Agenda Document Pack - Council - 26/09/2024
Renfrewshire Council · 26 September 2024
Back to Council — 26 September 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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19/09/2024 Notice of Meeting and Agenda Council Date Time Venue Thursday, 26 September 2024 09:30 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Membership Provost Lorraine Cameron (Convener): Councillor Iain Nicolson (Leader): Councillor Cathy McEwan (Depute Convener): Councillor Jacqueline Cameron (Depute Leader): Councillor Jennifer Adam: Councillor Fiona Airlie-Nicolson: Councillor Alison Ann-Dowling: Councillor Stephen Burns: Councillor Michelle Campbell: Councillor Graeme Clark: Councillor Carolann Davidson: Councillor Eddie Devine: Councillor Andy Doig: Councillor Audrey Doig: Councillor Chris Gilmour: Councillor Edward Grady: Councillor Gillian Graham: Councillor Neill Graham: Councillor John Gray: Councillor Anne Hannigan: Councillor John Hood: Councillor Lisa-Marie Hughes: Councillor Robert Innes: Councillor Alec Leishman: Councillor Bruce MacFarlane: Councillor James MacLaren: Councillor Kenny MacLaren: Councillor Mags MacLaren: Councillor Colin McCulloch: Councillor Janis McDonald: Councillor David McGonigle: Councillor Jamie McGuire: Councillor Marie McGurk: Councillor Iain McMillan: Councillor John McNaughtan: Councillor Kevin Montgomery: Councillor Sam Mullin: Councillor Will Mylet: Councillor Jim Paterson: Councillor Emma Rodden: Councillor John Shaw: Councillor Ben Smith: Councillor Andy Steel: Members of the Press and Public Members of the press and public wishing to attend the meeting should report to the customer service centre where they will be met and directed to the meeting. MARK CONAGHAN Head of Corporate Governance
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19/09/2024 Further Information This is a meeting which is open to members of the public. A copy of the agenda and reports for this meeting will be available for inspection prior to the meeting at the Customer Service Centre, Renfrewshire House, Cotton Street, Paisley and online at http://renfrewshire.cmis.uk.com/renfrewshire/CouncilandBoards.aspx For further information, please email democratic-services@renfrewshire.gov.uk Hybrid Meeting Please note that this meeting is scheduled to be held in the Council Chambers. However, it is a hybrid meeting and arrangements have been made for members to join the meeting remotely should they wish. Webcasting of Council Meeting This meeting will be filmed for live or subsequent broadcast via the Council’s internet site – at the start of the meeting the Provost will confirm if all or part of the meeting is being filmed. Generally the public seating areas will not be filmed. The cameras focus on the main participants. If you have any queries regarding this please contact Committee Services on democratic-services@renfrewshire.gov.uk. To find the webcast please navigate to: https://renfrewshire.public-i.tv/core/portal/home and select the meeting from the calendar. 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.
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19/09/2024 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 Minutes of Meetings of Council, Boards and Panels Placing Requests and Exclusions Appeals Panel, 27 June 2024 Council, 27 June 2024 Special Regulatory Functions Board, 11 July 2024 Personnel Appeals and Applied Conditions of Service Appeals Panel, 15 August 2024 Audit, Risk and Scrutiny Board, 19 August 2024 Communities and Housing Policy Board, 20 August 2024 Regulatory Functions Board, 21 August 2024 Education and Children's Services Policy Board, 22 August 2024 Economy and Regeneration Policy Board, 27 August 2024 Planning and Climate Change Policy Board, 27 August 2024 Infrastructure, Land and Environment Policy Board, 28 August 2024 Appointment Board - Head of Education (Strategy and Improvement), 29 August 2024 Regulatory Functions Board, 5 September 2024 Placing Requests and Exclusions Appeals Panel, 11 September 2024 Finance, Resources and Customer Services Policy Board, 12 September 2024 Personnel Appeals and Applied Conditions of Service Appeals Panel, 17 September 2024 Leadership Board, 18 September 2024 Audit, Risk and Scrutiny Board, 23 September 2024 Appointment Board - Head of Education (Strategy and Improvement), 24 September 2024 Appointment Board - Head of Facilities and Property Services, 25 September 2024 2 Presentation by SSAFA Presentation by SSAFA, the Armed Forces Charity 3 Provost's Update Hear from Provost 4 Financial Outlook and Medium-Term Financial Plan Report by Director of Finance & Resources 1 - 22
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19/09/2024 5 Chief Social Work Officer Report 2023/24 Report by Chief Social Work Officer 23 - 50 6 Renfrewshire Community Protection Chief Officers Group – Annual Report 2023/24 Report by Chief Executive 51 - 90 7 Accounts Commission Section 102 Follow-up Report (S.102) – School Accommodation for Dargavel Village Report by Chief Executive 91 - 116 8 Park Lane Developments (Renfrewshire) LLP Report by Director of Finance & Resources 117 - 144 9 Governance Arrangements Report by Director of Finance & Resources 145 - 148 10 Notice of Motion 1 by Councillors Steel and McDonald “New Roads and Streetworks Act 1991, updated 2003 Act” amendment “Council notes the condition of many pavements in Renfrewshire which have been affected by works carried out by utility companies and their contractors. Council further notes the present situation, where reinstatement is to the detriment of pedestrians and the local authority who are expected to maintain and resurface. This is unsustainable, unfair & potentially discriminatory to constituents. Council therefore agrees to write to the Secretary of State for transport to seek the following amendment to the New Roads and Streetworks Act 1991, updated 2003 Act. Replace Section 8.1.2 which states “The excavation shall be reinstated to a permanent standard at the first visit.” To “The full width of the footpath, encompassing the full length of the excavation, shall be reinstated to a permanent standard at the first visit or, if not possible, within 3 months.”" 11 Notice of Motion 2 by Councillors McMillan and Gilmour "Rats Within Communities Council recognises the concerns that local people have had over the apparent rise in the sighting of rats over within our communities.
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19/09/2024 Council therefore instructs officers to bring a report to the appropriate board that will produce evidence of the issue locally and provide possible solutions on how the council, partner organisations and residents can manage the situation." 12 Notice of Motion 3 by Councillors Devine and Mylet "Ban on Limited Companies Registering as Political Parties Renfrewshire Council takes its role in facilitating the electoral process very seriously and wishes to see the widest expression of political choice available to the people of Renfrewshire, of all parties and none, at every election in which it has an organisational role. Council, however, believes it is inimical to the tradition of parliamentary democracy to allow limited companies, such as Reform UK, to register as political parties and resolves to write to the Electoral Commission calling for them to enforce such a ban." 13 Notice of Motion 4 by Councillors J Cameron and Adam "Winter Fuel Payments Council is dismayed and saddened by the recent vote on the Winter Fuel Payment and the UK Government’s plans to cut the payment leaving almost 900,000 Scottish pensioners without the vital financial support they need this winter. Council notes that the Labour UK Government pledged ‘no austerity measures under a Labour Government’ during the 2024 General Election Campaign. Council notes that this policy was devolved to the Scottish Parliament just weeks after an almost 90 per cent cut. Council agrees to write to the Secretary of State for Work and Pensions Liz Kendall demanding that the UK Government scraps its plans to cut the Winter Fuel Payment and restore this funding to Scotland’s at-risk pensioners." 14 Notice of Motion 5 by Councillors Shaw and Hughes “Renfrewshire Council congratulates Kirklandneuk Primary School and One Ren’s Active Schools team on their success in winning the Corporate Parent Positive Partnership category at the Who Cares? Scotland Corporate Parent Awards. Council commends Kirklandneuk Primary’s staff and the Active Schools team for their partnership work in supporting Care Experienced young people to be more active through their weekly club, and the children for getting involved.” 15 Notice of Motion 6 by Councillors Andy Doig and Devine “The Establishment of a UK Housing Commission Renfrewshire Council is proud of its role as a historic housing provider
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19/09/2024 but notes with increasing concern the crisis which is engulfing the UK with regards to the lack of social housing for all those who need, and want it. Council further states its belief that intelligent state expenditure on social housing is an investment in a brighter future which benefits the social fabric of society as a whole. Council recognises efforts by central government in recent years, both in Holyrood and Westminster by all parties, to meet social housing demand, but sadly recognises that radical action is required. Council therefore resolves to write to the UK Minister of State for Housing and Planning to call for the immediate establishment of a UK Housing Commission, composed of the national housing charity, Shelter, representatives of COSLA and the Local Government Association in England, and representatives of all the devolved administrations as well as the UK Government. Council believes the remit of this Commission should examine, not exclusively but primarily: • The repeal of the right to buy legislation in England. • Looking at giving local authorities as much fiscal freedom as possible to borrow to build new social housing. • Examining the need for land reform to maximise brownfield sites in urban areas to build upon. • Examining the need to reform the planning system to prioritise sites to build social housing on.” 16 Notice of Motion 7 by Councillors Leishman and N Graham "Free School Meals for All Primary School Pupils That this Council opposes and condemns the Scottish Government’s abandonment of its pledge to expand free school meals to all primary school pupils. This Council is dismayed that the SNP-led Scottish Government will renege on a promise of assistance to Scotland’s families that had received cross-party endorsement in Parliament. This Council accepts the claim of Nicola Killean, the Children and Young Person’s Commissioner Scotland, that this welfare cut will cost families with P6 and P7 pupils a further £400 approximately per child per year. This Council also acknowledges that a very real benefit of universal school meals is in the reduction of shame and stigma for those schoolchildren in receipt of welfare assistance. This Council agrees to write to the Scottish Government, expressing its disappointment and shock at this decision. Furthermore, this Council agrees to urge the Scottish Government to make good its broken promise and to continue the expansion of free school meals to all primary school pupils."
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19/09/2024 17 Notice of Motion 8 by Councillors Leishman and J MacLaren "Peak-time ScotRail Fare Scheme That this Council opposes and disapproves of the Scottish Government’s decision to end the pilot scheme scrapping peak-time fares for ScotRail passengers. This Council agrees that ending this scheme will lead to at least two harmful consequences: firstly, that the prospect of Scotland meeting its climate targets will be delayed, and; secondly, this will further punish Scotland’s commuters, many of whom are already labouring under hardship imposed by the SNP’s financial mismanagement. This Council agrees to write to Transport Secretary, Fiona Hyslop, expressing its disappointment at her decision and urging her to reconsider the continuation of this scheme, in order to ease the burden on commuters, to help maintain our precious environment, and expedite the realisation of Scotland’s climate targets." 18 Notice of Motion 9 by Councillors Innes and MacFarlane “End Food Poverty Council recognises that in a rich country such as Scotland the need for food banks or the existence of food poverty should not be part of our welfare system. Council notes that food banks have become an essential and necessary part of the welfare system due to failings in the UK benefits system to support people in need. Council agrees to write to Prime Minister Keir Starmer asking him to produce a plan of action for how he is going to eradicate food poverty and end the need for food banks in Renfrewshire once and for all.” 19 Notice of Motion 10 by Councillors Andy Doig and Hood "Amendment of Business Leases Across Renfrewshire Renfrewshire Council notes the economic importance of encouraging the growth of the small business sector across the county, and believes that it makes a crucial contribution to creating local sustainable jobs, which is especially important in sustaining and maintaining our town centres. Council therefore resolves that para 70 of section Five A of the Scheme of Delegations should be amended to increase the period the Head of Economy & Development can approve leases or licences to occupy, or renewal of such leases or licences, to a period of ten years. The revised delegation would read as follows:-
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19/09/2024 “In consultation with the Head of Corporate Governance to approve the terms and conditions of and to sign missives for leases or licences to occupy by or to the Council for periods not exceeding ten years and to approve the renewal of leases or licences to occupy by the Council for up to a maximum overall term of 10 years.”" 20 Notice of Motion 11 by Councillors Leishman and Gray "Winter Fuel Payment Reform/ PAWHP Deferral This Council opposes and condemns the UK Government’s cuts to the Winter Fuel payment passed by the House of Commons on 10th September 2024. This Council believes that the Winter Fuel Payment should remain a universal benefit to those of pension age. This Council opposes and condemns equally the Scottish Government’s decision to defer the Pension Age Winter Heating Payment until 2025/26 and for following the UK Government’s lead in withdrawing this assistance from approximately 860,000 Scottish pensioners. This Council agrees to write to both governments, as a matter of urgency, expressing its disappointment at this measure and encouraging both to reverse it. Furthermore, this Council agrees to disseminate targeted literature towards Renfrewshire’s pension-age population encouraging the maximum uptake of Pension Credit and offering assistance and guidance on how to apply for it. This Council hopes that this action will go some way to mitigate the harshness of these welfare cuts this winter."
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___________________________________________________________________ To: Council On: 26 September 2024 ___________________________________________________________________ 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 – a position that is unlikely to improve in the near future given the tone of messaging from both UK and Scottish Governments. 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 will be increasingly difficult for these savings measures 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. 1.4 The report also outlines specific challenges in the current capital programme. Item 4 Page 1 of 148
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___________________________________________________________________ 2. Recommendations 2.1 Note the economic update outlined in section 3; 2.2 Note the 2024/25 financial position update in section 4, and agree the planned use of financial sustainability reserve funding as detailed in sections 4.3 and 4.4; 2.3 Note the learning estate update in section 5 and agree the revised capital funding approach and position outlined; 2.4 Note the medium term financial position, key assumptions and projected reserves balances outlined in sections 6-8; and agree the principles outlined in relation to the planned use of reserves _________________________________________________________ 3. Economic outlook, key fiscal events and prospects for the local government finance settlement 3.1 The outlook for the general economy in the UK remains subdued, and while there are encouraging signs in terms of inflation being forecast to return to target levels over the medium term, there remains the risk of volatility in response to world events. At its 1st August meeting, the Monetary Policy Committee (MPC) of the Bank of England (BoE) voted narrowly (5-4) to reduce the bank rate by a quarter of a percentage point, down to 5%. Prospects for further sustained cuts were not helped by (CPI) inflation rising from the target rate of 2% in June to 2.2% in July 2024 - although this rise was less than had been expected. The Bank expects CPI inflation to increase to around 2.75% in the second half of this year, as declines in energy prices last year fall out of the annual comparison. Thereafter, domestic inflationary persistence is expected to fade away over the next few years, with an expectation of the rate falling below the 2% target by the second quarter of 2026. Economic growth (GDP) is still expected to be relatively low, at not much more than 1% a year (in real, inflation adjusted terms). The Bank Rate is expected to continue to fall, averaging 4.1% in 2025 and 3.7% in 2026 and ending up at 3.5% by the end of the 3-year forecast period (Q3 2027). Members may also be interested in the Cost of Living update to the recent Fairer Renfrewshire Sub-committee which provides further helpful data in relation to key economic indicators. Page 2 of 148
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3.2 The UK Chancellor has confirmed the UK Budget for 2025/26 will be announced on 30 October. The UK government has been trailing the likelihood that the budget will be ‘painful’, limiting prospects for any optimism in terms of improvement in either Scottish or local government grant settlements. The Budget will outline the fiscal and spending decisions for 2025/26, with a three-year spending review for 2026/27 planned to be announced in Spring 2025. 3.3 At a Scottish Government level, financial pressures in 2024/25 have necessitated difficult decisions in terms of reallocating existing budgets to fund higher than anticipated public sector pay awards. This has required the Cabinet Secretary for Finance to issue a fiscal statement to Parliament on 3 September wherein £500 million of planned spending has been redirected in year, with a further £460 million of revenue income from Scotwind leases also planned to be utilised in year. 3.4 Confirmation of the UK Budget date on 30 October has allowed the Scottish Government to work to an indictive Scottish Budget timescale of the Draft Budget being issued on 4 December, with the detail of the local government settlement being issued potentially on 10 December. Members will be aware it is only when the detail of the settlement is issued that the Council will begin to form a firmer view as to the financial position for 2025/26; and it is again likely that the position will not be fully understood until the conclusion of the Parliamentary Budget approval process over the course of January and into February. An indicative date for Stage 3 of the budget process (ie the final sign off) has been suggested as 18 February. Given the minority administration position in the Scottish Parliament, there is an increased chance of changes to the Draft Budget position over the course of the Parliamentary approval process which may add complexity and uncertainty to the finalisation of the local government settlement. 3.5 As members will be aware, the financial position for councils in Scotland has been and continues to be very challenging. The Accounts Commission in their recent publication highlighted that real terms funding remains constrained as most of the increase is directed funding to deliver Scottish Government priorities and agreed pay deals. At the time of setting budgets, councils identified a difference of at least £585 million between their anticipated expenditure and the funding and income they expect to receive (the ‘budget gap’) for 2024/25, representing an estimated 3.5 per cent of councils’ total revenue budget. Councils agreed a range of actions to close these gaps, most commonly the use of recurring savings and reserves. Page 3 of 148
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3.6 The Scottish Government has also outlined that its medium term financial plan – originally planned to be published in May and then suggested it would be published alongside the 2025/25 Draft Budget – will now not be published until after the UK Spending Review in Spring 2025. The Cabinet Secretary has committed to Parliament that it will be published in good time for the 2026/27 Budget. While this proposed timeline is logical, it nevertheless continues the position where local government is again faced with a one year settlement and has no indication of future years grant levels beyond that. 3.7 Given the tone of messaging from both UK and Scottish Governments in relation to the 2024/25 in-year position and the prospects for 2025/26, the Council’s previous central assumption of a flat-cash revenue settlement may (based on developments that emerge over future months), be optimistic and will require revision; however for the purposes of this update, the flat cash assumption has continued to be used as the core planning position for 2025/26. From 2026/27 onwards an assumed 0.5% increase has been applied, in addition to projected distributional changes linked to increasing population and numbers of school children. This is of course dependent on population movement in Renfrewshire relative to the rest of the country. As a reminder of context, each 1% movement in general revenue grant amounts to approximately £4.2 million. 4 2024/25 Financial position 4.1 The most recent financial overview report to the Finance, Resources and Customer Services Policy Board outlined a projected year end overspend position for the Council (excluding the projected position within Renfrewshire HSCP) of £3.3 million, mainly related to expected pressures within Children’s Services, waste services and building repairs. The forecast overspend within Children’s Services assumes a level of teacher’s pay uplift (£4m) from August 2024 however the corresponding increase in budget was not increased as the pay settlement had not been concluded. Given the pay award now appears likely to be settled at 4.27%, corresponding budget will be allocated, at which point the service expects to manage costs within available resource. School transport costs however, remain an ongoing concern. Full details of the forecast position are contained within the Overview report. Page 4 of 148
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4.2 Members will recall that in setting the 2024/25 revenue budget, it was agreed that £4.3 million of reserves would be utilised in order to achieve a breakeven position. Of this amount, £2.0 million was agreed as non-recurring spend, with the remaining £2.3 million being the Council’s core deficit position which will carry forward in to 2025/26. The reserves position is explored in further detail below, however the use of reserves over a defined timescale while substantive measures are taken to deliver a balanced recurring budget is an appropriate tool for councils to apply in supporting their short term financial position. However, and as has been often repeated in financial reports to Council, the application of reserves can only ever be a short term solution to support financial stability and the Council must make every effort to deliver recurring savings to ensure spend remains sustainably within available resource. 4.3 Since the 2024/25 budget was approved, there are two issues in particular which will have an in-year impact on the spend and for which approval is sought to fund these costs from the Council’s Financial Sustainability fund: Members have been previously advised at the January 2024 Infrastructure, Land and Environment Policy Board of the need for additional services within waste to address new responsibilities as a result of SEPA guidance for dealing with waste furniture containing persistent organic pollutants (POPS). The Board agreed that the Council would require to change how it deals with the disposal of waste furniture, in particular at household waste recycling centres. The Council is already incurring what will be permanent costs in making these changes in the order of £0.5 million per annum. The Clyde Waterfront and Renfrew Riverside project is nearing completion, with final commissioning of the new Renfrew Bridge ongoing. With the bridge becoming operational in 2024/25, there are part year costs which will be incurred in relation to the staff team who will operate the bridge as well as associated services costs. While the full year costs will be incorporated into the 2025/26 base budget, the part year costs (£0.5m) incurred in 2024/25, will also require to be funded. 4.4 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: Page 5 of 148
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i. At the time of writing this report, the SJC pay offer for 2024/25 remains to be agreed. Detail of the offer is provided in s6.3 below, however importantly for the Council, the offer will require the Council to fund an additional 0.2% over the 3% which was incorporated into the base 2024/25 budget. This is estimated at £0.7 million which will require to be baselined in the 2025/26 budget, in addition to setting aside funding for the 2025/26 pay award. ii. The teachers pay settlement for 24/25 also remains outstanding; with an offer in line with the SJC average award being made to teaching unions ie 4.27%. In setting the 2024/25 budget, the Council agreed to set aside funding based on a 3% pay uplift for teachers from August 2024. The potential additional cost of the latest offer is £1.7 million, of which the Council would anticipate the Scottish Government would fund in part. Formal distribution of funding remains to be agreed. iii. The rate of employer pension contributions for teachers has increased from 1 April 2024 from 23.6% to 28.6%. The increase has resulted from the outcome of the valuation of the teachers’ pension scheme at a UK level. HM Treasury has committed to provide additional funding to cover the increased cost for employers, and funding should flow to the Scottish Government and thereafter to local government through the normal redeterminations process. COSLA understands that the Cabinet Secretary for Finance has committed that all funding will be passed through to councils; however the final position is unlikely to be determined until the 30 October UK Budget. The additional cost to the Council in 2024/25 is £3.4 million. Based on the assurance from the Cabinet Secretary, there should be minimal financial risk to the Council, however until the final distribution of funding is confirmed, there remains potential for unfunded costs to be incurred. iv. Members will be aware that in both 2023/24 and 2024/25 the Scottish Government sectioned off a portion of general revenue grant funding and attached specific conditions in relation to the maintenance of teacher numbers. The total national funding of £145.5 million (of which Renfrewshire’s share is £4.8 million) remains held back until the Cabinet Secretary for Education agrees its release. The Council’s base budget for 2024/25 has assumed this funding will be available, therefore any move to reduce the funding available will create an immediate gap in the 2024/25 base budget. Page 6 of 148
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4.5 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 over a decade of savings delivery and within a more volatile financial environment. This increased level of financial risk further supports the requirement to hold a prudent level of unallocated reserves. 5 Learning estate considerations 5.1 As is outlined in further detail below, the Education and Children’s Service Policy Board recently agreed the Learning Estate Strategy, including the development of a long term funding model which will underpin the aims and objectives of the strategy. The strategy will be developed over the coming years and will underpin future investment decisions in the learning estate, based on an agreed needs matrix and supported by robust business cases. This approach will help secure a strategic understanding of how to progress delivering the Council’s strategic vision and provide a comprehensive and transparent process to develop prioritised investment proposals to reshape, refurbish or rebuild the learning estate over the long term. 5.2 The scale of investment need in the whole learning estate over the longer-term will be significant - likely running into billions as opposed to hundreds of millions of pounds. In this context, a commensurately long term 20 – 25 year strategic funding model will require to be developed to set out how the most significant investment programme undertaken by the Council can be financially deliverable over the very long term. The model will require to set out the proposed funding approach, to clearly set out affordability considerations and the impact on the Council’s overall financial sustainability, and to outline the scale and timing of any investment capacity the Council is prepared to commit to. 5.3 The Council already has in train a number of significant projects within the learning estate – a new Dargavel Primary School, new Thorn Primary School, new Paisley Grammar School and an extended Park Mains High School; with capital costs for these projects totalling some £175 million, to be delivered over the next 2-4 years. 5.4 The capital costs for these projects are already incorporated into existing agreed capital plans and have been for some years. In addition, the revenue implications of these projects have also been appropriately incorporated into the Council’s medium term financial plans as most recently advised in December 2023. Page 7 of 148
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5.5 The assumption in relation to funding the capital costs of the new primary school in Dargavel and the extension to Park Mains HS as previously advised to Council is that prudential borrowing would be utilised; incurring an annual revenue cost in the region of £4 million annually (which has been incorporated into the Council’s medium term financial plans). In reviewing the capital funding requirements, future loans charges requirements and how these will impact on the Council’s future revenue position, and available capital reserve balances, it is proposed that the capital costs of the new Dargavel primary school are now funded entirely from the Council’s Investment Capital Fund. This fund is held by the Council to support the Council’s capital investment programme and to support the Council manage its long term debt position. It is now viewed that, given the considerable constraints on the Council’s revenue position as outlined later in this report, and from longer term forecasts in relation to debt levels, that it would be preferable to avoid the longer term borrowing costs (estimated at £3 million annually) associated with this investment. Funding for the Park Mains HS extension will remain to be funded from prudential borrowing. The impact on the Council’s revenue position from this proposal has been incorporated into the outlook position detailed in the remainder of this report. 5.6 Work is progressing well with the planning for delivery of the new Dargavel Primary School, with the current projected capital costs remaining within that forecast and within the agreed capital budget. In relation to the Park Mains HS extension, planning and design for the work required has also now reached a stage where there is improved certainty as to the overall project costs. Members will be aware that the current £30 million budget, originally set in September 2023, was based on Scottish Futures Trust metrics for a new build secondary school. The estimate required to cover both the costs of the new build extension, and the costs of remodelling within the existing school in order to support subject adjacencies and the continued effective operation of the school. The most recent cost estimates based on the progressed design are indicating a total expected cost of £37 million. The construction costs related to the new build element of the project are broadly in line with the forecast cost expected (being a combination of the extension being slightly smaller than anticipated but construction cost rates increasing above that forecast). However, the degree of intervention and remodelling within the existing school footprint is more substantial in order to ensure the expanded school – when complete – still feels from an educational standpoint like a single school. Page 8 of 148
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Establishing a clear view of the remodelling work required has only been possible based on the now completed detailed space planning and operational design work. As has been previously advised, it is expected that BAE Systems will require to make a contribution to the capital costs of the school amounting to approximately half the cost incurred. The additional cost to the Council therefore will be £3.5 million, which will as outlined above be funded through prudential borrowing. This addition will mean the total borrowing costs will increase from the original estimate of £1 million annually to £1.2 million. Again, this additional cost has been incorporated into the medium term revenue forecast outlined in the remainder of this report. Members should be aware that there remains a risk that the revised cost estimate above may be subject to further volatility - as is the case with any large construction project – until both the procurement and construction are complete. 5.7 As has been previously advised to Council, the operational costs associated with the projects above have been incorporated into previous outlook reports as far as they were reasonably ascertainable. The cost and income projections for these all these projects continue to be refined as further information becomes available, designs are firmed up, the timing of opening becomes more certain and the anticipated changes in pupil roll manifest themselves over the coming years. Incorporated into the forecast in this report is an estimate of both the increased operating costs (teaching and non-teaching staff, facilities, utilities and transport costs) and estimated additional income (as driven by increased pupil numbers and wider population growth) which will accrue to the Council through the operation of the GAE revenue grant distribution process. 6 Medium term forecast spend 6.1 The most recent financial outlook report to Council in December 2023 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 in relation to the potential level of pay awards in each of those financial years, inflationary pressures on services and supplies costs, known service pressures or developments (including those relating to the capacity issues at Dargavel Primary and Park Mains HS), anticipated movements in borrowing/debt servicing costs and also an assumed strategy to increase the revenue budget set aside to support improved asset lifecycle maintenance and management. Page 9 of 148
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6.2 Forecast spend assumptions are continually updated and the financial position outlined in this report is based on the assumptions are set out in more detail below. Pay 6.3 At the time of writing this report, the pay settlement for non-teaching (ie SJC) staff remains to be agreed for 2024/25. The offer consists of 3.6% or £0.67 per hour (whichever is worth more at each SJC Spinal Column Point), resulting in an overall average increase of 4.27% on the pay bill. In arriving at this offer, the Scottish Government has agreed to provide additional funding totalling £308 million, with the balance of funding required to be found by councils. The Council agreed to budget for pay increases in 2024/25 at 3%, however the final cost to the Council will be 3.2%, which will mean an increased draw from reserves in 2024/25; and also an element of ‘catch-up’ in the budget provision required for 25/26. The pay offer for teachers in 2024/25 is also outwith the pay provision set aside by the Council, with an offer of 4.27% being considered by trade unions currently. 6.4 The budget assumption in respect of pay awards in each financial year from 2025/26 is 3% / 2.5% / 2.5%. For context, each 1% pay award across both the teaching and non-teaching workforce will cost an estimated £3.2 million. As a reminder, pay award costs are not specifically funded by the Scottish Government and must be accommodated within the overall resources available to the Council. The estimated increases above will result in the Council requiring to generate (in the absence of any other funding being available) savings in the order of £25 million over this period; and are considered to be at the ceiling of what is affordable. Given the moderating outlook for inflation as outlined in section 3 above, the above suggested levels of pay award are viewed as reasonable, and Members should also note they are broadly in line with the increases suggested in the Scottish Government public sector pay policy for 2025/26 and 2026/27. Non-pay costs 6.5 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 the past 1-2 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. Page 10 of 148
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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. General inflation in the economy appears to be moderating so it is forecast the cost increases outlined above may moderate over the medium term. 6.6 In addition to inflationary costs, there are a number of new costs the Council can expect to incur, either as a result of new government policy or local decision making. Examples of these are new responsibilities for councils as a result of SEPA guidance for dealing with waste furniture containing persistent organic pollutants (POPS) which was outlined in a report to the Infrastructure, Land and Environment Policy Board in January 2024. There are costs being incurred in 2024/25 as outlined in section 4 above. The operating costs of the new Renfrew Bridge also require to be funded and baselined from 2025/26, with in year costs also being incurred in 2024/25 in advance of the bridge formally opening. 6.7 The Council continues to face a number of expenditure risks over the medium term, the most significant of which are briefly highlighted below: Adult social care – although these services are delegated to Renfrewshire HSCP to deliver, there is a growing risk to the Council in terms of additional financial support being required by the HSCP in the short term. In setting the 2024/25 budget, there was significant reliance on reserve balances by the IJB, with £7.2 million of reserves expected to be applied from a total reserve balance of £14.7 million. The HSCP financial outlook suggests, due to demand and cost growth, that reserves will be exhausted by the end of 2025/26, reflecting a similar picture emerging in other IJB areas across Scotland. The most recent financial information provided by the HSCP as reported to the Leadership Board forecast an overspend in 2024/25 of £6 million ie slightly below the £7.2 million planned reserves drawdown; however the £6 million forecast does not include any costs relating to the settlement of recent home care workers pay dispute which remains to be settled. Page 11 of 148
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The HSCP financial outlook is a growing and very significant risk to the Council’s financial position; and the Scottish Government funding settlement for 2025/26 (and any associated conditions) will be critical to both organisations. Early Years external provider support – as reported to the Education & Children’s Service Policy Board, there is a projected overspend in Early Years is due to the increase in the sustainable rate to childcare providers. Although the Scottish Government has provided additional funding for this cost, a net overspend of £0.4m is projected. While this overspend is manageable in year within overall early years budgets, this is an area of growing concern for future years. School transport – in setting the 2024/25 budget additional resource of £1.4 million was agreed to increase existing budgets related to both mainstream and ASN school transport. Despite this increase, transport costs are forecast to exceed available budgets by £0.6 million in 2024/25. An additional £0.5 million is included within the forecast position over the medium term, however the service will require to review current provision to avoid further unaffordable cost growth. Learning estate investment – the Education and Children’s Service Policy Board recently agreed the Learning Estate Strategy, including the development of a long term funding model which will underpin the aims and objectives of the strategy. The development of this model will be undertaken over the coming months, however it is anticipated that in order to address the issues outlined in the strategy, a very significant level of funding that would be required to be set aside by the Council each and every year over the longer term and this will require to be incorporated into the Council’s overall long term financial planning arrangements should the Council decide to progress with the strategic investment plans that emerge from this work over coming years. It is expected the funding requirements over the next 20 years will run into billions of pounds, requiring careful development of the funding model to ensure the affordability, sustainability and timing the investment is manageable within the overall resources the Council has available. No additional funding has been incorporated into the medium term forecasts outlined in this report while the model is being developed. Page 12 of 148
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Lifecycle maintenance and net zero – the Council has had for several years a general practice of lifecycle maintenance funding being applied on a ‘wind and watertight’ basis only. This position is not sustainable and condition surveys for public buildings carried out recently confirm an overall deterioration in the state of key public buildings, and schools in particular. Linking to the learning estate strategy outlined above, there will need to be an increase in funding for elemental lifecycle maintenance and reducing carbon emissions (ie planned preventative maintenance and replacement of key items such as roofs, windows, heating systems etc). The revenue projection detailed in this report assumes an increase by £1m each year of funding towards lifecycle maintenance; in addition to the current practice of £3-4 million of capital grant funding also being ringfenced for this issue. 7 Income and Savings 7.1 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. Both short and longer term savings have also been possible through external opportunities such as the temporary reduction in employer superannuation rates for local government employees in 2024/25 and 2025/26. 7.2 Since 2011/12 cumulative savings of £182 million have been secured from a combination of service savings and also through corporate financing options which have been exercised as it outlined in Table 1 below. Page 13 of 148
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Table 1 – Savings Summary 7.3 The approach to the delivery of savings over this time has been to try and protect education and social care services as much as possible, with corporate and debt financing strategies being flexed as much as possible to drive out efficiencies which will not impact on front line services. Renfrewshire has one of the lowest debt financing cost to net revenue ratios in the country at 3.1% as detailed in the 2023/24 annual accounts. This ratio demonstrates that for every £1 the Council spends, just over 3p goes towards servicing outstanding debt. Benchmark information across Scotland suggests the average level is around 5.5%, with some councils approaching double figures. The ability of the Council to drive out further financing efficiencies in future is therefore likely to be limited, however the finance team will continue to explore any further options that may be possible. 7.4 As previously reported to Council, progress with the financial sustainability workstreams has highlighted the challenges involved in driving out significant savings that do not impact on service delivery. Some workstreams will also take longer to deliver savings, or in some cases, while not delivering significant savings in their own right, the work is important to undertake as it is a critical enabler in the delivery of other service changes or savings. For example, development and improvement of the Council’s web presence through the Digital Experience project (DXP), supported by the trialling of automated technology, will take some investment in the short term. Page 14 of 148
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It will however be a key enabler in increasing digital ways of working and digital customer services, which are expected to generate efficiencies in the longer term as well as improvements to service provision. Other digital workstreams such as the green print strategy will contribute to savings which can be secured in 2025/26; but will require cultural change from all staff and particularly in schools if savings are to be fully realised. 7.5 Council agreed a number of other financial sustainability workstreams which continue to be progressed, including the strategic property review, a connected communities review, updates to employee terms and conditions and strategic procurement measures. Updates with regards these reviews are regularly monitored by the corporate management team with decisions as required being considered by relevant policy boards. 7.6 The corporate management team is also progressing with a strategic review of the services commissioned from OneRen. Members will be aware that the services commissioned are the subject of a formal SLA between the Council and OneRen, which has not been strategically reviewed since cultural services were transferred to OneRen in 2015. The review will aim to reassess whether the current outcomes set out by the Council remain appropriate; and will also consider current operating issues, service demand, locality access to OneRen services, property implications (linking with the strategic property review) and future service models. The review will also need to consider the wider social and health benefits of OneRen service provision and how these can be improved, while recognising the financial constraints the Council faces. It is expected the review will take 12-18 months to complete. 7.7 Council has previously agreed an £8 million per annum departmental savings target each year for three years from 2025/26. This scale of recurring savings is both necessary and unavoidable if the Council is to return to a position of recurring financial balance. Directors and their management teams are developing options to deliver savings at this scale. This work will continue over the coming months with update reports to be provided to Council and Policy Boards as appropriate; including consideration at Council budget setting. Development of further proposals and delivery of those which have been developed must remain a key Council priority and will be one which will place increasingly significant demands on already stretched management capacity. Page 15 of 148
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7.8 As has been outlined above, the delivery of further savings over and above that which have been delivered over the past decade or more is increasingly challenging; and the Council must recognise that savings delivery to date has not been equitable. Some services have delivered more than others in order to protect priority services. It is estimated that of the total £114m service savings delivered as outlined above, approximately half of these have been delivered by Finance & Resources, and Environment, Housing & Infrastructure (or predecessor) services. These services however only make up around 20% of total council budgets. In effect, these services have delivered savings equivalent to more than 60% of their 24/25 base budget over the past decade. It is not tenable for these services to continue to deliver savings at this level without services being withdrawn or impacting on front line service delivery. 7.9 Children’s Services and adult social care combined make up two thirds of the total Council revenue budget. While these services have also delivered savings over the past decade, they have been protected from the need to deliver savings at the scale borne by other council services. Inevitably if the Council is to remain financial sustainable an increased level of savings will be required from these services. The £8 million departmental target savings has therefore been allocated based on proportionate budgets (excluding adult social care), which results in Children’s Service being inevitably allocated the greatest proportion of this £8m target. 7.10 In respect of assumptions on general revenue grant movement over the medium term, the core assumption of ‘flat cash’ remains over the short term, with a very marginal increase in quantum (0.5%) anticipated from 2026/27. In addition, the forecast also assumes a small increase in revenue grant as a result of distributional changes – directly linked to overall increasing population relative to other council areas, but also to anticipated movement in total pupil roll as has been mentioned above. Members should note the ‘flat cash’ assumption for 2025/26 is potentially optimistic given the tone of messaging from both Scottish and UK Governments. This assumption may require to be revised once the UK Budget is announced on 30 October. It is also hoped that the current difficulties in securing a timely conclusion to the Council’s grant position will be avoided, with ringfencing minimised. 7.11 With regards to self-generated income, an assumption of a sustained 5% increases in fees and charges is included within the forecast period each year. Page 16 of 148
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This core assumption will support the Council to begin to grow income sources from historically lower levels of fee income reflecting decisions taken by the Council to minimise increases over the past decade. This has however resulted in a position now where charges in many cases do not cover the cost of service delivery or where the Council continues to provide a scale of subsidy that is no longer financially sustainable. Additionally, Directors may bring forward specific proposals for Members to consider which vary from this core position as required. 7.12 On council tax, the previous financial update in December 2023 has proposed a 6% increase for 2024/25, reducing over the years to 4% in 2027/28; totalling an increase over the four year period of 19.5%. The decision of the First Minister to mandate a council tax freeze in 2024/25 obviously affected the outlook, and in 2024/25 the compensatory funding received equated to a council tax increase of 4.4%, although council tax payers were protected. The updated forecast position remains at 19.5% over the 2024/25 to 2026/27 period (ie the impact on council tax payers over this period is the same), however the phasing of this increase is now 6.5% in each year from 2025/26. For Members assurance, this is the core financial planning assumption - the final decision on the movement in council tax will remain for Council to take at future annual budget setting meetings. 8 Medium term forecast and reserves 8.1 The above sections have outlined key assumptions and expected movements in both expenditure and income. The culmination of these movements is outlined in Table 2 below: Page 17 of 148
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Table 2 – Summary medium term forecast 8.2 The above position represents the combination of the range of assumptions outlined in the sections above, however it should be noted these are based on the best information available at this point in time and undoubtedly will be subject to change. 8.3 What can be concluded however, is the similarity to the previous forecast from December 2023, where there is a timing disconnect between the Council’s ability to develop and deliver recurring savings to match the spend pressures which are emerging, resulting in a growing recurring financial gap and a requirement to utilise reserves in the short term to achieve financial balance. Despite the fact that in setting the 2024/25 budget the Council was able to reduce the recurring budget gap to £2.3 million, the use of reserves was still required, and as can be seen from the table above, the recurring gap simply grows larger in each year to come. Summary medium term forecast 24/25 25/26 26/27 27/28 £m £m £m £m Opening base budget gap A 0.6 2.3 8.3 14.5 New pressures: Pay (3%*/3%/2.5%/2.5%) 29.1 9.8 8.0 8.1 Non‐pay 12.3 11.6 5.0 6.7 Settlement Adjustments 14.1 2.7 2.0 2.0 Borrowing costs 1.2 1.4 3.3 2.0 B 56.7 25.5 18.3 18.8 Savings: Right for Renfrewshire ‐1.6 Property ‐0.5 Fees & Charges (5%) ‐0.6 ‐0.3 ‐0.3 ‐0.3 Council Tax base increase ‐2.4 ‐1.9 ‐1.5 ‐0.5 Corporate and service savings ‐3.8 ‐4.0 Savings Target £8m annually tbc tbc tbc C ‐8.9 ‐6.2 ‐1.8 ‐0.8 Movement in SG revenue grant D ‐41.2 ‐6.1 ‐3.0 ‐3.0 Budget gap prior to CT decision A+B+C+D 7.2 15.5 21.8 29.5 CT increase (0%~/6.5%/6.5%/6.5%) ‐4.9 ‐7.2 ‐7.3 ‐7.5 Recurring budget gap 2.3 8.3 14.5 22.0 One‐off spend commitments 2.0 Use of reserves ‐5.3 ‐8.3 ‐14.5 ‐22.0 Page 18 of 148
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The need for the Council to make spending and service prioritisation decisions at a greater scale and pace than over recent years in order to fully commit to the delivery of sustainable savings over the medium term has been consistently highlighted in each recently published financial outlook report. This will require the current lower level of real terms resources and spending capacity at the Council’s disposal to be focused on those areas of greatest need and priority. 8.4 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 financial challenges and securing immediate financial stability while sustainable savings are generated to match financial pressures, but it cannot ever be more than a short-term measure. 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 in to 2024/25 was £13.2 million, of which £4.3 million has been committed in setting the 2024/25 budget. A further £1 million is proposed to be funded as outlined in section 4.3 above, with a further draw anticipated to fund the 0.2% gap in the pay provision as outlined in section 4.4. It is expected there will be a contribution to the reserve from the fortuitous (and temporary) reduction in employer superannuation contributions in 2024/25 of £12 million, resulting in a net year end forecast balance of approximately £19 million. A further £12 million will be added in 2025/26, this being the final year of the temporary reduction in employer superannuation contributions, giving a total available balance of approximately £31 million. The net draw on this fund over the forecast period as outlined in Table 2 totals £45 million. It is clear therefore that the delivery of savings at scale and at pace is critical to the ongoing financial sustainability of the Council. 8.5 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 (2.3% of net running costs) over the medium term; Page 19 of 148
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The Council commits to the planned use of the Financial Sustainability reserve (including the non-recurring benefit anticipated in 2024/25 and 2025/26 from the reduced level of employer pension contributions) 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. 8.6 An updated revenue outlook will be provided to future Council meetings including the annual budget setting meeting, incorporating the confirmed level of Scottish Government revenue support in 2025/26, any revised financial assumptions and any variation in the requirement to utilise ring-fenced reserve balances from that outlined in Table 2. 9 General Fund Capital Programme 9.1 The Council has an ambitious capital programme, incorporating the delivery of significant investment in cultural venues and wider infrastructure linked to City Deal projects and Levelling Up Funding; as well as major improvement and expansion projects in the school estate. 9.2 Over the period of the pandemic and in the period of very high inflation since, Council has required to increase capital projects budgets on a number of occasions, and indeed this is again the case with the Park Mains HS extension project as outlined in section 5 of this report. 9.3 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. 9.4 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 likely 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 growing financial pressures and volatility being experienced. Page 20 of 148
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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. 9.5 Should the Council subsequently approve a new strategic learning estate strategy, this will initiate a further complex programme of long term capital investment which will be underpinned by a very long term funding model that will be very significant in scale 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 such a 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. ___________________________________________________________________ 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 proposals 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. Page 21 of 148
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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 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 will support the delivery of financial sustainability. 10. Risk – as outlined in the report the Council’s financial sustainability risk remains high, however the Council immediate financial stability is secure. 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 22 of 148
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To: Council On: 26 September 2024 Report by: Chief Social Work Officer Heading: Chief Social Work Officer Report 2023-2024 ___________________________________________________________________ 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 2023/24 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; ___________________________________________________________________ Item 5 Page 23 of 148
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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 objection 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 roles 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 24 of 148
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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 he retains 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 25 of 148
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5. Activities of the Chief Social Work Officer 2023/24 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 2023/24. 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 and its appendices 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 2025. ___________________________________________________________________ 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 2023/24 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 2024/25 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 26 of 148
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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; Refresh our Equally Safe Strategy, underpinning our commitment to eradicating violence against women and girls and providing safety for all. ___________________________________________________________________ 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 – Renfrewshire Social Work Services promotes the rights of all members of our community. In relation to the UNCRC this report doesn’t have a direct impact on any particular article, however does promote and protect the rights of children. 14. Climate Risk – none Page 27 of 148
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___________________________________________________________________ Report Author: John Trainer, Head of Children and Justice Social Work/ Chief Social Work Officer Contact Officer is Nicola Canavan, Senior Policy Officer Email: nicola.canavan@renfrewshire.gov.uk Page 28 of 148
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1 Annual Report of the Chief Social Work Officer 2023/24 Page 29 of 148
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2 “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 30 of 148
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3 Chief Social Work Officer – Renfrewshire Introduction I am pleased to present the annual Chief Social Work Officer report for Renfrewshire for the period April 2023 to March 2024. The Chief Social Work Officer is a “proper officer” in relation to the social work function of the local authority. As such, the Chief Social Work Officer is given particular responsibility on behalf of the local authority in respect of social work functions and also the authority to discharge some functions in law on an individual basis. This report provides an overview of social work and care activity against a backdrop of an increasingly complex and challenging environment. Our communities face a cost-of-living challenge, with social work services also witnessing increases in scale of need and demand caused by households facing financial difficulty. In this annual report I hope to demonstrate the commitment of social work and care staff to ensure that those who were most vulnerable were supported and the care they required was delivered. In discharging my role as Chief Social Work Officer, 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, I am supported by the Chief Officer and the Heads of Service. I want to acknowledge their support in helping me address the delivery of social work and care services in Renfrewshire. I also want to take the opportunity to express my thanks to social work and care staff for their ongoing commitment to those who required support over the past year. This report does not detail all of the social work and care activity within Renfrewshire, but rather serves to provide an overview of services. John Trainer Chief Social Work Officer August 2024 Page 31 of 148
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4 Governance and Accountability In Renfrewshire, social work services for children and families and justice social work services are delivered by Children’s Services. Social work and care services for adults are delegated to and delivered by Renfrewshire Health and Social Care Partnership (RHSCP). Each local authority is required to appoint a Chief Social Work Officer (CSWO), an officer with an appropriate social work qualification, to oversee the functions of social work. As social work and care services for adults are delegated, as Chief Social Work Officer I have oversight of how the delegated functions are delivered and I am active in the Renfrewshire Health and Social Care governance arrangements. As CSWO in Renfrewshire, I have operational responsibilities in my post as Head of Children and Justice Social Work and am line managed by the Director of Children’s Services. I provide professional advice on social work functions to the Chief Executive, the Corporate Management Team and Elected Members. I also provide professional advice on adult social work and care to the Chief Officer and Senior Management Team of Renfrewshire Health and Social Care Partnership and to the Integration Joint Board (IJB). The table below illustrates further the range of structures in which the CWSO 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 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) • Gender Based Violence Strategy Group (GBV) • 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 32 of 148
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5 Duty of Candour Statement from 2023/24 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 Health (Tobacco, Nicotine etc. and Care) (Scotland) Act 2016, the people affected understand what has happened, receive and apology, and that organisations lean from the experience and put in place improvements. An important part of this duty is the requirements for organisations to provide an annual statement detailing how the duty of candour is implemented across the services. This brief statement describes how Renfrewshire Council has operated the duty of candour during the period 1 April 2023 and 31 March 2024. During this period, 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). Page 33 of 148
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6 Role of Chief Social Work Officer The role of Chief Social Work Officer (CSWO) was originally designed to provide professional advice on social work services to Elected Members and council officers, in order 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 good local joint working, adds a level of complexity to the role of CSWO. As CSWO I am a member of the Council’s Corporate Management Team and of the Chief Officers Group. I have a key role in multi-agency public protection arrangements and as such I am a member of the Child and Adult Protection Committees, I co-chair the Gender- Based Violence Strategic Group and a member of the Alcohol and Drugs Partnership. As CSWO I report 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. In assessing and supporting the social work and care staff to deliver the best services possible and to make the biggest difference for those who need social work and care support I meet with managers and frontline staff to discuss their work. Regular performance reports are considered at strategic meetings to allow the identification of challenges in delivery and to find solutions to unblocking these for staff and those who need access to services. In accordance with the United Nations Convention on the Rights of the Child (UNCRC), we will ensure that the voices of children and young people are heard and included, and that their human rights are respected and at the heart of the planning and delivery of services that affect them. In my role as CSWO, Children’s Services will inform Renfrewshire’s response to UNCRC by promoting awareness of children’s rights, amongst all children, young people and adults. 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. Our Equally Safe Strategy will be refreshed, and implemented in our education settings, underpinning our commitment to eradicating violence against women and girls and providing safety for all. Children’s Services are committed to supporting and nurturing our children, families and communities, through our approach to the whole family wellbeing model. We will also promote early and preventative intervention, and continue supporting children, young Page 34 of 148
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7 people and their families to prepare for the move into adult services and greater independence. We aim to engage with, and encourage participation of, children, young people and their families to ensure that their needs are met. Our family wellbeing service and request for assistance system has been formally launched, which will increase capacity to support parents through additional third sector grant funding and identify local areas for family wellbeing hubs. Through the family wellbeing evaluation strategy, we will be able to evidence improvements against the strategic development areas outlined in the family wellbeing action plan. The work and activity around Renfrewshire’s response to The Promise is also 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. Page 35 of 148
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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 to the locality and specialist services, the council and Renfrewshire Health and Social Care Partnership (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 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? During 2023/24 an unannounced inspection wad undertaken by the Care Inspectorate at Hunterhill Care Home, which is operated by RHSCP. The Inspection Teams looked at a selection of the quality indicators which are based on the intelligence they hold about the service, and any risk factors that they may have identified. Hunterhill Care Home was graded ‘good’ overall. Beech Avenue and Barochan Childrens Homes were also subject to unannounced inspections in 2023/24. The Care Inspectorate graded Beech Avenue as adequate, made a requirement and identified areas for improvement. The grading of ‘adequate’ means that areas of strength were identified but these just outweighed areas of weakness. The inspection reports recognised that Beech provided many elements of good care to our children and young people and is showing areas of ongoing improvement but with further progress to be made. Page 36 of 148
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9 Barochan was also graded as adequate an improvement from the weak grade awarded in September 2022. It was acknowledged at that time there were particular and unique issues within Barochan. A new manager was appointed and made significant improvements which were recognised by the Care Inspectorate. Two areas for improvement were made in relation to Barochan. Individual improvement action plans are in place for Beech and Barochan and the progress against these is being led by the House Managers and overseen by the Strategic Manager for Children and Justice Social Work and me as CSWO. As CSWO I do not consider an adequate as an acceptable grade. I am however aware that improvements are already in place and confident that the next inspection will show that both houses have addressed the areas to ensure a grade of at least “good”. A new Children’s Services Manager has been appointed to lead the improvement agenda in the 4 children’s houses and our ambition is to ensure that our 4 houses and Charleston Square are graded “very good” in future inspections. The following pages set out the performance of each of the three main areas of social work practice in Renfrewshire during 2023/24. Page 37 of 148
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10 Statutory Service Provision: Adult Social Work and Social Care In Renfrewshire, the delivery of adult social work and social care services is delegated to 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. As CSWO I provide professional leadership and advice to senior officers in RHSCP and to the wider social work and social care staff in adult services. Throughout the period covered by this report social work and care staff in RHSCP continued to deliver services to those most in need. The volume of adult protection work in Renfrewshire continues to increase, and in 2023/24 we received 1,527 adult protection referrals, in comparison to 1,314 for 2022/23. There were 92 Adult Support and Protection (ASP) Investigations completed during the period 2023/24, compared to previous end of year reporting of 98 during 2022/23. The highest number of investigations related to those with Dementia (426); followed by Mental Health (217) and then Learning Disability (138); and the principal types of harm which resulted in an investigation was physical (399); self-harm (197); psychological (168); financial (151); neglect (138); self-neglect (111); sexual harm (52); domestic abuse (10); discriminatory harm (2) and other (124). The location of the principal harm, which resulted in an investigation taking place, remains the adult’s own home, with 626 investigations having been conducted. The demand for both private and local authority applications under the Adults with Incapacity Act has levelled following the end of covid restrictions but the trajectory remains upwards in terms of referrals received. This is significant resource issue in terms of staff needed to complete applications, provide ongoing care management for the CSWO guardianships and supervision for private guardianships. The situation in Renfrewshire reflects the national picture for Adults with Incapacity (AWI) throughout Scotland. There is an added pressure locally for staff in RHSCP to ensure that the Royal Alexander Hospital (RAH) meets it discharge targets and keeps its position as one of the most efficient performers in the country. Staff work hard to ensure that work around hospital discharges is of a high standard and reflects a rights-based approach. Orders where I, as the CSWO, am appointed Welfare Guardian remain high at 124, with 36 new referrals this year (40 in 2022/23). The 124 orders (some are still in progress) which requires a qualified social worker or Mental Health Officer (MHO) to function as the “nominated officer” on behalf of the CSWO for day-to-day management of the case. The 176 additional days added to guardianship orders due to Covid has delayed renewals for many of the CSWO orders and there have been 9 CSWO renewals since April 2023 which require MHO and legal input. The number of private applications has fallen slightly from 158 in 2022/23 to 126 in 2023/24. Although this is a fall in numbers when considering the backlog from the previous year, these numbers represent a real term increase in private Page 38 of 148
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11 referrals. Private guardianships require a minimum of one statutory visit by a guardianship supervisor after being granted and may need to be reviewed for up to one year. 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 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 167 long term pieces of work allocated within the MHO team. Enhanced clinical and care oversight arrangements for care homes were put in place early in the pandemic to support care home staff to keep residents safe. The guidance required that clinical and care professional at NHS boards and local authorities will have a leading role in the oversight for care homes in their area. There has been considerable learning and examples of excellent partnership working during this time. On 19 December 2022, the Chief Social Work Advisor and the Chief Nurse for Scotland set out recommendations, for new arrangements for providing continuing enhanced support to adult and older people’s care homes in Scotland. The recommendations have since been adopted in Renfrewshire and a Collaborative Care Home Support Team is in place. Local strategic oversight of these arrangements continues to be provided by the Chief Officer’s Group who regular monitored performance, scrutinised reports and established special meetings of the grouped as and when required. Although our Care at Home services faced significant challenges, RHSCP were able to continue to support existing vulnerable service users whilst remaining responsive to the safe and timely discharge of patients from hospital. Renfrewshire was once again amongst the highest performing HSCP area in Scotland at March 2023 for standard delays in discharge. 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. As of 31st March 2024, approximately 1,600 individuals had an open involvement with Renfrewshire Alcohol and Drug Recovery Service. The Renfrewshire area has welcomed a Page 39 of 148
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12 reduction in the number of drug related deaths but there has been an increase in the number of alcohol related deaths. As CSWO, I recognise that behind all of these untimely deaths there is a family who experiences grief and distress. Renfrewshire Alcohol and Drug Partnership (ADP) is committed to continuing to work collaboratively to prevent and reduce alcohol and drug-related harms within communities with a number of key actions and developments currently underway. Page 40 of 148
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13 Statutory Service Provision: Children and Families Social Work During 2023/24, the service continued to operate a locality-based model for mainstream Children and Families Social Work. There are currently four teams based across Paisley, Johnstone, and Renfrew. Focused support is provided by specialist teams in the areas of Fostering and Adoption, Kinship Care, Residential Services, Pre and Post Birth, Throughcare, Unaccompanied Asylum-Seeking Children, Children with Disabilities, and the Whole Systems Team who support children and young people involved in the justice system. This will change during 2024/25 with the implementation of the re-design of children and justice social work. A summary of the changes is provided below: • Embedding of the Early Help service • Dedicated Kinship Carer Support Team • Move to Medium and Long Term Teams instead of locality teams • New staff and leadership structure • Introduction of Senior Practitioner role • Introduction of Independent Decision Makers With the closure of Abbey House in late 2023, the Social Work teams which were based there moved to Renfrewshire House. This was a significant undertaking and included: Paisley North and Paisley South locality teams, Family Support, The Barnardo’s Early Help team who are working with Social Work on the Early Help Pilot and Justice Social Work. Work has continued to implement the National Guidance for Child Protection 2021. The guidance had a two-year implementation period and was updated in August 2023. Renfrewshire worked in partnership with six neighbouring local authorities to update the local child protection procedures. These were launched in January 2024. Following a successful pilot within the Paisley locality areas, the Early Help Service is being embedded within the Social Work structure as part of the Social Work redesign. The service provides an alternative to social work intervention for families who are experiencing difficulties which without support, might escalate to require statutory involvement. The aim is, wherever possible, to prevent children and young people from becoming looked after. Progress continues to develop Renfrewshire’s approach to early and effective whole family support measures through the whole family wellbeing (WFW) approach. There are three main aspects of delivery for the plan agreed by the RCSP for the Renfrewshire Whole Family Wellbeing: Service Redesign; Request a Service Approach; and Building Capacity in Third Sector Organisations. The WFW Manager assumed their post full-time in July 2023, supported by a project manager. Work has been underway with staff from the Home Link Service, Families First Service and the Care Experienced Home Link Team to create a whole wellbeing service with various access points for families from community to school based on the staged intervention approach and building on existing good practice. Page 41 of 148
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14 The service will aim to provide streamlined and consistent delivery of evidence-based approaches including parenting approaches. Capacity has been enhanced for the delivery of more early intervention and preventative family support through the commissioning of third sector organisations. A monitoring and evaluation framework will be developed with an agreed dataset and quality improvement process built on Supporting Families: A National Self-Assessment Toolkit for Change (Scottish Government). The roll out of the Promise Keeper role has progressed significantly since its inception, and we have ambitious plans to grow this network in 2023/24. There are currently over 200 Promise Keepers across Renfrewshire. A Promise Keeper can be an elected representative, a senior leader, middle manager, or member of frontline staff. Promise Keepers are responsible for championing The Promise within their own expertise/staff teams/professions, ensuring that their colleagues are aware of their responsibility to #KeepThePromise. Promise Keepers are central to ensuring Renfrewshire’s Promise strategic planning and Governance Structure, incorporating The Promise Oversight Group and four workstreams; these have been revisited and clearly aligned to the Children’s Services Partnership Plan and to the Council Plan. Renfrewshire’s Children’s Services Partnership has agreed that “There must be an urgency and demonstratable evidence of a collective understanding, commitment and activity in relation to The Promise.” The Promise Manager is responsible for the Children’s Services Partnership’s response to the implementation of The Promise in Renfrewshire and monitors the effectiveness of the Oversight Group and workstreams and our response to #KeepThePromise will be informed by emerging themes/priorities around The Promise Plan 21-24 and Plan 24-30. Renfrewshire’s Promise Manager and Promise Ambassador are well connected to the Promise delivery mechanisms at COSLA, Promise Scotland and Scottish Government. Renfrewshire Promise delivery mapping and planning tool is informing delivery of the Promise Plan 21-24 and activity around identification of Key Indicators/measures of success has taken place. This mapping tool was developed in conjunction with Promise Scotland Delivery Partners. The Promise Manager has been sharing this mapping and planning tool approach with Local Authorities from across Scotland. The mapping tool is capturing Promise related activity in Renfrewshire, including, but not limited to, Education, Social Work, Employability, Mental Health, Youth Justice, Family Support, Workforce, Children’s Hearings, GIRFEC, UNCRC, Brothers & Sisters, Police, Fire & Rescue Service and Health. A Promise Self-Evaluation Tool has been developed to assess progress and areas for development in key areas across different services in Renfrewshire. The self-evaluation tool has been circulated to a wide range of services in the local authority and to partner agencies. The analysis of this evaluation will inform our future. Page 42 of 148
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15 Renfrewshire Child Protection Committee (RCPC) continues to monitor data in relation to referrals, investigations, child protection planning meetings and registrations. There were 597 Inter-agency Referral Discussions (IRDs) between 1 April 2022 and 31 March 2023, relating to 574 children. There were 84 children on the child protection register on 31 July 2023. This was a rate of 2.8% which is just above the national average of 2.3%. Whilst a slight increase has been seen against the last two years, the July 2023 figure of 84 remains below the highs of 107 in July 2018 and 103 in July 2019. There were 355 investigations, which was a rate of 11.9% and below the national average of 13.2%. In 2023/24, 196 initial and pre-birth child protection case conferences (now called child protection planning meetings) took place – this was a rate of 6.6% and above the national average of 6.5%. There were 136 new registrations and 130 de-registrations in the year ending 31 July 2023. On 31 March 2023, there were 80 children on the child protection register which was an increase from 61 in March 2022. This increase reflects the trend nationally which saw a decrease in registrations during the three-year period up to July 2023 when registration then began to increase. Elected members are advised that the small number of children on the child protection register can result in significant variances due to the registration or deregistration of larger families. 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. This partnership has been strengthened further during 2022/23 with education now routinely involved in all IRDs where a child attends a Renfrewshire education establishment. 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. There were 17 Child Protection Orders granted during the year which was slightly lower than the previous year’s figure of 23. RCPC and its subgroups continue to meet to discuss key trends and emerging areas of focus. The rate of children in care in Renfrewshire on 31st July 2023 was 2%. This remains higher than the national average. 640 children were looked after on 31 July 2023 which is similar to the figure of 635 in July 2022 (174 children started to be looked after during this period). Of these: • 169 were at home with parents • 266 were with friends/relatives • 115 were with foster carers provided by the council • 28 were with foster carers purchased by the local authority • 9 were in other community • 20 were in local authority home / voluntary home Page 43 of 148
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16 • 33 were in other residential care Page 44 of 148
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17 Statutory Service Provision: Justice Social Work Throughout 2023/24 Justice Social Work (JSW) has continued to adapt and respond to the challenges and opportunities presented in supporting the Scottish Government’s vision of shifting the balance between the use of custody and justice in the community. Our busy office-based teams continue to meet growing statutory obligations and achieve expected outcomes set out by the national standards. Using evidence-based assessment and intervention tools, JSW monitors and supports some of the most vulnerable and high-risk members of our communities. JSW also collaborates very closely with key local partner organisations who together, better helps protect the communities those members live within. Much of JSW activity is generated by court and tribunal services. Provisional figures for 2023/24 show that this demand has continued to steadily increase across all its activity. 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 vison to shift the balance to more community-based supervision. Provisional information shows the service completed 874 Criminal Justice Social Work Reports (CJSW) in 2023/24, a significant increase compared to 706 in 2022/23. This is also evident in the number of new Community Payback Orders made, which has increased from 450 in 2022/23 to 491 in 2023/24, with 368 new Unpaid Work orders also commencing during this period. During 2023/24 we have utilised our ring-fenced funding grant and increased some capacity across the service in response to the growing demand for more community-based options. We have augmented our service response through an increased availability of early intervention services based in both the Court and other teams across the service. This is primarily in response to the national aim of reducing remand and engaging with individuals at the earliest point, and minimising, where safe to do so, further involvement in the wider justice system. Additional paraprofessionals were recruited to support these additional services. This includes providing different services to the Court and Procurator Fiscal Service, such as Electronic Monitoring bail (tagging), Bail Supervision, Structured Deferred Sentences (SDS) and Diversion from Prosecution options. There has been significant activity in these areas, with over 100 people being diverted, 25 people receiving a SDS and 200 bail supervision reports being completed. These cases are also increasing in their complexity and case management demands. Post-custody / throughcare activity is also a growing area of both demand and complexity. This year the service has significantly developed its offer of voluntary assistance (129 individuals) through further improving its links with prisons, albeit currently most of these offers are not taken. This is being explored further as part of how we review our services. A most important role is the one JSW has within public protection. It continues to effectively play a key role, alongside key partners, within the joint Multi Agency Public Protection Arrangements (MAPPA) with a shared purpose to reduce the risk of serious harm to the public. Our JSW service also recognises that women involved within the justice system Page 45 of 148
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18 need a different response. It proudly does so 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. Over the past year, Renfrewshire’s JSW service has continued to flexibly respond to relentlessly increasing demands and a dynamic national policy agenda. It is a very dynamic and fast changing area. In response to this the wider service’s service redesign aims to augment the management capacity within JSW to support meeting this, within existing budgets that are set at a national level. Our whole systems team, which supports young people in conflict with the law, is also now managed within JSW reporting structures. This reflects the growing policy and legislative requirements for this highly vulnerable age group that can fluidly move between both adult and children’s legislative systems. The last year has also brought some challenges arising from staffing changes and recruitment difficulties, something that has rarely been a challenge for justice social work in the past but is reflective of the current national picture surrounding social worker recruitment. Our JSW teams have also undergone the transition to a new information system, ECLIPSE, during the year. Although at times challenging and with areas still to develop, this achievement brings this part of the service into line with the wider social work service. Page 46 of 148
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19 Resources The chart below shows the breakdown of expenditure on social work services by Renfrewshire Council and RHSCP in 2023/24. As in previous years, the largest area of expenditure is on services for adults and older people, followed by services for children and families. Funding for Justice Social Work comes directly from the Scottish Government by means of a grant. An overspend was incurred within Children & Families relating to external residential accommodation placements, due to a significant increase in the number and cost of complex care packages. All external placements are held under continual review by the service to ensure that they continue to meet the needs of the individual children and young people, and options to mitigate cost pressures continue to be examined. We are currently modelling the coming year financial planning in terms of overall cost/service pressure. In addition, other financial pressures related to inflation, particularly fuel and food prices and also workforce pay inflation will also be factored into this modelling. Addiction Services, £960,000 Justice, £3,691,000 Mental Health Needs, £4,589,000 Physical or Sensory Difficulties, £11,922,000 Learning Difficulties, £24,132,000 Children and Families, £38,120,000 Adults & Older People, £57,171,000 Page 47 of 148
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20 Workforce Ensuring all of our staff are supported in their skills and knowledge development is essential. The children’s service redesign provides the opportunity to revisit our continuous professional development framework which underpins staff learning will be refreshed with all of our staff supported to update their development plans. This will be part of our role out of the national first year in social work practice framework. The process and procedures that we have in place will be tailored for new social workers and support our existing staff. We have introduced virtual learning across our range of learning provision. This innovation 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 has been very supportive to date. Our adult and child protection learning not only focuses on the core task of protection and supporting children and adults, but we also seek to learn from practice, research and national policy and embed this the development. Our programmes are being reviewed to ensure that we can offer learning that is pertinent to those who work with children and adults in joint learning opportunities. It is essential that staff working in both settings support, assist and protect the whole family. 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 are require to have a national qualification. The demand for qualification across such a large workforce is challenging with the numbers to qualify over the next two years increasing. A plan is in place 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 is being made in both areas, but there is more to do with plans in place to take this forward. Page 48 of 148
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21 “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 A poem commissioned by the Association of Directors of Social Work in 2000. Page 49 of 148
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To: Council On: 26 September 2024 Report by: Chief Executive Heading: Renfrewshire Community Protection Chief Officers Group – Annual Report 2023/24 ___________________________________________________________________ 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, including in relation to 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 ninth annual report of the Community Protection Chief Officers Group. It provides an overview of the key areas of work of in relation to public protection during 2023/24. It also highlights the ongoing key benefits of excellent partnership working. 1.4 The annual report attached at Appendix 1 to this report provides detailed information on the activities which have been undertaken over this period and highlights the key priorities which partners have identified for collective focus and action during 2024/25. Item 6 Page 51 of 148
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___________________________________________________________________ 2. Recommendations 2.1 It is recommended that elected members note the content of the report. ___________________________________________________________________ 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, which 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 area of activity overseen by the Renfrewshire Chief Officers Group are: • Child Protection; • Adult Protection; • Offender Management; • Community Protection; • Community Justice; • Alcohol and Drug Partnership; and • 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 ninth 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 2023/24, and in doing so highlights the ongoing importance of partnership working. ___________________________________________________________________ Page 52 of 148
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4. Strategic focus for 2024/25 4.1 The strategic focus of the Chief Officers Group for the year ahead has been agreed as follows: • Protecting vulnerable children and adults • Reducing alcohol and drug related harm • Suicide prevention • Joint inspection of services for children at risk of harm • Joint inspection of adult support and protection • Migration, asylum and homelessness • Gender based violence • COG self-evaluation 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. Page 53 of 148
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8. Health and Safety - none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. Climate Risk – none 13. Children’s Rights – Children’s rights and the articles which underpin them have been considered as part of the preparation of this report. The report highlights many of the activities which partners in Renfrewshire undertake to achieve positive outcomes for children and their families through wider child, adult and community protection work. 14. COSLA Policy Position – none ___________________________________________________________________ Report Author: Nicola Canavan, Senior Policy Officer Email: nicola.canavan@renfrewshire.gov.uk Page 54 of 148
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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 2023/24 Annual Report Page 55 of 148
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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 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 partners and 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 ninth 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 2023/24, and in doing so highlights the ongoing importance of partnership working. Page 56 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Membership: 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 Fire Service Chief Officers Group Key Areas Child protection Adult protection Wider public protection Offender management Community justice Alcohol and drugs Gender- based violence Migration and asylum Chief Executive Chief Executive / Executive Nursing Director Divisional Commander ‘K’ Division Page 57 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level 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 • Director of Children’s Services • 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. Member Officers Group Membership: Page 58 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Approximately 184,000 people live in Renfrewshire, with our population projected to continue to grow, particularly our older population aged 60 and over. Renfrewshire Profile Life expectancy is below the Scottish average. Female life expectancy is 79.89 compared to 80.72 nationally and male life expectancy is 75.69 compared to 76.54 nationally. Our population is becoming increasingly diverse with the latest census data showing 94% of the population is categorised as white, 3% are of an Asian background and 3% are from an African, Caribbean or Black, or mixed ethnic group. 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. Page 59 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Concern Referrals There were child 4,444 concern referrals received between 1 April 2023 and 31 March 2024. This has decreased from 4,478 received between April 2022 and March 2023. These are distinct referrals and not the number of children who were the subject of a referral. 43% of these came from Police Scotland. Inter-agency Referral Discussions There were 597 Inter-agency Referral Discussions (IRDs) between 1 April 2022 and 31 March 2023, relating to 574 children. Of these, 317 proceeded to a child protection investigation, and 54 to a child protection pre-birth investigation. Child Protection Register 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 2024, the names of 61 children were on the Child Protection Register. This compared to 80 children in March 2023. The RCPC Complex Case Oversight Group reviews all children whose names have been on the register for a year or more and the group has been in agreement with the decision that all those reviewed to date remain on the Child Protection Register. Child Protection – Analysis of Current Trends Reason for Referral (2023/24) No. of Children Domestic abuse 952 Missing persons reports 91 Youth offending 38 Mental health issues (carer) 223 Alcohol and / drugs use by a child 84 Child / parent relationship 377 Alcohol and / or drug use by a carer 235 Page 60 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Child Protection Renfrewshire Child Protection Committee (RCPC) RCPC and its associated subgroups continue to meet on a quarterly basis with meetings taking place face to face. The key functions of RCPC are undertaken by the subgroups below: Following six years as Independent Chair of Renfrewshire Child and Adult Protection Committees, John Paterson stood down on 30 June 2023. Following a robust recruitment process, Tam Baillie was recruited to the role of Independent Chair of RCPC and RAPC and started on 1 September 2023. Learning and Development Continuous Improvement Policy, Practice and Procedures Complex Case Oversight Group Voice Learning Review Practitioner Reference Group Vulnerable Young Persons Joint Communications Group (RCPC and RAPC) Implementation of the National Guidance for Child Protection in Scotland 2021 (updated 2023) Renfrewshire has worked in partnership with six neighbouring authorities to update the local procedures to reflect the new national guidance. The updated procedures were launched in Renfrewshire on 11 January 2024 supported by a series of multi-agency information sessions for practitioners and managers. The procedures have been provided to all agencies for circulation to staff and managers and information about the procedures has also been provided at child protection online drop ins and network lunches. RCPC completed a self-evaluation tool developed to assist Child Protection Committees to consider and report on progress in implementing the revised National Guidance for Child Protection 2021. This was submitted to the Scottish Government on 20 October 2023 and provided to RCPC in December 2023. Page 61 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Child Protection Quality Assurance and Self-evaluation Strategy and Plan RCPC has responsibility for the development and implementation of inter-agency quality assurance mechanisms. In December 2023, RCPC agreed a Quality Assurance and Self Evaluation Strategy and Plan. The strategy and plan are overseen by the Continuous Improvement Group. The plan is a live document and is updated when the need for further quality assurance / self-evaluation activities is identified. The plan and related activities will be updated quarterly and presented at each meeting of RCPC as part of the Continuous Improvement Subgroup update. Learning Reviews From April 2023 to March 2024, RCPC received four requests to undertake a Learning Review. Three of these requests met the criteria for undertaking a Learning Review. Two of these Learning Reviews are underway and are being undertaken by external reviewers. Both will be completed by summer 2024. An independent reviewer has been commissioned to undertake the third Learning Review and it will begin in Summer 2024. Multi-Agency Case File Audit – November 2023 The audit is a key element of RCPC’s self-evaluation and quality assurance activity and was undertaken in line with the approach taken during the Care Inspectorate’s Children at Risk of Harm Inspections. The audit was undertaken by a multi- agency team (led by the Child Protection Advisor) who received training from the Care Inspectorate’s Link Inspector. The team comprised of Social Work, Education, Police and Health. Files were also provided for audit by these agencies. The files of 23 children and young people were reviewed with appropriate consents obtained. Files were reviewed by multi- agency pairs using the Care Inspectorate’s Reviewing Children’s Records Guidance and feedback recorded on Microsoft Forms. An action plan has been developed to take forward the audit findings. This is being overseen by the Continuous Improvement Group. RCPC has agreed that the audit will take place on an annual basis and a further audit is scheduled for October 2024. Page 62 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Learning Review Training RCPC is partnering with RAPC and West Dunbartonshire Child and Adult Protection Committees to commission training for Learning Reviewers. This will allow Learning Reviews to be undertaken internally where appropriate. The training will be delivered by Sheila Fish and will allow for 10 senior managers to be trained to undertake Learning Reviews. RCPC Communications In March 2024, following agreement from RACP, RCPC agreed to establish a joint RCPC/RAPC Communications Subgroup. The subgroup will be led by Renfrewshire Council and Renfrewshire HSCP Corporate Communications Teams. RCPC continues to circulate a quarterly newsletter following each meeting of RCPC which provides regular updates on the work of the Committee and on developments locally and nationally. Following the successful pilot of monthly online Child Protection drop ins, RCPC agreed that these would take place on an ongoing basis and be overseen by the Learning and Development Subgroup of RCPC. The sessions have continued to take place regularly with attendance of between 40 and 100 participants at each session. The sessions have focused on a range of topics, including: parental alcohol and drug use; the updated local child protection procedures; and Safe and Together. RCPC has also undertaken the Child Protection Committees Scotland poster campaign which has involved providing CPC Scotland posters (with RCPC branding and local contact numbers) to partner organisations across Renfrewshire. The purpose of these has been to raise awareness of what to do if there is a concern about a child or young person. Voice Subgroup RCPC has established a Voice Subgroup to ensure that the work of RCPC is informed by the perspectives of infants, children, young people and families and to develop a strategy for doing so. The group is chaired by the Community Development Manager, Renfrewshire Council and has representation from agencies across Renfrewshire with experience and expertise in working with children, young people and families. Child Protection Page 63 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Complex Case Oversight Group During 2022/23, RCPC agreed to pilot of an oversight group to ensure effective multi-agency review and scrutiny of children who have been on the child protection register for more than one year and other complex cases. This was in response to an area for consideration highlighted by a recent Learning Review. Following the successful pilot, RCPC agreed in December 2023 that the Complex Case Oversight Group would become a permanent subgroup of RCPC. The group has representation from senior managers in Health, SCRA, Police, Education and Barnardo’s and supports those involved with the child and family to consider: • The support that has been provided to date; • The difference that has been made; • What has not changed for that child and family; and • Alternative approaches. Training The Learning and Development Subgroup of RCPC has oversight of inter-agency training on behalf of RCPC. Training priorities for the year have included: • Attachment and Trauma using Virtual Reality • Contextual Safeguarding using Virtual Reality • Ongoing delivery of Child Protection Level 1 and Child Protection Level 2. • Online Safety • Train the trainers for child protection training for OneRen (this includes sports hubs and libraries/museums) RCPC reviewed the uptake of inter-agency training delivered from 1st January 2023 to 31st December 2023 with the Safe and Together Core training noted as having particularly high attendance. The group continue to monitor attendance rates to identify trends and adapt training strategies. The group is undertaking further work to understand the variations in attendance rates to help tailor future programmes for different groups of inter-agency staff. The group will undertake a training needs analysis to inform the update of the RCPC Learning and Development Strategy and future training priorities. Child Protection Page 64 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level SA:SF Short Life Working Group In late 2022/23, RCPC established a short life working group to review the key learning of the SA:SF report which highlighted some of the key learning points reinforced through the review of non-recent accounts of sexual abuse of children and young people within Scottish football. The multi-agency group was chaired jointly by OneRen and the Independent Chair of RCPC and reviewed the key learning and how it applies to partner agencies individually and collectively. The work of the group included a survey of 732 parents whose children attended community sports activities in OneRen venues. The group recommended that: • the updated child protection procedures would be shared widely with community clubs when they are available; • a communications strategy would be developed focusing on key messages to children, young people, parents and members of the public; • OneRen would undertake work is with community clubs around the issues highlighted in the report; and • the RCPC inter-agency trainer and Learning and Development Group would support OneRen around additional training for staff. A range of work has been undertaken to date to progress the recommendations. This has included: • the establishment of a joint RCPC / RAPC Communications Subgroup • the provision of posters all OneRen venues • the development of train the trainer child protection training for OneRen staff and managers. RCPC Biennial Conference The biennial RCPC conference will take place on 9 October 2024. Work has been underway to plan the conference since early 2024. Keynote speakers have been identified and include, Graeme Armstrong, Dr Kerry Milligan and June Welsh. The conference will take place at Paisley Town Hall and will be face to face. Child Protection Page 65 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Referrals and Investigations The volume of adult protection work in Renfrewshire continues to increase, and in 2023/24 we received 1,527 adult protection referrals, in comparison to 1,314 for 2022/23. There were 92 Adult Support and Protection (ASP) Investigations completed during the period 2023/24, compared to previous end of year reporting of 98 during 2022/23. The location of the principal harm, which resulted in an investigation taking place, remains the adult’s own home, with 626 investigations having been conducted. The highest number of investigations related to those with: The principal types of harm which resulted in an investigation was: Adult Support and Protection (ASP) Analysis of Current Trends 426 217 138 Dementia Mental Health Learning Disability Physical 32.5% Self-harm 16.0%Psychological 13.7% Financial 12.3% Neglect 11.2% Self-neglect 9.0% Sexual Harm 4.2% Domestic Abuse 0.8% Discriminatory Harm 0.2% Page 66 of 148
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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 responsible for developing, implementing and monitoring the strategic approach to the management of the protection of vulnerable adults in Renfrewshire in terms of the Adult Support & Protection (Scotland) Act 2007. 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 vulnerable individuals. RAPC was supported by four subcommittees and one subgroup: ASP Biennial Conference The biennial conference took place in Johnstone Town Hall, on 5 October 2023, the focus was trauma informed approaches to ASP. It was attend by 248 people (92 in person /156 online) who heard from a range of specialist speakers and evaluated very positively. Code of Practice RAPC continued to implemented the revisions for the Scottish Government’s revised Code of Practice for ASP including: • More detail about the three-point criteria • Clarification on capacity and consent • Emphasis on the duty to refer and co-operate in inquiries • Clarification regarding information sharing expectations • Clarification of relationship - inquiries and investigations • New sections on referrals and related matters • Further detail and clarification on visits and interviews • New chapter on assessing and managing risk including case reviews and large scale investigations • New section on chronologies Renfrewshire continues to be represented at four national implementation subgroups: chronologies; self evaluation; advocacy, voice of the service user/carer, trauma informed approach ; and inquiry, investigative powers, role of the council officer. As part of the phased approach to implementation, a series of briefings have been rolled out to staff. ASP Practice, Policy and Performance Subcommittee Joint Communications Subcommittee Learning and Development Subcommittee Continuous Improvement Subcommittee Operational & Development Group Page 67 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Renfrewshire ASP Operational Guidance Guidance has been developed for staff who are directly involved in work subject to the Adult Support and Protection (Scotland) Act 2007 . The guidance aims to complement the existing local and national guidance and procedures by providing more localised working guidance. 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 balanced a supportive approach with a statutory duty under Adult Support and Protection legislation. Care Home Collaborative Support Team Enhanced clinical and care oversight arrangements for care homes have been in place since early in the pandemic to support care home staff to keep residents safe. Clinical and care professional continue to have a leading role in the oversight for care homes and meet on at least on a fortnightly basis. Partners remain proactive, as soon as issues are identified the necessary supports are deployed through clinical and care teams, who with partner to improve standards and reduce the risk to the residents. Adults with Incapacity (AWI) Demand for 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 250 requests for AWI mental health officer reports during the period compared to 254 requests in the previous year. In addition, there were 9 CSWO renewals completed. 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 Guardianships Orders where the CSWO is appointed Welfare Guardian fell slightly over the last year, from 129 2022/23 to 124 2023/24. 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 are in excess of approximately 500 private welfare guardianship orders which require a minimum of one statutory visit by a guardianship supervisor after being granted. ASP Page 68 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Multi-Agency Risk Assessment Conference (MARAC) MARAC is a multi-agency victim-focussed meeting where information is shared on the highest risk cases of domestic abuse between different statutory and voluntary sector agencies such as local Police, health, child protection, housing practitioners, Independent Domestic Abuse Advocates (IDAA’s), probation and other specialists. The number of cases discussed at MARAC saw a 104% increase in 2023/24 from the previous year. The view from services being that the increase is linked to better awareness of the MARAC process and identification of risk. Women and Children First Referrals to Women and Children First support and advocacy service have increased by 10% in the last year. In the chart below, referrals to support and advocacy relate to adult women. Referrals to the Reconnections are for children and/or mothers and their children. Renfrewshire Women’s Aid Renfrewshire Women’s Aid continue to provide refuge accommodation as well as an advice centre and independent domestic abuse advocacy service. Active cases, new referrals and numbers living in refuge have remained relatively static over the last year. Referrals to the independent domestic abuse advocacy service have increased over the same period. Gender Based Violence (GBV) Analysis of Current Trends 185 196 216 240 78 62 141 149 2020/2021 2021/2022 2022/2023 2023/2024 Support and Advocacy Reconnections 146 134 167 342 2020/2021 2021/2022 2022/2023 2023/2024 Page 69 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Strategy Group Renfrewshire’s GBV Strategy Group is our well established local multi-agency violence against women and girls partnership steering group. The strategy was first developed in 2018 and is currently being updated in line with the recent refresh of the national Equally Safe strategy. A Strategic Needs Assessment and Development Session with members of the GBV Strategy Group took place on 19th March 2024. The session included input from the Improvement Service on the recently refreshed national Equally Safe strategy and the development of a Delivery Plan. Mentors Against Violence Prevention Programme (MVP) A successful roll out of the MVP has taken place across Renfrewshire Schools. MVP is a peer education approach to GBV and bullying prevention and is designed to give students the skills to speak out against issues which affect relationships within our schools and communities by adopting a ‘bystander’ approach. Renfrewshire currently has around 400 trained pupil mentors across 10 secondary schools. Over 400 staff in Renfrewshire have been trained, including staff from Education, Active Schools, Social Work, third sector organisations etc. Safe and Together Safe and Together is a perpetrator pattern based, child-centred, survivor strengths approach to working with domestic abuse. Renfrewshire’s GBV Strategy Group identified the Safe and Together model as one of the core components of our multi- agency response to domestic abuse. Since 2022, 101 staff have been trained in the four day Safe and Together Core Training. More recently the four-day training has been delivered across a multi-agency group. The one day Safe and Together training has been delivered to 105 staff across the partnership with consistently positive feedback. The Safe and Together Steering Group meets quarterly to review the implementation plan. Renfrewshire is a member of the National Implementation Forum. 16 Days of Activism Services and community groups across the multi-agency partnership participated in the annual 16 Days of Activism Against Gender-Based Violence. Renfrewshire incorporated this year’s theme of 'Imagine a Scotland without Gender-Based Violence’ into our local activities including our annual ‘Reclaim the Night’ march; a women’s event for service users of our local Women and Children First project; a collaboration with a local college on a video about service users’ experiences; and a one-day multi- agency Safe and Together training event. GBV Page 70 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Young and Equally Safe (YES) YES in Renfrewshire is funded through the Scottish Government’s Delivering Equally Safe fund. YES aims to develop the existing Mentors in Violence Prevention school-based programme into community settings. Youth Services, working in partnership with Children’s Services and Community Learning and Development partners, are working to provide safe and brave spaces for young people to explore gender-based violence issues and campaign work to bring about a challenge to norms by promoting a positive social action model through youth work engagement. The project has secured additional funding until March 2025. Women and Children First Women and Children First, working with the authentic voice agenda at its core, set up the WE Group (Women Empowered) to allow survivors of gender-based violence to meet weekly and use their lived experience to influence change. The group was created to increase self-esteem, confidence and use their lived experience to shape our future services. The group ran a successful event for International Women’s Day with the theme of #BetheChange where local practitioners were invited to hear the women’s experience of services and consider how they could effect positive change. The group are keen to be involved in the development of the refreshed local strategy. Independent Strategic Review of Funding The review was commissioned by the Scottish Government to provide recommendations on the funding and procurement of VAWG services. The purpose of the review was to enable development of a consistent, coherent, and stable funding model focusing on prevention and high-quality specialist services for women, children and young people experiencing VAWG in Scotland. The review acknowledged the current financial climate, the recruitment and retention issues currently being experienced across local authorities and the impact of both on this vital area of work. Scottish Government and COSLA will work together, along with key stakeholders including our local multi-agency partnership, to produce an accurate assessment of the current costs of violence against women, children and young people nationally and locally. The longer-term aim is to achieve an anchored whole system, flexible approach to tackling gender- based violence, informed by local needs and providing support to victim/survivors in line with Equally Safe policy commitments. GBV Page 71 of 148
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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 44 drug-related deaths in 2023 which represents an increase of 13% from 39 in 2022. This is the fifth highest number recorded in the past decade. Drug misuse deaths in Renfrewshire, 2014 to 2023 Renfrewshire had the seventh highest rate of deaths per 100,000 population (2019-2023) at 27.5 and above the Scottish average of 23.6. This is similar to the previous 5-year rate where we had also 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 30 19 42 38 50 45 67 50 39 44 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 44 37 40 44 50 36 44 53 42 52 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Page 72 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Alcohol Specific Deaths Prevention Post Renfrewshire ADP recognises that the number of alcohol specific death figures are concerning and have taken a forward-thinking approach by recruiting an Alcohol Specific Deaths Prevention Lead Officer. This is a funded post for 12 months and will provide a unique opportunity to examine data related to alcohol specific deaths and explore ways to reduce harm by carrying out thematic reviews to inform service delivery going forward. CIRCLE Update CIRCLE was developed to provide enhanced support to local people on a recovery journey from issues relating to mental health and drug or alcohol addiction. An evaluation of the Hub was carried out in 2023. As part of this a survey was carried out that highlighted overwhelmingly positive results: 100% of respondents agreed the service was accessible, keeps people safe, and offers interventions that reduce harm and support recovery. CIRCLE continues to be shaped by those who use it, through feedback and focus groups. Effective partnership working was also evident across the service, with continued close collaboration with Mental Health and Alcohol and Drug Recovery services. Advocacy Worker – Alcohol and Drugs In considering evidence for MAT Standard 8 'All people have access to independent advocacy and support for housing, welfare and income needs', it was observed that people affected by alcohol and drugs were not readily accessing Renfrewshire's existing advocacy service, You First Advocacy. To support more people to engage, the ADP has funded a dedicated Alcohol and Drugs Advocacy Worker post to be part of the Team within You First Advocacy. This role will increase the number of people attending for advocacy who have been affected by alcohol or drugs, establishing referral pathways and building relationships between ADP partners and You First Advocacy. The role will also increase capacity within organisations to understand the role of advocacy for people affected by alcohol and drugs, and the stigma which can impede access to advocacy and advice services. Renfrewshire Alcohol and Drug Partnership (ADP) Page 73 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Medication Assisted Treatment (MAT) Standards Delivery of the MAT Standards now encompasses support for people using benzodiazepines and cocaine as well as opioids. The standards aim to improve access, choice and care for people affected by problematic substance use across Scotland, with ADPs taking the lead role in supporting their delivery. Each MAT standard is benchmarked against evidence of attainment; numerically, via process evidence and by experiential data. Renfrewshire ADP was ranked joint second nationally on progress across Standards 1-5. With Renfrewshire’s experiential programme being recognised as an example of good practice. Looking ahead, the ADP will focus on sustaining all ten standards and embedding a process of service improvement, informed by the lived experience of people accessing services, within the culture of the ADP. Lived Experience The ADP continues to recognise the important insight that people who use our services can give us. Therefore, the Lived Experience Forum was established and continues to influence the development of policies and services. Independent Chair – Renfrewshire ADP Renfrewshire ADP recognised that it would benefit from an independent review of their role and function. As a result, members agreed appoint an independent chair – John Goldie. The appointment will ensure an objective and independent perspective is threaded through the work of the ADP going forward. The review also identified the need to reshape the current structure to ensure the ADP continues to meet the aims and objectives of local and national strategic frameworks. This has resulted in additional sub-groups being created including a Provider’s Forum and Recovery Forum. The outcome of the needs assessment, which is currently underway in Renfrewshire, will also inform the work of the ADP and related sub-groups. Renfrewshire Alcohol and Drug Partnership (ADP) Page 74 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Alcohol and Drug Change Programme 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. Launching in early summer 2022, around 557 clients had contact with the service throughout 2023/24. FIRST Crisis: Alcohol and Drugs This two-year project involved extending the out of hours crisis support service provided by RAMH to include support in relation to alcohol and drugs. The project launched in April 2022 and came to a close in April 2024, with enhanced alcohol and drug support now embedded as part of the main crisis support provision. The project supported 626 referrals and enquiries throughout 2023/24. Trauma Informed and Responsive Renfrewshire Delivery of the Trauma Informed and Responsive Renfrewshire programme is set out in our Road Map, which was approved by elected members in February 2024. Work to date has focused on widening awareness and on staff learning. Throughout 2023/24 119 people completed level 2 trauma skilled learning and 140 people completed level 1 trauma informed learning . MYLA (MyLifeAhead) This housing-led project is 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. Safeguarding Vulnerable Young People Partnership Programme - Schools A multiagency two-year pilot project has been developed in a secondary school, for young people experiencing significant challenges and who are at risk of missing out on education. The project began in February 2023, with the main aim being to safeguard and ensure placement in school and the family home does not break down, and to link progress with key outcomes relating to choices around Alcohol and Drugs. Page 75 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Alcohol Policy A partnership officer was recruited to drive policy change across Renfrewshire. Actions included: support for the Licensing Forum, as well as community councils around their role in the licensing process and for the Licensing Statement Review; supporting the development of a Workplace Alcohol and Substance Policy; supporting a review of similar policies in West College Scotland. This post came to an end at the end of September 2023. However, the ADP and HSCP have agreed to fund two posts, managed by HSCP Health Improvement, and working closely with the ADP and partners. Family Support Review An independent review of existing family support provision Renfrewshire was carried out, engaging with local families and frontline staff to assess where possible gaps in provision exist, and making recommendations on how to address these. The findings have been used to inform other work, including on Whole Family Wellbeing. Alcohol and Substance Awareness Education Resources A pack, including nursery, primary, and secondary resources, has been produced by I Am Me with 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. Since its launch in August 2022, the resource has been accessed by over 1,800 people in organisations across Scotland including around 450 teachers actively using it in Renfrewshire schools. In September 2023, the programme won a COSLA Excellence Award, and in December 2023 was the winner of a Scottish Public Service Award. Alcohol and Drug Change Programme Page 76 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level 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. The resources are currently being finalised, with communications and development plans being prepared. Recovery Change Fund The Recovery Change Fund ran from summer 2022 to Spring 2023, and aimed to support the development of local groups and organisations to support piloting new ideas and projects in relation to mental health, recovery, stigma, and social isolation - gaps in provision identified through the extensive engagement during the work of the Commission. Projects funded included providing mental health and wellbeing support to young people after school in Renfrew; developing group spaces for young people and families affected by alcohol and drugs to create social connection; enhancing female support worker support for women affected by substance use in Paisley, as well as increasing existing male support; providing mental health first aid training for a local amateur football team; and enhancing support for families of those affected by imprisonment. Alcohol and Drug Change Programme Page 77 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level East Renfrewshire Shetland Islands Midlothian Stirling Aberdeen City City of Edinburgh Renfrewshire East Dunbartonshire Dumfries and Galloway West Lothian Aberdeenshire East Lothian South Ayrshire Fife South Lanarkshire Scotland West Dunbartonshire Scottish Borders Angus Glasgow City Falkirk Clackmannanshire Inverclyde Argyll and Bute North Lanarkshire North Ayrshire Perth and Kinross Na h-Eileanan Siar Moray East Ayrshire Orkney Islands Highland Dundee 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, 2019-2023Probable Suicides Analysis of Current Trends 24 21 16 23 13 16 22 25 33 19 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Page 78 of 148
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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 (RSSPG) The multi-agency RSSPG was established in May 2023 and leads on collaboratively developing a local suicide prevention strategy and action plan, with the aim of reducing the rate of suicide and self-harm within Renfrewshire. The key objectives and priority areas include: • Collating and understanding local suicide related data. • Delivering training and support for staff and the people of Renfrewshire. • 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. Further areas of work include establishing links with ACUMEN and the local Mental Health and Wellbeing Care Planning Group, to ensure the voice of those with lived experience of mental health or thoughts of suicide, suicide attempt and those bereaved by suicide are listened to. Data Analysis Subgroup The group will be co-chaired by a representative from RHSCP and Police Scotland and will gather and interpret local data to understand local context and inform the wider Strategic Group. Public Health Scotland have commissioned a system called “Recording & reporting on reviews by probable suicide” and Renfrewshire successfully applied to be an “early adopter” in the pilot phase of this rollout. Training 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. As of May 2024, there are 120 Pupil Support staff who have attended Applied Suicide Intervention Skills Training. 8 of our 11 secondary schools delivered a suicide awareness input as part of Suicide Awareness Month in September 2023. There are similar numbers of staff who have attended self-harm awareness training.The effectiveness of this collaborative work has been recognised as good practice by Public Health Scotland and NHSGGC. Page 79 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Improvement Plan A key deliverable in this period was the publication of Renfrewshire’s Community Justice Outcome Improvement Plan 2023-2016. The plan details how Community Justice Renfrewshire Partners will complement the refreshed National Strategy for Community Justice and improve outcomes for our local justice experienced population. Community Justice Renfrewshire has embedded a robust approach to outcome improvement planning. This involves developing a thorough understanding of the justice-experienced population, the resources and capacity of the organisations that delivery support, and the policy and legislative changes that might impact how support is delivered in the future. This approach ensures our partnership can leverage resources to target work to aid the rehabilitation and reintegration of people accused or convicted of offences. Lead Officer Renfrewshire’s Community Justice Lead Officer arrived into post in 2023 following a long period of vacancy. Early work focused on strengthening links with national community justice partners, re-establishing local governance arrangements and building relationships with key stakeholders who support our justice population with their recovery and reintegration. Placing community justice in the context of other policy areas has helped increase awareness and understanding of what it seeks to achieve and has promoted the specific needs of people who have been accused or convicted of offences. Local Employability Partnership Renfrewshire’s Local Employability Partnership has presented an early opportunity to implement an improvement approach and develop targeted support for our justice-experienced population. Through collaborative analysis and planning, employability and justice colleagues have identified areas where commissioned partners can add value to existing provision. Three organisations will deliver support over the course of 2024/25 to improve readiness for employment and understand the stigma-based barriers that prevent people with complex convictions accessing employment opportunities. Community Justice Page 80 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Public Protection Counter Terrorism 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. Work is currently underway with partners to develop our local response. PREVENT Under Section 36 of the Counter Terrorism and Security Act 2015, there have been no cases that have required a PREVENT multi- agency partnership meeting in order to safeguard people and prevent crime by supporting any individual who is vulnerable to be drawn in to terrorism. PREVENT training continues to be rolled out to frontline services. Within the Annual Assurance Statement, the need for Counter Terrorism Awareness including PREVENT Awareness to our colleagues within OneRen and Renfrewshire’s Janitorial colleagues was identified. This has now been completed. Protect Duty – Martyn’s Law Update In February 2024, the UK Government launched a consultation to ensure the public can share their views on these proposals for the Standard Tier (premises with capacity of 100 - 799 individuals), which will support policy decisions prior to the legislation’s introduction to Parliament. This consultation began on 5 February 2024 and ended on 18 March 2024. The Council responded to this consultation as an organisation who have venues which fall within the highlighted category. Renfrewshire Council continue to work in the background collectively as a preparedness approach with colleagues within Civil Contingencies and Health and Safety. Page 81 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Public Protection Serious Organised Crime and Trading Standards Tobacco and Nicotine Vapour Products (NVPs) There are around 290 premises registered for the sale/supply of Tobacco and/or NVPs in Renfrewshire. Compliance activity is underway to engage with traders, explain the requirements, encourage compliance then enforce only when necessary. NVPs account for a significant portion of this activity, with Officers recovering non-compliant products on the majority of visits. Visits have initially been targeted around Secondary Schools and businesses are given enhanced advice and guidance on compliance, as well as information around underage sales. A recent Four Nations Consultation outcome recommending enhanced controls on NVPs. Operation CECE is a UK-wide initiative between HMRC and Trading Standards services, to remove illicit tobacco products from the marketplace. Links are being drawn between criminal groups operating throughout the UK and abroad, as there is a significant amount of money to be made from trading in illicit tobacco or non-compliant NVPs. These links will be used to better inform and target activities across the UK. Community Safety Water Safety In May 2023 Water Safety Scotland hosted presentations to Partnership Approach Water Safety to help ensure there is a consistent approach to the delivery of resources. Links have been made with Children’s Services and the Communications team around giving a consistent and ongoing message to pupils. Cannabis Edibles The National Serious Organised Crime interventions unit presented a current picture on cannabis edibles that contain cannabis oils which holds high amounts of THC – the psychoactive component of cannabis. Officers from Environmental Health, Trading Standards and Community Learning and Development are working closely to raise awareness and mitigate harm. Firework Control Zones The Fireworks and Pyrotechnic Articles (Scotland) Act 2022 introduced controls such as restrictions on their sale and supply. The most recently enacted provision is “Fireworks Control Zones”. These are small, evidence-based areas, set up and maintained by the Local Authority, but enforced by Police Scotland; in which the unplanned use of Fireworks in any area is banned. There are no such areas currently identified in Renfrewshire. Page 82 of 148
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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. Ukrainian Displaced Persons (UDPs) The number of UPDs being supported at our Welcome Hub reduced during the reporting period with only a small number of individuals staying in the hotels. Housing Support Officers provide resettlement support to a number of USPs living across Renfrewshire’s communities. In March 2024, the total number of households in community, host and social rented properties in Renfrewshire was 228 households. On 19 February 2024, the Home Office announced that Ukraine scheme visa holders would be able to apply for permission to remain in the UK for an additional 18 months under a new Ukraine Permission Extension Scheme which is set to open in early 2025, in advance of the first UKR scheme visas start to expire. On 19 February 2024, changes to the Immigration Rules and relevant guidance mean: • Homes for Ukraine visa applications will be granted 18 months rather than 36. • Applications are subject to the previously disapplied paragraphs of General Grounds for Refusal to the Ukraine schemes rules. • New sponsors of Homes for Ukraine applications must be either British or Irish citizens or have indefinite leave to remain in the UK and commit to a minimum 6-month sponsor period. • Closure of the Ukraine Family Scheme to new applications and keep the Ukraine Extension Scheme open beyond 16 May 2024 for children born in the UK to parents who hold permission under the Ukraine schemes. • Guests who arrive under the Homes for Ukraine scheme will continue to be eligible for Thank You payments for the duration of their guest's Homes for Ukraine visa permission. • Councils will continue to receive £5,900 per new arrival under the Homes for Ukraine scheme Migration and Asylum Page 83 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Asylum Dispersal Partners had regular meetings with the Home Office officials and their contractor Mears to help ensure relevant information was shared in relation to asylum dispersal in Renfrewshire and to minimise any potential issues. Although the use of contingency hotel accommodation by the Home Office has reduced, there remains significant pressures from homeless presentations from people who were previously staying in hotels in other local authority areas including Glasgow and further afield, with some travelling from England due to Scotland having suspended the “local connection” rule in November 2022. In January 2024, the scale of homeless pressures identified several measures which have now been implemented including: • Increasing the stock of temporary accommodation. • Meeting the target for lets to those who are homeless (Council). • RSL partners increasing targets for lets to those who are homeless. • Recruitment of additional frontline staff on a temporary basis. As more people are being served with positive asylum decisions whilst being accommodated in hotels, whilst this is positive for the individuals, this has led to an increase in the numbers of people presenting to Homeless Services for support who are entitled to be provided with temporary accommodation and the right to apply for a social rented tenancy. Unaccompanied Asylum-Seeking Children (UASC) Significant pressures remain in Renfrewshire in terms of the support to unaccompanied asylum-seeking children, with some children and young people having arrived in Renfrewshire through the UK Government’s national transfer scheme arrangements, whilst others have arrived “spontaneously” through local presentation to services including Police or Border Force. Children’s social work also continues to support young adults who are now over the age of 18 and entitled to aftercare support. The team providing the support have been experiencing resourcing pressures due to additional demands, specifically, pressures have been generated through a high number of age assessment claims that have been made to Children’s Social Work. Migration and Asylum Page 84 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Police Scotland - Analysis of Current Trends Violence The rate of violent crime in Renfrewshire (110.2 crimes per 10,000 population) was lower than the national average (approximately 115.3 crimes per 10,000) in 2023/24. Recorded crimes of violence in Renfrewshire increased by 9.5% on the previous year, to a total of 1,973 crimes. The majority (over 91%) of recorded violent crimes in Renfrewshire were classed as ‘minor violence’ with the remaining nine percent (176 crimes) relating to crimes such as serious assault and robbery. In response to an increase in incidents of disorder in Paisley Town Centre, a joint collaborative approach has been developed, culminating in a multi-agency response. This incorporates intelligence led briefings, high visibility and plain clothes officers providing additional attention to the area, and engagement with partners in particular Renfrewshire Council Youth Engagement Team and Community Wardens. Domestic Abuse Victims of domestic abuse remain one of Renfrewshire and Inverclyde Division’s top priorities. While research strongly suggests that domestic abuse continues to be significantly under- reported, Police in Renfrewshire remain committed to delivering a professional, sensitive and consistent service to all victims of Domestic Abuse, in addition to continually striving to improve the service provided to victims. Recorded domestic abuse incidents in Renfrewshire fell by 0.4% on the previous year, to a total of 1,929. 46% of all recorded incidents resulted in a crime being recorded. The detection rate for domestic abuse crimes was 58.8%. Hate Crime 249 hate incidents and 206 hate crimes were recorded in Renfrewshire in the reporting period, with both figures representing an increase of 4.6% on the previous year. The detection rate for hate crime was 61.2%. 54% of recorded hate crimes in Renfrewshire in the reporting period targeted victims on the basis of race, with 25% of crimes targeting victims’ sexual orientation. Page 85 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Police Scotland - Analysis of Current Trends Missing Person In the period April 2023 to March 2024, a total of 609 missing person reports were recorded in Renfrewshire, a decrease of 17.3% on 2022/23 figures. Young people continue to feature in a majority (76%) of reports, with care experienced young people involved in 53% of all incidents. A relatively small number of individuals continue to account for a large percentage of the overall number of missing person incidents, with the top ten repeat missing people collectively being reporting nearly 150 times during 2023/24 - equating to nearly one of every four missing person incidents. The rollout of the Philomena Protocol and ongoing coordination and training relating to the national guidance for looked after children who go missing, in terms of the ‘not at home’, as well as the addition to the establishment of a dedicated Missing Persons Coordinator in the Division, have played a crucial role in reducing missing person incidents. Cyber and Digital Crime The Division continue to raise awareness of online frauds through local collaborations and nationally with Cyber Scotland Partnership and the financial industry. Around 14% of recorded cybercrimes related to sexual offences— another key priority issue that the Division continue to tackle with support from specialist national units. These crimes include sexual online communications with children, and possession of indecent images of children. The Division engage nationally with partners to raise preventative awareness of online child sexual abuse and exploitation. Road Safety and Road Crime Overall, 23 fewer road casualties have occurred in 2023/24 compared to the previous reporting year. Two fewer road deaths, and 23 fewer slight injuries occurred, though serious road injuries increased slightly. The number of children seriously injured remains unchanged on the previous year, with seven recorded in 2023/24. Meanwhile, recorded road traffic offences in Renfrewshire fell by 1.7% on the previous year to a total of 3,317. In Renfrewshire, a decrease has been noted across the majority of road traffic offences, though key exceptions to this include licence offences (+28.5%), insurance offences (+14.6%), mobile phone offences (+4.1%) and offences relating to careless driving (+12.2%). Page 86 of 148
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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 Incidents Disorder Complaints Unless otherwise stated, all data provided within this report is for the period 1 April 2023 - 31 March 2024, with comparisons made against the same period in the 2022/2023 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 22 April 2024. +5.4% +10.3% +13.1 -4.5% -3.2%-0.4% +9.5%+17.9% -13.4% -17.3% 52,181 1,797 3,656 1,929 224 6,177 426 149 609 1,973 Total Crime +3.1% 14,893 Page 87 of 148
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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 Analysis of Current Trends - Data included relates to Q4 2023/24 Accidental Dwelling Fire Accidental Dwelling Fires show a decrease of 19% (9 incidents) from Q4 2022/23. Cooking remains the most common source of ignition within Renfrewshire accounting for 23 of the accidental dwelling fires. 37% (14) of the incidents required no firefighting action, 29% (11) were due to distraction and there were no incidents attributed to alcohol/drug impairment. 34 of the 38 incidents had detection installed and 65% (25) of them operated and raised the alarm. There was a decrease of 57% (3) dwelling fire casualties from Q4 2022/23 and 25% from Q3 2023/24. 2 of the casualties required hospital treatment and 1 received treatment at the scene, all for smoke inhalation. Unintentional Injury or Harm Non-fire casualties show an increase of 10% year on year from 20 to 22. Of the 22 casualties 12 were as a result of Road Traffic Collisions (55%). Incidents involving Assisting Other Agencies increased by 21% to 41% (9 incidents) from last quarter. 3 fatalities were recorded this quarter. 2 were when assisting other agencies, the other was a water fatality. 1 casualty’s injuries were deemed serious enough to require hospital treatment. Deliberate Fire Setting Deliberate fire setting shows a decrease of 23% (25) incidents from Q4 last year. Secondary fires accounted for 83% (68) of the incidents within this indicator. Refuse fires remains the main area of activity within this metric. Page 88 of 148
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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 - Primary and Secondary False Alarms Total no. of Incidents Fire & Non-Fire Casualties -21% -47% +2% -33% -7% £202,910 Special Services Economic Cost of Unwanted Fire Alarm Signal Incidents The table below highlights data provided by Scottish Fire and Rescue in relation to the six areas of key demand reduction for the period 1st January - 31st March 2024. Six Areas of Key Demand * Data above is year on year change Page 89 of 148
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Strategic Focus 2024/25 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 a number of specific priorities to be progressed during 2024/25, in addition to ongoing activity. These are: • Protecting vulnerable children and adults • Reducing alcohol and drug related harm • Suicide prevention • Joint inspection of services for children at risk of harm • Joint inspection of adult support and protection • Migration, asylum and homelessness • Gender based violence • COG self-evaluation Page 90 of 148
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___________________________________________________________________ To: Council On: 26th September 2024 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Accounts Commission Section 102 Follow-up Report (S.102) – School Accommodation for Dargavel Village ___________________________________________________________________ 1. Summary 1.1 At a meeting on 8th August 2024, the Accounts Commission was presented with a statutory S.102 follow up report, as circulated to Councillors on 5th August 2024 by the Controller of Audit on School Accommodation for Dargavel. The Accounts Commission subsequently issued findings following their meeting. Their findings and the original Controller of Audit S.102 follow up report are attached in Appendix 1. It is a statutory requirement for a S.102 report to be reported to the full Council to allow consideration of the findings and recommendations from the Accounts Commission and to agree any subsequent action by the Council. 1.2 As outlined in their follow up report, the Accounts Commission agreed to make findings in response to the Controller of Audit’s statutory follow up report. 2. Recommendations 2.1 It is recommended that members: - • note and accept the Accounts Commission’s findings and recommendations; • note the proposed responses outlined within the body of this report. Item 7 Page 91 of 148
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3. Background 3.1 Following presentation of the Council’s 2022/23 Annual Audit Report for from Azets(the Council’s appointed external auditor), considered by the Council’s Audit, Risk and Scrutiny Board (ARSB) on 6 November 2023 and by the full Council on 16 November 2023, the auditor issued an unmodified opinion on the council’s 2022/23 annual accounts. Within that report, the auditor provided significant coverage of the Dargavel situation, including: - • findings from the independent report commissioned by the Council and which reported in June 2023 (“The Bowles Report”); • the subsequent actions the Council has been progressing since that time; • that the Council has appropriate governance arrangements in place with improvements over the years in Member and officer relationships and effective leadership overall and were satisfied through their detailed audit work that the Council had demonstrated that the governance failings identified by the Bowles report were limited to the historic handling of Dargavel; • that they had no highlighted concerns over the wider organisational culture in the Council or in its approach to managing major capital programmes, but did identify that the role of the Audit, Risk and Scrutiny Board in ensuring effective scrutiny was not sufficiently clear and the Council has recognised this and is already significantly progressed with a review of the Audit Risk and Scrutiny Board; • the overall progress being achieved to resolve the educational capacity challenges because of the historic errors made by the Council, highlighting that the Council continues to have significant challenges to rebuild the trust of communities affected by the failings and that the Council and communities will be feeling the impact of this for some time to come. 3.2 The Controller of Audit decided to use the reporting powers available to her under s102 (1) of the Local Government (Scotland) Act 1973 to bring this issue, and the action the Council was taking in response to the independent Bowles report, to the attention of the Accounts Commission. Following presentation of that S.102 report in January 2024 the Commission set out their findings in their report, alongside several issues on which they required further investigation. The Commission also confirmed in January that they intend to bring forward Renfrewshire Council’s Best Value report from 2027 to later this year, or at the latest in early 2025. Page 92 of 148
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3.3 The Commission required the Controller to report back to them on any issues raised in the report that she thinks appropriate, but specifically asked the Controller seek specific further information and updates from the Council regarding: • the Council’s review of its approach to community engagement, • the Council’s approach to consultation on the additional primary school at Dargavel, and other decisions on the school estate, • the Council’s work on understanding the wider service impacts on the failings regarding school capacity, • the Council’s reviews of scrutiny and risk management, and its leadership development programme, and • the process followed and factors taken into account by the Council in considering disciplinary action against senior staff, and its approach and policy on performance management and accountability. 3.4 The key conclusions outlined by the Controller to the Commission in her recent follow-up report in August were as follows: • The Council continues to demonstrate that it is taking action to respond to the issues highlighted in the Bowles report and she was satisfied that the actions being taken by the Council in response to the five key issues identified by the Commission are timely and appropriate. • The Council carried out its consultation on the proposed new primary school in line with statutory requirements and the independent consultant appointed to review and assess the Council’s approach found that the process was robust. • The Council has recognised that there is still work to do and reports it has developed plans for ongoing community engagement on the design and planning of the new school. The auditor will continue to monitor progress and developments in this area. • The Council has concluded its review of risk management and has largely completed the actions arising from its review of governance arrangements. It has also completed its review of its Dargavel consultation and community engagement activity. The Council has made progress in its response to the issues raised in the Bowles report, but the Controller noted that in her view it is too early to conclude on the impact and effectiveness of some of the actions taken by the Council. The auditor will continue to monitor the impact of changes to governance and scrutiny arrangements, the leadership Page 93 of 148
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programme, and the Council’s response to the review of its community engagement activity. • There continues to be significant public interest in the Council’s response to the Bowles report. It is critical that the Council is as transparent as possible about how it reaches key decisions and that appropriate records are kept. The auditor will provide further updates through the annual audit and Best Value reports. 3.5 Following consideration of the Controller’s report at their meeting on the 8 August, the key elements of the findings set out by the Commission are summarised below. 3.6 Community engagement 3.6.1 The Commission welcomed the increase in community engagement undertaken by the Council and its ongoing commitment to improve its engagement with affected communities. 3.6.2 They also recognised that rebuilding trust takes time and noted the breadth and strength of views expressed by the community in the recent statutory consultation. 3.6.3 They highlighted that the Council must continue to demonstrate and evidence that engagement with communities is robust, inclusive, and meaningful, and that feedback received is reflected in decision-making processes. 3.6.4 Response - Council officers will share the detail of engagement that is progressed with the Dargavel and Park Mains High School communities with the Council’s auditors as well as wider work being progressed to develop the Council’s corporate approach to consultation, communication, and engagement. 3.7 Wider impacts on service provision and issues of transparency 3.7.1 The Commission noted that the auditors found no evidence of negative impacts on wider Council services from the miscalculation in school roll data in the Council’s performance information reported in June. 3.7.2 The Commission set out in their findings an acknowledgement that they did not ask the Controller to do any follow up work on financial management issues and in terms of the report provided by the Controller there was no coverage of financial matters presented to the Commission. Despite this, the Commission chose to explore the issue of financial implications with the Controller during the Commission meeting and set out in their findings that: • They feel uncertainty remains around the financial implications of previous planning failures relating to Dargavel and their impact on Council services. Page 94 of 148
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• They believe the Council must set out clearly and transparently the financial implications associated with the new primary school and secondary school extension in its budget monitoring and financial planning and should continue to work with community planning partners to mitigate any potential impact on relevant services. 3.7.3 It was surprising and disappointing that the Commission have chosen to set out findings on an area that they did not ask the Controller to carry out additional work or report on. This is particularly the case given reporting on the financial implications of the school roll error was covered by the Controller in her initial S.102 report in January 2024 and by Azets in their annual audit report in November 2023 as highlighted from the following extract from that report: “The cost to address this error for the Council will be significant and is currently estimated at up to £75 million in gross capital costs for building a second primary school in Dargavel and building a larger than planned secondary school extension to accommodate the increased need for pupil places. These costs are expected to be met from new borrowing and will add c£4million per annum in additional revenue costs to meet interest payments. The net running costs associated with operating the new schools will be at least £0.5million per year. The additional revenue costs of c£4million for borrowing interest cost have been factored into the Council’s medium term financial plans as they will mainly take effect from when the new school is built which is currently projected to be by August 2027. We note in context that the Council’s existing medium term financial plan highlights the need to make savings of as much as £50million for the period to the 2026-2027 financial year. The revenue costs associated with the Dargavel issues identified above added to that already challenging savings target and will need to be incorporated into the Council’s medium term financial plans in due course. We summarise the independent examiners review work below, together with our assessment of the Council’s response and actions to date. Our work has been informed by a range of meetings with Council officers and examination of a wide range of available documentation. We have noted throughout our work the openness and transparency with which the Council have approached this difficult and challenging issue and we would like to thank the Council for their support during our audit.” Extract : Azets Annual Audit Report presented to Council 16th November 2023 3.7.4 The financial consequence of addressing Dargavel have been reported by the Director of Finance and Resources in several Education and Children’s Services Policy board reports and Council reports since November 2022. It has been set out clearly and transparently that the estimated net financial impact (circa £4.5 million annually) will require to be addressed as part of the Council’s medium term financial planning arrangements, which has identified a requirement to address much wider savings of approximately £50 million (note that this is inclusive of the unplanned costs associated with addressing Dargavel requirements). It Page 95 of 148
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is not anticipated that in taking the wide range of decisions that will be required over the medium term to ensure the financial challenge is addressed, that a subset of specific decisions will be identified by Council as those notionally attributed to the financial implications arising from Dargavel. 3.7.5 In addition, in respect to budget monitoring, the Council’s annual budget is set with due regard to planning for any known budget changes that will emerge in the forthcoming year, and this set out as part of the budget papers presented to Council each year. For example, any additional costs and additional government grant arising from higher number of pupils feeding through the from the Dargavel development have been accounted for in setting the 2024/25 budget and therefore there would be no expectation of any variance to be reported through budget monitoring throughout the year. This process of required annual budget adjustments will continue to be the case each year over the next 9-10 years as Dargavel village continues to move towards completion. 3.7.6 Equally, the additional capital costs of approximately £2 million required to deliver additional modular accommodation capacity to Dargavel Primary school was fully reported through the Education and Children’s Services Board and Council, fully funded in the Council capital programme approved by Council, and appropriately reported through the Council’s capital programme monitoring at each board cycle prior to the completion of the units ahead of the August 2023 academic year. 3.7.7 An overview in relation to the financial impact and how it was being dealt with by the Council was summarised verbally for the Commission by the Council’s lead Auditor from Azets during the public part of the Commission’s meeting, to provide reassurance. 3.7.8 Nevertheless, the Commission have indicated that they will maintain a close interest in how the Council moves forward with the development and publication of its Medium-Term Financial Plan, the actions it puts in place to mitigate the additional costs arising, and the wider impacts on service provision and has asked the Controller of Audit to monitor this through the annual audit and keep the Commission informed accordingly. 3.7.9 Response - officers will continue to support the local audit team to understand the Council’s progress in managing delivery of its wider medium term financial plan, the latest update of which is provided by the Director of Finance and Resources earlier on this agenda. 3.7.10 The Commission also supported the Controller’s conclusion that, although the decision-making was appropriate, a contemporaneous record of decision-making in relation to a supplementary report provided by David Bowles should have been kept by officers and reiterated the importance of transparency and good governance. Page 96 of 148
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3.7.11 Response – Council officers accept the Commission’s view and while the internal review into the handling of specific planning applications related to Dargavel was thorough and detailed, the review should have been appropriately recorded. 3.8 Leadership 3.8.1 The Commission welcomed the Council’s development of a leadership programme for officers. Additionally, they have encouraged the Council to consider making full use of the external improvement resources available to them to similarly support training of elected members. 3.8.2 Response - An annual development week is provided to support Elected Member’s development in addition to specific sessions provided over the course of the year. The Head of Corporate Governance will continue to liaise with Elected Members to identify additional areas of development to inform the proposed programme. Training may be delivered internally or by external providers as appropriate. 3.9 Organisational Culture 3.9.1 The Commission noted the auditor’s conclusion that the Council continues to demonstrate that it is taking action to respond to the issues highlighted in the Bowles report, and that behaviours have continued to improve since January 2024. They also recognise the challenges the Council faces in balancing competing priorities and making difficult decisions and expect it to keep up the work it has done to actively and openly learn lessons from previous challenges and amend behaviours accordingly. Although no issues were the Council’s culture were noted in the original Auditor’s report, an interest in the current culture of the Council is ongoing. The expectation is that organisational culture will be an area of focus in the forthcoming Best Value report, due for consideration by the Commission in December 2024. 3.9.2 Response - officers will continue to support the local audit team and Controller of Audit throughout the Best Value Audit process to better understand the culture and values of the Council, and the commitment to effective corporate working across the council and how this is evidenced. 3.10 Subject to consideration and approval by Elected Members, it would be proposed that given the nature of the Commission’s follow-up findings these actions are incorporated into the preparation to support the Council’s response to the auditors Annual Audit and Best Value arrangements that will in due course be reported through the Audit Risk and Scrutiny Board and full Council. In line with statutory requirements under the 2003 Act, this proposed response if approved by Council will be formally shared and communicated to the Account Commission. _________________________________________________________ Page 97 of 148
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Implications of the Report 1. Financial - there are no direct financial implications arising from this report. Any costs associated with delivering the proposed actions will be contained within existing resources. 2. HR & Organisational Development - none 3. Community/Council Planning – none 4. Legal – the statutory report issued by the Controller of Audit and subsequent findings issued by the Accounts Commission have been issued under S.102 and S.3 of the Local Government (Scotland) Act 1973 and 2003 respectively. 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 as sets out the detail of an external investigation. 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. Cosla Policy Position – none. 13. Children’s Rights – none. 14. Climate Risk – none _________________________________________________________ List of Background Papers Dargavel Primary – Independent Review – Council June 2023 Azets Report to those charged with governance - Renfrewshire Council Group Annual Accounts 2022/23 – Audit Risk and Scrutiny Board November 2023 Page 98 of 148
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Annual Audit Report 2022/23 Renfrewshire Council Group – November 2023 Author: Alan Russell Chief Executive alan.russell@renfrewshire.gov.uk Page 99 of 148
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Renfrewshire Council Update report on school accommodation for Dargavel Village Prepared by the Controller of Audit August 2024 Page 101 of 148
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Renfrewshire Council | 2 Contents Commission findings 3 Introduction 5 Update on progress 7 Conclusion 14 Accessibility You can find out more and read this report using assistive technology on our website www.audit.scot/accessibility. Page 102 of 148
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Commission findings | 3 Commission findings 1 The Accounts Commission accepts the Controller of Audit’s update report on school accommodation for Dargavel Village. We note the further information and updates that we requested in response to her section 102 report in January 2024. Community engagement 2 The Commission welcomes the increase in community engagement undertaken by the council since January 2024 and its ongoing commitment to improve its engagement with affected communities. However, we recognise that rebuilding trust takes time, and note the breadth and strength of views expressed by the community in the recent statutory consultation. The council must continue to demonstrate and evidence that engagement with communities is robust, inclusive, and meaningful, and that feedback received is reflected in decision-making processes. Wider impacts on service provision and issues of transparency 3 We note that auditors found no evidence of negative impacts on wider council services from the miscalculation in school roll data in the council’s performance information reported in June. While we note the Controller was not asked to follow up on financial management issues, we are concerned that uncertainty remains around the financial implications of previous planning failures relating to Dargavel and their impact on council services. The council must set out clearly and transparently the financial implications associated with the new primary school and secondary school extension in its budget monitoring and financial planning and should continue to work with community planning partners to mitigate any potential impact on relevant services. 4 The Commission will therefore maintain a close interest in how the council moves forward with the development and publication of its Medium-Term Financial Plan, the actions it puts in place to mitigate the additional costs arising, and the wider impacts on service provision. We ask the Controller of Page 103 of 148
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Commission findings | 4 Audit to monitor this through the annual audit and keep the Commission informed accordingly. 5 We support the Controller’s conclusion that a contemporaneous record of decision-making in relation to a supplementary report provided by David Bowles should have been kept by officers and reiterate again the importance of transparency and good governance. Leadership 6 The Commission welcomes the council’s development of a leadership programme for officers. However, it is vital that this programme is extended to include the political leadership of the council. Elected members have a key leadership role and must be supported to fulfil their scrutiny and decision- making responsibilities effectively. It is crucial that historic failures of leadership and governance referred to in the Bowles report are not repeated. We encourage the council to consider making full use of the external improvement resources available to them. Culture and behaviour change 7 We note the auditor’s conclusion that the council continues to demonstrate that it is taking action to respond to the issues highlighted in the Bowles report, and that behaviours have continued to improve since January 2024. We recognise the challenges the council faces in balancing competing priorities and making difficult decisions and expect it to keep up the work it has done to actively and openly learn lessons from previous challenges and amend behaviours accordingly. As part of this, we expect the council to demonstrate effective cross-council working and decision-making. Overall, we maintain a strong interest in the culture of the council and whether it can demonstrate sustained change and improvement in the longer term. As such, we expect that organisational culture will be an area of focus in the accelerated Best Value report due for consideration by the Commission in December 2024. Page 104 of 148
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Introduction | 5 Introduction Background 1. In June 2023, Renfrewshire Council received the findings of an independent report (the Bowles report) that highlighted significant historic failings of leadership, oversight and risk management in relation to the provision of school accommodation for Dargavel Village. The council accepted the findings in full and apologised to the local community for the errors made. In January 2024, I reported to the Accounts Commission on the actions taken by the council to respond to the issues identified in the Bowles report. 2. The Commission asked me to report back by June 2024 on progress with the issues raised in the Commission’s findings. Following the announcement of the UK general election on 4 July 2024, reporting was delayed to August 2024 due to restrictions on the publication of reports during the pre-election period. Specifically, the Commission asked that I seek further information and updates from the council on the following: • the council’s review of its approach to community engagement • its approach to consultation on the additional primary school at Dargavel, and other decisions on the school estate • the council’s work on understanding the wider service impacts on the failings regarding school capacity • the council’s reviews of scrutiny and risk management, and its leadership development programme • the process followed and factors taken into account by the council in considering disciplinary action against senior staff, and its approach and policy on performance management and accountability. 3. The council’s appointed auditor has carried out additional work to gather information and assess progress to date in relation to the five areas of interest identified by the Commission. 4. I submit this follow-up report under section 102(1) of the Local Government (Scotland) Act 1973 as a matter that the Controller of Audit considers should be brought to the attention of the Accounts Commission for Scotland. Page 105 of 148
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Introduction | 6 5. The auditor will provide a further update on progress with some of these issues in the annual audit report, due to be published in September 2024, and the Best Value report, which has been brought forward from 2027 to December 2024. Page 106 of 148
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Update on progress | 7 Update on progress Community engagement 6. In my previous report I reported that the council recognises the significant challenges it faces to rebuild the trust and confidence of local communities. In its findings, the Commission asked me to undertake further audit work to enable me to update the Commission on recent actions taken by the council to improve its consultation and engagement with communities over its planned new primary school at Dargavel and planned extension at Park Mains High School. I was also asked to update the Commission on the council’s progress in reviewing the effectiveness of its strategy and approach to community engagement. I cover each of these areas separately. School-based community engagement and consultation 7. The auditor has carried out a high-level review of community engagement activity undertaken by the council with Dargavel and Park Mains High School communities since publication of the Bowles report. The auditor has concluded that the council has taken steps to increase its engagement activity with local communities. 8. From the end of January to the end of March 2024, the council carried out a statutory consultation on the proposal to build a new primary school in Dargavel Village and a review of the catchment areas for both the new and existing primary schools. Activity as part of this consultation included two public meetings, four information sessions, drop-in sessions and opportunities to provide online and written feedback. The council wrote to statutory consultees and others in the local community to publicise the consultation. Information on the consultation and how people could get involved was also available on a dedicated page on the council website. The auditor has confirmed that the council’s consultation on the new Dargavel primary school meets the requirements of the Schools (Consultation) (Scotland) Act 2010. 9. There is no statutory requirement for the council to consult on any proposal to extend an existing school. There has therefore been no statutory consultation on the proposal to extend Park Mains High School. The council has, however, been carrying out a programme of community engagement on the extension. This is principally through the Park Mains Liaison Group and community newsletters. The council reports that it has developed a plan for the next phase of engagement on the extension to Park Mains High School and the new Dargavel primary, from July to September 2024. Page 107 of 148
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Update on progress | 8 10. The final report from the statutory consultation was discussed at the Education and Children’s Services Policy Board in May 2024. The consultation was about delivery of a new non-denominational primary school within Dargavel Village for 800 pupils and revised catchment arrangements between Dargavel primary school and the new school. The majority of responses to the consultation agreed with the need for a new school but views were split on the proposed site (40 per cent agreed and 41 per cent disagreed). There was also no consensus on the proposed catchment area (44 per cent agreed, 12 per cent disagreed and 44 percent did not express a preference). The main concern raised by respondents to the consultation was about the increase in traffic and the availability of safe active travel routes to school. Although it was outwith the scope of the consultation, a third of respondents also raised the option of a new high school or a joint primary and secondary campus. This option was not presented in the consultation because the council had agreed in May 2023 to extend Park Mains High School, which is the existing non- denominational secondary school for the Dargavel and Bishopton catchment, to provide additional capacity. 11. The board also considered an Education Scotland report prepared as part of the consultation process. This report concludes that the council’s proposal has the potential to provide educational benefits. It also highlights the significant concerns raised by stakeholders, both through consultation responses and conversations with HM inspectors. It recommends that the council should: • develop robust plans to manage the expected increase in traffic and ensure that there are improved and safe active travel routes to school • develop contingency plans to address any potential slippage in timescales for construction of the new school • continue to work with stakeholders to mitigate their concerns and involve them, as appropriate, in the development of the new school. 12. In response to concerns raised during pre-engagement activity about traffic at the new school site, the council commissioned an independent transport and travel study in January 2024. This concluded that the planned road infrastructure will accommodate the additional traffic. It also made some recommendations to maximise active travel. The council is currently engaging with BAE Systems about planning access and travel routes as part of the design of the school site. 13. The council recognises that there is still work to do to repair its relationship with the Dargavel community and reports that it has developed plans for ongoing community engagement during the design and planning of the new school. Page 108 of 148
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Update on progress | 9 14. The auditor will continue to monitor how the council acts on the findings from the consultation and the Education Scotland report. The council’s review of its approach to consultation and engagement 15. The council commissioned an external consultant to: • provide support and guidance on best practice to support its statutory consultation activity in relation to the new primary school. This was to include support for staff delivering the consultation, advice on the effective running of public events, support for the senior team and a review mid-way through the consultation to advise on any improvements that could be made • carry out a review of the effectiveness of the wider engagement strategy, including the statutory consultation and engagement on plans to expand Park Mains High School. This included a community opinion survey, carrying out meetings with stakeholders to discuss their engagement with the council and a review of exit surveys and transcriptions from the statutory consultation. This review was completed in June and a report will be taken to the council’s Audit, Risk and Scrutiny Board in August 2024. 16. The consultant’s report considered how the council carried out the Dargavel consultation, but did not look at the issues raised or how the council has responded. It identified considerable good practice in the consultation process, concluding that it effectively allowed citizens to voice their preferences. It also concluded that the council’s engagement and communication plan was comprehensive. The consultant made a series of recommendations, some of which are specific to the Dargavel consultation and some which are broader and apply to the council’s future consultation activity. 17. The scope and methodology of the work the council commissioned from the external consultant was appropriate and the findings provide assurance that the council’s approach to the Dargavel consultation was robust. It is too early, however, to comment on how the council has responded to the consultant’s recommendations. 18. The council reports that it has now also secured external support to help deliver a new corporate engagement policy and toolkit and establish an engagement oversight group. It is important that the council continues to work to rebuild trust among the Dargavel and Bishopton communities, by acting quickly to implement any recommendations arising from the conclusion of its review. It should also consider how the lessons learned can be applied to its corporate approach to consultation and engagement. The auditor will continue to monitor progress and developments in this area. 19. I am satisfied that the council’s approach to its recent consultation and community engagement activity has been appropriate and comprehensive. Page 109 of 148
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Update on progress | 10 The council is responding appropriately to the issues raised through the consultation process in its decision-making. Wider impacts on service provision 20. As I noted in my previous report, the council has implemented interim arrangements to address primary school capacity issues and monitors the quality of educational delivery and measures of pupil attainment through its existing quality monitoring arrangements. The Commission emphasised in January the importance of openness and transparency in the council’s consideration of options and decision-making in relation to the school estate. The council continues to report issues and decision-making on the school estate and education provision through the Education and Children’s Services Policy Board. 21. The Commission also raised concerns about the potential impacts on other services as a result of the errors in the estimation of pupil numbers in Dargavel. The council has established a Dargavel working group, made up of council senior management, to manage operational issues related to the new primary school and extension of Park Mains High School. Any wider service impacts identified through the work of this group would be considered as part of the council’s regular business planning, financial planning and annual budget processes. 22. The council has not identified any significant impact on local service provision as many other local services are not impacted by the size of the school roll. Of the 4,300 new houses planned in the Dargavel area, 2,400 have been built and the rest will be built in batches over the next ten years, so the council is confident that it will be able to adapt to any service impacts as they arise through its wider corporate planning processes. 23. The auditor is satisfied that the council has appropriate arrangements in place for considering the potential wider impact of its planning failure linked to school accommodation for Dargavel Village on non-education services. The auditor has also found no evidence of any negative impacts on wider council services being demonstrated through the council’s routine performance management processes. Governance and scrutiny 24. The Bowles report, while restricted to the historical handling of the Dargavel development, raised a concern in relation to the council’s governance arrangements. In my earlier report I highlighted that, while auditors concluded that overall, the council has appropriate governance arrangements in place, the role of the Audit, Risk and Scrutiny Board (ARSB) in ensuring effective scrutiny is not sufficiently clear. The council committed to review its governance and scrutiny arrangements as part of a wider review of corporate governance. Page 110 of 148
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Update on progress | 11 25. The council has taken steps to review its governance and scrutiny arrangements, including: • a self-assessment against CIPFA guidance for local authority audit committees • an exercise benchmarking the council’s governance arrangements against other councils • a cross-party working group review of governance arrangements • a review of the council’s risk management arrangements. 26. At its meeting in May 2024, the council considered the results of the ARSB’s self-assessment against CIPFA good practice on audit committees. The self-assessment identified a number of areas of good practice and 11 action points, including proposed changes to the governance of the ARSB. The council approved the results of this review, the action plan and a number of changes to the way the ARSB operates in relation to its terms of reference, guidance and role descriptions. All the action points were implemented by the end of June. The cross-party review of governance also identified a number of actions, including a review of the council’s Scheme of Delegation. An action plan was developed compiling actions from the reviews, with progress against actions monitored by the ARSB. All but one of the actions have now been delivered, with the final action to be completed by December 2024. 27. All actions in response to the Bowles report in relation to risk management have been completed, as reported to the ARSB in March 2024. The auditor will continue to monitor progress in improving governance and scrutiny arrangements and report further as part of their annual audit and Best Value work. 28. The council has developed a leadership programme in conjunction with SOLACE. The programme covers areas including risk management, good governance and engaging with the public. The council initially plans to run the programme in three cohorts. The first cohort, consisting of the extended Corporate Management Team, has completed the programme and the second cohort began in April 2024. The programme is ongoing, so it is too early to reach a conclusion on its effectiveness. SOLACE has collated feedback from the first cohort and the council has used this to update the programme for subsequent cohorts. The auditor has concluded that the scope and timing of the programme is appropriate and will provide a further update in the Best Value report. Performance and accountability 29. The Bowles report concluded that there had been historic failures of leadership and corporate oversight of decisions relating to the Dargavel development. This meant that decision-making was not sufficiently scrutinised or challenged by senior management. Bowles also concluded Page 111 of 148
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Update on progress | 12 that junior staff in the Education and Children’s Services department were asked to make assessments on pupil demand that were beyond their expertise and experience, with no appropriate support or supervision. This led to the errors in school capacity planning going unidentified. As part of the independent investigation, David Bowles provided the chief executive with a supplementary report considering his views on the accountability of the individuals involved in decision-making in relation to Dargavel. He found that the key individuals had either left the council or were too junior to merit formal disciplinary action. 30. In my previous report I noted that the auditor concluded that the council obtained appropriate external legal advice and determined there is no potential for any form of action against former senior employees involved in the Dargavel School decision-making. The auditor has carried out further work to look at the processes followed by the council in deciding not to take disciplinary action against any of the staff involved. The auditor has also reviewed the council’s policies and procedures on performance management. 31. The council considered whether disciplinary or other action could be taken against individual council officers. The auditor has concluded that the council took the appropriate action, based on the powers available to it, but that action was limited due to officers involved having left the council. 32. In his supplementary report, David Bowles suggested that the council carry out an independent review into the handling of specific planning applications related to Dargavel. The council reports that it had been undertaking its own review of Dargavel planning alongside the work of David Bowles and information from this work had led the council to conclude that the planning process had been followed appropriately. On receipt of the supplementary report, the chief executive asked the head of corporate governance to confirm that the concerns identified by Bowles were not supported by evidence. The council has shared details of this work with auditors but has not been able to provide a contemporaneous written record of the scope or findings of its additional work. In the interests of transparency and good governance, I would have expected officers to have kept a written record of decision-making on such a serious matter. 33. The auditor has concluded that, overall, the council has appropriate and comprehensive performance management policies and disciplinary procedures in place. Greater clarity is needed, however, on how the council’s disciplinary procedure applies if an officer goes on sick leave during a disciplinary investigation and occupational health determines the individual is not fit to be investigated. The council is currently in discussions with trade unions regarding a revised disciplinary policy, including changes to address this issue. The council will need to secure agreement from all the trade unions to revise the policy. Page 112 of 148
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Update on progress | 13 34. In light of the Bowles report’s findings about historic failures of management oversight and organisational culture, the council has carried out town hall events and other activity across all council departments to promote understanding of, and compliance with, performance management policies. Page 113 of 148
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Conclusion | 14 Conclusion 35. The council continues to demonstrate that it is taking action to respond to the issues highlighted in the Bowles report. The auditor has carried out further work to look at council actions and progress in the five particular areas of concern identified by the Commission and I am satisfied that the actions being taken by the council are timely and appropriate. 36. The council carried out its consultation on the proposed new primary school in line with statutory requirements and the independent consultant found that the process was robust. The consultation found significant support for a new school, however, there is no clear consensus on the proposed site and some respondents continued to highlight high school provision as a pressing issue although that was outwith the consultation scope. The council has recognised that there is still work to do and reports it has developed plans for ongoing community engagement on the design and planning of the new school. The auditor will continue to monitor progress and developments in this area. 37. The council has now concluded its review of risk management and has largely completed the actions arising from its review of governance arrangements. It has also completed its review of its Dargavel consultation and community engagement activity. The council has made progress in its response to the issues raised in the Bowles report, but it is too early to conclude on the impact and effectiveness of some of the actions taken by the council. The auditor will continue to monitor the impact of changes to governance and scrutiny arrangements, the leadership programme, and the council’s response to the review of its community engagement activity. There continues to be significant public interest in the council’s response to the Bowles report. It is critical that the council is as transparent as possible about how it reaches key decisions and that appropriate records are kept. The auditor will provide further updates through the annual audit and Best Value reports. Page 114 of 148
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Renfrewshire Council Update report on school accommodation for Dargavel Village Audit Scotland, 4th Floor, 102 West Port, Edinburgh EH3 9DN Phone: 0131 625 1500 Email: info@audit.scot www.audit.scot ISBN 978 1 915839 47 3 AS.5.0 Page 115 of 148
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___________________________________________________________________ To: Council On: 26 September 2024 ___________________________________________________________________ Report by: Director of Finance & Resources ___________________________________________________________________ Heading: Park Lane Developments (Renfrewshire) LLP ___________________________________________________________________ 1. Summary 1.1 Council agreed in December 2009 to participate in regenerating the Arnotts site in partnership with Park Lane Developments through membership of a Limited Liability Partnership (LLP). Since then, the LLP has through a phased approach steadily progressed the redevelopment of the site in Paisley town centre into a successful mix of residential and commercial space; with the full redevelopment of the site now complete. 1.2 The objectives of the LLP now being satisfied, it is proposed that the LLP be voluntarily wound up. ___________________________________________________________________ 2. Recommendations It is recommended that the Council: 2.1 Note the redevelopment of the former Arnotts site in Paisley town centre is now complete. Item 8 Page 117 of 148
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2.2 Agree the proposal that Park Lane Developments (Renfrewshire) LLP be voluntarily wound up, noting that this decision will rest with the LLP Board. 2.3 Authorise the Director of Finance & Resources in consultation with the Director of Environment, Housing and Infrastructure and the Head of Housing Services (all as Council representatives on the LLP Board) to take all necessary action to proceed with the voluntary winding up of the LLP. 2.4 Authorise the Head of Corporate Governance to sign on the Council’s behalf all documents required to formally conclude the Council’s participation in the LLP and voluntarily wind up the LLP. 2.5 Note that a further report will be provided to the Economy and Regeneration Policy Board to advise on the conclusion of the voluntary winding up process. _________________________________________________________ 3. Background 3.1 Council agreed in December 2009 to participate in regenerating the Arnotts site in partnership with Park Lane Developments through membership of a Limited Liability Partnership (LLP). Since then, the LLP has through a phased approach steadily progressed the redevelopment of the site in Paisley town centre into a successful mix of residential and commercial space; with the full redevelopment of the site now complete. 3.2 The Arnotts site was a particularly prominent vacant and derelict site and its regeneration offered the opportunity to deliver transformational change in the appearance of the town centre. Through the joint working of the Council along with Park Lane Developments, supported by financial contributions from both as well as from the Town Centre Regeneration Fund and the Scottish Government’s Affordable Housing Supply Programme, the redevelopment of the site – through the operation of the LLP - is a good example of the Council exercising its wider power of wellbeing to achieve a positive outcome which would not otherwise occur. 3.3 It was intended that the LLP would have a 6 - 8 year lifespan, reflecting the likely development period for full regeneration of the site. However, the economic situation over the past decade or more combined with the impact of the pandemic impacted on the original delivery timescales. Page 118 of 148
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3.4 The Council’s patient approach has however now proved successful, with the site now fully developed to include 149 residential apartments and 330sqm of ground floor commercial space. The development has a mix of tenures, with 11 private homes, 31 new homes for mid-market rent and low cost home ownership shared equity as well as 107 new homes for social rent. The Arnotts site was identified as a key priority site for redevelopment within the Council’s Strategic Housing Investment Plan (SHIP) and the social rented, mid market and shared equity homes were supported by £11,303,216 of Scottish Government Affordable Housing Supply Programme (AHSP) funding. Attached at Appendix 1 for members information is a summary economic and social value statement produced by the LLP which provides both background to the redevelopment and further information on the impact the redevelopment has made in the town centre. 3.5 As agreed by Council in February 2024, the Council’s representatives on the LLP Board are the Director of Finance and Resources, the Director of Environment, Housing and Infrastructure and the Head of Housing Services. It is proposed that authority be granted to the Director of Finance & Resources, in consultation with the other Council representatives on the LLP Board, to now progress jointly with the representatives from Park Lane Developments with the voluntary winding up of the LLP. There are two potential routes to achieve this – a voluntary strike off of the LLP, or a members’ voluntary liquidation. Advice as to the most appropriate route will be secured from both advisers to the LLP Board and from the Council’s own legal services. It is anticipated the process will take several months to work through. 3.6 In addition to the voluntary winding up, there are three small areas of the site which will revert to the Council. Two of these areas will require to be held in perpetuity to enable resident access otherwise not possible, and are the subject of long term factoring arrangements with relevant apartment owners. The remaining small site is undevelopable due to the condition of adjacent buildings and will be hard landscaped prior to the transfer of ownership back to the Council. Solicitors acting for both the LLP and the Council will progress with the relevant conveyancing at the same time as the winding up progresses. 3.7 It is proposed that authority is granted to the Head of Corporate Governance to sign any documentation required from the Council to progress with the conveyancing and the winding up. It is also proposed that at the conclusion of the above legal processes, that a report is provided to the Economy & Regeneration Policy Board to advise of the outcome of the above processes. Page 119 of 148
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___________________________________________________________________ Implications of the Report 1. Financial – there are not anticipated to be any significant costs which will be incurred in the winding up process. The LLP has appointed its own legal advisers and costs will be funded from remaining LLP cash balances. It is anticipated there may be a small cash balance remaining on the winding up of the LLP which would revert to the Council. 2. HR & Organisational Development - none 3. Community/Council Planning – • Our Renfrewshire is thriving – the redevelopment of this prominent town centre site into both commercial and housing provision is a clear indication of the Council’s aim to grow the Renfrewshire economy. • Working together to improve outcomes - the LLP model, working in partnership with an expert developer, has delivered both regeneration and economic development in Paisley town centre. 4. Legal – as outlined in the report 5. Property/Assets – three small areas of land will revert to the ownership of the Council. There will be insignificant ongoing maintenance costs which the Council is likely to incur for one of these areas. 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. 8. Health & Safety - none 9. Procurement – none 10. Risk - none 11. Privacy Impact - none 12. Climate Risk – not applicable Page 120 of 148
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13. Children’s Rights – none 14. Cosla Policy Position – not applicable ___________________________________________________________________ Author: Alastair MacArthur, Director of Finance & Resources Page 121 of 148
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Economic and Social Value Statement Regeneration of the former Arnotts Department Store, Paisley September 2024 Page 123 of 148
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Content Executive Summary 4 Introduction 5 Economic Strategy and Investment Context 8 Economic impacts 10 Social Value 14 Summary 18 1 2 3 4 5 Page 124 of 148
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£2.8 MILLION £0.9 MILLION £5.9 MILLION 149 new homes Former Arnotts, Paisley £0.7 MILLION £1.1 MILLION Total additional expenditure generated 40 Retail and Leisure Jobs Supported by resident expenditure accommodating 450 residents Total additional leisure expenditure generated by residents Total salaries collected by new residents annually Total additional comparison goods expenditure generated by residents Total additional convenience expenditure generated by residents Combined, the residential and commercial elements associated with the regeneration of the former Arnotts Department Store in Paisley willhelp to increase footfall, have a positive impact on local expenditure and support the ongoing vitality of the town centre. The expenditure generated by the increased resident and working population, together with the ‘Full Circle’ spin-off benefits generated for Paisley Town Centre are presented below. Note: Some figures may not sum due to rounding. Executive Summary 4 Page 126 of 148
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Introduction This Economic and Social Value Statement quantifies the major economic, regenerative and social value benefits being generated through the delivery of the Abbey Quarter Masterplan in Paisley, which is centred around the redevelopment of the former Arnotts Department Store. The Arnotts site occupies a prominent location in the heart of Paisley Town Centre adjacent to Paisley Abbey and Paisley Town Hall. This site is bounded by the railway line to the north, Gauze Street to the south and Lawn Street and Smithhills Street to the east and west respectively. The Piazza Shopping Centre is also located immediately to the west. The Arnotts Department Store laid vacant for a number of years, having most recently been occupied by House of Fraser which closed in 2004. Various options for redevelopment were subsequently explored over a number of years containing varying amounts of retail, leisure, office space and residential space. After many failed attempts to secure larger retail occupiers on Gauze Street, the resultant masterplan, 1 Gauze Street Paisley Abbey Town Hall Smithhills Street Former Arnotts Building Piazza Shopping Centre Figure 1 – Site Location within Masterplan Context approved in 2009 based on the delivery of a residential- led scheme with a smaller element of lower ground floor commercial, was proven to be a deliverable version of that mixed use vision. 5 Page 127 of 148
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Phase Date of works Description Phase 1 2011-2014 New build residential development of 31 apartments on the corner of Gauze Street and Lawn Street which was completed in autumn 2015 Phase 2 2014-2016 Retention of a B-Listed façade on Gauze Street to deliver a residential development of 11 apartments over ground floor retail space and was subsequently completed March 2016. Phase 3 2016-2018 Demolition of 6-12 Smithhills Street and redevelopment of the site to provide 26 apartments completed in 2018. Phase 4 2022-2024 New-build residential development of a further 81 apartments to the north of the site. Completed in summer 2024. Table 1.1 The approved masterplan has since been implemented introducing 149 residential apartments and 330 sqm of ground floor commercial space over the period from 2011 to 2024 via four separate phases of development, as described in Table 1.1. A vision for Paisley Town Centre1 has also subsequently been published by Renfrewshire Council in partnership with Scotland’s Towns Partnership and the Scottish Government. The document outlines the vision for Paisley Town Centre up to 2030 and explores how existing vacant retail space could be transformed to enhance the community experience for residents and visitors to Paisley. The creation of a new residential quarter, introducing significant levels of urban living to the town centre as well as a variety of tenures, represents a key priority for repopulating the town centre with the associated increase in footfall and consolidation of underutilised retail space offering the potential to support the retention of the remaining key retailers. The redevelopment of the former Arnotts Department Store is evidently acting as a major catalyst for investment in support of this vision, whilst also delivering many economic, regeneration and social benefits for the town and wider Council area. Figure 2 – Aerial photograph of the site 6 Page 128 of 148
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Purpose of this statement The purpose of this statement is to evidence the benefits that the redevelopment of the former Arnotts Department Store has generated for Paisley, the local economy of Renfrewshire and more widely across Scotland. Three distinctive pieces of analysis are presented which each consider the economic and fiscal impacts, wider regenerative benefits of the mixed-use scheme (the ‘Full Circle’ analysis) and social impact of the development. The three areas of analysis and reported benefits are summarised to the right. The assessment draws on a variety of methodologies. The economic impact assessment and Full Circle analysis are informed by a bespoke Economic Impact Model developed by Turley Economics. This utilises approaches in line with UK and Scottish government guidance. The Social Value assessment is more qualitative in nature and draws on published research on the wider societal and health benefits of regeneration projects such as this. A case study illustrating how wider community benefits have been delivered in partnership with a local contractor is also presented. Economic and fiscal impact modelling Documenting the supportive expenditure impacts of mixed use schemes Wider societal benefits • Construction and operational employment • Economic Productivity • Council Tax • Business Rates • Increased resident and working population • Discretionary spend to support town centre • High quality housing • Employment and skills • Increased physical activity • Reducing social isolation • Mental wellbeing Economic Impact Assessment Full Circle Analysis Social Value Assessment Document Structure The remainder of this Economic and Social Value Statement is structured as follows: • Section 2: Economic Strategy and Investment Context – Provides a summary of the key policy and strategy relevant to the development. • Section 3: Economic Impacts – Provides an assessment of economic and wider regenerative (‘Full Circle’) impacts of the development. • Section 4: Social Value – Provides an assessment of the anticipated social value and community benefits generated by the development. • Section 5: Summary – Summarises the economic, regenerative and social value benefits generated. 7 Page 129 of 148
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2 Economic Strategy and Investment Context This section provides an overview of the relevant economic policy and strategy context. It demonstrates the national and local Government commitment to supporting sustainable economic development through the planning system, particularly in terms of policies focusing on housing delivery and town centre regeneration and investment. National Policy and Strategy National Planning Framework 4 The fourth National Planning Framework, NPF4,2 was adopted by Ministers in February 2023. The development plan for any area therefore includes NPF4 as well as the relevant local development plan. It sets out the Scottish Government’s development priorities over the next 20-30 years and is guided by six overarching spatial principles which include ensuring the transition to net-zero is fair and inclusive, supporting local living and community health and balancing development to create opportunities for investment in areas of past decline. NPF4 sets out the National Spatial Strategy for Scotland, which incorporates 18 national developments. National developments will be a focus for delivery, as well as exemplars of the Place Principle, placemaking and a Community Wealth Building (CWB) approach to economic development. NPF4 identifies CWB as a policy objective (Policy 25). The purpose of this policy is to encourage a new strategic approach to economic development. This approach is primarily targeted at improving wellbeing and delivering community benefits by supporting employment and local supply chains to improve community resilience, reduce inequalities and support local supply chains. Housing to 2040 In March 2021, the Scottish Government published ‘Housing 2040’,3 a long-term vision for housing in Scotland. This outlines a delivery plan to support its ambition for everyone to have a safe, good quality and affordable home that meets their needs. Community is also key to this strategy, with the Scottish Government aiming to implement an approach to housing that puts quality places at its core. Scotland’s Economic Strategy for Economic Transformation Scotland’s National Strategy for Economic Transformation was published by the Scottish Government in October 2022 and recognises housing as key to economic transformation. This document outlines the Government’s ambition to create a ‘wellbeing’ economy over the next 10 years, which is fairer, wealthier and greener. There is a desire that Scotland will be recognised internationally as a great place to live and work with high living standards and a vibrant, diverse culture in which all sectors of the economy work to eliminate poverty. The strategy emphasises the importance of aligning with existing strategies (such as Housing 2040) in order to create and sustain a resilient national infrastructure that can support a high-productivity economy. 8 Page 130 of 148
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A Vision for Paisley Town Centre The vision for Paisley Town Centre5 was published in 2020 which outlines the vision for Paisley Town Centre up to 2030 and explores how existing vacant retail space could be transformed to enhance the community experience for residents and visitors. This includes consolidation of the retail elements of the town centre and reintroducing a variety of uses including residential. The Vision Strategy outlines a number of themes in which the Town Centre could be enhanced including rebalancing, repopulating and repositioning. The repopulating theme includes creating a new residential quarter. By creating a new residential quarter, this will enable clusters of retail space to form and evolve away from the “80s/90s Clone Town”. The Strategy states that after 60 years of town centre erosion, there has been a reduction in the residential offer of the town centre, and therefore Paisley Town Centre would benefit from an increased residential offer to energise the town centre and encourage town centre living. Specifically, the Vision Strategy emphasises that a key element to rebalance the town centre is to introduce significant levels of urban living in mixed use blocks and developing residential units that are inclusive with a variety of tenures, including affordable and social housing. Summary Planning and economic priorities as expressed through national and local policy and strategy documents, which highlight the importance of regeneration and housing projects in order to support growth in the local economy as well as across the regional and national economy, population and workforce. There is also a clear local policy priority to safeguard and enhance the vitality of Paisley town centre, and for the town centre to adapt to serve the changing needs of communities. Through the publication of the Paisley Town Centre Vision there is also a recognition of the role of mixed-use development (incorporating residential alongside a range of retail and leisure units) in offering greater resilience in the face of recent macro-economic challenges and declining demand for retail floorspace. Local Policy and Strategy Renfrewshire Development Plan The Renfrewshire Development Plan4 was adopted in December 2021 by Renfrewshire Council. The Local Development Plan has five key principles namely: Economy, Centres, Infrastructure, Places and Environment. The purpose of the main two principles relevant to the development are outlined below: • Centres: The Local Development Plan supports investment in Renfrewshire’s centres which will deliver vibrant, well designed and accessible spaces. This will help to create a safe and well-maintained environment. • Places: The Local Development Plan supports investment which will help to create stronger communities and contribute to the creation of attractive places in Renfrewshire with a focus on regeneration and enhancing existing places. This also includes delivering housing in the right locations to meet the needs of both existing and future residents. Policy P3 outlines that “Development proposals that provide a mix of housing types and tenures to meet current and future housing needs and support sustainable mixed communities will be supported”. The mix of 1-3 bedroom apartments that have been delivered via the Arnotts redevelopment project have evidently made an important contribution to this policy, ensuring that the “smaller units” being targeted in the policy are provided within Renfrewshire, whilst also enhancing the choice and mix of homes available in Paisley. 9 Page 131 of 148
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3 Economic impacts The redevelopment of the former Arnotts Department Store has introduced new vibrancy to a landmark site in Paisley town centre, whilst also generating a range of economic and fiscal benefits for Paisley, Renfrewshire and the wider Scottish economy. The quantified employment impacts generated during the construction phase and over the longer term through the development’s subsequent operation are presented below. The assessed impacts include full-time equivalent (FTE) jobs and economic productivity impacts, which is measured as Gross Value Added (GVA), along with the financial benefits accrued for Renfrewshire Council. Homes and Communities Agency’s Additional Guide (4th Edition, 2014)6 and the 2008 Scottish Enterprise Additionality & Economic Impact Assessment Guidance Note7 and draws on published statistical data sources. The evaluation considers the quantifiable impacts of the development during both the construction and it’s operational lifetime. Economic impact estimates are presented as net figures, accounting for leakage, displacement and multipliers, and outlined with respect to Renfrewshire (local impact area) and Scotland (wider impact area). Construction Phase Operational Phase £29.7 million Productivity Boost Total GVA2 generated during construction, including £19 million in Renfrewshire 40 gross direct jobs Full time equivalent (FTE) jobs supported on average during construction (c. 8 years) Generating 30 net direct jobs FTE jobs in Scotland, including 15 for Renfrewshire residents Plus 25 net indirect/induced jobs FTE jobs in the Scotland, including 5 for Renfrewshire residents 15 £540,000 £275,000 £21,000 Gross jobs Accommodated on site Gross value added To the Renfrewshire economy per annum Council Tax Paid annually to Renfrewshire Council Business rates Collected annually 10 Page 132 of 148
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Construction Phase Economic Benefits Employment The investment in the construction phase of the project is estimated to have generated an average of 40 full-time equivalent (FTE)8 construction jobs on-site annually over the construction period. Reflecting on the skills of the labour force and the latent demand for construction employment9, a proportion of the construction jobs could have drawn from the local labour market within Renfrewshire and wider labour market across Scotland.10 Circa 30 direct FTE jobs are likely to have been held by residents living within Renfrewshire, with a further 15 jobs likely to have been taken by those living elsewhere in Scotland. The positive economic impacts of the development will have extended beyond construction employment. Expenditure on construction materials, goods and other services will have far- ranging benefits both locally and further afield as it filters down the supply chain. As a result, the initial investment is amplified in an economic ‘multiplier’ effect both locally and across the wider impact area. Construction of the development is therefore likely to have supported a further 25 FTE jobs within Scotland per annum via indirect and induced effects, 5 of which are likely to have been taken by Renfrewshire residents. Taking the above factors into account, a total of 55 net additional FTE positions11 are estimated to have been generated across Scotland during each year of construction, with 20 of these taken by Renfrewshire residents. Economic Output (Gross Value Added) The construction phase of the development will have also generated a significant increase in Gross Value Added (GVA). GVA measures the value of output created (i.e. turnover) net of inputs purchased and used to produce a good or service (i.e. production of the output). Therefore, GVA provides a measure of economic productivity. Applying the appropriate GVA measures to the net additional employment impact generated by construction of the development indicates that an additional £3.7 million in GVA is estimated to have been generated annually across the wider impact area during the construction period. This is inclusive of £2.4 million in the local impact area. Over the 8 years of construction activity, this equates to £29.7 million in GVA generated across the wider impact area and £19 million across the local impact area. 11 Page 133 of 148
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Operational Phase Impacts Employment Once fully operational, the development will deliver additional jobs within Renfrewshire. It is estimated that the uses proposed could generate a total of 15 additional FTE jobs on site. After accounting for leakage and displacement, it is estimated that the scheme will generate an uplift of 10 direct jobs which are likely to be held by residents across Scotland, of which 5 jobs are likely to be held by residents of Renfrewshire. The operation of the Development will have indirect / induced effects through supply chain spending, procurement and employee spend. Therefore, the direct effect is amplified, resulting in a multiplier effect. It is estimated that an additional 20 indirect / induced FTE jobs will be generated across the wider impact area, of which 10 jobs are likely to be taken by those living in Renfrewshire. Economic Productivity (measured as Gross Value Added) The operational phase of the Development will also contribute to economic productivity across the local and wider impact areas. Applying relevant measures to the net additional employment effects presented above, suggests that an additional £870,000 GVA will be generated annually across the Scotland, including £540,000 concentrated within the local Renfrewshire economy. Increased Revenue to Local Authority Council Tax Revenue The occupation of new housing will also increase Council Tax revenue to Renfrewshire Council. Based on the current mix of homes, the development is expected to generate circa £275,000 in additional Council Tax payments annually, equating to circa £2.6 million over 10 years at 2023/24 rates. This could provide an important source of revenue funding for Renfrewshire Council to support public service delivery and investment across Renfrewshire. Generation of Business Rates Occupiers of the commercial floorspace will make business rate payments to Renfrewshire Council. Analysis of nearby floorspace in similar use indicates that the business rates to be collected annually by Renfrewshire Council will equate to circa £21,000 per annum or £210,000 over ten years. Phase 3 12 Page 134 of 148
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1.5 Context: Site Photos Above L&R : View West from Gauze Street with and without corner building which is now demolished Below: Panorama View West from Gauze Street (current) showing relationship with adjacent Methodist Hall Arnott Building Regeneration, Paisley: Development Proposals. June 2014 DESIGN STATEMENT 1.0 Site Overview / Analysis Panorama View West from Gauze Street (current) showing relationship with adjacent Methodist Hall Local Labour Force The delivery of 149 new homes could grow the local population by up to 450 residents, once fully occupied.12 The latest evidence suggests that 48.1% of Renfrewshire residents are of working age and economically active.13 Assuming that the delivery of 149 new homes will grow the local population by up to 450 residents, the Development could attract up to 215 additional economically active residents of working age. Based on employment rates for the local area, the development could accommodate 210 employed residents. Enhanced Local Spending Power An occupied new home represents a net gain to the local economy, as household income and expenditure in the local economy will occur over a long period. The Annual Survey of Hours and Earnings (ASHE) provides income data by occupational group. Applying this to the estimated occupational profile of new residents indicates that employed residents of the new homes could receive a collective income of circa £5.9 million per annum. This income will be used to meet housing and other fixed household costs, although a considerable proportion will be available for discretionary expenditure within the local economy. Expenditure from new residents will make a significant contribution towards sustaining local shops and businesses in Renfrewshire and the wider economy, thus supporting local employment. Oxford Economics estimates that households in the local area spend an average of £13,175 annually on convenience and comparison retail goods and services.14 On this basis, new residents could generate total retail expenditure of circa £1.9 million on convenience and comparison goods and services. In addition, it is estimated that residents in the local area spend an average of £6,382 annually on leisure goods and services.15 New residents could therefore generate further expenditure of £0.9 million per annum on leisure goods and services. Collectively, this uplift in local expenditure will increase footfall, vitality and trading performance for existing shops and leisure services within the site’s locality which could support an additional 40 retail and leisure related jobs in Renfrewshire and the wider regional economy annually. 13 Page 135 of 148
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4 Social Value This section considers the broader social value benefits which can also be expected to be generated for new and existing local residents, workers and other users of the development over the long term for Renfrewshire, with impacts also extending to other areas of Scotland. These fall under the following themes: increasing the housing supply, supporting employment and wellbeing, increasing social cohesion and promoting active, healthy lifestyles and integration within the wider green network. Social Value Impacts Healthy housing Helping to meet Paisley and Renfrewshire’s housing needs Promoting active-travel Through people-focused streets and on-site green amenity spaces Increasing Social Cohesion through the delivery of a mixed-use development with communal spaces helping to reduce social isolation Employment and skills opportunities through the delivery of new jobs and apprenticeships, which can positively affect local wellbeing A socially conscious contractor Contractors working on the site have supported the delivery of a range of community benefits, including: • Providing graduate, apprenticeship and work placement opportunities • Holding mock interviews and other careers engagement sessions as part of an ongoing partnership with Glasgow Clyde College and Mary Russell School • Work alongside local charities such as Spifox aswell as the Community Payback Team at Renfrewshire Council • Support Mental Health Awareness Day by providing information to employees and donating money to Public Health Scotland to sponsor a Mental Health First Aid Course 14 Page 136 of 148
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Increasing housing supply A person’s ability or otherwise to access housing which is of good quality and which meets their needs can have a significant impact on their physical and mental health. As outlined by guidance published by Public Health Scotland,16 housing is a key ‘social determinant of health’, and to improve physical health and mental wellbeing and tackle health inequalities in communities across Scotland, everyone must have access to a warm, dry and safe home which meets their needs. Factors relating to housing conditions determine the potential ‘risk factors’ associated with poor-quality housing (for example, damp and humidity, overcrowding, fuel poverty and anti- social behaviour) which in turn can cause or exacerbate physical and mental health conditions (such as respiratory diseases, allergies and stress anxiety and depression). Poor housing conditions have also been shown to be associated with physical illnesses including eczema, hypothermia and heart disease, with respiratory health also having been shown to be particularly affected in both adults and children. Poor physical conditions can also negatively impact on mental health, due to the stress caused by living in insecure, overcrowded, cold, polluted or damp conditions.17 The delivery of new homes across private sale, shared ownership and social rented tenures, provides high quality, healthy housing that will support the wellbeing of 149 households and c.450 new residents living on the site, whilst also making an important contribution to much needed affordable housing in the Paisley area. Increasing social cohesion For most people, the easiest and most appropriate forms of physical activity are those that can be incorporated into everyday life, such as walking or cycling. Therefore, it is imperative that the built environment is designed, created and built to support and enable people to incorporate movement, particularly walking and cycling into their daily lives. Active travel – for example, walking and cycling integrated as part of general daily activities – is highlighted by the UK Chief Medical Officers Physical Activity Guidelines18 as a key means of improving physical activity rates and, by extension, health and wellbeing. The key active travel routes within the scheme will run parallel to the proposed green amenity space and will include an integrated cycle and footpath network which will provide access to road paths. The provision of cycle and footpaths is beneficial in connecting the site to existing networks and will help to encourage residents and workers to use sustainable and active modes of travel as well as improve the mental health outcomes due to the access to amenity space. The delivery of a mixed-use development will contribute to the creation of a sustainable and cohesive community in this part of Renfrewshire. The delivery of communal spaces will reduce social isolation and foster a sense of community amongst residents. Annual Council Tax receipts of c. £275,000, will contribute to maintaining and enhancing local services and infrastructure, thereby supporting social cohesion within the local area. This will further be supported by annual Business Rates receipts of c. £20,000. Phase 4 15 Page 137 of 148
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Promoting active, healthy lifestyles and integrate developments with wider green network As highlighted by the NHS HUDU,19 strong, vibrant, sustainable and cohesive communities require good quality, accessible public services and infrastructure, supported by high-quality public realm and places which enable people to lead healthy lifestyles. The development provides residential uses alongside on-site green amenity spaces which will promote physical and mental wellbeing. Furthermore, the provision of cycle and footpaths will maximise the potential for walking and cycling, resulting in health benefits for residents and make a positive contribution towards reducing emissions. This will also be supported through the provision of cycle storage and through the site’s proximity to a wide range of public services and amenities. Supporting employment and wellbeing The UK Government’s Office for Health Improvements and Disparity highlights20 that unemployment causes psychological stressors related to status and self-esteem, lead to unhealthy behaviours, including increased smoking and alcohol consumption, decreased physical exercise and can increase the risk of poor mental health among the families of those who are unemployed. The ONS regularly monitors national wellbeing, and its research21 highlights a correlation between unemployment and people experiencing feelings of loneliness. The Community Wealth Building Strategy for Scotland,22 which was recently published by the Scottish Government, sets out how Community Wealth Building can deliver local economic development by giving people a greater stake in the economy. The strategy places emphasis on increasing fair work and developing local labour markets that support the wellbeing of communities. Employment and skills opportunities created throughout the construction and operation of the development therefore offer the potential to meet both an economic and a social need and can be considered as contributing effectively towards supporting wellbeing of Renfrewshire residents. 16 Page 138 of 148
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Community Benefit Report Abbey Quarter Link Case Study: Ashleigh Building - Delivery of Contractor-Led Community Benefits Working in Partnership with local contractor, Ashleigh Building, has enabled a range of community benefits to be realised during the construction phase of the Arnotts site. This has been reflected in Ashleigh Buildings commitment to supporting local employment training and skills initiatives, working in close partnership with local schools and other education providers such as Glasgow Clyde College. They have partnered with local charities and Public Health Scotland, sponsoring events and Mental Health First Aid training courses. The following summarises the range of initiatives and outcomes supported: Local Employment: • Supporting local employment and providing opportunities for apprenticeships and graduate entrants to the labour force. • Recruitment of an apprentice Administration Assistant as well as a graduate Business Development Coordinator from the local community. • Providing two one-week work placements at Abbey Quarter with the Painting and Decorating team and half-a-days work placement shadowing the Health and Safety Advisor. • Supporting training for the National General Certificate in Occupational Health & Safety, SVQ Level 2 - Diploma in Administration, NVQ Level 2 – Joinery, NEBOSH – Construction, Adobe Illustrator Training Course and Modern Apprentice - Occupational Work Supervisor at SVQ Level 3. School Engagement: • Mock interviews at Paisley Grammar school. This includes engaging with 20 students to ensure students are ready for the workplace. • Partnership built with Glasgow Clyde College. This provided opportunities to offer trade work experience placements to students to help develop students’ knowledge and skills within the sector. Furthermore, Ashleigh Building provided a careers fair to allow students to explore careers within the construction sector. • Trade lecturers from Glasgow Clyde College were also invited to receive Passivehaus training, which comprised a site visit and an information sharing session. • Partnership with Mary Russell ASN which is a school that provides facilities for those with additional support needs. Ashleigh Building run sessions to provide students with opportunities to engage with the workplace and engage with career support. This included career presentations, STEM activities as well as site visits for 5th year pupils (which equates to approximately 12 students). Charitable Giving: • Working alongside local charities such as Spifox raising money for children’s charities within Scotland as well as volunteering for the ‘Zip-slide the Clyde’ fundraising event. • Recurring support for the Community Payback Team at Renfrewshire Council for supporting the building of a fence at a local church. Mental Health Support • Supporting a Mental Health Awareness Day by providing information to employees including helplines and long-term support. • Donation of £100 to Public Health Scotland for the sponsorship of a Mental Health First Aid Course. Ashleigh Building has ensured that the Community Coordinator has completed the Scottish Mental Health First Aid Qualification. 17 Page 139 of 148
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5 Summary This report has considered the quantifiable economic impacts generated by construction and operation of the Development, both locally within Renfrewshire and across Scotland, which are summarised again below. Construction of the Development generated the following economic impacts: • Investment in the construction sector of a scale that will support 40 FTE gross jobs on an annual basis during the demolition and construction period; • Creating an average of 55 direct, indirect and induced net additional FTE employment opportunities in Scotland throughout construction, inclusive of 20 for residents of Renfrewshire; and • Contributing a total net additional £29.7 million GVA to the economic output of the Scotland economy during construction, of which £19 million will be concentrated in Renfrewshire. 18 Page 140 of 148
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Page 3Arnott Building Regeneration, Paisley: Development Proposals. June 2014 Introduction Section 1.0 Site Overview and Analysis Section 2.0 Masterplan Concept Section 3.0 Regeneration Vision Section 4.0 Building Condition and Recommendations Section 5.0 Developing Proposals Section 6.0 Conclusion Above: Arnott Building (Left) In Abbey Quarter Context CONTENTS Arnott Building (Left) In Abbey Quarter Context Operational impacts that will persist over the longer term include: • Supporting 20 FTE net additional employment opportunities once operational for residents of Scotland, supporting a GVA uplift of £870,000 in the Scotland economy including £540,000 concentrated within the local Renfrewshire economy. • The development is expected to generate circa £275,000 in additional Council Tax payments annually, to be collected by Renfrewshire Council. Further, on-site commercial floorspace are anticipated to induce an uplift in business rate collections of £21,000 per annum. • The 149 new homes are expected to have a population of 450 residents, once fully occupied. Of this, it is expected that 210 will be economically active and employed having a combined resident income of circa £5.9 million per annum. • It is estimated that the new households will spend £2.8 million a year on retail and leisure goods which will increase footfall and boost the vitality and trading performance of Paisley town centre aswell as other nearby shops and leisure services within the site’s locality. This expenditure is expected to support an additional 40 retail and leisure related jobs in Renfrewshire and the wider regional economy annually. The development has also generated, both directly and indirectly, a number of social value impacts which will be benefit both existing and new members of the community. These include: • Providing 149 high-quality new homes that will ensure the c. 450 new residents can live in accommodation that will support their physical and mental health. • A range of employment, skills and training opportunities created throughout the construction and operation contributing to the mental wellbeing of Renfrewshire residents, by helping to reduce the negative impacts of unemployment. • The delivery of a mixed-use development, with communal spaces, will contribute to the creation of a sustainable and cohesive community in Paisley town centre. • Contractor-led delivery of community benefits including support for local education facilities, in particular colleges, through the provision of work placements, apprenticeships and careers presentations. They have also partnered with local charities and Public Health Scotland, sponsoring events and Mental Health First Aid training courses. 19 Page 141 of 148
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1 Threesixty Architecture on behalf of Renfrewshire Council (2020) A Vision for Paisley town centre 2030. 2 Scottish Government (February 2023) National Planning Framework 4 Revised. 3 Scottish Government (2021) Housing to 2040. 4 Renfrewshire Council (2021) Renfrewshire Local Development Plan. 5 Threesixty Architecture on behalf of Renfrewshire Council (2020) A Vision for Paisley town centre 2030. 6 Homes and Communities Agency (2014) Additionality Guide (4th Edition). 7 Scottish Enterprise (November 2008) Additionality & Economic Impact Assessment Guidance Note. 8 FTE is equivalent to 1 employee working full-time for 1 year. A person-year of employment is defined as the amount of work done by an individual during a working year. 9 ONS (2023) Jobseeker’s Allowance by Occupation (August 2023) Construction Sector Groups. 10 ONS (2021) Census 2011 - Location of usual residence and place of work by sex (WU01UK). 11 Net additional is the sum of the direct and indirect impacts. 12 Based on the estimate of 450 residents from living at the Development provided by the client. 13 ONS (2023) Annual Population Survey (April 2022-March 2023). 14 Oxford Economics (2023) Resident Expenditure Data, via Precisely – average spend in Renfrewshire. 15 Ibid. 16 Public Health Scotland (2021) Healthy housing for Scotland: A briefing paper setting out the fundamental link between housing and public health. 17 Shelter (2013) People living in bad housing – numbers and health impacts. 18 Department for Health & Social Care (2019) UK Chief Medical Officers’ Physical Activity Guidelines. 19 NHS Healthy Urban Development Unit (2019) Rapid Health Impact Assessment Tool (fourth edition). 20 Office for Health Improvement and Disparities [formerly Public Health England] (2015) Local action on health inequalities: Increasing employment opportunities and improving workplace health. 21 Office for National Statistics (2021) Opinions and Lifestyles Survey. 22 Scottish Government (2022) Community Wealth Building. 20 Page 142 of 148
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1 New York Street Manchester M1 4HD 0161 233 7676 turley.co.uk @turleyplanning linkedin.com/company/turley Page 144 of 148
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To: Council On: 26 September 2024 Report by: Director of Finance and Resources Heading: Governance Arrangements 1. Summary 1.1 The report seeks approval from Council for proposed amendments to the Scheme of Delegations in respect charitable donations of equipment or furniture, the issuing of a Body of Persons approval and decisions on major events to be marked by the flying of flags from Council buildings, and by the lighting of Council buildings/property. 2. Recommendations Council is asked to: 2.1 Approve the changes to the Scheme of Delegated Functions as set out in the report. 3. Background –Amendment to Scheme of Delegated Functions 3.1 At the Council’s meeting of 28 April 2022, the Council agreed a new delegation to the Director of Environment, Housing & Infrastructure to determine, in written consultation with the Heads of Corporate Governance and Facilities & Property Services, the Provost and political group leaders, which major events deserving of recognition in respect of which flags are to be flown from Council buildings. That delegation was amended to include consultation with independent Members at the Council’s meeting of 29 February 2024. Also at that meeting, a new delegation was agreed in respect of the lighting of Council buildings and property. 3.2 Since those delegations were agreed the Council agreed a motion on the Item 9 Page 145 of 148
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flying of the Palestinian flag. The said decision prompted a number of public enquiries as to the Council’s processes for decisions on what flags are flown and when. Having reviewed matters, it is suggested that given the potentially political considerations it is not appropriate for such decisions to be made by a single officer even under consultation with nominated Elected Members. Accordingly, it is proposed that the delegation be removed, and the matter revert to a decision to be made by Council. Similar considerations apply in respect of the lighting of Council buildings and property, and it is therefore suggested that delegation also be removed. It is suggested that the original delegation in respect of when flags should be flown at half-mast should remain. 3.3 There is an existing delegation to the Director of Children’s Services and appropriate Heads of Service to issue licences in terms of the Children (Performance and Activities) (Scotland) Regulations 2014. These regulations cover situations where children are performing in public shows within the Council area and require the event organiser to submit an individual application for each child involved in the event. However, under the terms of section 37(3)(b) of the Children and Young Persons Act 1963 a Body of Persons application can be submitted where a number children are involved, removing the requirement for individual applications. Currently there is no delegation allowing officers to consider such an application. It is therefore proposed that the existing delegation be amended to include such applications. The revised delegation would read as follows: “21. To issue licences in terms of the Children (Performances and Activities) (Scotland) Regulations 2014 or to approve a Body of Persons under the terms of section 37(3)(b) of the Children and Young Persons Act 1963 in respect of performances given under arrangements made by them.” 3.4 In reviewing the Scheme of Delegations it has been noted that there is an existing delegation to the Chief Executive, in consultation with the Provost, to make financial donations to charities. However, there is no existing delegation that would currently allow officers to make donations of redundant furniture, fittings or equipment. This means that such items are required to be recycled (where possible) or otherwise disposed of. It is therefore suggested that the Scheme of Delegations be amended to insert a new delegation at Section Five B to the Chief Executive, all Directors (including the City Deal & Infrastructure Programme Director) and the Chief Officer, Renfrewshire Health & Social Care Partnership), Heads of Service and other Senior Officers as follows: “46 To make arrangements for the safe disposal of redundant furniture, fittings and equipment, including donating same to local groups, bodies or individuals where appropriate.” And that the remaining paragraphs are renumbered accordingly. Page 146 of 148
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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 deals with amendments 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 – The Report seeks to make a change to an existing delegation in line with appropriate legislation covering children’s performances. 14. Climate Risk – n/a List of Background Papers None Author: Mark Conaghan, Head of Corporate Governance 0300 300 0287; mark.conaghan@renfrewshire.gov.uk Page 147 of 148
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