, taking advice from the HOCG where appropriate, will determine whether the Procurement Regulations apply and ensure that the various requirements of the Procurement Regulations and Principles of Procurement are followed. 11.2 Where it is established that the Procurement Regulations apply to any contract, the HOFAP will be responsible for determining the appropriate procedure to be followed in terms of those Rules and shall ensure that the contract is advertised, tendered, evaluated and awarded in compliance with those Rules. The tendering procedures under the Rules are not set out in these standing orders. The procedures in standing orders 12 to 18 inclusive may only be used where the Council is not required to use the equivalent procedures in the Procurement Regulations. 11.3 Any contract that is not required to follow a procedure set out in the Procurement Regulations must be let in accordance with one of the procedures set out in these standing orders and must comply with any guidance issued by the HOFAP. 11.4 The procedure to be used, and the reasons for selecting that procedure, shall be recorded in the Contract Strategy Document. 11.5 The SPD shall be used in all procedures. 12. Restricted Procedure 12.1 In accordance with the agreed Contract Strategy Document, the HOFAP may approve the use of the restricted procedure which shall be conducted in accordance with this standing order. 12.2 Where the HOFAP approves the use of the restricted procedure, a notice shall be issued on the Public Contracts website. In addition the HOFAP may also publicise the contract more widely including placing the notice in one or more national newspapers circulating within Renfrewshire inviting contractors to apply to be selected to tender. 12.3 The notice must contain the same information as would be required under the Procurement Regulations. 12.4 All applicants responding to the notice issued in terms of standing order 12.2 shall be required to provide a completed SPD by the date and time stated in Page 143 of 230
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the notice. This date and time shall be determined by the HOFAP taking into account factors such as the complexity of the subject matter of the contract and the time needed to prepare the SPD. 12.5 At the same time as a notice is issued in terms of standing order 12.2, the HOFAP shall make the relevant Contract Documents available electronically. 12.6 No contractor may be invited to tender unless they have successfully complied with the technical and financial checks in standing order 25 and have met the criteria to be invited to tender set out in the notice and Contract Documents. 12.7 The HOFAP must select a sufficient number of applicants to be invited to tender to ensure genuine competition which must not in any event be fewer than five. Where fewer than five applicants express an interest, all those applicants meeting the minimum evaluation criteria, must be invited to tender. 12.8 The HOFAP shall send invitations to tender simultaneously to each applicant selected to tender for a contract and the invitation to tender shall be accompanied by a link to the Contract Documents which shall have been made available under standing order 12.5. 12.9 The invitation to tender shall also include the final date and time for the receipt of tenders by the Council- and the criteria to be used in evaluating the tenders. 13. Open Procedure 13.1 In accordance with the agreed Contract Strategy Document, the HOFAP may approve the use of the open procedure which shall be conducted in accordance with this standing order. 13.2 Where the HOFAP approves the use of the open procedure, the HOFAP shall issue a notice on the Public Contracts website. In addition, the HOFAP may also publicise the contract more widely including placing a notice in one or more newspapers circulating within Renfrewshire. 13.3 The notice must contain the same information as would be required under the Procurement Regulations. 13.4 The date and time stated in the notice by which tenders must be received must be no sooner than 5 working days from the date the notice is published. Page 144 of 230
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13.5 At the same time as a notice is issued in terms of standing order 13.2, the HOFAP shall make the relevant Contract Documents available electronically. 14. Negotiated Procedure without Prior Publication of a Notice 14.1 The negotiated procedure without prior publication of a notice is only available in very limited circumstances and shall only be used where it is identified as the appropriate procedure in the Contract Strategy Document. 14.2 The negotiated procedure without prior publication of a notice may only be used with the prior written approval of the HOFAP and the Contract Strategy Document shall include a full explanation as to why the HOFAP considered it to be appropriate to use that procedure. 14.3 Where the Procurement Regulations do not apply, the negotiated procedure without prior publication of a notice may only be used in the circumstances stated in the Procurement Reform Rules (Regulation 6 of the Procurement (Scotland) Regulations 2016). 14.4 Where the Procurement Regulations apply, the negotiated procedure without prior publication of a notice may only be used on any grounds specified in those Rules. 14.5 For the purposes of these standing orders the negotiated procedure without prior publication of a notice means the direct negotiations with a single contractor without competition or further competition with a view to awarding the contact to that contractor or extending an existing contract. 14.6 Where the negotiated procedure without prior publication of a notice has been used and the estimated value of the proposed contract is £50,000 or more but does not exceed the Threshold the contract shall be awarded on behalf of the Council by the CPU on the prior approval of the HOFAP. 14.7 Where the negotiated procedure without prior publication of a notice has been used and the estimated value of the proposed contract exceeds the Threshold, the contract shall be awarded on behalf of the Council by the HOCG on the prior authority of the Finance, Resources and Customer Services Policy Board. 14.8 In all cases where the negotiated procedure without prior publication of a notice is used, a full written record of all contacts, discussions and communications with prospective contractors shall be kept by the HOFAP. Page 145 of 230
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14.9 A minimum of two Council officers, at least one of whom must be from the CPU and of at least Senior Procurement Specialist grade, must be present at all times during any discussions with prospective contractors. 14.10 The HOFAP must ensure that records of all discussions with prospective contractors are signed as such by all participants. 14.11 The Principles of Procurement will be observed at all times during the negotiations. 15 Competitive Procedure with Negotiation 15.1 The HOFAP may choose to use the competitive procedure with negotiation where, in the HOFAP’s view, the restricted and open procedures in these standing orders are not appropriate for a contract. 15.2 The competitive procedure with negotiation may only be used on one of the following grounds: (a) Where the needs of the Council cannot be met without adaptation of readily available solutions; (b) Where the contract includes design or innovative solutions; (c) Where the requirement is complex in nature, in its legal and financial make-up or because of its risks; (d) Where the technical specifications cannot be established with sufficient precision; or (e) Where unacceptable or irregular tenders have been received following a restricted or open procedure. 15.3 The HOFAP shall ensure that the justification for use of the competitive procedure with negotiation is recorded in the Contract Strategy Document. 15.4 Where the HOFAP elects to use the competitive procedure with negotiation, the rules for such a procedure set out in the Procurement Regulations shall be followed. However, where the Procurement Regulations would not otherwise apply to the contract, the HOFAP shall determine the timescales that are to apply to the procedure taking into account factors such as the complexity of the subject matter of the contract. Page 146 of 230
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15.5 In all cases where the competitive procedure with negotiation is used, a full written record of all contacts, discussions and communications with tenderers shall be kept by the HOFAP. 15.6 A minimum of two Council officers, at least one of whom must be from the CPU and of at least Senior Procurement Specialist grade, must be present at all times during any discussions with tenderers. 15.7 The HOFAP must ensure that records of all discussions with tenderers are signed as such by all participants. 15.8 The Principles of Procurement will be observed at all times during the negotiations. 16. Competitive Dialogue Procedure 16.1 The HOFAP may choose to use the competitive dialogue procedure where, in the HOFAP’s view, the restricted and open procedures in these standing orders are not appropriate for a contract. 16.2 The competitive dialogue procedure may only be used on one of the grounds set out in standing order 15.2. 16.3 The HOFAP shall ensure that the justification for use of the competitive dialogue is recorded in the Contract Strategy Document. 16.4 Where the HOFAP elects to use the competitive dialogue procedure the rules for such a procedure set out in the Procurement Regulations shall be followed. However, where the Procurement Regulations would not otherwise apply to the contract, the HOFAP shall determine the timescales that are to apply to the procedure taking into account factors such as the complexity of the subject matter of the contract. 16.5 In all cases where the competitive dialogue procedure is used, a full written record of all contacts, discussions and communications with tenderers shall be kept by the HOFAP. 16.6 A minimum of two Council officers, at least one of whom must be from the CPU and of at least Senior Procurement Officer grade, must be present at all times during any discussions with tenderers. 16.7 The HOFAP must ensure that records of all discussions with tenderers are kept and these must be signed as such by all participants. Page 147 of 230
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16.8 The Principles of Procurement will be observed at all times during the competitive dialogue. 17 Innovation Partnerships 17.1 The HOFAP may choose to use the innovation partnership procedure where, in the HOFAP’s view, there is a need for innovative works, products or service which cannot be met by solutions already available on the market. 17.2 The aim of the innovation partnership will be the development of the required innovative works, products, or services and the subsequent purchase of the resulting works, supplies, or services. 17.3 The estimated value of the works, supplies or services must not be disproportionate in relation to the investment required for their development. 17.4 Where the HOFAP elects to use the innovation partnership procedure, the rules for such a procedure set out in the Procurement Regulations shall be followed. However, where the Procurement Regulations would not otherwise apply to the contract, the HOFAP shall determine the timescales that are to apply to the procedure taking into account factors such as the complexity of the subject matter of the contract. 18 Quick Quotes 18.1 Where a contract is for works, and the estimated value is below £500,000, the HOFAP may elect to use the quick quote procedure. 18.2 The procedures to be followed shall be the same as those set out in paragraph 3 of Schedule 3 to these standing orders, notwithstanding that the value of the contract will be greater than £50,000. 19 Extensions to Existing Contracts 19.1 Where the HOFAP considers that an existing contract should be extended and the option to extend is given to the Council in terms of the contract, the HOFAP may authorise the exercise of that option on behalf of the Council provided that the value stated in the report under which approval to award the contract was granted was the estimated total value of the entire contract including any period of extension. 19.2 Where the contract does not make provision for the extension of the contract, the HOFAP shall not extend that contract. However, a new contract may be entered into if the use of the negotiated procedure without Page 148 of 230
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prior publication of a notice can be justified in terms of these standing orders in which case the procedure set out in standing order 14 shall be followed. 19.3 For the purposes of standing orders 19.1 and 19.2, an extension of a contract includes the option to increase the amount of supplies, services or works acquired under the contract as well as the option to increase the duration of the contract. 19.4 Where in terms of standing order 19.1 and 19.2, the contract does not make provision for the extension of the contract and the initial contract was not let in accordance with the Procurement Regulations, the total value of the contract including the value of any extension shall not exceed the Threshold. 20. Indicative Total Values of Contracts 20.1 Where a contract has been advertised in accordance with the Procurement Regulations and it becomes apparent to the Director of the procuring department that the indicative total value of the contract as previously reported to the appropriate Board or the Finance, Resources and Customer Services Policy Board is likely to be exceeded, the Director shall consult with the HOFAP for advice on what action requires to be taken. The HOFAP shall determine, in particular, whether there are any implications under standing orders 19 or 34. 20.2 Where a contract has not been advertised under the Procurement Regulations and the increase in the value of the contract is such that the Threshold is likely to be exceeded, no further orders shall be made under the contract until the Director has obtained advice from the HOFAP on what action requires to be taken. 20.3 In all cases the HOFAP will determine what procedures require to be followed in terms of standing order 34 and, where the value of the contract exceeds the Threshold and the estimated net cumulative additional cost is more than the greater of £100,000 or 25% of the approved contract value, the Director shall ensure that a report on the matter is submitted to the next meeting of the Finance, Resources and Customer Services Policy Board. 20.4 The HOFAP shall ensure that a condition is inserted in any such contract to the effect that the indicative total value of the contract cannot be exceeded without the approval of the Finance, Resources and Customer Services Policy Board or the Director of the procuring service department where the contract has been awarded in terms of standing order 27.3. Page 149 of 230
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21. E-Procurement 21.1 This standing order shall apply to any tendering procedure (including for the avoidance of doubt a mini-competition under a framework arrangement) or contract entered into using electronic means. 21.2 Unless in exceptional circumstances the HOFAP has agreed otherwise, all procurement exercises or negotiated procedures shall be conducted by electronic means (“e-procurement”), using a system approved by the Council; 21.3 The HOFAP must consider whether it is appropriate to impose any specific requirements regarding verification and authentication of the tender submission and the signature of the person making that submission. Any such requirements must be stated in the Contract Documents. 21.4 No tender submitted using electronic means will be considered unless it is received in the format requested and prior to the deadline for the receipt of tenders as stated in the Contract Documents and is submitted via the Council approved electronic tender system. 21.5 The HOFAP shall ensure that each tender is kept unopened in a single secure electronic mailbox that cannot be opened before the deadline for the receipt of tenders. 21.6 The HOFAP shall ensure that insofar as is reasonably practicable the system used does not allow the identity of the contractor submitting the tender to be revealed prior to the tender being opened after the deadline for the receipt of tenders. 21.7 The HOFAP shall ensure that for each procurement exercise the system used shall keep and, if required, produce a record showing the time and date of receipt of all tenders received. 21.8 The system used must not allow any tenders sent to the wrong address to be received. 21.9 Late tenders must be clearly identified as such by the system and shall be recorded as rejected on the system with the tenderer being notified to this effect. 21.10 Any questions as to whether a tender is late shall be determined by the HOFAP in consultation with the HOCG. Page 150 of 230
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21.11 The HOFAP shall extend the deadline for submission of tenders: i) where additional relevant information, although requested by a potential tenderer in good time, is not supplied at least six days before the deadline; or ii) where significant changes are made to the Contract Documents. 21.12 The HOFAP may also elect to extend the deadline for submission of tenders where it is considered appropriate to do so. 21.13 Where the deadline for submission of tenders is extended by the HOFAP in terms of standing orders 21.11 or 21.12 above, the HOFAP shall notify all potential tenderers of the extension and any tenderers who have already submitted tenders shall be given the opportunity to re-submit their tenders. 21.14 This standing order shall also apply to the receipt and custody of tenders for sub-contracts let using electronic means to be performed by nominated sub- contractors. 22 Opening of Tenders 22.1 All tenders for a procurement exercise shall be opened immediately one after the other during one session. 22.2 A minimum of two officers, one of whom to be an officer of the CPU, shall be present when tenders are opened. The officers present shall complete and sign the record prepared by the HOFAP to show who opened the tenders and who witnessed the process. 22.3 The Convenor and Depute Convener of the Finance and Resources Policy Board shall be invited by the HOFAP to each tendering opening session where the estimated value of the contract exceeds the Threshold. 22.4 The HOFAP shall keep a record showing the particulars of each tender received; the date and time these tenders were opened; and who was present when these tenders were opened. 23 Electronic Auctions 23.1 For the purpose of these standing orders, the expression “electronic auction” means:- A repetitive process involving an electronic device for the presentation of new prices, revised downwards, and/or new values concerning certain elements of tenders, which occurs after an initial full Page 151 of 230
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evaluation of the tenders, enabling them to be ranked using automatic evaluation methods. 23.2 The HOFAP may authorise the carrying out of an electronic auction where satisfied that it is in the interests of the Council to do so and that the electronic auction is in accordance with the Procurement Regulations. 23.3 The HOFAP may only authorise the carrying out of an electronic auction where he/she is satisfied that the likely benefit of an electronic auction will outweigh the costs of undertaking the electronic auction. 23.4 An electronic auction may only be carried out where the possibility of the use of an electronic auction has been stated in the approved Contract Strategy Document and subsequent Contract Documents issued to contractors and, where the Procurement Regulations apply, in the contract notice. 23.5 For the avoidance of doubt, an electronic auction may be used where previous stages of a tendering procedure have not been undertaken using electronic means. 23.6 Before the HOFAP may proceed with an electronic auction, a full initial evaluation of the tenders shall have been made in accordance with the award criteria. All tenderers who have submitted admissible tenders shall be invited simultaneously by electronic means to submit new prices and/or new values. 23.7 Throughout each phase of an electronic auction the HOFAP shall instantaneously communicate to all tenderers involved at least sufficient information to enable them to ascertain their relative rankings at any moment. The HOFAP may also, at any time, announce the number of participants in that electronic auction. In no case, however, may the HOFAP disclose the identities of the tenderers during any phase of an electronic auction. 23.8 Prior to the commencement of any electronic auction, the HOFAP shall intimate to all tenderers involved the date and time fixed for the carrying out of the electronic auction and the proposed duration of the electronic auction together with any proposals for the extension of the duration of the electronic auction. 23.9 Any electronic auction will be subject to such additional procedural requirements as the HOFAP considers necessary. 24. Submission of In-house Tenders Page 152 of 230
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Where the Council has invited one of its own in-house services to tender, the other contractors who have been invited to tender shall be advised of this fact as soon as reasonably practicable after it becomes known. In such circumstances, all necessary steps shall be taken to ensure that the principles of fairness, equal treatment, non-discrimination and transparency are adhered to. 25. Technical and Financial Checks 25.1 No tenderer may be awarded a contract for the supply of goods, materials or services or the execution of works unless following a review of the proposed contractor, the HOFAP is satisfied:- (a) in conjunction with the Director of the procuring department as to the technical capability of the proposed contractor; and (b) in conjunction with the Director of Finance and Resources as to the financial standing of the proposed contractor. 25.2 The financial standing of proposed contractors shall be assessed using the most up to date Financial Appraisal Guidelines approved by the Director of Finance and Resources. 25.3 It shall not be necessary to review the financial standing of proposed contractors where:- (a) the HOFAP has ascertained that the estimated aggregate value of the contract and all other current contracts between the Council and the proposed contractor is £100,000 or below; or (b) it has been reviewed in the preceding 12 months from the date of invitation to tender. 25.4 Assessment of a tenderer’s technical capacity shall include a determination by the HOFAP as to whether: (a) the tenderer meets the selection criteria; and (b) any exclusion grounds under the Procurement Reform Rules, or where appropriate the Procurement Regulations, apply to the tenderer. 25.5 The assessment under standing order 25.4 shall be based initially on the SPD submitted by the tenderer but, at any moment during the procedure, Page 153 of 230
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the HOFAP may require the tenderer to submit all or any of the supporting documents where the HOFAP considers this is necessary to ensure the proper conduct of the procedure. 25.6 Where a procedure requires a shortlist of participants to be prepared, before a participant may be included on the shortlist the HOFAP shall:- (a) verify that the participant whom he/she intends to shortlist meets all relevant criteria; and (b) require the participant to submit such means of proof and supporting documents that the HOFAP considers to be necessary. 25.7 Before preparing any report to seek approval to award a contract, except a contract which is a direct award under a framework, the HOFAP shall:- (a) verify that the participant who is the proposed contractor meets all relevant criteria; and (b) require the participant who is the proposed contractor to submit such means of proof and supporting documents that the HOFAP considers to be necessary. 25.8 Where the HOFAP is unable to verify that a participant meets all relevant criteria, or where a participant fails to submit such means of proof and supporting documents as required by the HOFAP in terms of this standing order 25, the participant shall be excluded from the procedure. 25.9 The HOFAP shall keep a record showing the results of each check of the technical capacity and financial standing of proposed contractors. 26. Checking of Tenders & Post Tender Negotiations 26.1 The HOFAP shall arrange for all tenders to be checked by suitably experienced and/or qualified staff, taking account of the subject matter of the tender and shall, if required by standing order 27.4, prepare and submit a written report in respect of all the tenders received in a form that complies with Schedule 6 to the Finance, Resources and Customer Services Policy Board and containing a specific recommendation as to the acceptance of the successful tender or tenders and the reasons therefor. Page 154 of 230
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26.2 Where the HOFAP considers that a tender may be abnormally low, the procedures in the Procurement Regulations and, where applicable, the procedures prescribed by the HOFAP shall be followed. 26.3 Once the evaluation of tenders has been completed, with the prior written agreement of the Director of the procuring department, the HOFAP may instruct members of CPU staff to enter into post tender negotiations. Post tender negotiations shall only be used in circumstances where the HOFAP has identified a tenderer who has submitted the best price or the most economically advantageous tender to the Council for a contract or part of a contract and is satisfied that there is scope for improvement in the offer received and that such negotiations will be in the best interests of securing value for money or improved terms and conditions for the Council. Post tender negotiations may only be used with that tenderer so identified. The post tender negotiations shall not be used to put other tenderers at a disadvantage or to distort competition. 26.4 Where it is considered possible that post tender negotiations might apply, a clear indication will be given to prospective contractors in the instructions to tenderers that post tender negotiations might be considered. 26.5 Between the last date and time for the receipt of tenders and the date on which a decision is taken as to which, if any, tender is to be accepted, the HOFAP may instruct members of the CPU staff to contact a tenderer in respect of any contract in cases where such contact may be necessary to validate or clarify the terms of the tender or to effect any necessary adjustments but for no other purpose. 26.6 Notwithstanding the other terms of this standing order 26, where examination of the tenders reveals obvious errors or discrepancies which would affect the tender figures, these errors will be dealt with in the following manner:- (a) Any obvious arithmetical errors will be rectified by the appropriate officer checking the tenders and the amount of tender shall be held to be the amount of the documents so rectified and the tenderer informed in writing of the corrected amount. (b) Where there is an obvious and genuine error in rates occurring, the tenderer will be given the opportunity of either confirming that they agree to their tender being considered with the error remaining or withdrawing their tender. This procedure must be undertaken in writing. Should the tenderer decide to withdraw their tender, it will not Page 155 of 230
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be considered for acceptance. The tenderer must not be given the opportunity to submit an amended tender. 26.7 A full written record shall be kept by the HOFAP of all contracts where post tender negotiations have been used and the written record will be retained with the original tender. The written record will include the justification for authorising post tender negotiations, the nature of the negotiations undertaken, the outcome of such negotiations and shall detail any additional terms agreed by the Council. 27. Acceptance and Giving Reasons for Decisions 27.1 Where the Council wishes to award a contract following a procurement exercise involving more than one tenderer, the Council shall award the contract to the tenderer that has submitted the most economically advantageous tender based on an evaluation by the HOFAP of the criteria set out in the Contract Documents. 27.2 The HOFAP shall in relation to any contract awarded following the evaluation of criteria set out in the Contract Documents, keep a written record showing the assessment of each valid tender against those criteria. The written record shall demonstrate why the successful tender was evaluated as being the most economically advantageous. 27.3 In the case of contracts where the value is £50,000 or more but does not exceed the Threshold, the CPU staff who conducted the tendering procedure shall submit a report incorporating the details set out in Schedule 6, to the HOFAP and the Director of the procuring department for approval. If the HOFAP and the Director of the procuring department approve the report and accept its recommendations, the HOFAP shall accept the successful tenders on behalf of the Council. 27.4 In respect of contracts where the estimated value exceeds the Threshold, the successful tenders shall be accepted on behalf of the Council by the HOCG on the prior authority of the Finance, Resources and Customer Services Policy Board. 27.5 The HOFAP may terminate any procedure at any time up to the award of the contract where instructed to do so by the Director of the procuring department or in any other circumstances where the HOFAP believes that justification exists for that course of action. Where a procedure is terminated, all tenderers shall be informed by the HOFAP of the decision in writing as soon as reasonably practicable. Page 156 of 230
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27.6 In accordance with the Procurement Reform Rules, where a participant is excluded from a procedure at any stage before submitting a tender, the HOFAP shall notify the participant in writing and provide reasons as soon as reasonably practicable. 27.7 All tenderers shall be informed in writing of the success or otherwise of their tender as soon as is reasonably practicable after the approval of the successful tender and shall be provided with reasons in accordance with the applicable Procurement Regulations or Procurement Reform Rules. Except in the case of letters issued to successful tenderers by the HOCG in terms of standing order 27.4, the HOFAP shall be responsible for writing to tenderers. 27.8 Except in the case of letters issued to successful tenderers by the HOCG in terms of standing order 27.4, where e-procurement has been used, the communication with tenderers in terms of standing order 27.7 above will be undertaken using the Council’s e-procurement system. 27.9 Where authority has been granted by the Finance, Resources and Customer Services Policy Board under standing order 27.4 for the acceptance of the successful tenders, the decision will be subject to the Council’s call-in procedures as follows:- (a) the Finance, Resources and Customer Services Policy Board’s decision shall be delivered in writing to the members of the Council’s leadership board within two working days following the meeting of the Finance, Resources and Customer Services Policy Board, and, subject to standing order 27.9 (b) below, the decision shall not be implemented, and, accordingly no communications under standing order 27.7 shall be issued, until the expiry of a further five working days. (b) Until the expiry of the call-in period referred to in standing order 27.9 (a) above, members of the leadership board shall be entitled to submit a notice to require that the decision of the Finance, Resources and Customer Services Policy Board be not implemented. Such a notice shall be in writing and shall specify the reason why the decision should not be implemented, either in terms of the correctness of the decision or because of the importance or impact of the decision on the Council. If the notice is signed by a majority of the members of the leadership board, and delivered to the HOCG prior to the expiry of the period of five working days referred to in standing order 27.8 (a) above, the decision which has been subject to the notice, together with the relevant reports, shall be submitted to the next meeting of the leadership board for consideration. The leadership board, shall be entitled to either (a) confirm the decision, in which case it will be Page 157 of 230
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implemented, or (b) refer the matter to the next meeting of the Council for determination, or (c) remit the matter to the Finance, Resources and Customer Services Policy Board for further consideration. 27.10 Where the Procurement Regulations apply and authority has been granted by the Finance, Resources and Customer Services Policy Board under standing order 27.4 for the acceptance of the successful tenders, no tender shall be accepted until the date when the mandatory standstill period in terms of those Rules has expired and the HOFAP and the HOCG are satisfied that no valid challenge has been received to the contract award decision. The mandatory standstill period is a period of at least 10 calendar days between the date of dispatch of the letters issued in accordance with the Procurement Regulations under standing order 27.7 and the date when it is proposed to enter into the contract. 27.11 Where, during the mandatory standstill period referred to in standing order 27.10 a valid challenge is made to the contract award decision, the HOFAP, in consultation with the HOCG, shall prepare a report for the next meeting of the Finance, Resources and Customer Services Policy Board setting out the nature of the challenge made and an explanation as to why the challenge is valid. The report shall also make a recommendation regarding the award of the contract or if the contract cannot be awarded, what further procedure, if any, is required. 27.12 All tender reports to the Finance, Resources and Customer Services Policy Board shall contain a confirmation from the HOFAP that these contract standing orders have been properly observed and shall comply with the tender report format in Schedule 6. 27.13 This standing order shall also apply to any contracts initiated by a call-off from a framework agreement. However, where, and to the extent that, the HOFAP considers it appropriate, prior approval for such contracts may be requested at the same time that the establishment of, or participation in, the framework agreement is being recommended to the Finance, Resources and Customer Services Policy Board. 28. Nomination of Sub-Contractor Where a contract provides for the nomination of a sub-contractor, the appointment of a nominated sub-contractor shall comply with these standing orders. Page 158 of 230
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29. Framework Agreements 29.1 Where the HOFAP wishes to establish a Framework Agreement (“Framework”) to provide for agreement on the terms for future contracts for the purchase by the Council of goods, services and works, the following requirements shall be complied with:- (a) Where the Procurement Regulations apply, the HOFAP shall establish the Framework in accordance with those Rules. (b) In all other circumstances:- i. The suppliers to be invited to tender will be selected from those who have responded to a notice. ii. The notice shall be published in accordance with standing order 10. iii. The notice shall mention:- A) that the Council wishes to establish a Framework; B) a description of the goods, service or works which are to be purchased under the Framework; C) a period being not less than 10 days from the date of publication of the Notice, within which prospective participants may apply to be sent the tender documents; and D) a closing date for expressions of interest to be submitted to the Council. iv. at least five suppliers shall be invited to tender. If fewer than five tenderers apply to participate in the Framework, all of those tenderers meeting the selection criteria shall be invited to participate. (c) Where a Framework is to be established, the Contract Documents must contain the procedures to be used for the award of contracts under the Framework. (d) The establishment of the Framework shall comply with standing order 27. 29.2 Where a Framework has been established in accordance with standing order 29.1 the HOFAP may award a contract under the Framework without Page 159 of 230
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being required to seek further competition amongst the contractors on the Framework. However, the contract must be awarded in accordance with the terms and procedures for award of contracts laid down in the Framework and in compliance with standing order 27. 29.3 Where a Framework has been established but it does not lay down all of the terms of a proposed contract including, for example, where a new item can legitimately be added to the Framework, the HOFAP shall hold a mini competition procedure under the Framework in accordance with standing order 29.4 below. 29.4 Any mini-competition procedure in terms of standing order 29.3 shall be conducted in accordance with the procedures laid down in the Framework and the following:- a) every contractor on the Framework capable of performing the contract shall be issued with an invitation to take part in the mini competition. All invitations shall be issued at the same time; b) the invitations shall specify the closing date and time for submission of tenders under the mini competition procedure. The time limit fixed for the return of tenders shall take into account factors such as the complexity of the subject matter of the contract and the time needed to prepare a tender, but, in any event, shall be not less than 4 working days from the date the invitations are issued; c) each tender shall be kept confidential until the expiry of the time limit for the receipt of tenders; d) any award of contract shall be made to the contractor or contractors who submitted the best tender or tenders on the basis of the award criteria specified in the Contract Documents based on the Framework documents; and e) any award of contract following a mini competition procedure shall comply with standing order 27. 29.5 The HOFAP may elect to enter into contracts (whether through a call-off or by the acceptance of a tender following a mini-competition) under an existing Framework that has been properly constituted by the Scottish Government; the Crown Commercial Service, or any other agency of the UK government; Scotland Excel; other Scottish Centres of Procurement Expertise; other local authorities; and other collaborative bodies where the Council is eligible to use these Frameworks and is permitted by the relevant Page 160 of 230
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body to do so. Any such contracts must be entered into in accordance with the conditions applicable to the relevant Framework and in compliance with standing order 27. 29.6 Where a Regulated Contract is awarded following a call-off or mini- competition under a Framework, the HOFAP shall publish an award notice on the Public Contracts website. 29.7 Where, in order to participate in an existing Framework of the type described in standing order 29.5 above, the Council is required to enter into a participation agreement or other similar agreement regulating the use of the Framework by the Council, the HOFAP shall have the authority to enter into the agreement on behalf of the Council, subject to the prior agreement of the HOCG. 29.8 Standing order 29.7 shall not apply where any fees or charges are payable by the Council to enable participation in an existing Framework of the type described in standing order 29.5 above. In such circumstances, prior approval of the Finance, Resources and Customer Services Policy Board is required before any participation agreement, or other similar agreement, may be entered into. 29.9 In all cases where a participation agreement, or other similar agreement, has been entered into, this shall be reported by the HOFAP to the Bulletin as soon as practicable. 30 Dynamic Purchasing Systems 30.1 The HOFAP may elect to establish and use a Dynamic Purchasing System (“DPS”) if satisfied that: (a) it is in the interests of the Council to do so; (b) the DPS will only be used for commonly used purchases the characteristics of which, as generally available on the open market, meet the Council’s requirements; and (c) the costs of the DPS will not outweigh the likely benefits of using the DPS. 30.2 Any DPS established under this standing order shall be operated as a completely electronic process and, throughout its period of validity, shall be open for the admission of any suppliers who meet the selection criteria set by the HOFAP. Page 161 of 230
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30.3 Where the HOFAP elects to establish and use a DPS, the rules for such a procedure set out in the Procurement Regulations shall be followed. 31 Concessions 31.1 Where the Council intends to grant a services concession contract or a works concession contract (“concession”), the HOFAP shall be responsible for determining a best estimate of the financial value of the concession which shall be in accordance with the Procurement Regulations, if applicable. 31.2 Based on the best estimate of the financial value of the concession, the HOFAP shall determine the procedures that require to be followed in terms of these standing orders and, where applicable, the Procurement Regulations. 32. Design Contests 32.1 Where the HOFAP considers it appropriate to do so a design contest may be held, which shall be a competitive procedure whereby plans and designs are invited under predetermined rules in terms of which the successful entry selected is awarded a contract. 32.2 Where a design contest is to be held, a notice shall be placed on the Public Contracts Scotland portal by the HOFAP in terms of standing order10.1 (b) and in addition, may be placed in one or more national newspapers circulating in the Renfrewshire area and also in such Trade Journals as the HOFAP may consider necessary. The notice shall state:- (a) that a design contest is being held; (b) a description of the project; (c) the place where a prospective competitor may obtain a copy of the rules; and (d) the date not less than 14 days from the date of the publication of the notice by which the prospective competitor must intimate, in writing, their interest in being involved in the contest. 32.3 After the expiry of the period specified in the notice, invitations to tender shall be sent to at least three persons selected by the Director. If fewer than Page 162 of 230
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three persons have applied and are considered suitable by the HOFAP, then invitations to tender shall be sent to all suitable persons. Where only one suitable applicant has applied the Director shall decide either to abandon the contest or to negotiate with the sole suitable applicant for the award of the contract using the Negotiated Procedure without Prior Publication of a Notice in standing order 14. 32.4 The prior approval of the Finance, Resources and Customer Services Policy Board is required before a design contest in terms of this standing order is commenced. 32.5 For the purposes of these standing orders a design contest means a competition in which the Council:- (a) invites the entry of plans and designs; (b) establishes rules for the competition under which the plans or designs will be judged by a jury; (c) may award prizes; and (d) is enabled to acquire the use or ownership of plans or designs selected by the jury. 33. Specification of Standards Where there is a recognised British, European or International Standard applicable to any contract which is current at the date of tender, the Contract Documents shall require that the goods, materials or services to be used or supplied and all workmanship shall at least meet the requirement of that standard. 34. Assignation, Sub-Contracting, Termination and Modification 34.1 In every contract, there shall be a provision whereby the contractor shall be prohibited from transferring or assigning to any person or persons whatever, any portion of the contract without the prior written consent of the Council. The HOFAP, in consultation with the HOCG and the Director of the procuring department shall have the power to consent on behalf of the Council to the assignation of a contract. Page 163 of 230
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34.2 The sub-contracting of any part of a contract except to the extent permitted in writing by the HOFAP, in consultation with the HOCG shall be prohibited. 34.3 The HOFAP may exercise any power on behalf of the Council to terminate any contract or part of a contract or to terminate the Council’s participation in a Framework Agreement or to agree to vary or amend the terms of any contract but only following consultation with the Director of the procuring department and the HOCG and subject to them all being satisfied that it is reasonable and in the interests of the Council to exercise that power. 34.4 Where it is proposed to modify a contract or framework, the HOFAP, taking advice from the HOCG where appropriate, shall determine whether the proposed modification would require a new procurement procedure. For the avoidance of doubt, modification includes any changes to the scope; terms and conditions; value; or parties to the contract or framework. 34.5 Where the HOFAP determines that a modification would not require a new procurement procedure, the procedures under standing order 20 shall be followed. 35. Liquidated and Ascertained Damages Where the Director of the procuring department and the HOFAP deem it to be appropriate following consideration of the risks involved, the HOFAP shall ensure that the contract provides for liquidated and ascertained damages. The amount to be specified in each such contract shall be determined by the HOFAP and the Director concerned. 36. Prevention of Collusion and Corrupt or Illegal Practices In every written contract a clause shall be inserted to secure that the Council shall be entitled to cancel the contract and to recover from the contractor the amount of any loss resulting from such cancellation if the contractor or the contractor’s representative (whether with or without the knowledge of the contractor), shall have practised collusion in tendering for the contract or any other contract with the Council or shall have employed any corrupt or illegal practices either in the obtaining or performance of the contract or any other contract with the Council. 37. Health and Safety No contract to which these standing orders apply will be accepted unless the contractor satisfies the Council that the contractor is operating health and safety policies which conform to current government legislation. Page 164 of 230
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38. Schedule of Rates Contracts In every works contract which is a schedule of rates contract, following discussion with the CPU and prior to invitations to tender being issued, the Director of the procuring department shall fix an indicative total value for the contract. The relevant indicative total value shall be set out in any report to the Finance, Resources and Customer Services Policy Board. 39. Sustainable Procurement 39.1 The Council is committed to sustainable procurement and the HOFAP shall be responsible for ensuring that the Council fulfils its Sustainable Procurement Duty. 39.2 The HOFAP shall , ensure that the Sustainable Procurement Duty is considered in the development of every Contract Strategy Document for a Regulated Procurement, taking into account how the Regulated Procurement can a) improve the economic, social and environmental wellbeing of the Renfrewshire area; b) facilitate the involvement of small and medium enterprises, third sector bodies and supported businesses in the Regulated Procurement; and c) promote innovation. 39.3 Where improvements in terms of standing order 39.2 a) have been identified in a Contract Strategy Document, the HOFAP shall ensure that the Regulated Procurement is carried out with a view to securing such improvements. 40. Consultants 40.1 It shall be a condition of the engagement of the services of any consultant that:- a) they shall comply with these contract standing orders as though they were officers of the Council. b) that at any time during the performance of the contract the consultant shall, on a request by the Director of the procuring Page 165 of 230
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department, produce all records maintained by them in relation to the contract and on completion of the contract transmit all such records to the appropriate Director, if so required. 40.2 All contracts for consultancy services must set out clear output targets for performance by the consultant under the contract. 40.3 In relation to all contracts for consultancy services, the original Contract Documents shall, after checking, be lodged with the HOFAP. 41. Records and Registers 41.1 The HOFAP shall maintain a contracts register in accordance with the Procurement Reform Rules 41.2 Where these standing orders require that records or registers are kept, the approval of the HOCG shall be obtained prior to making arrangements for the disposal of any such records or registers. 41.3 The contracts register kept in accordance with standing order 41.1 is to be regarded as a permanent record of the Council and is not to be destroyed or disposed of. 42. Procurement Strategy and Annual Report 42.1 In accordance with the Procurement Reform Rules, the HOFAP shall prepare and publish a procurement strategy setting out how the Council intends to carry out Regulated Procurements in the next financial year. 42.2 Where the Council’s procurement strategy for the current financial year requires to be reviewed, the HOFAP shall make such revisions as are considered appropriate and publish the revised strategy. 42 .3 The HOFAP shall prepare and publish an annual procurement report on the Council’s Regulated Procurement activities in relation any financial year as soon as reasonably practicable after the end of that financial year. Page 166 of 230
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Schedule 1 CONTRACT STRATEGY TEMPLATE WITH GUIDANCE CONTRACT NAME: CONTRACT REF: RC-CPU- Period: Value: Executive Summary Consideration should be given to the following when completing the executive summary: Brief synopsis of what is detailed in the report (no new information should be detailed here) Key Findings, Benchmarking and opportunities, options considered, Recommendations and key actions, Benefits, Justification and projected savings, Key risks and resource implications. CPU Lead Contact Details: Insert details Strategy Approval Endorsed by SCCM Date: Signed by Head of Service/Director of Service Date: Signed by Head of Finance and Procurement Date: Zone A – Development Page 167 of 230
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Description of requirement Associated Outcomes • • Council Objective this supports • • Status of requirement • Service requesting procurement exercise • Financials Allocated budget (cost centres/account codes), other funding considerations Budget: Account Code: Cost Centre: • Project Plan • • Strategic Planning & Policy Lead/Input • • Influencing factors • PESTLEE Analysis Political Social Demographic Technological Legal Environmental Ethical • Spend Analysis • Opportunities Collaboration Outsourcing Insourcing Page 168 of 230
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• Supply Market Status, Analysis and Risks • • Sustainability/CB Considerations • Zone B – Tender Type of Contract Procurement Regulations applicable to this exercise Council Standing Orders Relating to Contracts and applicable Regulations Options Appraisal Procurement Process to be adopted and why? (Benefits/Risks and Comparisons to others) Length of Proposed Contract Period Length of Proposed Contract Period and any potential extension options Stakeholders • (name and job title) • (name and job title) • (name and job title) Evaluation Panel • (name and job title) • (name and job title) • (name and job title) SPD Considerations Standard Statements that are deemed applicable. Insert table below. 1. Instructions Standard questions which do not require alteration 2. Part I. Information concerning the procurement procedure and the public body 3. Part II. Information concerning the bidder. A: Information about the bidder. B: Information about representatives of the bidder C: Information about reliance on the capacities of other entities D: Information concerning subcontractors on whose capacity the bidder does not rely 4. Part III. Exclusion criteria: A: Grounds relating to criminal convictions. B: Grounds relating to the payment of taxes or social security contributions. C: Blacklisting. D: Grounds relating to insolvency, conflicts of interests or professional misconduct. 5. Part IV. Selection criteria A: Suitability. Note any professional or trade registers or memberships that are required? Page 169 of 230
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B: Economic and financial standing. Turnover? Ratios? Insurance? Any other elements relevant? C: Technical and professional ability. References? Technical bodies? SCM systems? Qualifications? Plant/tools? Samples? Certificates? D: Quality assurance schemes and environmental management standards. Quality Management Procedures? H&S? E: Global indication for all selection criteria. NOT USED 6. Part V. Reduction of the number of qualified candidates. NOT USED 7. Part VI. Concluding Statements Standard questions which do not require alteration Scoring Methodology (%) Price/Quality %. Questions? Show breakdown for CB & FWP where applicable. Community Benefit Approach • Mandatory, Evaluated or Voluntary. If CB Outcome Menu used. Note any engagement with CB Forum H&S Level • Note which level of health and safety questionnaire that H&S have advised to use. Insurance Level • Note the Insurance levels you have assessed as appropriate, or by recommendation from the Strategic Risk & Insurance Services Manager Information Governance • Note your Data Protection considerations and conclusion. Contact the Assistant Managing Solicitor (Information Governance) for further assistance. Cyber Security Considerations • Note any cyber security considerations relevant to this contract. Planned Savings • Detail any planned savings P2P Considerations • Note payment system and catalogue considerations. Risks • Refer to risk register in appendix section. Zone C – Contract CSM Considerations: lead CSM and segmentation analysis and outcome. https://www.procurementjourney.scot/route-3/route-3-contract-supplier-management- planning-governance Planned KPI’s/SLA’s Insert any planned KPI’s or SLA’s Communication Implementation Plan General overview of communication plan. Exit Strategy Refer to appendix. Page 170 of 230
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Appendices 1. Project Plan • This details the full project plan for the renewal of the Contract. 2. Implementation Plan • This details the planned activity for the implementation of this Contract. 3. Risk Register • This holds the identified risks that have been identified and that require management during the lifecycle of this procurement exercise and framework/contract life. 4. Exit Strategy • This details the planned exit strategy for when this framework/contract comes to an end on expiry (or sooner if required). Page 171 of 230
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APPENDIX 1 – PROJECT PLAN Key Milestone Planned Start Date Anticipated Completion Date Project Start / Risk Register (Appendix B) Market Analysis/Scope Contract Strategy Completion Date Specification Deadline Stakeholder Consultation (e.g. Insurance, H&S Levels and Legal) Advertisement & Tender Issue Date Tender Return Date Evaluation & Clarification Completion Date CAR/PSC Papers due for Approval by Stakeholders PSC Date (if applicable) Contract Award Letter and Notice Published Implementation Plan Contract Start Date Supplier on Site Date ( if applicable) Contract Completion Date Page 172 of 230
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APPENDIX 2 – IMPLEMENTATION PLAN Contract Title: Award letter dated : Commencement Date : Cross Functional Project Team : Ref No Activity / Milestone Responsible Owner Key Staff required to input to the activity Start Date Completion Date Dependencies Cost (if appropriate) Relevant Risks (risk register reference numbers) RAG 01 02 03 04 Page 173 of 230
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APPENDIX 3 – RISK REGISTER Contract - Award letter dated : : Commencement Date : Duration : Risk Register Key Probability/Impact STATUS Very Low 1 P - Probability Low 2 Open Potential 3 I - Impact Likely 4 Closed High 5 E - Effect Ref Date Raised Risk OWNER P I E Mitigating Actions P I E Status 1 2 3 Page 174 of 230
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CONTRACT DETAILS Contract Title APPENDIX 4 – EXIT STRATEGY Tender Document No CPU Lead Officer Date Created BRIEF DESCRIPTION OF THE NEED FOR EXIT PLAN ITEMS TO BE HANDED OVER Key activities and milestone completion dates Contract start date Optional Extensions Contract duration review(s) Contract exit strategy implementation meeting with supplier Contract review meeting with internal stakeholders Contract review meeting with supplier Other key dates, for example data hand over, staff transfer, IPR Contract handover to Council / new supplier commencement Contract end date Page 175 of 230
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Schedule 2 Thresholds under the Procurement Regulations applicable to the Council from 1 January 2024 (all figures are inclusive of VAT) Public Contracts SUPPLIES £214,904 SERVICES £214,904 DESIGN £214,904 WORKS £5,372,609 SOCIAL AND OTHER SPECIFIC SERVICES £663,540 Concession Contracts £5,372,609 Utilities Contracts SUPPLIES £429,809 SERVICES £429,809 DESIGN £429,809 WORKS £5,372,609 Thresholds will next be reviewed– 1 January 2026 Page 176 of 230
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Schedule 3 Renfrewshire Council GUIDANCE NOTE MINIMUM PROCEDURE FOR PLACING ALL CONTRACTS WITH A VALUE OF LESS THAN £50,000 Page 177 of 230
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Table of Contents 1. Introduction ...................................................................................................................................... 2. Contracts between £0 and £24,999.99 (ex VAT) ...................................................................... 3. Quick Quote (£25,000 - £49,999.99 ex VAT)............................................................................. 4. Negotiated Procedure .................................................................................................................... 5. Extension to Existing Contracts ................................................................................................... Appendix A ............................................................................................................................................ Appendix B ............................................................................................................................................ Appendix C ............................................................................................................................................ Page 178 of 230
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1. Introduction 1.1. This guidance note details the Council’s procedures for placing contracts with a total estimated value of less than £50,000, exclusive of VAT but only where no contract exists. Note that the use of existing contracts is mandatory. 1.2. Where the Council has a Framework Agreement already in place covering the subject matter of the contract, the contract must be awarded in terms of that Framework Agreement; consult with CPU. 1.3. This defines the minimum requirement for any such procurement exercise. However, the HOFAP may decide to follow the Council’s Standing Orders relating to Contracts for any contract, regardless of its value. 1.4. Expressions used in this Guidance shall have the same meaning as that given to them in the Council’s Standing Orders Relating to Contracts, unless this guidance provides a different meaning. 2. Contracts between £0 and £24,999.99 (ex VAT) 2.1. The following procedures are to be adhered to, subject to the commodity and value of the procurement exercise being undertaken. 2.2. Values are not to be deliberately disaggregated to avoid the rules and to bring the expenditure under the thresholds. CPU will carry out random checks. 2.3. The HOFAP and/or Director is to seek Best Value for the Council and where applicable, must be able to clearly demonstrate transparency, non-discrimination and equal treatment within the chosen tender process and in the award of a contract. 2.4. The corporate Purchasing Card (PCard) is to be used as the preferred payment mechanism for all spend under £2000. Supplies/Services/Works (excluding professional consultancy) Title Threshold Procedure Best Value £0 - £1,999.99 (ex VAT) Low value tenders can be undertaken at council officers’ discretion. A written quotation is not required provided that Best Value principles are observed. RFQ £2,000 - £24,999.99 (ex VAT) Request for Quote (RFQ) carried out by council officers 1. 3 written quotations (including email) from competent suppliers; Page 179 of 230
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Title Threshold Procedure 2. Where only one supplier exists, see paragraph 4.2 below; 3. Where contracts are considered high risk and/or legally complex, consult with CPU; 4. Suppliers to be given at least seven working days to respond; 5. RFQ response to include details of the supplier and the price quoted; 6. Written quotations to be retained for a minimum period of 12 months. Professional Consultancy Title Threshold Procedure See separate “Guidance for the use of Consultants” on Renfo. See “procurement process flowchart” at Appendix A. 3. Quick Quote (£25,000 - £49,999.99 ex VAT for Goods and Services; £25,000 - £500,000 ex VAT for Works 3.1 Quick quotes are to be carried out by CPU. 3.2 The appropriate client/service department is to complete a “Quotation Request” at Appendix B and forward to the relevant CPU Strategic Category Manager for action. 3.3 CPU shall invite a minimum of four (4) suppliers to quote, (of which a minimum of 75% should be local suppliers from the Renfrewshire area) where possible, using the “Quick Quote” facility on the Public Contracts Scotland (PCS) web portal (www.publiccontractsscotland.gov.uk), and utilising the guidance provided in the Procurement Journey as best practice. 3.4 Suppliers shall be selected from those registered for that category on the PCS web portal and the selection shall not be restricted to existing suppliers. 3.5 Where there are fewer than four (4) suppliers registered, CPU shall carry out a proportionate level of research to encourage new suppliers to register on PCS. Failing that, all qualifying suppliers will be invited to submit quotations. In the event that there is only one qualifying supplier, CPU shall use the negotiated procedure in terms of paragraph 4 below. 3.6 A written specification shall be prepared by the appropriate client/service department, which must contain sufficient detail to enable the supplier to determine what is Page 180 of 230
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expected in terms of performance of the contract and to enable the Council to monitor the quality of that performance. 3.7 As a minimum the specification will incorporate:- 3.7.1 a clear description of what the supplier will be expected to provide under the contract; 3.7.2 information about how the Council will pay for what is to be provided under the contract; 3.7.3 details of the level of service to be provided under the contract, including, but not restricted to, timescales for delivery or performance and any performance measures set by the Council; 3.7.4 the evaluation criteria to be used for the award of the contract; 3.7.5 the terms and conditions applicable to the contract; 3.7.6 the appropriate level of insurance. 3.8 The timescale permitted for the return of quotations must be sufficient to allow all of those invited the same opportunity to respond. 3.9 Once the evaluation process has been completed, CPU shall obtain sign off where appropriate, from the Director, or authorised representative, using the “Contract Authorisation report” at Appendix C, before issuing award letters to suppliers. 3.10 Any contract shall be awarded to the supplier/s who has submitted the Most Economically Advantageous Tender (MEAT), taking into account the price offered and the supplier’s response to any quality or other criteria set by the Council. 3.11 CPU shall be responsible for writing to the supplier(s) to inform them of the outcome of the quotation. 3.12 The contract award is to be published on www.publiccontractsscotland.gov.uk 4. Negotiated Procedure 4.1 The HOFAP may use the negotiated procedure, but only where the following limited grounds apply:- 4.1.1 where as a result of the invitation of competitive tenders, no valid offer or only one valid offer complying with specification has been received; provided always that no significant changes are made to the tender documents that were previously issued; or Page 181 of 230
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4.1.2 where the HOFAP is satisfied that the requirement of the contract is unique or, after research, only one suitable source of supply can be identified; or 4.1.3 where the HOFAP is satisfied that for reasons of technical complexity or compatibility or for reasons connected to the protection of exclusive rights, subsequent deliveries of equipment or goods or the provision of services require to be purchased from the original supplier; or 4.1.4 where in the case of a supply contract, the goods to be purchased or hired are to be manufactured purely for the purpose of research, experiment, study or development, but not when the goods are to be purchased or hired to establish their commercial viability or to recover their research and development costs; or 4.1.5 when (but only if strictly necessary) for reasons of extreme urgency brought about by events unforeseeable by and not attributable to the Council, it is not possible to comply with the procedures in paragraphs 2 and 3; or 4.1.6 where in the case of a services or a supply contract, in the opinion of the HOFAP it is in the interests of the Council to take advantage of particularly advantageous bargain available for a very short period of time at a price considerably lower than normal market prices; or 4.1.7 where pending the letting of a contract (“the main contract”) it is necessary to award a short term contract to cover the period up to the commencement of the main contract. However, the short term contract shall be for a period of no more than six months and shall not exceed £50,000 for the duration of the full contract. 4.2 For contracts having a value of less than £25,000 (see paragraph 2.4 above), the Director is free to use the negotiated procedure where to do so is in the interests of the Council and represents Best Value. 4.3 In all cases where negotiated procedures have been used in terms of this paragraph 4, a full written record of all contacts, discussions and communications with prospective suppliers shall be kept by CPU or the Director, together with a full explanation as to why it was considered it to be appropriate to use the negotiated procedure. 5. Extension to Existing Contracts 5.1 Where the Director considers that an existing contract should be extended and the option to extend is given to the Council in terms of the contract, the HOFAP may authorise the exercise of that option on behalf of the Council. For the avoidance of Page 182 of 230
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doubt, where the contract does not make provision for the extension of the contract, the HOFAP shall not extend that contract unless the use of the negotiated procedure can be justified in terms of this Guidance and the procedure in paragraph 4 of this Guidance and, where appropriate, standing order 12 of the Council’s Contract Standing Orders have been followed. 5.2 For the purposes of paragraph 5.1 of the Council’s Contract Standing Orders an extension of a contract includes the option to increase the amount of supplies, services or works acquired under the contract as well as the option to increase the duration of the contact. Page 183 of 230
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Appendix A Renfrewshire Council Procurement Process To be carried out by Service/Client Department Supplies/Work/Services £2,000 to £24,999.99(exc VAT) Supplies/Work/Services £0 - £1999,99 (exc VAT) Professional Consultancy Is it a Framework? Contracts need to be awarded in line with the Framework terms. Consult CPU Low value tenders can be undertaken at Council Officers discretion. A written quotation is not required, but must adhere to best value principles Is the contract legally complex and or high risk – if so consult CPU The Corporate Purchasing Card (PCard) is to be utilised as the preferred payment method for all spend under £2,000 Obtain three (3) written quotes, allow 7 working days for supplier to respond. Quote to include supplier details & price . Retain written quotation for 12 months Check Council contracts, including Scotland Excel Check Council contracts, including Scotland Excel Is it a Framework? Contracts need to be awarded in line with the Framework terms. Consult with CPU See ‘Guidance for the use of Consultants’ All Values Page 184 of 230
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Appendix B Quotation Request Form Spend below £49,999.99 SECTION ONE: 1.1 DEPARTMENT DETAILS Contract Name Requesting department Requesting contact Print Name: Signature: Date created Latest date for commencement of contract Estimated value of requirement Budget amount For I.T purchases only Departments must discuss I.T. requirements with I.T. department to ensure compatibility with current I.T. systems 1.2 AUTHORISATION Department authorised signature (Grade N or above) Print Name: Signature: CPU authorised signature (Grade K or above) Print Name: Signature: SECTION TWO: 2.1 CURRENT SITUATION New requirement / Based on existing contract Circle as appropriate. New Requirement If based on an existing contract N/A Purchase order number Historical spend Annual Spend: Total Spend: Period of the original contract Name of current contractor Page 185 of 230
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SECTION THREE: 3.1 REQUIREMENT DETAILS Please provide a full specification, including quantity, description, delivery required and delivery address along with any special requirements/conditions relating to this quotation exercise. Please provide a proposal for the evaluation criteria. The 3.2 KNOWN CONTRACTORS Please provide details of known contractors that should be encouraged to register on Public Contracts Scotland. Details should also be provided of known local (within the Renfrewshire area) contractors. Please note that CPU shall invite a minimum of four (4) suppliers to quote, (of which 75% should be local suppliers from the Renfrewshire area) where possible. A different group of potential suppliers should be selected where possible if the requirement is a recurring or similar. Reasons should be stated below if local suppliers are not appropriate or available and/or why different potential suppliers have not been selected. Page 186 of 230
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SECTION FOUR: 4.1 CONTRACT MANAGEMENT Once the tender/quotation exercise has been completed the client department must manage the contract which shall include raising of orders and co-ordinating the payment of invoices. Nominated client department contract manager Nominated client department contact details Phone: Email: Page 187 of 230
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Appendix C Contract Authorisation Report To: Enter Name of Director Director of Enter Name of Dept On: Date Joint Report by Chief Executive Services and (Enter Dept) Subject: Enter tender description 1. Summary 1.1 Should include: An outline of the purpose of the contract, state the reasons for tender, links to any National programmes, “A Commodity Strategy was approved by ................ on .../.../.... “ State if Supplies, Works or Services. Programme Reference should also be included where appropriate. 2. Recommendations 2.1 State: The Supplier(s) you wish to award the contract/framework to, Contract number, contract name, contract value and start and end date. Include extension timeframe of contract if applicable. 3. Background 3.1 Summary: What Process was used eg Quick Quote, where the contract was advertised. If Crown Commercial Services was used, what process was followed thereafter. Were Mini tenders used? Was it an E-auction? Where the restricted process has been used, the report should provide details of the selection process i.e. numbers of expressions of interest, how many ITPs were returned and how many ITTs were issued. Also, state the number of companies to whom ITTs were issued but who failed to submit a bid. 3.2 PCS Compliance: Confirm any above GPA Threshold legislative routes that were followed, what the GPA threshold for the Goods, Works or Services being purchased is and the timescales involved. Are Schedule 3, Social Care services a factor? 3.3 Standing Order Compliance: state the specific clauses that are being acting upon. 3.4 Tender Information: Give details on the evaluation. This should include the number of bids received, the number of compliant / non-compliant bids (if non-compliant – state why). Use the table below to detail the scoring (Add further rows where more than price and quality were assessed), financial position of winning tenderer and Page 188 of 230
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pricing for all bids. Where the lowest bid was not accepted state why. When declaring pricing information in the table below please remember that commercially sensitive information such as labour rates should not be disclosed. Supplier A Supplier B Supplier C Supplier D Supplier E Price Quality Delivery Total 3.5 Financial: Give detail on the original budget and state the savings against the budge or existing unit cost/benchmark. 3.6 Programme reference, where appropriate. e.g. Is the tender part of a Capital programme that has required prior board approval? 3.7 Commercial Specifics: Give detail on any bonding arrangements. e.g. Bonds, parent company guarantees, retentions, Insurances. 3.8 Where applicable: Statutory approvals obtained. e.g. has appropriate Planning permission been obtained. Are there any other permissions that should be considered? 3.9 Where applicable: Council ownership or equivalent of site or buildings. 3.10 Where applicable: Conclusions, discussion where necessary. If community benefits will not be delivered state why these where not sought/achieved. Enter appendix/reference text here – if none, then delete this sentence *To be signed for all spend between £50,000 to GPA Threshold This report has been authorised by: Director or Head of Service Enter Name and Category Manager Enter Name Signed: *To be signed for all spend between £25,000 to £50,000 This report has been authorised by: Authorised Signatory (Note: an authorised signatory is an individual who has the and Category Manager Enter Name Page 189 of 230
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delegated authority to approve the spend from the respective service department and is listed on the RC authorised signatory database) Sign: *Delete box as appropriate (Author: enter details - an appropriate name and telephone number/e-mail address should be included so that the officer specified will be able to be contacted in relation to the report and to receive a copy of the action note following the meeting).) Page 190 of 230
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Schedule 4 Guidance on Grants What is a grant? A “grant” is a donation paid by the Council to an organisation to be used for a specified purpose which the Council wishes to support to help meet the Council’s strategic objectives and benefit the community. In effect, a grant is a gift of financial assistance from the Council with conditions attached. The attached conditions must be either grant conditions approved by the Council or grant conditions required to be included by an organisation providing funding for the purpose of the grant. Whereas these conditions impose limits and instructions on how the grant may be used, they do not set out the precise details of any services to be provided nor do they prescribe how the specified purpose will be achieved. Grants are different from loans in that there is no expectation that any part of the grant will be repaid provided the conditions of grant are complied with. If the conditions are breached, the Council’s only remedy is to demand that the grant be repaid. What procedures require to be followed when a grant is being provided? The Council has approved grant conditions and procedures for grants. No grant shall be paid unless these procedures are followed and a binding agreement is in place setting out conditions that apply to the grant. Any questions regarding these procedures and terms and conditions must be referred to legal services. Do the Procurement Regulations apply to grants? There are some circumstances in which a grant might be viewed as a public services contract for the purposes of the Procurement Regulations. The Procurement Regulations set out the detailed procedural rules that apply to the purchase of works, services and supplies by the Council. Under the rules, a “public services contract” is defined as “a contract, in writing, for consideration (whatever the nature of the consideration) under which a contracting authority engages a person to provide services”. Therefore, these rules do not apply to straightforward grants. However, distinguishing between contracts, to which the rules would apply, and grants, to which they do not, is often difficult, for example, where the Council directs what, or Page 191 of 230
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how, services are to be provided or derives any benefit from them. Where there is any doubt, advice must be obtained from legal services. What about Subsidies? Even where the Procurement Regulations do not apply, the rules on subsidies are an important consideration. These are a complex set of rules which prohibit subsidies being paid by public bodies, such as the Council, which could confer any unfair advantage on an organisation or distort competition. An example would be where the council gives a sum of money to only one of a number of local organisations who provide a service to the community, without there being any competition for that funding. The other organisations could claim that there has been an unfair subsidy paid to the organisation that was given the grant because they too could have provided the service if they had been given the opportunity. There are some limited exceptions and financial limits below which funding is not considered to be a subsidy but, broadly, for a grant to be classed as a subsidy , the following criteria require to be met:- • It is given by a public authority. This can be at any level – central, devolved, regional or local government or a public body; • It makes a contribution (this could be a financial or an in kind contribution) to an enterprise, conferring an economic advantage that is not available on market terms. Examples of a contribution are grants, loans at below market rate, or a loan guarantee at below market rate or allowing a company to use publicly owned office space rent free. An enterprise is anyone who puts goods or services on a market. An enterprise could be a government department or a charity if they are acting commercially; • is specific, i.e. it benefits one or more enterprises over one or more other enterprises with respect to the production of goods or services, and • It has, or is capable of having, an effect on competition or investment within the UK, or on trade or investment between the UK and another country or territory. The latter can be trade with any World Trade Organisation member or, more specifically, between the UK and a country with whom it has a Free Trade Agreement. For example, if the subsidy is going towards a good or a service which is traded between the UK and the EU this could affect trade between the EU and the UK. (Please note that you are not being asked whether the subsidy could harm trade but merely whether there could be some sort of effect.) Page 192 of 230
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A breach of the subsidy rules could have serious consequences for the Council. Therefore, any concerns about whether a grant could be considered a subsidy must be referred to legal services. Is a competitive process needed where neither the Procurement Regulations nor the rules on Subsidies apply? In some circumstances, such as where only limited funding is available or if applicants for grant funding have similar purposes, a competitive application process may be appropriate to determine how funding should be allocated whether or not the Procurement Regulations or the rules on subsidies apply. As it is a public body, the Council has certain duties when dealing with grants. It must act in a fair, transparent and consistent manner and all potential grant recipients must be treated equally. Page 193 of 230
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Schedule 5 Special Arrangements for Contracts for Social and Other Specific Services and for Health or Social Care Services Unless varied by the special arrangements set out in this Schedule 5, the foregoing standing orders apply to contracts for Social and Other Specific Services and contracts for Health or Social Care Services. The special arrangements are as follows: A. Procedures for the Award of Contracts for Social and Other Specific Services A.1 Where a contract is for Social and Other Specific Services and the estimated value of the contract is equal to or greater than the threshold for Social and Other Specific Services, the HOFAP shall follow the relevant procedures for such services set out in the Procurement Regulations and the Procurement Reform Rules. B. Procedures for the Award of Contracts for Health or Social Care Services B.1 Where a contract is for Health or Social Care Services and the estimated value of the contract is less than the threshold for Social and Other Specific Services, instead of using the procedures set out in the foregoing standing orders, the HOFAP may elect to follow the procedures set out in the Procurement Reform Rules. In such circumstances, the HOFAP in conjunction with the Chief Officer of Renfrewshire Health and Social Care Partnership in relation to contracts for services for adults, or the HOFAP in conjunction with the Director of Children’s Services in relation contracts for services for children, may decide, that offers shall not be sought for example where: (a) it can be demonstrated that the contract is of no interest to service providers in other EU member states; and/or (b) the total sum to be paid under the contract is so low that service providers located in other EU member states would not be interested in bidding for the contract; and/or (c) the service is of such a specialised nature that no cross-border market of suitable service providers exists; and/or (d) advertising the contract would result in the loss of a linked service; and/or Page 194 of 230
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(e) the services required by a service user can best be provided by the service user’s existing service provider. B.2 Where a decision is taken under paragraph B.1 above that offers shall not be sought, the HOFAP and the Chief Officer of Renfrewshire Health and Social Care Partnership in relation to contracts for services for adults or the HOFAP and the Director of Children’s Services in relation to contracts for services for children Social Care contracts shall agree if and how the contract shall be advertised. B.3 Where a decision is taken under paragraph B.2 above not to advertise the contract, the Negotiated Procedure without Prior Publication of a Notice set out in standing order 14 shall be followed. C. Guidance from the Scottish Government C.1 Subject to standing order 9.3, contracts for Health or Social Care Services shall be procured in accordance with the Scottish Government’s Guidance on the Procurement Reform (Scotland) Act 2014 and Guidance on the Procurement of Care and Support Services 2016 (Best-Practice) issued under Scottish Procurement Policy Note SPPN 7/2016(as such may be amended or replaced). C.2 In the event of any conflict between these standing orders and the Guidance referred to in paragraph C.1 above, the Guidance shall prevail. C.3 Any legal issues arising from the Guidance referred to in paragraph C.1 above shall be referred to the HOCG in accordance with standing order 6.3. D. SCSWIS and other Mandatory Registration D.1 All Contractors providing Health or Social Care services to the Council must be registered with Social Care and Social Work Improvement Scotland (SCSWIS) (commonly known as the Care Inspectorate) and/or any other regulatory bodies relevant to the service provided. E. Review of Decisions E.1 Any decision taken under paragraph B.1 or B.2 shall be reviewed at regular intervals by the HOFAP and the Chief Officer of Renfrewshire Health and Social Care Partnership in relation to adult Social Care contracts or the HOFAP and the Director of Children’s Services in relation to children’s Social Care contracts. Page 195 of 230
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Schedule 6 Note: Officers must download and use the current approved version of the Board Report from Renfo Report to: Finance, Resources and Customer Services Policy Board On: Select date here. By: Enter name and title here. Concerning: Enter description here. I. List of Background Papers (1) Background Paper 1 or delete row if not used The foregoing background papers will be retained within Enter department name for inspection by the public for the prescribed period of four years. The contact officer within the department is Enter contact name and title. II. Consultation Checklist Implications None Minor Significant Officer Consulted Financial IT Legal Must Consult Legal HR and Organisational Development Property Health and Safety Equal Opportunities Procurement Must Consult CPU Risk Other Departments Community/Council Plan The appropriate officers within the relevant departments have been consulted and have approved the contents of the report for their own interest. III. The following Community Planning Partners have been consulted in the preparation of this report. Partner Organisation Officer Consulted IV. The following forums have been/are to be* consulted on the contents of this report: disability, ethnic minorities, carers, elderly, youth, tenants * V. An equality impact assessment has been carried out/is not required* in terms of the Council's scheme. VI. This report has been authorised for inclusion in the agenda of the above meeting by: Enter name of Director or Head of Service Signed and Enter name of Convenor (Convener) * delete as appropriate Page 196 of 230
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Agenda Item No Renfrewshire Council To: Finance, Resources and Customer Services Policy Board On: Enter date of Sub Committee meeting Joint Report by Enter submitted by names (CPU &Dept) Contract Authorisation Report 1. Summary 1.1 Should include: An outline of the purpose of the contract, state the reasons for tender, links to any National programmes, “A Commodity Strategy was approved by …………. on …/../….” State if Supplies Works or Services. Programme Reference should also be included where appropriate. 2. Recommendations 2.1 State: The Supplier(s) you wish to award the contract/ framework to, Contract number, contract name, contract value and start and end date. Include extension timeframe of contract if applicable. 3. Background 3.1 Summary : What Process was used (Open, Restricted, Negotiated.), where the contract was advertised. If a framework was used, if so what process was followed thereafter. Were Mini tenders used? Was it an E-auction? Where the restricted process has been used, the report should provide details of the selection process i.e. numbers of expressions of interest, how many PQQs were returned and how many ITTs were issued. Also, state the number of companies to whom ITTs were issued but who failed to submit a bid. 3.2 EU Compliance : Confirm any EU legislative routes that were followed, what the EU threshold for the Goods Works or Services being purchased and the timescales involved. Are Part B services a factor? 3.3 Standing Order Compliance: state the specific clauses that are being acted upon. Page 197 of 230
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3.4 Tender Information: Give details on the evaluation. This should include the number of bids received, the number of compliant / non compliant bids (if non-compliant – state why). Use the table below to detail the scoring (Add further rows where more than price and quality were assessed), Financial position of winning tenderer and pricing for all bids. Where the lowest bid was not accepted state why. When declaring pricing information in the table below please remember that commercially sensitive information such as labour rates should not be disclosed. Supplier A Supplier B Supplier C Supplier D Supplier E Price Quality Total 3.5 Financial: Give detail on original budget and state the savings against the budget or existing unit cost/benchmark. 3.6 Programme reference, where appropriate. e.g. Is the tender part of a Capital programme that has required prior board approval? 3.7 Commercial Specifics: Give detail on any bonding arrangements. e.g. Bonds, parent company guarantees, retentions, Insurances. 3.8 Where applicable: Statutory approvals obtained. e.g. has appropriate Planning permission been obtained. Are there any other permissions that should be considered? 3.9 Where applicable: Council ownership or equivalent of site or buildings. 3.10 Where applicable: Conclusions discussion where necessary If community benefits will not be delivered state why these where not sought/achieved. Implications of this report 1. Financial Implications – Savings and details of the Financial Appraisal on the winning bidder 2. HR and Organisational Development – e.g. TUPE Page 198 of 230
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3. Community Plan/Council Plan Implications Enter any detail concerning SME bids at this stage. e.g. partnering arrangements with SMEs and winning bidder. Also detail any positive outcome from community benefit clauses included in the tender. Wealthier and Fairer - Enter description Smarter - Enter description Healthier - Enter description Safer and Stronger - Enter description Greener - Enter description Developing our Organisation - Enter description 4. Legal Implications – This should be covered in the Background section in detail but in particular the risk of challenge should be covered here. 5. Property Implications – Enter description 6. Corporate services Implications – If the tender relates to a purchase that will impact IT strategy. i.e. Software purchases that require hosting and server space 7. Equal Opportunities Implications (Please select the statement applicable to the recommendations contained within this board report and delete remaining statements) (a) The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because for example it is for noting only. If required following implementation, the actual impact of the recommendations and Page 199 of 230
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the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. (Report author to arrange this). (b) The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. Some negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. Mitigating actions are detailed in section XXX of this report. A full copy of the Equality Impact Assessment undertaken is available from the report author. Following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored. (Report author to arrange this). The results of the assessment will be published on the Council’s website (c) The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. Some negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified and not all can be fully mitigated. Despite the potential for adverse impact it is believed that it is reasonable and proportionate to take the action recommended in the report and a full explanation for this decision is contained within section XXXX of this report. In addition mitigating actions that have been identified are detailed in section YYY of this report. A full copy of the Equality Impact Assessment undertaken is available from the report author. Following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored. The results of the assessment will be published on the Council’s website. (Report author to arrange this). 8. Health and Safety Implications – Enter description 9. Procurement Implications Page 200 of 230
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– Enter description 10. Risk Implications – Enter description 11. Privacy Impact – enter details – reference should be made to the corporate Privacy Impact Assessments (PIAs) procedure that PIAs should be conducted, by all Services, in circumstances where policies and decisions have implications for the use of personal and/or sensitive personal information held by the Council. Advice is available from the Principal Information Officer List of background papers (a) Background Paper 1 (delete row if not used or add further rows if required or state ‘none’) The foregoing background papers will be retained within (Enter service name) 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 (enter contact name, title, telephone number, and e-mail address) The inclusion of background papers is based on a legislative requirement. Background papers are those which the officer responsible for the report considers contain information upon which the report was based and which that officer has relied upon to a material extent in preparing the report. The only things which are exempted are published works and documents which contain exempt information or confidential information. The officer responsible for the report must prepare a list of background papers. That list and a copy of all the documents on the list then requires to be kept open for inspection by the public for a period of four years from the date of the meeting. Enter reference text here (author: Enter name / phone number of author here.) Appendix 1 - delete page / section if not required Page 201 of 230
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___________________________________________________________________ To: Council On: 25 September 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Second Review of Scottish Parliamentary Boundaries ___________________________________________________________________ 1. Summary 1.1 Boundaries Scotland conduct reviews of Scottish Parliamentary constituency and region boundaries every 8-12 years. The Second Review commenced on 1 September 2022 with the first consultation commencing on 17 May 2023. The Council has responded to each phase of the four phases of consultation and was also afforded the opportunity to reiterate its responses at two local inquiries. 1.2 The detailed background to the first three phases of consultation, and the Council’s responses to these consultations were set out in the report submitted to the meeting of the Cross Party Sounding Board held on 12 February 2025, a copy of which can be viewed through the following link: https://renfrewshire.cmis.uk.com/renfrewshire/Meetings/tabid/70/ctl/Vie wMeetingPublic/mid/397/Meeting/6472/Committee/155/Default.aspx 1.3 The details of the fourth phase of consultation and the Council’s response thereto is set out in section 3 of this report. 1.4 The Final Recommendations for the Second Review of Scottish Parliament Boundaries was submitted to Scottish Ministers on 30 April 2025. The Recommendations have been approved by the Scottish Parliament and, subject to approval by the Privy Council, the new Item 8 Page 203 of 230
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boundaries will be effective at the next Scottish Parliament election scheduled for 7 May 2026. 1.5 This report sets out the Final Recommendations approved by the Scottish Parliament insofar as they relate to Renfrewshire, highlighting changes to existing Scottish Parliament names and boundaries and alterations to polling district boundaries and coding. ___________________________________________________________________ 2. Recommendations Council is asked to: 2.1 Note the Final Recommendations of the Second Review of Scottish Parliamentary Boundaries as approved by the Scottish Parliament; 2.2 Approve the changes to the polling districts and polling places as set out in the appendices to this report for use in all elections and referenda until the next review of the polling arrangements. _________________________________________________________ 3. Background 3.1 Boundaries Scotland published its Provisional Proposals for Scottish Parliament constituencies in May 2023 which set out to: • take account of council area boundaries. • create constituencies and regions that had broadly the same number of electors. The electorate quota was calculated as 59,902. • take account of special geographical considerations (including in particular the size, shape and accessibility of a constituency or region). • take account of local ties and other inconveniences caused by changes to constituencies. 3.2 The constituency design approach saw Renfrewshire included in a grouping with East Renfrewshire, Inverclyde and Glasgow City Councils. 3.3 Boundaries Scotland’s Revised Proposals for Scottish Parliament constituencies were published on 16 April 2024. The revised proposals in respect of the Paisley and Renfrewshire West constituency took on board a number of the Council’s observations to the provisional proposals. However further issues were highlighted and submitted to Page 204 of 230
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Boundaries Scotland relative to the new Erskine and Cardonald constituency. 3.4 Further Proposals for constituency boundaries and Provisional Proposals for new region boundaries were published by Boundaries Scotland on 26 September 2024. 3.5 At that time, Boundaries Scotland also published its Provisional Proposals for region boundaries. There are eight Scottish Parliament regions, each returning seven regional (list) MSPs. The rules governing the boundary setting process for regions state “a constituency must fall wholly within a region” and “the regional electorate must be as near the regional electorate of each of the other regions as is practicable, having regard (where appropriate) to special geographical considerations. 3.6 Further details of the first three phases of consultation and the Council’s response to each stage were set out in some detail in a report submitted to the meeting of the Cross Party Sounding Board held on 12 February 2025, a copy of which can be viewed through the following link: https://renfrewshire.cmis.uk.com/renfrewshire/Meetings/tabid/70/ctl/Vie wMeetingPublic/mid/397/Meeting/6472/Committee/155/Default.aspx 3.7 Having considered responses to the previous round of consultation, Boundaries Scotland published Additional Proposals for constituencies and Revised Proposals for regions for the Scottish Parliament on 24 January 2025. 3.8 The main Boundaries Scotland proposals took into account many of the Council’s comments previously submitted. The more significant new proposals were: • The Erskine, Renfrew and Cardonald constituency was renamed Renfrewshire North and Cardonald • Langbank was included in the new Renfrewshire North and Cardonald constituency (previously had been included in the Renfrewshire West constituency) and Glasgow airport was returned to the Paisley constituency, following existing Ward boundaries • The Renfrewshire West constituency was renamed Renfrewshire West and Levern Valley • The boundary of the proposed constituency at the Phoenix Retail Park was amended to follow Ward boundaries • In terms of region proposals the Renfrewshire North and Cardonald constituency would now sit in the West Scotland Region and not the Glasgow Region. This last proposal had been a principal area of objection by the Council. Page 205 of 230
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3.9 The principal outstanding matter related to the inclusion of the entire Glasgow City Council Cardonald Ward in the Renfrewshire North and Cardonald constituency and the impact that this had on the constituency’s electorate. The addition of Langbank to the constituency further increased the electorate from 62,842 to 63,745 (based on 2022 electorate figures). Given the continuing significant developments in Dargavel and Renfrew the electorate would continue to grow to become one of Scotland’s largest constituencies, if not, the largest. 3.10 The Council made further representations to Boundaries Scotland relative to the new name for the former Renfrewshire South constituency, that this constituency be renamed Renfrewshire South and Levern Valley and not Renfrewshire West and Levern Valley as set out in the consultation and the rapidly increasing size of the new Renfrewshire North and Cardonald constituency. 4. Final Recommendations 4.1 The Final Recommendations submitted to the Scottish Parliament on 30 April 2025 did not take on board any of the Council’s concerns detailed in paragraphs 3.9 and 3.10 above. 4.2 Accordingly the three Scottish Parliamentary Constituencies approved by the Scottish Parliament were: Constituency name Desig- nation Council area Ward Ward Name Electorate (1 Sep 2022) Total Elect- orate Variation from electorate quota (59,902) Paisley Burgh Renfrewshire 2 (part) Renfrew South and Gallowhill 3,942 Renfrewshire 3 Paisley North-east and Ralston 9,069 Renfrewshire 4 Paisley North-west 13,813 Renfrewshire 5 Paisley East and Central 10,182 Renfrewshire 6 Paisley South-east 9,534 Page 206 of 230
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Renfrewshire 7 Paisley South-west 12,030 58,570 -2.2% Renfrewshire North and Cardonald County Renfrewshire 1 Renfrew North and Braehead 13,674 Renfrewshire 2 (part) Renfrew South and Gallowhill 5,447 Renfrewshire 11 (part) Bishopton, Bridge of Weir and Langbank 9,047 Renfrewshire 12 Erskine and Inchinnan 13,133 Glasgow City 4 Cardonald 22,444 63,745 +6.4% Renfrewshire West and Levern Valley County East Renfrewshire 1 Barrhead, Liboside and Uplawmoor 14,481 East Renfrewshire 2 (part) Newton Mearns North and Neilston 4,278 Renfrewshire 8 Johnstone South and Elderslie 13,239 Renfrewshire 9 Johnstone North, Kilbarchan, Howwood and Lochwinnoch 12,016 Renfrewshire 10 Houston, Crosslee and Linwood 12,820 Renfrewshire 11 (part) Bishopton, Bridge of Weir and Langbank 4,148 60,982 +1.8% 4.3 Maps of the three new constituencies are attached as appendices 1-3 to this report. 4.4 The new Scottish Parliamentary constituency boundaries have been mapped and this has highlighted a number of geographical changes to polling district boundaries: a number of polling districts now sit within different Scottish Parliamentary constituencies and two of the constituencies have been renamed. These changes have required amendments to be made to the numbering protocol for polling districts. The Polling District references will look quite different in some polling Page 207 of 230
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places and the reference protocol is also explained in Appendix 4. In some cases, where polling districts lie within the same UK and Scottish Parliament Constituency and same Council Ward the opportunity has been taken to amalgamate those districts and renumber accordingly. Appendix 4 to this report highlights all the changes which have been made. 4.5 The changes in Wards 1, 3, 5, 6, 7 and 12 are minor involving district renumbering and polling district amalgamations where appropriate. However, in Ward 12 it is proposed that voters in polling district NN14 (previously NN21) will vote at Barsail Primary School rather than Erskine Baptist Church. This change is recommended as the location of the Church makes access challenging for voters with disabilities. 4.6 In Ward 2 there are changes as a result of part of the former NN07 polling district and all of the former NN12 polling district now falling in the Paisley Constituency. 4.7 In Ward 4 there are changes as a result of the former NN13 polling district now falling in the Paisley Constituency. 4.8 In Wards 8, 9 and 10 the changes are to polling district codes as they now fall in the renamed Renfrewshire West & Levern Valley constituency. 4.9 In Ward 11 the ward there are various changes arising from the new boundary between the Renfrewshire North and Cardonald and Renfrewshire West & Levern Valley constituencies with the Ward being split between the two. The former NN16 polling district has been split by the new boundary requiring two new polling districts to be created. The new NN10 will fall within Renfrewshire North and Cardonald and the new NW03 in Renfrewshire West & Levern Valley. The remainder of the polling districts have been renumbered or had their code changed to reflect which of the two constituencies they now fall in. 4.10 Appendix 5 to the report sets out the potential Scottish Parliamentary election polling plan for the three constituencies that fall either wholly or predominately within the Renfrewshire Council area. 4.11 The Returning Officer for Renfrewshire has historically acted as the Regional Returning Officer for the West Scotland Region. It is anticipated that this will remain the position. There is little significant change to the West Scotland Region other than Cardonald not being part of that area. The constituencies making up the West Scotland Region are: Paisley; Renfrewshire North and Cardonald; Renfrewshire West and Levern Valley; Clydebank and Milngavie; Cunninghame North; Cunninghame South; Eastwood; Inverclyde (previously called Greenock and Inverclyde); and Strathkelvin and Bearsden. Page 208 of 230
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4.12 It should be noted that the final proposals agreed by the Scottish Parliament will be subject to final approval by the Privy Council, which is scheduled to give consideration to this matter in October 2025. However, it is not anticipated that this will result in anything other than approval of the boundaries as approved by the Scottish Parliament. _________________________________________________________________ Implications of the Report 1. Financial - none 2. HR & Organisational Development - none. 3. Community/Council Planning – none 4. Legal – as detailed in the report 5. Property/Assets - none 6. Information Technology - none 7. Equality & Human Rights (a) 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 9. Procurement - none. 10. Risk - none 11. Privacy Impact - none 12. Climate Risk - none 13. Children’s Rights - none. 14. Cosla Policy Position - none Page 209 of 230
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_______________________________________________________ List of Background Papers (a) Second Review of Scottish Parliament Boundaries - Initial Proposals - Constituencies published May 2023 (b) Second Review of Scottish Parliament Boundaries – Revised Proposals – Constituencies published April 2024 (c) Second Review of Scottish Parliament Boundaries – Further Proposals – Constituencies and Provisional Proposals – Regions published 26 September 2024 (d) Second Review of Scottish Parliamentary Boundaries – Publication of Additional Proposals for constituencies and Revised Proposals for regions for the Scottish Parliament All the foregoing can be found at Second Review of Scottish Parliament Boundaries | Scottish Boundary Commission (e) Report to meeting of Renfrewshire Council held on 22 June 2023 “Second Review of Scottish Parliamentary Boundaries – Publication of Provisional Proposals for Constituencies” (f) Report to meeting of Cross Party Sounding Board held on 23 October 2024 ___________________________________________________________________ Author: Mark Conaghan Head of Corporate Governance mark.conaghan@renfrewshire.gov.uk Telephone: 0300 300 0287 Page 210 of 230
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Appendix 1 Page 211 of 230
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Appendix 2 Page 212 of 230
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Appendix 4 Reference Protocol NN polling district references with the ‘NN’ prefix denote a polling district which is in Paisley and Renfrewshire North constituency for UK Parliamentary General Elections and Renfrewshire North and Cardonald for Scottish Parliamentary Elections. SP polling district references with the ‘SP’ prefix denote a polling district which is in Paisley and Renfrewshire South constituency for UK Parliamentary General Elections and Paisley for Scottish Parliamentary Elections. NP polling district references with the ‘NP’ prefix denote a polling district which is in Paisley and Renfrewshire North constituency for UK Parliamentary General Elections and Paisley for Scottish Parliamentary Elections. SW polling district references with the ‘SW’ prefix denote a polling district which is in Paisley and Renfrewshire South constituency for UK Parliamentary General Elections and Renfrewshire West and Levern Valley for Scottish Parliamentary Elections. NW polling district references with the ‘NW’ prefix denote a polling district which is in Paisley and Renfrewshire North constituency for UK Parliamentary General Elections and Renfrewshire West and Levern Valley for Scottish Parliamentary Elections. IW polling district references with the ‘IW’ prefix denote a polling district which is in Inverclyde constituency for UK Parliamentary General Elections and Renfrewshire West and Levern Valley for Scottish Parliamentary Elections EW polling district references with the ‘EW’ prefix denote a polling district which is in East Renfrewshire but is included in Renfrewshire West and Levern Valley for Scottish Parliamentary Elections PK For both UK and Scottish Parliamentary Elections, polling districts prefixed with a PK reference denote that these polling districts are in the Glasgow Cardonald ward. The Glasgow City Council references have been kept for administrative reasons. Existing Polling District Reference Existing Polling Place Proposed Polling District Reference Proposed Polling Place Comments NN01 Renfrew Town Hall & Museum, Renfrew Cross, Renfrew, PA4 8PF NN01 Renfrew Town Hall & Museum, Renfrew Cross, Renfrew, PA4 8PF Amalgamated with NN03. NN02 Kirklandneuk Community Centre, Ness Road, Renfrew, PA4 9DE NN02 Kirklandneuk Community Centre, Ness Road, Renfrew, PA4 9DE No change NN03 Renfrew Town Hall & Museum, Renfrew Cross, Renfrew, PA4 8PF NN01 Renfrew Town Hall & Museum, Renfrew Cross, Renfrew, PA4 8PF Amalgamated with NN01. NN04 McMaster Centre, Robertson Park, Donaldson Drive, Renfrew, PA4 8LX NN03 McMaster Centre, Robertson Park, Donaldson Drive, Renfrew, PA4 8LX Change of polling district numbering. NN05 King George V Sports Pavilion, Dean Park Road, Renfrew, PA4 0AN NN04 King George V Sports Pavilion, Dean Park Road, Renfrew, PA4 0AN Change of polling district numbering. NN06 St James' Primary School, 10 Brown Street, Renfrew, PA4 8HL NN05 St James' Primary School, 10 Brown Street, Renfrew, PA4 8HL Change of polling district numbering. POLLING DISTRICT CHANGES BY WARD Ward 1 - Renfrew North and Braehead Page 215 of 230
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NN07 Gallowhill Community Centre, 210 Netherhill Road, Paisley, PA3 4SF NP01 Gallowhill Community Centre, 210 Netherhill Road, Paisley, PA3 4SF Change to polling district code - now in the Paisley Constituency. Amalgamated with part of existing NN08. NP01 Gallowhill Community Centre, 210 Netherhill Road, Paisley, PA3 4SF Area of district around Arkleston Cemetery now in the Paisley Constituency. Amalgamated with existing NN07 to form new NP01 which votes at Gallowhill Community Centre. NN06 Glynhill Hotel, 169 Paisley Road, Renfrew, PA4 8XB Remainder of district is in the Renfrewshire North & Cardonald Constituency and renumbered to NN06. NN09 Arkleston Primary School, 125 Cockels Loan, Renfrew, PA4 0EL NN07 Arkleston Primary School, 125 Cockels Loan, Renfrew, PA4 0EL Change of polling district numbering. NN10 Newmains Primary School, 8a Lang Avenue, Renfrew, PA4 0DA NN08 Newmains Primary School, 8a Lang Avenue, Renfrew, PA4 0DA Change of polling district numbering. NN11 St James' Primary School, 10 Brown Street, Renfrew, PA4 8HL NN09 St James' Primary School, 10 Brown Street, Renfrew, PA4 8HL Change of polling district numbering. NN12 St Catherine's Primary School, 28a Brabloch Crescent, Paisley, PA3 4RG NP02 St Catherine's Primary School, 28a Brabloch Crescent, Paisley, PA3 4RG Change to polling district code - now in the Paisley Constituency. NP01 Williamsburgh Primary School, Lacy Street, Paisley, PA1 1QF NP03 Williamsburgh Primary School, Lacy Street, Paisley, PA1 1QF Amalgamated with existing NP08. Change of polling district numbering. NP02 Ralston Community Sports Centre, Penilee Road, Paisley PA1 1AX NP04 Ralston Community Sports Centre, Penilee Road, Paisley PA1 1AX Change of polling district numbering. NP03 Ralston Community Centre, 6 Allanton Avenue, Paisley PA1 3BL NP05 Ralston Community Centre, 6 Allanton Avenue, Paisley PA1 3BL Change of polling district numbering. NP08 Williamsburgh Primary School, Lacy Street, Paisley, PA1 1QF NP03 Williamsburgh Primary School, Lacy Street, Paisley, PA1 1QF Amalgamated with existing NP01 - now NP03 NN13 Beechwood Community Centre, 26 Shortroods Road, Paisley, PA3 2NT NP06 Beechwood Community Centre, 26 Shortroods Road, Paisley, PA3 2NT Change to polling district code - now in the Paisley Constituency. Amalgamated with existing NP04. NP04 Beechwood Community Centre, 26 Shortroods Road, Paisley, PA3 2NT NP06 Beechwood Community Centre, 26 Shortroods Road, Paisley, PA3 2NT Amalgamated with existing NN13 - now NP06 NP05 Disability Resource Centre, Love Street, Paisley, PA3 2EA NP07 Disability Resource Centre, Love Street, Paisley, PA3 2EA Change of polling district numbering. NP06 Tannahill Centre, 76 Blackstoun Road, Paisley PA3 1NT NP08 Tannahill Centre, 76 Blackstoun Road, Paisley PA3 1NT Amalgamated with existing NP07 NP07 Tannahill Centre, 76 Blackstoun Road, Paisley PA3 1NT NP08 Tannahill Centre, 76 Blackstoun Road, Paisley PA3 1NT Amalgamated with existing NP06 - now NP08 SP02 Martyrs Church Hall, King Street, Paisley, PA1 2LS SP01 Paisley West Church, King Street, Paisley, PA1 2LS Change to polling district numbering. Change to polling place name - same location. SP03 St Mary's Primary School, 4 Maxwellton Road, Paisley, PA1 2RJ SP02 St Mary's Primary School, 4 Maxwellton Road, Paisley, PA1 2RJ Change to polling district numbering. SP04 St Charles Church Hall, 5 Union Street, Paisley, PA2 6DU SP03 St Charles Church Hall, 5 Union Street, Paisley, PA2 6DU Change to polling district numbering. SP06 West End Community Centre, 5A Underwood Lane, Paisley, PA1 2SL SP04 West End Community Centre, 5A Underwood Lane, Paisley, PA1 2SL Change to polling district numbering. Glynhill Hotel, 169 Paisley Road, Renfrew, PA4 8XB Ward 2 - Renfrew South and Gallowhill Ward 3 - Paisley Northeast and Ralston Ward 4 - Paisley Northwest NN08 Page 216 of 230
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SP07 St Andrew's Academy, 125 Barrhead Road, Paisley, PA2 7LG SP05 St Andrew's Academy, 125 Barrhead Road, Paisley, PA2 7LG Change to polling district numbering. SP08 Hunterhill Community Centre, Blackford Road, Paisley,PA2 7EN SP06 Hunterhill Community Centre, Blackford Road, Paisley,PA2 7EN Change to polling district numbering. SP09 Paisley Marriage Suite, Renfrewshire House, Cotton Street, Paisley, PA1 1BU SP07 Paisley Marriage Suite, Renfrewshire House, Cotton Street, Paisley, PA1 1BU Change to polling district numbering. SP10 Todholm Primary School, 260 Lochfield Road, Paisley, PA2 7JE SP08 Todholm Primary School, 260 Lochfield Road, Paisley, PA2 7JE Change to polling district numbering. SP11 South End Action Centre, Stock Street, Paisley PA2 6NL SP09 South End Action Centre, Stock Street, Paisley PA2 6NL Change to polling district numbering. SP12 Williamsburgh Primary School, Lacy Street, Paisley, PA1 1QF SP10 Williamsburgh Primary School, Lacy Street, Paisley, PA1 1QF Change to polling district numbering. NP09 Paisley Marriage Suite, Renfrewshire House, Cotton Street, Paisley, PA1 1BU/ Disability Resource Centre, Love Street, Paisley, PA3 2EA NP09 Paisley Marriage Suite, Renfrewshire House, Cotton Street, Paisley, PA1 1BU/ Disability Resource Centre, Love Street, Paisley, PA3 2EA 0 current electors Electors, if any in the future, will vote at the Disability Resource Centre for UK Parliamentary Elections and at Paisley Marriage Suite for Scottish Parliamentary and Local Government Elections. SP13 Glenburn Community Centre, 30 Fairway Avenue, Paisley, PA2 8DX SP11 Glenburn Community Centre, 30 Fairway Avenue, Paisley, PA2 8DX Change to polling district numbering. SP14 Glenburn Resource Centre, 19 Donaldswood Road, Paisley, PA2 8EA SP12 Glenburn Resource Centre, 19 Donaldswood Road, Paisley, PA2 8EA Change to polling district numbering. SP15 Bushes Primary School, , Grampian Avenue, Paisley PA2 8DW SP13 Bushes Primary School, Grampian Avenue, Paisley PA2 8DW Change to polling district numbering. SP16 South Parish Church, 123 Rowan Street, Paisley, PA2 6RZ SP14 South Parish Church, 123 Rowan Street, Paisley, PA2 6RZ Change to polling district numbering. SP17 St Charles Church Hall, 5 Union Street, Paisley, PA2 6DU SP15 St Charles Church Hall, 5 Union Street, Paisley, PA2 6DU Change to polling district numbering. SP18 Brediland Community Centre, 30 Cardell Road, Paisley, PA2 9AF SP16 Brediland Community Centre, 30 Cardell Road, Paisley, PA2 9AF Change to polling district numbering. SP19 Brediland Primary School, Achray Drive, Paisley PA2 9DJ SP17 Brediland Primary School, Achray Drive, Paisley PA2 9DJ Change to polling district numbering. SP20 Foxbar Rivers Community Building, Spey Avenue, Paisley, PA2 0PA SP18 Foxbar Rivers Community Building, Spey Avenue, Paisley, PA2 0PA Change to polling district numbering. SP21 Heriot Primary School, 10 Heriot Avenue, Paisley PA2 0DS SP19 Heriot Primary School, 10 Heriot Avenue, Paisley PA2 0DS Change to polling district numbering. SP22 Foxbar Community Centre, 30 Amochrie Road, Paisley PA2 0LB SP20 Foxbar Community Centre, 30 Amochrie Road, Paisley PA2 0LB Change to polling district numbering. SP23 Langcraigs Primary School, 245 Glenfield Road, Paisley PA2 8QE SP21 Langcraigs Primary School, 245 Glenfield Road, Paisley PA2 8QE Change to polling district numbering. Ward 6 - Paisley Southeast Ward 7 - Paisley Southwest Ward 5 - Paisley East and Central Page 217 of 230
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SP05 Tannahill Centre, 76 Blackstoun Road, Paisley PA3 1NT SW01 Tannahill Centre, 76 Blackstoun Road, Paisley PA3 1NT Change to polling district code (now in Renfrewshire West & Levern Valley) SP01 Elderslie Village Hall, Stoddard Square, Elderslie, PA5 9AS SW02 Elderslie Village Hall, Stoddard Square, Elderslie, PA5 9AS Change to polling district code (now in Renfrewshire West & Levern Valley) Amalgamated with existing SS01 SS01 Elderslie Village Hall, Stoddard Square, Elderslie, PA5 9AS SW02 Elderslie Village Hall, Stoddard Square, Elderslie, PA5 9AS Change to polling district code (now in Renfrewshire West & Levern Valley) Amalgamated with existing SP01 - now SW02 SS02 Johnstone Castle Community Centre, Pine Crescent, Johnstone PA5 0BX SW03 Johnstone Castle Community Centre, Pine Crescent, Johnstone PA5 0BX Change to polling district code (now in Renfrewshire West & Levern Valley) SS03 St David's Primary School, West Johnstone Shared Campus, Beith Road, Johnstone, PA5 0BB SW04 St David's Primary School, West Johnstone Shared Campus, Beith Road, Johnstone, PA5 0BB Change to polling district code (now in Renfrewshire West & Levern Valley) SS04 Cochrane Castle Community Centre, 1 Burns Drive, Johnstone PA5 0HJ SW05 Cochrane Castle Community Centre, 1 Burns Drive, Johnstone PA5 0HJ Change to polling district code (now in Renfrewshire West & Levern Valley) SS05 Fordbank Primary School, 23B Teviot Terrace, Johnstone PA5 0NP SW06 Fordbank Primary School, 23B Teviot Terrace, Johnstone PA5 0NP Change to polling district code (now in Renfrewshire West & Levern Valley) SS06 Spateston Bowling Club, Spateston Road, Johnstone PA5 0SX SW07 Spateston Bowling Club, Spateston Road, Johnstone PA5 0SX Change to polling district code (now in Renfrewshire West & Levern Valley) SS07 Thorn Primary School, 4A Thorn Brae, Johnstone PA5 8HE SW08 Thorn Primary School, 4A Thorn Brae, Johnstone PA5 8HE Change to polling district code (now in Renfrewshire West & Levern Valley) SS08 Howwood Village Hall, 10 Station Road, Howwood PA9 1BB SW09 Howwood Village Hall, 10 Station Road, Howwood PA9 1BB Change to polling district code (now in Renfrewshire West & Levern Valley) SS09 St Margaret's Church Hall, 49 Graham Street, Johnstone PA5 8RA SW10 St Margaret's Church Hall, 49 Graham Street, Johnstone PA5 8RA Change to polling district code (now in Renfrewshire West & Levern Valley) SS10 Johnstone Town Hall, 25 Church St, Johnstone PA5 8EG SW11 Johnstone Town Hall, 25 Church St, Johnstone PA5 8EG Change to polling district code (now in Renfrewshire West & Levern Valley) SS11 Thorn Primary School, 4A Thorn Brae, Johnstone PA5 8HE SW12 Thorn Primary School, 4A Thorn Brae, Johnstone PA5 8HE Change to polling district code (now in Renfrewshire West & Levern Valley) SS12 McKillop Institute, 2 Main Street, Lochwinnoch PA12 4AJ SW13 McKillop Institute, 2 Main Street, Lochwinnoch PA12 4AJ Change to polling district code (now in Renfrewshire West & Levern Valley) SS13 Kilbarchan Scout Hall, Barn Green, Kilbarchan PA10 2HG SW14 Kilbarchan Scout Hall, Barn Green, Kilbarchan PA10 2HG Change to polling district code (now in Renfrewshire West & Levern Valley) Ward 8 - Johnstone South and Elderslie Ward 9 - Johnstone North, Kilbarchan, Howwood and Lochwinnoch Page 218 of 230
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IN03 Houston and Killellan Church Halls, Main Street, Houston IW01 Houston and Killellan Church Halls, Main Street, Houston Change to polling district code (now in Renfrewshire West & Levern Valley) Amalgamate with existing IS01 and IS02. NN14 Houston and Killellan Church Halls, Main Street, Houston/ Inchinnan Primary School, 96 existing Greenock Road, Inchinnan PA4 9PH NW01 Houston and Killellan Church Halls, Main Street, Houston/ Inchinnan Primary School, 96 existing Greenock Road, Inchinnan PA4 9PH Change to polling district code (now in Renfrewshire West & Levern Valley). Votes at Houston and Killellan Church Halls for Scottish Parliamentary and Local government elections and at Inchinnan Primary School for UK Parliamentary Elections - currently circa 31 electors IS01 Cargill Hall, Lintwhite Crescent, Bridge of Weir PA11 3LJ/ Brookfield Village Hall, 45 Woodside Road, Brookfield PA5 8UB IW01 Houston and Killellan Church Halls, Main Street, Houston Change to polling district code (now in Renfrewshire West & Levern Valley). Amalgamate with existing IN03 and IS02 - now IW01. Now votes at Houston & Killellan Church Halls for all Elections currently circa 12 electors IS02 Houston and Killellan Church Halls, Main Street, Houston IW01 Houston and Killellan Church Halls, Main Street, Houston Change to polling district code (now in Renfrewshire West & Levern Valley). Amalgamate with existing IS01 and IN03 - now IW01 NS05 Inchinnan Primary School, 96 existing Greenock Road, Inchinnan PA4 9PH/ Tweedie Hall, Ardlamont Square, Linwood PA3 3DE NW02 Inchinnan Primary School, 96 existing Greenock Road, Inchinnan PA4 9PH/ Tweedie Hall, Ardlamont Square, Linwood PA3 3DE Change to polling district code (now in Renfrewshire West & Levern Valley) Currently 0 electors. Future electors, if any, will vote at Tweedie Hall for Scottish Parliamentary and Local government elections and at Inchinnan Primary School for UK Parliamentary Elections SS14 Our Lady of Peace Primary School, Linwood PA3 3PY SW15 Our Lady of Peace Primary School, Linwood PA3 3PY Change to polling district code (now in Renfrewshire West & Levern Valley) Amalgamate with existing SS18 SS15 Brookfield Village Hall, 43 Woodside Rd, Brookfield, Johnstone PA5 8UB SW16 Brookfield Village Hall, 43 Woodside Rd, Brookfield, Johnstone PA5 8UB Change to polling district code (now in Renfrewshire West & Levern Valley) Amalgamate with existing SS16 and SS19 SS16 Brookfield Village Hall, 43 Woodside Rd, Brookfield, Johnstone PA5 8UB SW16 Brookfield Village Hall, 43 Woodside Rd, Brookfield, Johnstone PA5 8UB Now in Renfrewshire West & Levern Valley. Amalgamate with existing SS15 and SS19 - now SW16 SS17 Tweedie Hall, Ardlamont Square, Linwood PA3 3DE SW17 Tweedie Hall, Ardlamont Square, Linwood PA3 3DE Change to polling district code (now in Renfrewshire West & Levern Valley) SS18 Our Lady of Peace Primary School, Linwood PA3 3PY SW15 Our Lady of Peace Primary School, Linwood PA3 3PY Change to polling district code (now in Renfrewshire West & Levern Valley) Amalgamate with existing SS14 - now SW15 SS19 Brookfield Village Hall, 45 Woodside Road, Brookfield PA5 8UB SW16 Brookfield Village Hall, 45 Woodside Road, Brookfield PA5 8UB Now in Renfrewshire West & Levern Valley. Amalgamated with existing SS15 and SS19 - now SW16 Ward 10 - Houston, Crosslee and Linwood Page 219 of 230
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IN04 Cargill Hall, Lintwhite Crescent, Bridge of Weir PA11 3LJ IW02 Cargill Hall, Lintwhite Crescent, Bridge of Weir PA11 3LJ Change to polling district code (now in Renfrewshire West & Levern Valley) Amalgamated with existing IN05 and IN06 IN05 Cargill Hall, Lintwhite Crescent, Bridge of Weir, PA11 3LJ IW02 Cargill Hall, Lintwhite Crescent, Bridge of Weir, PA11 3LJ Change to polling district code (now in Renfrewshire West & Levern Valley) Amalgamate with existing IN04 and IN05 - now IW02 IN06 Cargill Hall, Lintwhite Crescent, Bridge of Weir PA11 3LJ IW02 Cargill Hall, Lintwhite Crescent, Bridge of Weir PA11 3LJ Change to polling district code (now in Renfrewshire West & Levern Valley) Amalgamated with existing IN04 and IN05 - now IW02 NN15 Langbank Village Centre, 51 Middlepenny Road, Langbank, PA14 6XB NW03 Cargill Hall, Lintwhite Crescent, Bridge of Weir, PA11 3LJ/ Langbank Village Centre, 51 Middlepenny Road, Langbank, PA14 6XB Change to polling district code (now in Renfrewshire West & Levern Valley) Amalgamted part of NN16 to form new NW03. Now votes at Langbank Village Centre for UK and Local Government Elections and at Cargill Hall for Scottish Parliamentary Elections - circa 12 electors NN10 Langbank Village Centre, 51 Middlepenny Road, Langbank, PA14 6XB Majority of district in Renfrewshire North and Cardonald and continues to vote at Langbank Village centre. Change to polling district numbering. NW03 Cargill Hall, Lintwhite Crescent, Bridge of Weir, PA11 3LJ/ Langbank Village Centre, 51 Middlepenny Road, Langbank, PA14 6XB Remainder of district is in the Renfrewshire West & Levern Valley constituency and is amalgamated with existing NN15 to form new polling district named NW03. Now votes at Langbank Village Centre for UK and Local Government Elections and at Cargill Hall for Scottish Parliamentary Elections - circa 12 electors NN17 Dargavel Primary School, Arrochar Drive, Bishopton, PA7 5HP NN11 Dargavel Primary School, Arrochar Drive, Bishopton, PA7 5HP Change to polling district numbering. NN18 Bishopton Community Centre, Gledstane Rd, Bishopton PA7 5AU NN12 Bishopton Community Centre, Gledstane Rd, Bishopton PA7 5AU Change to polling district numbering. Amalgamated with existing NN19. NN19 Bishopton Community Centre, Gledstane Rd, Bishopton PA7 5AU NN12 Bishopton Community Centre, Gledstane Rd, Bishopton PA7 5AU Change to polling district numbering. Amalgamated with existing NN18 - now NN12 NN20 Inchinnan Primary School, 96 existing Greenock Road, Inchinnan PA4 9PH NN13 Inchinnan Primary School, 96 existing Greenock Road, Inchinnan PA4 9PH Change to polling district numbering. NN21 Erskine Baptist Church, Park Hill, Erskine PA8 7HE NN14 Barsail Primary School,Park Moor, Erskine PA8 7HL Change of polling district numbering. Change to polling place. NN22 St Anne's Primary School, 97 Park Drive, Erskine PA8 7AL NN15 St Anne's Primary School, 97 Park Drive, Erskine PA8 7AL Change to polling district numbering. NN23 Bargarran Primary School, 4 Barrhill Road, Erskine PA8 6BX NN16 Bargarran Primary School, 4 Barrhill Road, Erskine PA8 6BX Change to polling district numbering. Ward 11 - Bishopton, Bridge of Weir and Langbank Ward 12 - Erskine and Inchinnan NN16 Langbank Village Centre, 51 Middlepenny Road, Langbank, PA14 6XB Page 220 of 230
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Appendix 5 District Code Place Code Place Name Estimated Stations for this District Council Ward Number UK Parliamentary Constituency NN01 RENTH Renfrew Town Hall & Museum, Renfrew Cross, Renfrew, PA4 8PF 5 1 Paisley & Renfrewshire North NN02 KIRKCC Kirklandneuk Community Centre, Ness Road Renfrew PA4 9DE 1 1 Paisley & Renfrewshire North NN03 MCMAST McMaster Centre, Robertson Park, Donaldson Drive, Renfrew, PA4 8LX 2 1 Paisley & Renfrewshire North NN04 KINGSP King George V Sports Pavilion, Dean Park Road, Renfrew, PA4 0AN 3 1 Paisley & Renfrewshire North NN05 STJAMES St James' Primary School, 10 Brown Street, Renfrew, PA4 8HL 2 1 Paisley & Renfrewshire North NN06 GLYNHIL Glynhill Hotel, 169 Paisley Road Renfrew PA4 8XB 1 2 Paisley & Renfrewshire North NN07 ARKPS Arkleston Primary School, Cockels Loan, Renfrew, PA4 0EL 1 2 Paisley & Renfrewshire North NN08 NEWMAIN Newmains Primary School, Lang Avenue, Renfrew PA4 0DF 2 2 Paisley & Renfrewshire North NN09 STJAMES St James' Primary School, 10 Brown Street, Renfrew, PA4 8HL 1 2 Paisley & Renfrewshire North NN10 LANGVC Langbank Village Centre, Middlepenny Road, Langbank, PA14 6XE 1 11 Paisley & Renfrewshire North NN11 DARPS Dargavel Primary School, Arrochar Drive, Bishopton PA7 5HP 4 11 Paisley & Renfrewshire North NN12 BISHCC Bishopton Community Centre, Gledstane Road, Bishopton, PA7 5AU 4 11 Paisley & Renfrewshire North NN13 INCHPS Inchinnan Primary School, 96 Old Greenock Road, Inchinnan, PA4 9PH 2 12 Paisley & Renfrewshire North NN14 BARSPS Barsail Primary School, Park Moor, Erskine PA8 7HL 2 12 Paisley & Renfrewshire North NN15 STANNE St Anne's Primary School, 97 Park Drive, Erskine, PA8 7AE 4 12 Paisley & Renfrewshire North NN16 BARGAR Bargarran Primary School, 4 Barrhill Road, Erskine, PA8 6BX 4 12 Paisley & Renfrewshire North Scottish Parliamentary Election Polling Plan Renfrewshire North and Cardonald Page 221 of 230
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District Code Place Code Place Name Estimated Stations for this District Council Ward Number UK Parliamentary Constituency NP01 GALLWCC Gallowhill Community Centre, 210 Netherhill Road, Paisley PA3 4SF 2 2 Paisley & Renfrewshire North NP02 STCATH St Catherine's Primary School, 28a Brabloch Crescent, Paisley PA3 4RG 2 2 Paisley & Renfrewshire North NP03 WILLIAM Williamsburgh Primary School, Lacy Street Paisley PA1 1QH 5 3 Paisley & Renfrewshire North NP04 RSPORT Ralston Community Sports Centre, Penilee Road, Ralston, Paisley, PA1 3AX 2 3 Paisley & Renfrewshire North NP05 RCC Ralston Community Centre, 6 Allanton Avenue, Paisley, PA1 3BL 2 3 Paisley & Renfrewshire North NP06 BEECH Beechwood Community Centre, 26 Shortroods Road, Paisley, PA3 2NT 2 4 Paisley & Renfrewshire North NP07 DRC Disability Resource Centre, Love Street, Paisley, Renfrewshire, PA3 2EA 1 4 Paisley & Renfrewshire North NP08 TANNAHILL Tannahill Centre, 76 Blackstoun Road, Paisley PA3 1NT 2 4 Paisley & Renfrewshire North NP09 PAISMAR Paisley Marriage Suite, Renfrewshire House, Cotton Street, Paisley, PA1 1BU 1 5 Paisley & Renfrewshire North SP01 MATYRS Paisley West Church, King Street, Paisley, PA1 2LS 2 4 Paisley & Renfrewshire South SP02 STMARYS St Mary's Primary School, 4 Maxwellton Road, Paisley, PA1 2RJ 2 4 Paisley & Renfrewshire South SP03 CHARLES St Charles Church Hall, 5 Union Street, Paisley, PA2 6DU 2 4 Paisley & Renfrewshire South SP04 WECC West End Community Centre, 5A Underwood Lane, Paisley, PA1 2SL 1 4 Paisley & Renfrewshire South SP05 ANDREW St Andrew's Academy, 125 Barrhead Road, Paisley, PA2 7LG 1 5 Paisley & Renfrewshire South SP06 HUNTER Hunterhill Community Centre, Blackford Road, Paisley, PA2 7EP 1 5 Paisley & Renfrewshire South SP07 PAISMAR Paisley Marriage Suite, Renfrewshire House, Cotton Street, Paisley, PA1 1BU 1 5 Paisley & Renfrewshire South SP08 TODPS Todholm Primary School, Lochfield Road, Paisley, PA2 7JE 3 5 Paisley & Renfrewshire South SP09 SEAC South End Action Centre, Stock Street, Paisley, PA2 6NL 2 5 Paisley & Renfrewshire South SP10 WILLIAM Williamsburgh Primary School, Lacy Street Paisley PA1 1QH 2 5 Paisley & Renfrewshire South SP11 GLENCC Glenburn Community Centre, 30 Fairway Avenue, Paisley, PA2 8DX 1 6 Paisley & Renfrewshire South SP12 GRC Glenburn Resource Centre, 19 Donaldswood Road, Paisley, PA2 8EA 2 6 Paisley & Renfrewshire South SP13 BUSHES Bushes Primary School, Grampian Avenue, Paisley, PA2 8DW 2 6 Paisley & Renfrewshire South SP14 SOUTHCH South Church Hall, 123 Rowan Street, Paisley, PA2 6RZ 2 6 Paisley & Renfrewshire South SP15 CHARLES St Charles Church Hall, 5 Union Street, Paisley, PA2 6DU 1 6 Paisley & Renfrewshire South SP16 BREDICC Brediland Community Centre, 30 Cardell Road, Paisley, PA2 9AF 1 7 Paisley & Renfrewshire South SP17 BREDIPS Brediland Primary School, 9 Achray Drive, Paisley, PA2 9DJ 3 7 Paisley & Renfrewshire South SP18 RIVERSCC Foxbar Rivers Community Building, Spey Avenue, Paisley, PA2 0PA 1 7 Paisley & Renfrewshire South SP19 HERIOT Heriot Primary School, 10 Heriot Avenue, Paisley, PA2 0DS 2 7 Paisley & Renfrewshire South SP20 FOXCC Foxbar Community Centre, Amochrie Road , Paisley, PA2 0LB 2 7 Paisley & Renfrewshire South SP21 LANCRGSPS Langcraigs Primary School, 245 Glenfield Road, Paisley, PA2 8QE 2 7 Paisley & Renfrewshire South Paisley Page 222 of 230
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District Code Place Code Place Name Stations for this District Ward Number UK Parliamentary Constituency IW01 HOUSTKK Houston & Killelan Kirk Halls, Main Street, Houston, PA6 7EL 5 10 Inverclyde IW02 CARGIL Cargill Hall, Lintwhite Crescent Bridge Of Weir PA11 3BN 4 10 Inverclyde NW01 HOUSTKK Houston & Killelan Kirk Halls, Main Street Houston, PA6 7EL 1 10 Paisley & Renfrewshire North NW02 TWEED Tweedie Hall, Ardlamont Square, Linwood, Paisley, Renfrewshire, PA3 3DB 1 10 Paisley & Renfrewshire North NW03 CARGIL Cargill Hall, Lintwhite Crescent Bridge Of Weir PA11 3BN 1 11 Paisley & Renfrewshire North SW01 TANNAHILL Tannahill Centre, 76 Blackstoun Road, Paisley PA3 1NT 1 8 Paisley & Renfrewshire South SW02 ELDERS Elderslie Village Hall, Stoddard Square, Elderslie, PA5 9AS 4 8 Paisley & Renfrewshire South SW03 JOHNSTONCC Johnstone Castle Community Centre, Pine Crescent, Johnstone, PA5 0BX 2 8 Paisley & Renfrewshire South SW04 STDAVIDS St David's Primary School, West Johnstone Shared Campus, Beith Road, Johnstone, PA5 0BB 1 8 Paisley & Renfrewshire South SW05 COCHRAN Cochrane Castle Community Centre, Burns Drive, Johnstone, PA5 0HJ 1 8 Paisley & Renfrewshire South SW06 FORD Fordbank Primary School, 23b Teviot Terrace, Johnstone PA5 0NP 1 8 Paisley & Renfrewshire South SW07 SPATES Spateston Bowling Club, Spateston Road, Johnstone, PA5 0SX 2 8 Paisley & Renfrewshire South SW08 THORNPS Thorn Primary School, 4A Thorn Brae, Johnstone, PA5 8HE 1 8 Paisley & Renfrewshire South SW09 HOWVH Howwood Village Hall, 10 Station Road, Howwood PA9 1BB 2 9 Paisley & Renfrewshire South SW10 STMAGS St Margaret's Church Hall, 49 Graham Street, Johnstone, PA5 8RA 2 9 Paisley & Renfrewshire South SW11 JOHNSTH Johnstone Town Hall, 25 Church St, Johnstone PA5 8FA 2 9 Paisley & Renfrewshire South SW12 THORNPS Thorn Primary School, 4A Thorn Brae, Johnstone, PA5 8HE 1 9 Paisley & Renfrewshire South SW13 MCKILLINS McKillop Institute, 2 Main Street, Lochwinnoch, PA12 4AJ 2 9 Paisley & Renfrewshire South SW14 KILBARCHSH Kilbarchan Scout Hall, Barn Green, Kilbarchan, PA10 2HG 2 9 Paisley & Renfrewshire South SW15 OLOP Our Lady of Peace Primary School, Erskinefauld Road, Linwood, PA3 3PR 3 10 Paisley & Renfrewshire South SW16 BROOKVH Brookfield Village Hall, 45 Woodside Road, Brookfield, PA5 8UB 1 10 Paisley & Renfrewshire South SW17 TWEED Tweedie Hall, Ardlamont Square, Linwood, Paisley, Renfrewshire, PA3 3DB 3 10 Paisley & Renfrewshire South Renfrewshire West and Levern Valley Page 223 of 230
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To: Council On: 25 September 2025 Report by: Director of Environment, Housing and Infrastructure Heading: Request to light up Council Buildings – Governance Arrangements 1. Summary 1.1 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. The report details a request that has been received to mark events in this manner. 2. Recommendations Council is asked to: 2.1 Consider a request to light up Council buildings and property purple on 24 October 2025 to mark Child Brain Injury Trust GloWeek 2025 and on an annual basis thereafter. 3. Background 3.1 Child Brain Injury Trust work with families and professionals across the UK to support them after a child acquires a brain injury. This help varies from practical support in meetings with schools or hospitals, to emotional support through our counselling service. GloWeek will run from the 20th of October to 26th October. Item 9 Page 225 of 230
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Implications of the Report 1. Financial – none 2. HR & Organisational Development – none 3. Community/Council Planning – none 4. Legal – none 5. Property/Assets – The report seeks a new delegation to officers to allow donation of redundant furniture, fittings and equipment. 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 as it relates to the Council’s existing Scheme of Delegations. 8. Health & Safety – none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. CoSLA Policy Position – none 13. Children’s Rights – none. 14. Climate Risk – n/a List of Background Papers None Author: Gerard Hannah, Head of Climate, Public Protection and Roads Email: gerard.hannah@renfrewshire.gov.uk Page 226 of 230
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___________________________________________________________________ To: Council On: 25 September 2025 ___________________________________________________________________ Report by: Director of Finance & Resources ___________________________________________________________________ Heading: Flag Flying Protocol Update ___________________________________________________________________ 1. Summary 1.1 At its meeting on 26 June 2025 Council considered a Governance report. As part of that report the programme for flag flying as previously approved by Council was set out as an appendix. Council agreed the contents of the appendix but with additional changes to the current arrangements in Renfrew and Johnstone, and revised arrangements in 2026 at Renfrew, Johnstone and Paisley. 1.2 This report provides an update on those revised arrangements and asks that Members further consider matters in respect of Houstoun Square Johnstone. _________________________________________________________________ 2. Recommendations Council is asked to: 2.1 Note the update provided in the report. 2.2 Consider matters in respect of the third flagpole at Houstoun Square Johnstone. Item 10 Page 227 of 230
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3. Background 3.1 At its meeting on 26 June 2025 Council considered a Governance report. As part of that report the programme for flag flying as previously approved by Council was set out as an appendix. The terms of the report were agreed. In addition Council agreed a motion in the following terms:- "Council agrees that the Burgh flags of Renfrew and Johnstone be flown from the relevant flagpoles in those towns except on occasions as contained in Appendix 2 and confirms that the existing arrangements for Renfrewshire House which represents the Renfrewshire Council area remains the same, until such time as the Council determines otherwise. Council also notes and recognises that the 30th anniversary of the establishment of Renfrewshire Council occurs in 2026. Council therefore agrees that the flag of Renfrewshire Council be flown to mark the occasion from the relevant flag poles during 2026. Council further agrees that the above matters be delegated to the Provost and relevant officers." 3.2 Following the agreement of that motion officers have commenced arrangements for creation of flags bearing the Council Coat of Arms. Following discussions with the Provost, arrangements will be made to fly these flags at Renfrewshire House, Renfrew Town Hall and Houstoun Square Johnstone in April 2026. 3.3 Following the decision to fly a flag bearing the Renfrew Burgh Coat of Arms at Renfrew Town Hall, appropriate arrangements were made with Renfrew Community Council. The Provost offered to host a civic reception to mark the event. The civic reception and flag raising took place on Thursday 31st July at Renfrew Town Hall. 3.4 Following the decision to fly a flag bearing the Johnstone Burgh Coat of Arms at Houstoun Square, contact was made with the Lord Lyon to obtain details of that Coat of Arms to allow an appropriate flag to be sourced. The Lord Lyon advised that under the Local Government (Scotland) Act, the status of ‘Burgh’ was abolished in 1975. This made the 1955 Grant of Arms to the Burgh of Johnstone redundant. The Lord Lyon therefore advised they the Coat of Arms may not be displayed. The Lord Lyon further advised that it would be possible for a relevant third party organisation to lodge a petition for those Arms to be matriculated to them. The Council cannot pursue such a petition as we cannot hold more than one coat of arms. 3.5 Following receipt of the information from the Lord Lyon, the Provost made contact with all Members asking for their views on her proposal that as an alternative course the flag of Johnstone Burgh Football Club could be flown meantime. There was no consensus on that suggestion, so it was not progressed. Page 228 of 230
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3.6 Johnstone Community Council have advised the Council that they intend petitioning the Lord Lyon to matriculate the Johnston Coat of Arms. If that petition is successful, the Community Council could then give permission to the Council to fly that flag. However, the indication from the Lord Lyon is that the process could take as much as 30-36 months. 3.7 The third flagpole at Houstoun Square has been subject to criminal damage on a number of occasions. The most recent incident led to the flagpole being damaged to such an extent that it required a complete replacement at a cost of £4950. No flag has been flown at the location since that incident and subsequent replacement. 3.8 Members are asked to consider what arrangements they wish to be put in place in respect of this location prior to the arrangements set out in para 3.2 in April 2026. ___________________________________________________________________ Implications of the Report 1. Financial – as set out in the report. 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. 9. Procurement – none. 10. Risk – none. 11. Privacy Impact - none Page 229 of 230
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12. Climate Risk - none 13. Cosla Policy Position – none. 14. Children’s Rights – none _________________________________________________________ List of Background Papers: None ___________________________________________________________________ Author: Mark Conaghan Head of Corporate Governance 0141 618 7177 mark.conaghan@renfrewshire.gov.uk Page 230 of 230