Agenda Document Pack - Audit, Risk and Scrutiny Board - 23/09/2024
Renfrewshire Council · 23 September 2024
Back to Audit, Risk and Scrutiny Board — 23 September 2024 and its agenda
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Notice of Meeting and Agenda Audit, Risk and Scrutiny Board Date Time Venue Monday, 23 September 2024 15:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN MARK CONAGHAN Head of Corporate Governance Membership Councillor Andy Doig (Convener): Councillor Janis McDonald (Depute Convener): Councillor Jennifer Adam: Councillor Chris Gilmour: Councillor John Gray: Councillor Lisa-Marie Hughes: Councillor Robert Innes: Councillor James MacLaren: Councillor Ben Smith: 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 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. 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.
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Webcasting of Meeting This meeting will be filmed for live or subsequent broadcast via the Council’s internet site – at the start of the meeting the Convener will confirm if all or part of the meeting is being filmed. To find the webcast please navigate to https://renfrewshire.public-i.tv/core/portal/home
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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. Monitoring & Reviewing Service Delivery Performance, Policies and Practice 1 Actions Monitoring Report - Dargavel Primary School Report by Director of Finance & Resources. 1 - 50 2 Best Value thematic work – Workforce innovation Report by Director of Finance & Resources. 51 - 90 Annual Programme 3 Neighbour Disputes - Lead Officer Roz Smith Report by Lead Officer. 91 - 110
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To: Audit, Risk and Scrutiny Board On: 23 September 2024 Report by: Chief Executive Heading: Actions Monitoring Report - Dargavel Primary School 1. Summary 1.1 Following the findings of an independent review into the circumstances of the errors in planning and delivery of primary school provision in the Dargavel area, a SMART action plan was developed detailing the Council’s response with a commitment that updates on this plan would be provided to Audit Risk & Scrutiny Board meetings going forward. 1.2 At a meeting on 11th January 2024, the Accounts Commission was presented with a statutory S.102 report, as circulated to Councillors on 5th January 2024, by the Controller of Audit on School Accommodation for Dargavel. In the report, the Commission has set out its findings, alongside several issues on which it requires further investigation. In response, the Council developed an action plan based on the recommendations. A follow-up report from the Controller of Audit was published on 31 July and subsequently discussed at a meeting of the Accounts Commission on 8 August 2024. The Accounts Commission have since issued formal findings to the Council on 16 August. These findings will be the subject of a report to full Council on 26 September 2024. This report will include the Council’s response to the Accounts Commission, with further work being predominantly addressed through continued engagement and monitoring by the local external audit team through their Annual Audit work and upcoming Best Value audit. Item 1 Page 1 of 110
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1.3 On 29th February 2024, elected members at Council considered a report on the outcome of the review of corporate governance arrangements by the Cross Party Working Group and agreed a number of actions set out in that report. Council further agreed that those actions would be incorporated into the independent review response monitoring arrangements reported to this Board. 1.4 The appendices to this report provide an update in relation to the Bowles independent review report, the Accounts Commission S.102 report, and the actions related to the report of the Cross Party Working Group. Appendix 1 provides an update on remaining live actions while Appendix 2 summarises all completed actions from each of the three reviews. 2. Recommendations 2.1 Note and consider the update provided in Appendix 1 in relation to the Council’s progress with live actions. 2.2 Note the completed actions outlined in Appendix 2. Implications of the Report 1. Financial – whilst there will be significant capital and revenue implications for the Council in resolving the Dargavel issue, there are no financial implications for the Council as a result of this update report. 2. HR & Organisational Development – the report outlines a leadership development programme with a focus on key issues raised in the independent review around governance, risk management, corporate working and culture. 3. Community/Council Planning – the report outlines ongoing action being taken to develop an engagement and ongoing communication process with affected communities. 4. Legal – none 5. Property/Assets – none 6. Information Technology – none Page 2 of 110
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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 is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – none 9. Procurement – none 10. Risk – the report outlines the action being taken in relation to risk management. 11. Privacy Impact – none 12. Climate Risk – none 13. Children’s Rights – none 14. COSLA Policy Position - none Author: Alan Russell, Chief Executive Page 3 of 110
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APPENDIX 1 Action Plan Response Monitoring (Open Items) – September 2024 Action Target Completion Responsible Officer Update Bowles Report Recommendation 1 Build a more robust model of primary school need for Dargavel ‐ the Council should continue to refine its pupil forecast model for Dargavel. Response Objectives Deliver robust projection modelling for Dargavel and PMHS which: ‐ considers live information arising from NHS, pupil & ELC registrations, the pace of development to date, certainty over development size and likely pace of future build out rate, utilises external data analytics and projection expertise to augment and enhance the Council’s in‐house forecasting approach to ensure modelling is robust, underpinned by external challenge and specialist input reflecting the complexity and significant portion of Dargavel that has yet to be developed out over a circa 10 year period, provides modelling output which considers potential future upper scenarios reflecting the high yield factors reflected in the 2023/24 P1 intake to inform immediate decisions on scale of capacity to be delivered as well as planning for potential additional interventions at a future time, delivers modelling output which provides a long‐term view beyond the anticipated completion timeline for Dargavel to ensure the long term impact of Dargavel is modelled and understood, provides modelling output over the long term which indicates both the scale, timing and shape of an anticipated peak in demand that will accompany a development of this scale and nature. This will provide visibility of the anticipated short‐lived peak in demand and long term settled demand to ensure this is appropriately reflected in estate/capacity decisions and in particular to mitigate against delivery of excessive long term / permanent increase in capacity that would result in excess unused surplus capacity over the long term. Provides modelling that can be tested and revised as necessary as new key data becomes available such as P1 and S1 registrations, actual scale and pace of the development and any new developments, which will continue to inform decisions on any future estate interventions if required. Page 5 of 110
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APPENDIX 1 Action Plan Response Monitoring (Open Items) – September 2024 Action Target Completion Responsible Officer Update Update Edge Analytics modelling for newly released national Census data and expand across the whole school estate and establish modelling dashboard to support ease of updating and rapid re‐assessment of revised projection that will be utilised on an ongoing basis over future years, both for Dargavel / PMHS but also as part of the strategic Learning Estate programme. January 2024 Director of Children’s Services Members will note from the original monitoring report to the Board in November 2023 there were 5 sub‐actions in relation to recommendation 1. Recognising the breadth of work that needed to be progressed, each were planned to be dealt with in chronological order over a period. This programme of work was initially planned to be completed between October 2022 per action 1 (now detailed in Appendix 2) through to January 2024 per action 5 (ie this action), not January 2023 which has unfortunately been reflected in previous updates provided to the Board. The reference to updated national census information being incorporated into the initial work completed by Edge Analytics in January 2023 was accurate inasmuch as it was referring to updated annual educational census information as well as updated national demographic information available at that time – it was not a reference to the national population Census completed every 10 years and which was published in September 2023. In respect to this action, it did have different components, the first being updating of the Dargavel and Park Mains projections for the National Population Census information and the second principal component being developing the projection model to expand its coverage across the whole of the school estate. In respect to progress made in relation to this action point, the initial element was completed by January 2024 with Edge Analytics completing an update on the 15‐year projection model for both Dargavel and Park Mains and this was reported as part of the Education and Children’s Services Policy Board in January 2024. Development of the whole school estate model has taken longer to develop than the initial target date of January 2024 due to a combination of factors. Page 6 of 110
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APPENDIX 1 Action Plan Response Monitoring (Open Items) – September 2024 Firstly, the delay in relation to some updated datasets being made available to support the Edge model construction for the whole estate, principally updated housing land audit information and secondly, the window of availability of Edge Analytics resources. Edge Analytics are a commissioned resource who support a range of clients across the UK in addition to Renfrewshire Council. The Council is not therefore able to control their availability to respond to changing needs. Like other comparable niche consultancies, they are highly specialised and consequently relatively small. In such circumstances, securing capacity slots can be challenging particularly with large demands in terms of their own scheduling that emerge from national data exercise requirements that exist in England in relation to school rolls and which form a large part of their own annual work programme at different points in the year. In terms of the timing of availability of Edge Analytics resources a revised timeline for initial completion of the whole school estate modelling was targeted for approximately May 2024 and this was reported in the update provided to the Board in March 2024. Edge Analytics completed an initial iteration of the estate wide modelling utilising their standard modelling approach which was subject to engagement with the Council team during May and which identified the need for further work for the Edge modelling approach to be appropriately applied to a whole estate scenario within a Scottish context and alignment to school catchments. Based on the availability of Edge Analytics resources, the required additional work to the Edge model was estimated not to be deliverable until the back end of the summer period. Page 7 of 110
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APPENDIX 1 Action Plan Response Monitoring (Open Items) – September 2024 The Board update in May indicated again, similar to the March update, that a circa 8 week estimated period remained for this work to be completed – however it would have been appropriate for this update to have provided more information for members to make clear that this was a further tranche of work emerging from the quality assurance engagement process that needed to be progressed over the summer period with Edge Analytics after the initial modelling exercise was completed. Revised whole estate modelling was received from Edge at the end of August 2024 which is now being considered by Education officers. The updated data will be the subject of reporting to a future Education and Children’s Services Policy Board to support the development of the now agreed learning estate strategy. Page 8 of 110
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APPENDIX 1 Action Plan Response Monitoring (Open Items) – September 2024 Action Target Completion Responsible Officer Update Bowles Report Recommendation 8 Public confidence These recent events and the matters described in this report will dent public confidence in the Council. The Council should work in an open and transparent manner in the resolution of these issues and particularly with the residents of Dargavel, who have legitimate concerns about the implications for their children during both their primary and secondary education. Response Objectives The key aim has been to provide straightforward messaging and up to date sitreps to ensure publics (and council representatives) have the most up‐to‐date position and the complexity of the issue is explained in a simple and honest way and that parental/carer concerns in respect to the school and educational environment are able to be appropriately discussed through structured engagement arrangements with the parent councils with appropriate agreed actions taken forward. The strategy has been designed to: − Improve the flow and regularity of information to parents and carers and the wider Dargavel community, so they are first to hear about decisions impacting their community. Page 9 of 110
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APPENDIX 1 Action Plan Response Monitoring (Open Items) – September 2024 Action Target Completion Responsible Officer Update − Ensure parents and carers have access to all projection data available to the council. − Introduce direct communication channels with Dargavel residents, enabling all sections of the community to engage on matters that are important to them and making sure the latest information is accessible and easy to find. − Provide residents with a feedback loop to enable them to ask questions of the council in relation to the development and have questions answered quickly. − Include the community in formal planning and design of a new primary school and high school extension. It is recognised that effective communication and engagement is important to building a new relationship between the Council and the Dargavel community, but ultimately it will take the delivery of the solution and investment in long term engagement to reduce local anxiety and fully rebuild trust and confidence in the Council. Establish and track key indicators of community sentiment. Ongoing Head of Marketing and Comms Ongoing The council continues to deploy the Dargavel communication and engagement strategy and to provide regular updates to the community through a variety of channels – including face‐ to‐face forums, monitoring reach, engagement and feedback which is recorded and used to inform future communications. Community engagement groups have been established to help plan new school design and traffic and travel. We continue to grow membership of our opt‐in community newsletter. Recent and live community engagement activity includes focus groups and public meetings linked to school design that form part of the PAN process for Dargavel Primary School. This will be followed by a similar engagement programme for extending Park Mains High School. The community survey outlined below will help to develop a baseline satisfaction level that can be tracked ongoing. Page 10 of 110
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APPENDIX 1 Action Plan Response Monitoring (Open Items) – September 2024 The Consultation Institute completed a review of the council’s communication and engagement strategy. The report concluded that the council’s process is thorough and showed ‘considerable good practice’. The Report made recommendations to inform future engagement and consultation, which will be used to develop a new corporate policy on engagement and consultation, to be delivered at the end of October. The recent findings by the Account Commission as part of their follow‐up S102 report, published on 20 August, stated that the council’s approach to its recent consultation and community engagement activity was appropriate and comprehensive. A Dargavel and Bishopton community survey is currently live to test: Awareness of the Council’s engagement strategy and the formal statutory consultation which took place earlier this year. Perceptions of the effectiveness of the Council’s engagement Barriers to engaging with the Council Has community trust in the Council improved as a result of the engagement strategy. The survey – www.researchresource.co.uk/Dargavelresidents survey.html was launched on 6 August and will run to 9 September. Page 11 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – May 2024 Action Target Completion Responsible Officer Update Develop, deploy (at appropriate key points post formal consultation period) and evaluate a community pulse survey to assess and track community sentiment and view of ongoing handling and satisfaction with delivery of key interventions within the community. Expected September 2024 Head of Marketing and comms In development As above, a community survey is currently live. This was launched on 6 August and will run to 9 September, promoted through a Royal Mail door drop and through existing Dargavel and Bishopton community channels. Resource Research, an independent research company will analysis the survey responses and produce a final report by 20 September. This will provide a baseline for future surveys. Page 13 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update Bowles Report Recommendation 1 Build a more robust model of primary school need for Dargavel ‐ the Council should continue to refine its pupil forecast model for Dargavel. Response Objectives Deliver robust projection modelling for Dargavel and PMHS which: ‐ considers live information arising from NHS, pupil & ELC registrations, the pace of development to date, certainty over development size and likely pace of future build out rate, utilises external data analytics and projection expertise to augment and enhance the Council’s in‐house forecasting approach to ensure modelling is robust, underpinned by external challenge and specialist input reflecting the complexity and significant portion of Dargavel that has yet to be developed out over a circa 10 year period, provides modelling output which considers potential future upper scenarios reflecting the high yield factors reflected in the 2023/24 P1 intake to inform immediate decisions on scale of capacity to be delivered as well as planning for potential additional interventions at a future time, delivers modelling output which provides a long‐term view beyond the anticipated completion timeline for Dargavel to ensure the long term impact of Dargavel is modelled and understood, provides modelling output over the long term which indicates both the scale, timing and shape of an anticipated peak in demand that will accompany a development of this scale and nature. This will provide visibility of the anticipated short‐lived peak in demand and long term settled demand to ensure this is appropriately reflected in estate/capacity decisions and in particular to mitigate against delivery of excessive long term / permanent increase in capacity that would result in excess unused surplus capacity over the long term. Provides modelling that can be tested and revised as necessary as new key data becomes available such as P1 and S1 registrations, actual scale and pace of the development and any new developments, which will continue to inform decisions on any future estate interventions if required. Page 14 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update Complete Council modelling through to the anticipated end date for the housing development (2033/34) based on assumed 4,300 units and available live data. October 2022 Director of Children’s Services Completed October 2022 Engage and appoint Edge Analytics to deliver enhanced modelling approach for both Dargavel primary requirements as well as PMHS out to 2033/34 and updated live datasets. February 2023 Director of Children’s Services Completed February 2023 including additional upper forecast scenarios for Dargavel non‐denominational requirements to support management of risk associated with long term yield remaining at similar level to 2023/24. Informed reports to Education and Children’s Services Board in March and May 2023 Extend Edge engagement to deliver an enhanced model projecting out to 2038 to provide longer term forecast to assess the full impact on the secondary sector and allow identification of likely timing and scale of peak demand encapsulating any relevant updates to live datasets. September 2023 Director of Children’s Services Modelling completed which has identified an anticipated peak period in both primary and secondary sectors and will be reported to Education and Children’s Services Board in November 2023. Provide update to November Education & Children’s Service Policy Board. November 2023 Director of Children’s Services Two update reports were taken to the November ECSPB: 1. Learning Estate 2. Dargavel Housing Development – Impact on Denominational Education Provision Bowles Report Recommendation 2 Use of Bishopton Primary - in its future plans the Council should reconsider how surplus capacity at Bishopton can be used effectively. Response Objectives Page 15 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update Consider and assess how existing capacity within Bishopton Primary School may be best utilised to support the Dargavel catchment over the immediate term and potentially over the longer term, taking into consideration the uncertainty and risk over the long‐term demand levels that will ultimately emerge for primary education from Dargavel as well as the expectation of a temporary peak period of demand. Provide a report to Education and Children’s Services Board setting out a clear overview as to how Bishopton PS capacity will be utilised to support temporarily over the short term period and how it may be considered amongst other options for use to support Dargavel in the longer term (noting that any such longer term use will be subject to detailed consideration and decision at an appropriate point in future years). Complete assessment of anticipated P1 intake from Dargavel catchment and assess against revised DPS capacity availability, establish planned P1 intake capacity cap and anticipated P1 intake requiring accommodation at Bishopton Primary School. August 2023 Director of Children’s Services Planned use of Bishopton Primary School along with planned capped entry levels to Dargavel Primary School reported an approved at Education and Children’s Services Policy Board in August 2023. There will be a requirement to annually monitor anticipated and actual P1 intakes carefully to assess adequacy of short term capacity provision across both Dargavel and Bishopton Primary Schools to meet demand pending the second primary school in Dargavel coming on stream. Complete an exercise to assess the timing, scale and range of potential demand level scenarios, in particular understanding the scale and timing of the peak demand and likely settled long term demand. This information will be used to inform the assessment of how Bishopton Primary School could, if required, be potentially be utilised as an option in the longer term. January 2024 Director of Children’s Services Completion of the updated work with Edge Analytics has provided a view of the likely timing and length of the peak demand period – with peak primary demand being forecast in 2033/34 which will fall over the second half of the 2030s to a more settled level. Further work is being progressed to update this information for the recently released 2023 census information and November registration data to inform an overall assessment. Revised roll projections for the entire learning estate are currently being produced. In anticipation of these, work is underway by utilizing current live data and matching this with draft roll projection data to run scenario planning for the short, medium, and long term capacity demand on both Dargavel Primary and Bishopton Primary. Page 16 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Complete financial analysis to understand the potential financial context of utilising Bishopton Primary School Capacity May 2023 Director of Finance and Resources Bishopton PS is a predominantly 1960s construction and is more than 60 years old. This building will, along with the whole school estate, undergo an updated condition survey over coming months. Notwithstanding, given the underlying age of the building it will inevitably have a limited remaining lifespan before being considered for replacement. Existing surplus capacity if used permanently to reduce the required size of a second Dargavel primary school, will require to be replaced as part of a renewal programme. The determination of the timing of that will be subject to work progressed as part of the strategic learning estate programme. Consequently, it has been assessed that any financial advantage from utilising Bishopton PS will be restricted to a temporary time value of money benefit and consequently will be relatively limited. In addition, there is also a risk that utilising Bishopton PS permanently removes its availability to provide supporting capacity to manage both a temporary peak that may arise from upper end educational demand scenarios and longer term upper end demand. There could be the risk that in such circumstances if Bishopton capacity was no longer available this would lead to higher overall costs over the longer term for the Council. The financial considerations and risks were incorporated into the overall assessment reported as part of the Education & Children’s Services Board report in January. Page 17 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update Set out overview in a report to the Education and Children’s Services Policy Board in respect to the potential long‐term utilisation of Bishopton Primary School which will be subject to detailed consideration at an appropriate point in future years as actual long term demand trends increasingly emerge. January 2024 Director of Children’s Services Work to allow appropriate recommendation to be made is progressing in line with plans and scheduled to be reported to Board in January 2024. A paper was presented to Board in January 2024 Page 18 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update Bowles Report Recommendation 3 As the Council progresses its plans to issue supplementary guidance on developer contributions for education it should seek to learn from other Councils in Scotland. A development the size of Dargavel is exceptional and would need its own modelling techniques. However, for smaller developments the Council should create an evidence base to calculate specific yield factors derived from recent developments in Renfrewshire. Such robust data will ease future negotiations. Undertake a desk top review of other local authorities across Scotland and identify key best practice councils to engage. June 2023 Head of Economy and Development Completed Complete detailed engagement with identified best practice councils arising from desk top research Summer 2023 Head of Economy and Development Detailed engagement completed with Fife, Falkirk and West Lothian councils. Complete data analysis exercise of a range of datasets of mixed historic sites across Renfrewshire to provide empirical evidence to support actual pupil yields to inform establishment of appropriate yield factors to be used in future contribution policy. Refresh % capacity of all schools (vs school rolls) Sample research of Pupil Product Ratio (PPR) for developed housing sites (< 10 units) [min 10 site sample] Sample research of PPR for developed housing sites (> 100 units)[min 10 site sample] Sample research of PPR for established / mature housing development to provide longer term perspective (eg. 15 years old) (> 100 units)[min 4 site sample] Identify individual schools where pupil capacity is above notional threshold (85%) October 2023 Head of Economy and Development Work on this is now complete, agreed new draft planning guidance presented to March 2024 PCC Board. Page 19 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update Identify all known undeveloped housing sites in individual school catchments [Subset of 5] identify all housing sites with current "live" planning application Identify schools where it is anticipated intervention would be required to increase capacity based on potential future housing to be delivered over next 10 years to inform likely future developer discussions. Incorporate into the development of the draft contributions policy targeted to be presented to the Planning and Climate Change Policy Board in January 2024. March 2024 Head of Economy and Development Work on this is now complete, new draft planning guidance presented to March 2024 PCC Board. Bowles Report Recommendation 4 Council needs to work co‐operatively with BAE. Unless the Council and BAE can work together to resolve the current problems, BAE may face accusations, whether founded or not and regardless of Council incompetence, that it has increased its profits at the expense of Council taxpayers. Response Objectives Secure legal ownership of suitable land to facilitate delivery of a second school within Dargavel Village as well as additional land next to existing school site to provide increased flexibility to meet potential future extension of the school and or establishment of greater outdoor space. Secure legal commitment from BAE to provide land remediation and associated infrastructure requirements as part of legal agreement at nil cost to the Council. Secure as part of the legal agreement certainty on consented planning numbers and any associated adjustments to s.75 agreement to reflect revised agreement. Secure with BAE agreement on Heads of Terms for allow for mutual governance approval from each organisation to inform detailed legal agreement drafting and final sign off As soon as possible Chief Executive This was completed and approved by ILE Board end of August 2023 Page 20 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update was targeted. Secure completed and signed legal missives to deliver in full the objectives outlined above to provide certainty and timing of availability of remediated and infrastructure proofed land to support wider school delivery planning and consultation arrangements that will be progressed by the Council team. August 2023 Chief Executive Legal missives concluded mid‐September 2023 Proposed revisions to S.75 negotiated with BAE Systems were approved by ILE. Revised S.75 signed off by both the Council and BAE Systems to legally conclude matters. August 2023 Head of Economy & Development Approved by Planning and Climate Change Board August 2023 Bowles Report Recommendation 5 Corporate working and organisational culture ‐ although I understand that the Council has sought to improve and strengthen corporate working in recent years, the evidence would suggest there is a long way to go; simply establishing corporate working groups is insufficient if staff are in a mindset of ‘not my problem’. The failure of management oversight, if symptomatic of the Council as a whole, would be deeply disturbing. The Council needs to consider a significant change programme, not just on the of issue of corporate working and personal responsibility, but also its organisational culture and values. It needs plans to build a stronger organisation where constructive challenge is welcomed and there is a clarity of what is expected of all of those in a leadership role. Response Objectives Provide assurance that established programme governance framework and operations of governance for other major capital investment programmes and specifically that the Bowles findings on the historic failings on the handling of Dargavel by officers are not representative of the Council’s current culture and approach to the management and delivery of major programmes. Page 21 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update The Council is committed to living its values as a learning and collaborative organisation and post COVID was already in the process of re‐establishing an Leadership Development programme for senior leadership teams and managers across the Council in recognition that this required to be reinvigorated post COVID and that there has been significant turnover in management and senior positions over the past three years and this would support growing and maturing the current culture and collaborative connections across the organisation. In response to the Bowles recommendations, the objective is to ensure the new Leadership Development programme is appropriately cognisant and reflective of the key learning points from the Bowles report and takes the opportunity to ensure its coverage seeks to re‐enforce the development of skills related to governance, risk management, commercial risk, corporate working and culture etc and effectively utilises failures referenced in the Bowles report as key examples for learning throughout the programme. Collective reflection and learning of such significant failures – albeit historical – is recognised as an important element of building an effective future culture and ways of working across the organisation. Undertake a health check assessment on major capital programmes to provide reassurance in respect to all aspects of governance, control, reporting and management of programmes. October 2023 Chief Executive supported by CMT City Deal and Infrastructure Health Check report was submitted to CMT on 21 November 2023. Put in place arrangements to deliver a comprehensive Leadership Development Programme (circa 12 months + programme) for chief officers and senior managers which amongst other things will cover and key areas referenced in the Bowles report in respect to governance, accountability, risk management, collaborative working, member officer relations etc. Commence programme by September 2023 Director of Finance & Resources and Head of HR & OD Contract engagement in place and resources secured from SOLACE Enterprises to support co‐designed and co‐delivered programme. Initial Chief Officer programme launch event occurred on 3rd October with focusing on personal resilience. The programme has delivered sessions focussed on: Effective Communications and Elected Member Relations Programme Management, Leading and Navigating Strategic Change Risk Management and Governance Transformational Leadership Delivering Corporate/Team Values and Vision Page 22 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update This first leadership development programme has now been concluded with an evaluation process underway. Attendance was good throughout the programme and for any officers that were unable to attend parts of the programme, they will attend these specific modules during the next cohort grouping to ensure completion of the full programme. The next 2 Cohorts will be run from April to around September and with up to 60 places available for our next tier of management. There will be some revisions to content and emphasis based on feedback from the initial sessions, however the key themes of the programme will remain unchanged. UPDATE An evaluation of the leadership development programme for the first cohort of delegates (Chief Officers) has now been completed. Positive feedback was received from both the delegates who attended and from the facilitator(s) who delivered the programmes. This feedback has helped shape the programme for the next 2 cohorts of senior managers which are currently running, and due to complete October 2024. The evaluation feedback has been presented to the Council’s Corporate Management Team for noting. Following completion of these programmes, consultation with these cohorts will take place to explore how best to support our senior managers to continue their development and ensure their learning experience has a positive impact back in the workplace. Page 23 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Design and undertake an evaluation process of the Leadership Development Programme for Chief Officer cohort to inform required changes / adjustments to programme delivery for next management cohort. March 2024 Head of HR and OD Initial feedback was requested as part of the final workshop of this first programme. An evaluation request, designed in partnership with SOLACE, will be sent out to each of the participants asking if their knowledge has increased, if they feel more confident and informed and what changes, if any, would participants suggest for the next cohort. Generally the feedback from cohort one (Chief Officer cohort) indicated a high level of satisfaction with the programme overall. Collaboration with other colleagues during the programme featured strongly with learning through shared experiences. There was positive feedback around learning from colleagues, strengthening networks across services and shared experiences, which will create consistent approaches around best practice. Some feedback was received around the content being more ‘Renfrewshire’ specific, including organisational challenges and use of case studies. Increased use of local examples and practical application is being incorporated into the programme for cohorts 2 and 3. A facilitated event for Chief Officers is scheduled for the end of September 2024. This will be an opportunity to discuss and agree how this cohort of Chief Officers continues its learning journey, sharing their learning and practical experience to have a positive impact back at the workplace following the successful completion of the leadership development programme earlier this year. Bowles Report Recommendation 6 Risk management From documents I have seen the Council was unaware of the scale of risk it was taking in the calculation of pupil numbers. The identified risk in Council documents related to providing the school on time, not that the size of the school may prove to be inadequate. The failure to identify that risk has had two consequences; first the Council has been slow to react to the increase in pupil numbers and second the Council did not negotiate with BAE with that risk in mind. Page 24 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update The Council needs to review how it both identifies risk and manages it. Response Objectives Progress actions to provide reassurance in relation to the Council’s current risk management approach, in particular how this is approached, deployed and managed as part of major projects as well as considering and assessing the seniority / appropriateness of officer involvement and related skills across officers involved in the process. A review of risk profiles across all service departments to ensure visibility of all risks and confirmation of where certain risks are being monitored if outwith the standard Risk Reports to the Audit, Risk and Scrutiny Board (i.e., Health and Safety Planning Groups, Service Improvement Plans etc) October 2023 Director of Finance and Resources Risk report submitted to Audit, Risk & Scrutiny Board as planned on 6 November 2023. A review of the ‘service risk representative’ roles in each service department to ensure the representatives who sit on the Corporate Risk Management Group are sufficiently involved in risk matters within the service, to feed this into the Corporate Risk Management Group and that they also have authority within the service to provide challenge as a ‘critical friend.’ October 2023 Director of Finance and Resources Action completed. CMT agreed (10 October 2023), that each Director will nominate a Head of Service and one other colleague to support the Head of Service in the role going forward. Delivery of a project risk management workshop specific to the planned new primary school in Dargavel (complete) August 2023 Director of Finance and Resources Workshop delivered covering nature of project risks, risk changes over lifecycle of the project; reminder of Council PM framework and PMU support; key issues re good governance. Delivery of project risk management training with all PMU colleagues (in a train the trainer format) so colleagues are delivering this as part of project kick‐offs to support a more risk focussed culture in the organisation. September 2023 Director of Finance and Resources This was completed on 12/10/2023. PMU staff received a ‘train the trainer’ session to enable them to cover running risk awareness sessions at project kick‐offs to support a more risk focussed culture in the organisation. Page 25 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update Undertaking a ‘health check’ of project management arrangements across the council to ensure governance, management, reporting and risk management is appropriate to the scale of the project. November 2023 Director of Finance and Resources Compliance review of all PMU supported projects complete. All projects demonstrated a satisfactory level of risk governance and management. An update to the risk management course on iLearn and consideration of whether it should be a mandatory course. December 2023 Director of Finance and Resources The course if now developed and ready to be launched to relevant staff on iLearn. In addition, face to face training of a new “Who’s risk is it anyway” half day course is also being delivered in February and May. Embed and deliver risk management training into the new leadership development programme that is currently under development, particularly in relation to commercial risk December 2023 Director of Finance and Resources Session delivered 12 December 2023, and is included in the training programme for further cohorts. Reviewing governance documents to ensure delegations in relation to liability caps are clear and unambiguous. December 2023 Director of Finance and Resources Consultation with Head of Corporate Governance concluded that governance documents do not require amendment, but rather, more training would be required on what was expected within existing delegations. The training was delivered to CMT on 28 November 2023. Governance refresher training sessions have been delivered to every department senior management team in January. Deliver a targeted risk management development day for Chief Officers:‐ Project risk management (and risk simulation exercise) Risk horizon scanning and sustainability (the Global Risk Report) December 2023 Director of Finance and Resources The training session has been prepared and was delivered to CMT on 28 November 2023. Page 26 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update Liability caps and their implications It is recognised that Dargavel Village has a significant amount of housing development yet to be delivered (circa 2000 housing units over a 10 year period) and therefore many of the associated risk that existed at the beginning of the development continue to exist today albeit there is live data to inform future projections from the first circa 2,300 units that have been delivered. Manage ongoing education demand risk relating to Dargavel through: The Council therefore continues to face risk and uncertainty in relation to accurately projecting the scale and timing of future education demand which will continue to have inherent uncertainty and risk. In recognition of this the Council will continue to progress the following actions to manage and mitigate this risk:‐ Securing robust long term demand projections which provide both a core projection, potential upper scenario and a long term view of the potential scale and timing of short term peak demand to inform decisions on capacity provision. September 2023 Director of Children’s Services Further updates will be completed in this respect for updated datasets available from November registration data and recently released NRS Census data. A full learning estate projection model has been delivered by Edge Analytics in August 2024. This will directly inform this action. Identify now a range of flexible options that are and will remain available to in future years to deliver, if required additional capacity (both temporary capacity and permanent long term capacity) to ensure the Council can be reassured of being able to respond appropriately to the potential for upper end demand scenarios and or temporary demand peaks to emerge. January 2024 Based on data and a range of scenarios, flexible additional capacity options have been outlined and shared with relevant boards. Page 27 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update Establish process and arrangements to support and provide detailed monitoring and updates to projections for updates to actual data sets to facilitate a continual re‐assessment of longer term trend and likely requirements / decision point required in relation to deployment of potential additional interventions. January 2024 A schedule is in place with timelines for detailed monitoring and updates to projections and actual data. This will ensure continual re‐assessment of long term trends and likely requirements / decision points required. Work has commenced to map out the next iteration of roll projection release for 2025 with Edge Analytics. This will inform what data sets are required and set a road map and responsibility matrix for who is accountable for obtaining and collating each data set or model input. This also requires input form the Head of Economy & Development to factor in the next iteration of the Housing Land Audit (HLA) to the projection model. Bowles Report Recommendation 7 Whilst protecting the integrity of the planning process, the Council needs to ensure the appropriate involvement of members in such developments. Additional Council Motion Council agrees that in light of the Independent External Review of Dargavel that there is a requirement to convene a cross party body to discuss and review existing governance arrangements of Renfrewshire Council. Response Objectives Assess the extent to which major investment projects have provided sufficient engagement with elected members through both formal governance routes as well as through briefing sessions, engagement sessions, group presentations, site tours etc. Identify any adjustments or improvements required moving forward. Provide officer support to a cross party group to of elected members to agree the remit and progress a discussion and review of the Council’s formal governance arrangements in line with the motion approved. Carry out an assessment of the Audit Risk and Scrutiny Board against CIPFA’s published good practice guide for audit committees. Page 28 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update Undertake a health check assessment on major capital programmes to provide reassurance in respect to extent to which elected member involvement has been appropriately secured through formal governance reporting as well as via other appropriate informal engagement routes October 2023 Chief Executive supported by CMT City Deal and Infrastructure Health Check report was submitted to CMT on 21 November 2023. Other programmes to be reported to CMT through regular scheduled portfolio update sessions. Support Council Leader and other nominated elected members to determine a review remit, progress the review and develop suitable recommendations. March 2024 Head of Corporate Governance The Cross Party Working Group has been established and met five times. A report was submitted to the Council Meeting on 29 February 2024 setting out the findings of the review. Carry out an assessment of the Audit Risk and Scrutiny Board against CIPFA’s published good practice guide for audit committees and identify any recommendations for change in remit or operational arrangements. December 2023 Director of Finance and Resources The self assessment is complete with recommendations for improved clarity of roles and remits agreed by the ARSB, with formal final approval agreed by Council in May 2024. Bowles Report Recommendation 8 Public confidence These recent events and the matters described in this report will dent public confidence in the Council. The Council should work in an open and transparent manner in the resolution of these issues and particularly with the residents of Dargavel, who have legitimate concerns about the implications for their children during both their primary and secondary education. Response Objectives The key aim has been to provide straightforward messaging and up to date sitreps to ensure publics (and council representatives) have the most up‐to‐date position and the complexity of the issue is explained in a simple and honest way and that parental/carer concerns in respect to the school and educational environment are able to be appropriately discussed through structured engagement arrangements with the parent councils with appropriate agreed actions taken forward. The strategy has been designed to: − Improve the flow and regularity of information to parents and carers and the wider Dargavel community, so they are first to hear about decisions impacting their community. − Ensure parents and carers have access to all projection data available to the council. Page 29 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update − Introduce direct communication channels with Dargavel residents, enabling all sections of the community to engage on matters that are important to them and making sure the latest information is accessible and easy to find. − Provide residents with a feedback loop to enable them to ask questions of the council in relation to the development and have questions answered quickly. − Include the community in formal planning and design of a new primary school and high school extension. It is recognised that effective communication and engagement is important to building a new relationship between the Council and the Dargavel community, but ultimately it will take the delivery of the solution and investment in long term engagement to reduce local anxiety and fully rebuild trust and confidence in the Council. Develop communication plan to drive tactical engagement, ensuring the Dargavel community and specifically parents and carers kept updated on progress and the decisions being made by Council Boards. November 2022 Head of Marketing and Comms The strategy has directed media and stakeholder engagement in relation to council decisions pertaining to Dargavel, the initial announcement and short‐term mitigation arrangements, and the publication of the Independent external review by David Bowles. The specific activities delivered include: Arranging and hosting two parent and carer meetings, attended by council officers and more than 220 parents or carers. Attending several parent council meetings with all primary schools and PMHS to support direct engagement, discussion on key activities, immediate estate decisions in respect to deployment of modular classrooms and post occupancy adjustments at Dargavel Primary, sharing and discussion of revised projection data and modelling, key council decision points, independent review outcomes. Attending several community meetings from community council, Community Liaison Group as well as supporting coordination and delivery of wider community representative Page 30 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update round table session to maintain ongoing engagement, sharing of information and data sharing. Updating parents and carers at Dargavel Primary on progress and all reports to Council Boards and decision making in relation to immediate solutions to address capacity issues at Dargavel/ Updating Bishopton Community Council on progress above. Responding to media enquiries, requests for interview and ensuring the media were proactively updated on progress. Ensuring the wider area stakeholders were kept up to date on progress – this includes community representatives, wider Parent Council groups and local and national politicians. Maintaining updated information on the council website Delivered a creative partnership with Glasgow School of Art and Dargavel Primary School to support pupils design the interiors of the new modular classroom block. Deliver a revised comms and engagement strategy to coincide with the return to school period along with timing of key milestone points in relation to post independent review and moving towards confirmation of progress with BAE systems and moving more significantly into a delivery phase. This will ensure long term engagement process continues to build pro‐active and positive engagement to continue to re‐establish trust and confidence across the Dargavel community. August 2023 Head of Marketing and Comms The Dargavel communication and engagement strategy was reviewed following the publication of the Bowles Report. The strategy covers the development of long‐term solutions to increase primary and secondary capacity. The key aim has been to provide straightforward messaging and up to date sitreps to ensure publics (and council representatives) have the most up‐to‐ date position and the complexity of the issue is explained in a simple and honest way. We committed from the outset to ensure those members of the community directly impacted (and their representatives) are first to hear about the steps being taken to deliver a solution and the decision‐making process involved. The strategy has been designed to: Improve the flow and regularity of information to parents and carers and the wider Dargavel community, so they are Page 31 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update first to hear about decisions impacting their community. Ensure parents and carers have access to all projection data available to the council. Introduce direct communication channels with Dargavel residents, enabling all sections of the community to engage on matters that are important to them and making sure the latest information is accessible and easy to find. Provide residents with a feedback loop to enable them to ask questions of the council in relation to the development and have questions answered quickly. Include the community in formal planning and design of a new primary school and high school extension. Activity delivered from October 2022 to present includes: Planned and hosted 2 public meetings Monthly updates to the council website 13 update letters issued to parents and carers at Dargavel Primary School and shared with community stakeholders. 3 proactive media updates and the handing of almost 50 media enquiries to ensure the council’s right of reply ‐ including arrangements for broadcast interviews. Ongoing Elected Member briefings and MP/MSP briefings to ensure all political representatives are kept up to date on matters relating to the Dargavel Community. Following publication of the Review, individual meetings took place with four local community representatives who were interviewed for the Review to include next steps. Ongoing engagement continues with two Page 32 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Action Target Completion Responsible Officer Update representatives to provide a sounding board for communication and engagement. August 4, the council’s senior team attended a Round Table Meeting with Bishopton Community to discuss education provision and leisure and recreation provision. From August, introduced a new opt‐in community newsletter, promoted locally to encourage resident sign up. Established the Park Mains Liaison Group, attended by the Parent Council Chairs of all Park Mains catchment primary schools, to ensure we can collectively plan the high school extension and effectively engage with the wider school. Space Planning Activity for Dargavel Primary School Preparation of communications plan to encourage community engagement (those directly impacted and those affected) with the forthcoming statutory consultation, to be launched in January. Establish a new parent council liaison group to provide a single PC forum (at the request of PC chairs) to provide a streamlined opportunity for consistent engagement and communication with the whole PC community for all schools associated with Dargavel / Bishopton and PMHS and all feeder primaries. August 2023 Head of Education Group has been established and has met following school summer 2023 break with positive feedback from Parent Council Chairs with engagement to date. Establish regular opt‐in digital community newsletter to facilitate regular communication updates direct to interested members of the community. August 2023 Head of Marketing and Comms Take up of opt‐in digital channel newsletter is currently sitting at over 500 and it is expected that this will continue to grow in the coming months. Page 33 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 ACCOUNTS COMMISSION SECTION 102 REPORT – FINDINGS & COUNCIL RESPONSE/UPDATE Community and Other Engagement The council must, as a matter of urgency, conduct a robust and transparent assessment of the effectiveness of its community engagement and then move swiftly to implement any improvements needed. February 2024 Head of Communications and Marketing Please see response to Bowles report recommendation 8 above The Commission is particularly concerned by the council’s failure both to transparently consider alternative options in relation to expanding secondary school capacity in the area, and to consult or engage appropriately with the community, whom their decision directly affects. This engagement activity will remain ongoing as part of the PMHS extension project through to August 2027 and beyond recognising the long‐term monitoring of school roll projections at the high school. Director of Children’s Services It is accepted that the report to the Education and Children’s Services Policy Board in May 2023 could have articulated the reasons why no other options to address secondary school capacity beyond an extension to Park Mains High School were deemed viable for detailed consideration. Additionally, although engagement in relation to updated school projections and developing plans for a larger extension to PMHS were shared and discussed with the PMHS parent council prior to the May report, plans to expand this engagement process to a wider group to encapsulate all feeder primaries following the board meeting could have been outlined in the report and or considered earlier in the process. Council officers have since May 2023 been progressing positive and ongoing community engagement in relation to the Park Mains extension, principally through the Park Mains Liaison Group which was established to provide a single engagement forum with representatives from the Parent Councils of Park Mains High School and all associated feeder primaries. August 2024 This engagement process has shared and explained detailed pupil projection data, the underlying rationale for the proposed extension decision as well as listening and responding to Page 34 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 concerns and or requests for further information from the wider parent and carer community. This included sharing detailed information on an option promoted by some community representative from Dargavel and Bishopton for a new secondary school for Dargavel, Bishopton and Langbank. As reported through the Education and Children’s Services Policy Board in August 2023, such an option had significant negative implications from a financial, educational, value for money and school estate perspective that discounted it as a credible option for detailed consideration. The Park Mains Liaison Group is proving to be a highly valuable engagement forum, providing a single route of engagement across the wider community as well as a key route to assist the Council to disseminate consistent key messages and information updates across communities through trusted Parent Council communication channels. This engagement approach will inform how non statutory and informal engagement in relation to potential school estate changes and long‐term strategic learning estate work may be taken forward in the future by the Council. Additionally, high levels of positive engagement are being secured as part of the space planning process for the new extension, supporting active parental and carer participation and influence in the design process of the new extension and wider changes to the school that are planned to be delivered. This is increasingly building a positive community commitment and level of direct participation in the delivery of the school extension and improvement project. Page 35 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Director of Children’s Services The review of the Council’s engagement strategy as referred to above will include a qualitative assessment of the effectiveness of the Park Mains Liaison Group. Lastly, work is being progressed by officers to research how other councils have approached school extension projects, where a statutory consultation process is not required. The objective of this work is to inform the design of a framework to inform any future approach to early informal engagement that can be adopted by the Council in relation to school estate considerations or changes. Desk top work completed to date has identified a mixed picture with several councils having adopted a similar approach to that employed by the Council for the PMHS extension. However, there are some examples of the use of published options appraisals as part of Council reports and identified examples of planned informal engagement strategies deployed as part of long‐term strategic school estate planning which provide some good practice approaches for reference. These individual elements of good practice that are evident across other councils can be collectively brought together and used to inform and guide the development of a proposed framework for use by the Council in its future learning estate strategy (where appropriate this will pay due regard to the Scottish Government guidance on informal engagement that may occur prior to a statutory consultation process). In completing this work consideration will be given to sharing the output across the local authority sector given what appears Page 36 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 to be a level of mixed and inconsistent approaches deployed across the country. We note that the new primary school is subject to a full public consultation. We expect the council to engage meaningfully with the community on this issue, and other decisions on the school estate. Again, we ask that the Controller monitors this situation, and reports to us in June 2024 on progress and earlier if necessary. Consultation process has completed as reported to the Education and Children’s Services Policy Board in May 2024 Director of Children’s Services The Education and Children’s Services Policy board approved the planned consultation programme in January with a report on the outcome of the consultation planned to be brought back to Policy Board in May. A full programme of planned consultation and engagement activity has been developed with input from the Institute of Consultation to bring to the design process experience of recognised best practice deployed across the UK. Full details of the planned consultation process and activity will be provided to the external auditors as well as the opportunity to observe any of the planned information events and or formal consultation meetings. The consultation has now been completed with 817 respondents to the online questionnaire and a further 150 attending the events which were held: 6 informal drop in sessions 4 Information exchanges 2 public meetings Meetings with Parent Councils of both primary schools Meetings with staff and children from both primary schools. Education Scotland also engaged with the community and produced their report of their findings. A final consultation report has been finalised and presented to the Policy Board in May 2024 with approval granted to construct a new primary school on the recommended location. Page 37 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Learning Lessons and Building Capacity While the council’s initial response to the Bowles report was high level, we are assured by the Controller that its action plan in response is now sufficiently detailed and includes SMART objectives It will be important that this action plan is well‐managed by senior officers and closely scrutinised by elected members of the council. Complete Director of Finance and Resources This action plan and subsequent action plan relating to the s102 report are closely monitored and reported to each cycle of the Audit, Risk & Scrutiny Board. However, there are still significant uncertainties relating to the capacity needed in the long term, and to the completion of the two building projects – the new primary school and the secondary school extension. We therefore request that these matters are closely monitored in the annual audit work, and the Controller uses her powers to report any slippage or other issues to us if necessary. March 2024 Director of Children’s Services Managing the Risk of Future Capacity Uncertainty The inherent uncertainty in relation to long term (15 year) pupil growth projections has been widely reported by the Council over the past year as an ongoing risk through both formal board reports, as well as engagement and communications with communities and in sharing data and reports with the external auditors. This is particularly recognised by the Council in the context of Dargavel Village having approximately 10 years of development still to deliver before achieving completion. It has also been trailed that the Council’s projection work to date with Edge Analytics has identified an expectation of a peak in demand to be reached which will then fall to a stabilised long‐ term level of demand – a similar pattern of demand growth has been evidenced across other similar long term community growth areas in the UK. The Council will regularly monitor actual pupil numbers and update long term projections on a regular basis over coming years as a key response to being able to pro‐actively manage this risk moving forward. Page 38 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 This monitoring process will be key to assess the extent to which actual demand and revised projections is or is not tracking against the current projections that have informed the planned capacity levels that will be delivered by the current learning estate interventions and provide early indication of any risk of material deviation. The planned annual monitoring and updating approach that will be deployed over coming years will be shared with the External Auditors as required. Long term projection work completed to date has already modelled a range of potential demand scenarios for the primary sector and identified an expected peak of demand in 2033/34. Options that can be considered for deployment in future years to manage upper demand scenarios that would exceed the planned capacity being delivered for primary sector education within Dargavel village, have already been identified and reported through the Education and Children’s Services Policy Board in November 2023 and shared with community representatives. Should the monitoring arrangements over the coming years highlight projection of sustained demand trending towards the upper demand scenarios, an appraisal will be required to assess which of the options is most appropriate for consideration to be deployed to meet the scale and nature of the additional future demand. This process will include early community engagement with school communities and will require timely assessment and associated decision making to allow planned delivery of any additional intervention well ahead of the developing need. In relation to the secondary sector, the impact of higher demand scenarios will take longer to emerge (mid to late 2030s) and similarly it has been well trailed in Council reports and with Page 39 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 the community that long term monitoring and projection modelling may identify the need to consider options at an appropriate future point in time in respect to any further intervention and or decisions in relation to secondary sector provision across West Renfrewshire. Similarly, the long‐term monitoring arrangements will facilitate early identification of such risks and will support early engagement with the appropriate primary and secondary schools that may be impacted by any future school estate changes. Delivery of New School Facilities It has been recognised by the Council that as a result of the very late identification of the significant under‐capacity problems within both the primary and secondary sectors serving Dargavel, the Council has since late 2023 been operating within a highly compressed non‐typical timeline to undertake all the associated capacity planning, land assembly, community engagement, statutory consultation, space planning, procurement arrangements before moving into project delivery in order to achieve operational delivery of the new facilities by August 2027. In broad terms, the Council is seeking to achieve all that is associated with the long‐term strategic planning, engagement, consultation and operational delivery of a new school and major extension of a secondary school in a 4 ½ year period, when such an end‐to‐end process would normally run over a much longer period – a timeline of around 6‐8 year would not be an untypical Page 40 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 period of timeframe. Consequently, the Council is parallel running several activities that would in most circumstances be delivered in a broadly consecutive manner. The Council has established governance, programming, and resource arrangements in place to support the delivery of the new primary school and secondary school extension over the remaining 3 ½ year period through to the operational target date of August 2027. To date the external auditors have not undertaken any detailed scrutiny of the delivery programme or the arrangements in place. To provide assurance officers will provide a full overview of the current arrangements for the external auditors for their review and will support whatever audit work is required to allow them to assess the Council’s current approach. Impact on Service Provision We note that the council has assessed that currently there has been no detriment to either teaching delivery or pupil education in the Dargavel and Bishopton areas from the interim measures introduced. We consider it critical that the council reports the results of these assessments publicly, regularly and in an accessible way, to maintain and rebuild community confidence. Ongoing as part of the Service’s Quality Assurance Framework Ongoing and will be incorporated into parent and school Director of Children’s Services Head of Marketing and Communications Renfrewshire Council has a robust Quality Assurance framework involving regular meetings with Education Managers and school staff and planned school visits which focus in on the national quality assurance indicators (reviews). DPS had a visit in January as part of this process where key strengths under the national Quality Assurance indicators from How Good is Our School were evaluated, self‐improvement and self‐evaluation and Learning, Teaching and Assessment and a report was produced. In addition, Bishopton Primary School and Park Mains High School were both recently inspected by HMI, receiving very positive reports. Page 41 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 newsletters at appropriate points. Further, every school submits a school improvement plan and a school improvement report (published on website) and their evaluations under the 4 key Quality Indicators (QIs) of their performance, based on data gathered through self‐evaluation, HMI visits, internal visits and stakeholder input is submitted to Children’s Services in April. These are shared with the parent councils and will also be published on the school website as part of the self‐evaluation process. This is in line with Education Scotland guidelines, the National Improvement Framework and statutory requirements. This communication with parents will be an ongoing process. The Commission is also concerned at the possible wider impacts of the council’s failings regarding the estimation of pupil numbers and whether this has had any impact on services provided by the council in the Dargavel area. We request that the Controller seeks further information on these issues so that we can understand the work that the council has done to understand these impacts. In line with requests emerging from defined audit programme to be set by Azets Chief Executive Full details of all the additional areas of potential service impact (noted below) considered by the Council have been shared and discussed in detail with the External Auditor to support the Controller of Audit’s follow‐up report to the Accounts Commission. Support to Schools Early Learning & Childcare Provision Children’s social Care support NHS Service Provision & facilities Community Leisure & Recreation within wider Masterplan Transport & Active Travel Infrastructure Provision Public Bus Transport Provision Page 42 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 Financial Management and Consequences The financial impact of these failings on the council is significant. The council capped the risk and contributions from BAE Systems under the Section 75 agreement, and as a direct result faces estimated net additional capital costs of £60 million, to be met by borrowing. This is a substantial sum of public money. The council needs to clarify the opportunity costs of this in terms of its overall capital programme. The council projects that it will have a revenue budget deficit of up to £50 million by 2026/27 and will need to make difficult decisions on prioritising its spending, compounded by the financial consequences of this issue The council has recently negotiated a transfer of land from BAE for the construction of a new primary school. The Controller’s report indicates that this was in exchange for amendments to the extent and composition of the housing units for which planning permission has been granted. Given the reported determination of BAE to fully protect their commercial interests in the development, and the absence of alternative solutions for the council, it will be important to ensure and demonstrate that this exchange represents Best Value for the public purse. Ongoing March 2024 Director of Finance and Resources Head of Economy and Development The Council will be required to manage the financial impact of the unplanned delivery of a new primary school and larger extension at PMHS through the delivery of its wider financial strategy and any opportunity costs articulated as part of developing and delivering that strategy. Regular reports with regards the Council’s financial position and outlook are provided to Council, which include the financial consequences of the Dargavel failings. The next report to Council updating the financial outlook will be in September 2024. The financial and wider factors considered by officers as part of the negotiation process with BAE systems to secure the associated land agreement and adjustments to the S.75 agreement have been shared with the external auditors. Council Leadership, Governance, and Culture The council’s action plan will be hugely important in further embedding improvements in this area. In particular, the following elements must be progressed urgently and transparently: February 2024 and ongoing in relation to the outcomes Director of Finance and Resources This report and combined action plan provides the Audit, Risk & Scrutiny Board with an overarching view of all progress associated with the Dargavel issue, subsequent investigations, reviews and agreed actions. Page 43 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 • the council’s review of its scrutiny arrangements against CIPFA good practice guidelines • the council’s review of its approach to risk management • the council’s leadership development programme for officers. To be satisfied of progress in these areas, the Commission requires the Controller to request further information from the council on the scope and timing of these actions, and report back to the Commission in the update requested for June 2024, or earlier if she thinks necessary. We also expect these issues to be covered in the accelerated Best Value report. associated with each action. The Commission is also concerned about the culture of the council and whether it has truly learned the lessons it needs to. We expect organisational culture to be an area of focus in the accelerated Best Value report. In particular, we request an update on whether the culture of the organisation is appropriately open and transparent, encourages continuous improvement, December 2024 (ie the confirmed timescale for BV audit work to conclude) Chief Executive The Council’s auditors concluded 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. The auditors did not highlight any 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 is not sufficiently clear. The Council has recognised this and has completed a review of the Audit, Risk and Scrutiny Board governance and operating arrangements, with recommended changes being agreed by the Board and subsequently by full Council. Page 44 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 effective joint working between officers and members, effective scrutiny and challenge (especially by elected members), and engagement and discussion with stakeholders. In addition, we request an assessment of whether it has the right skills in the right places to deliver on its responsibilities, and whether issues are escalated to the right level. Despite the finding of the Council’s auditors, the Commission has expressed concern in relation to the Council’s culture and have sought further assurances in relation to a wide range of organisational issues. It has been confirmed that consideration and assessment of such issues will form part of the planned Best Value Audit process and subject to confirmation of the planned detailed best value audit programme. Council officers will provide all the necessary support, assistance, and information to allow the audit team to appropriately assess all key areas of interest and are actively progressing an internal self‐assessment and evidence process to support this element of the audit engagement in due course over the anticipated 2024 audit programme. Finally, the Commission notes that the auditor has concluded that the council has 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. In addition, no disciplinary action has been taken against any senior officer involved in decision‐making relevant to the Section 75 approval process for the Dargavel Village development. The Commission accepts that these are management issues. March 2024 Head of Corporate Governance No senior officers involved in the Dargavel S.75 decision making process and identified in the Bowles Report remain employed by the Council or remained employed at the time of the Bowles report publication. In this context no senior officer could be subject to any form of internal Council disciplinary investigation or action. Full details of the process of consideration and legal advice that was sought regard to any other form of external legal action has been shared with the local external audit team as requested by the Commission. Page 45 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 However, we request that the Controller asks the council for further information on the process followed and factors taken into account by the council in considering disciplinary action against staff involved. In addition, and looking forward, the Commission asks for information on the council’s approach to performance management and March 2024 Head of HR & OD A full package of information in relation to current HR policies and procedures and future planned revisions has been provided to the external auditor. In June 2024, the Council in consultation with key stakeholders and trade unions revised both its people, performance and talent policy and discipline policy. Additional guidance and training is currently being developed for managers and employees, with an expected role out in the Autumn 2024. its current policy on disciplinary action, so we can be assured that appropriate arrangements are in place to ensure that staff have the necessary skills and that senior officers are properly accountable for their areas of responsibility. Page 46 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 CROSS PARTY WORKING GROUP AGREED ACTIONS Refresher training for management teams across all of the Council’s directorates on the operation of delegated authority should be implemented. April 2024 Head of Corporate Governance and Chief Auditor Training was delivered to all directorates by the Head of Corporate Governance and the Council’s Chief Auditor in January 2024 to Chief Officers and tier 3 managers. A further “catch up” session was held on 23 April 2024. Refresher training for management teams across all of the Council’s directorates on the operation of the Protocol for Relationships between Political Groups, Elected Members and Officers should be implemented. That the Bulletin be issued with the minutes of each Council and board meeting for the meetings of Full Council. May 2024 Head of Corporate Governance The Bulletin is now issued with the minutes pack at each Full Council Meeting commencing with the meeting of 9 May 2024. All major projects and programmes will report to the appropriate board at least twice a year. Any such reports will include a note of all project groups involved. May 2024 Chief Executive Update reports on City Deal Projects and cultural Infrastructure programmes have gone to boards in December and February respectively as part of twice yearly reporting cycles. Housing investment programme update provided as part of update report at each cycle with an additional full update provided in august of each year. The content of the Protocol for Relationships between Political Groups, Elected Members and Officers be refreshed. February 2024 Head of Corporate Governance The Revised Protocol was approved at the Council Meeting of 29 February 2024 A health check of all major projects will be completed and reported through the Audit, Risk and Scrutiny Board March 2024 Chief Executive This has separately been reported to the ARS Board as part of the independent review action plan A structure chart for all Council directorates should be prepared and circulated to all Elected Members. This should be regularly updated and recirculated as necessary. March 2024 Chief Executive The structure chart was circulated to all Elected Members, and the first updated version was issued in March That a Chief Planning Officer report brought to the Planning and Climate Change Policy Board at least twice a year advising on the position in respect of s75 Agreements. Planning applications, or where officers cannot not reach agreement May 2024 Head of Economy and Development Arrangements have been put in place by officers for this bi‐ annual reporting Page 47 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 on substantive matters in a specific s75 Agreement negotiation will also be brought back to the Board for further consideration. The outcome of the management training programme will be reported to the Audit, Risk and Scrutiny Board Sept 2024 Director of Finance and Resources and Head of HR & OD The first cohort of the programme has concluded the programme, with feedback from this first round being used to inform the delivery of the programme to the next cohorts of senior staff. Delivery of the programme will continue over the course of 2024. UPDATE ‐ Delegate and facilitator feedback on the first cohort has been presented to the Council’s Corporate Management Team for noting, along with proposed changes arising from feedback for the next scheduled cohorts of senior managers. The modules covered in the programme are: Introduction to Personal Resilience; Module 1 ‐ Effective Communication and Officer/Member Relationships; Module 2 ‐ Governance, Risk and Financial Accountability; Module 3 ‐ Managing Projects and Managing Change; Module 4 ‐ Transformational Leadership Module 5 ‐ Values, Vision and Planning for the Future Generally the feedback from cohort one (Chief Officer cohort) indicated a high level of satisfaction with the programme overall. Collaboration with other colleagues during the programme featured strongly with learning through shared experiences. There was positive feedback around learning from colleagues, strengthening networks across services and shared experiences, which will create consistent approaches around best practice. Some feedback was received around the content being more ‘Renfrewshire’ specific, including organisational challenges and use of case studies. Increased use of local examples and practical application is being incorporated into the programme for cohorts 2 and 3. A facilitated event for Chief Officers is scheduled for the end of September 2024. This will be an opportunity to discuss and agree how this cohort of Chief Officers continues its learning journey, sharing their learning and practical experience to have a Page 48 of 110
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APPENDIX 2 Action Plan Response Monitoring (Completed Items) – September 2024 positive impact back at the workplace following the successful completion of the leadership development programme earlier this year. Page 49 of 110
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___________________________________________________________________ To: Audit, Risk & Scrutiny Board On: 23 September 2024 ___________________________________________________________________ Report by: Director of Finance & Resources ___________________________________________________________________ Heading: Best Value thematic work – Workforce innovation ___________________________________________________________________ 1. Summary 1.1 The Accounts Commission’s Strategy (2021-26) sets out its priorities to focus on inequalities, funding, communities and recovery. The Code of Audit practice sets out the Best Value work required to report on these priorities. The Accounts Commission’s approach to Best Value involves reporting on individual local government bodies and thematically across the local government sector through performance reports. 1.2 The Accounts Commission reports nationally on thematic aspects of local government bodies’ approaches to, and performance in, meeting their Best Value and community planning duties. Local government appointed auditors report locally on any such Best Value thematic work prescribed by the Accounts Commission. 1.3 The Commission has directed auditors to report on workforce innovation and how councils are responding to workforce challenges. In carrying out the work auditors have considered the following questions: How effectively are the council’s workforce plans integrated with its strategic plans and priorities? Item 2 Page 51 of 110
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How effectively has digital technology been used to support workforce productivity and improve service quality and outcomes? How effectively is the council using hybrid and remote working and other innovative working practice such as a four-day week to achieve service and staff benefits? What innovative practice is the council using to develop its future workforce capacity and skills needs and manage staff reductions in line with its priorities? What progress has the council made with sharing roles or functions across its services and/or with other councils and partners? How effectively is the council measuring the impact of its workforce planning approach? 1.4 The report attached at Appendix 1 outlines the external auditors’ (Azets) findings in relation to the above questions within Renfrewshire Council. The report outlines key messages, detailed findings and suggested areas for improvement. The report also includes an indication of planned management actions in response to the recommendations made by Azets. ___________________________________________________________________ 2. Recommendations It is recommended that the Board: 2.1 Note the report from the Council’s external auditor in relation to workforce innovation and agree the accompanying action plan. ___________________________________________________________________ Implications of the Report 1. Financial – none 2. HR & Organisational Development – as outlined in the report. 3. Community/Council Planning – Working together to improve outcomes – the report outlines several examples of how the Council works in partnership with other stakeholders to ensure the workforce is supported and developed to remain healthy, well trained and able to deliver quality Council services. Page 52 of 110
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4. Legal – none 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. 8. Health & Safety - none 9. Procurement – none 10. Risk - none 11. Privacy Impact - none 12. Climate Risk – not applicable 13. Children’s Rights – none 14. Cosla Policy Position – not applicable ___________________________________________________________________ Author: Raymond Cree, Head of People and OD Page 53 of 110
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Renfrewshire Council Workforce Innovation – how councils are responding to workforce challenges Best Value thematic work in councils 2023-24 September 2024 Page 54 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 2 Table of Contents Key messages 3 Scope of the audit 9 Workforce strategy and priorities 11 Digital technology and the workforce 14 Flexible working and other innovative staff deployment 21 Developing future skills and capacity 24 Joint workforce arrangements across services and partners 28 Measuring the impact of workforce planning 33 Appendix 1- Improvement Action Plan 35 Page 55 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 3 Key messages How effectively are the council’s workforce plans integrated with its strategic plans and priorities? Auditor judgement Effective and appropriate arrangements are in place Renfrewshire Council has a comprehensive high level workforce strategy and People Strategy supported by a number of other high level policies and strategies. The Council adopted a flexible approach to its strategy, by setting up clear priorities for the first two years and by delegating the responsibility and ownership for workforce management to the individual Services to better meet their needs. Therefore, the workforce risk assessment, operational priorities and implementation, and monitoring are done at service level though Service Improvement Plans. How effectively has digital technology been used to support workforce productivity and improve service quality and outcomes? Auditor judgement Risks exist to the achievement of operational objectives Appropriate arrangements are in place to enable the delivery of the Council’s digital strategy. The Council implemented a number of automatic processes to drive efficiency and innovation in its workforce. A key challenge for the Council is the creation of capacity within its workforce to enable the review, exploration and development of digital opportunities. The Council offers a variety of digital training to its workforce. It also acknowledges that a more recent digital skills assessment is required to better understand any skill gaps. The Council actively engages with its communities to deliver services in more innovative way to tackle digital exclusion. The Council’s work has been recognised as best practice example in Accounts Commission report on digital exclusion. There is Page 56 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 4 awareness of the need, and drive for continuous improvement in this area. Page 57 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 5 How effectively is the council using hybrid and remote working and other innovative working practice such as a four- day week to achieve service and staff benefits? Auditor judgement Risks exist to the achievement of operational objectives The Council continuously reviews its approach to flexible working and provides staff with support and guidance. Staff feedback is obtained in variety of ways and considers impact of flexible working on staff wellbeing. The Council considers staff benefits and wider sociological changes when considering new ways of working. Evidence of measurable efficiencies tracking has been limited and the Council has not been able to demonstrate efficiencies from flexible working through, for example, an impact on productivity. Page 58 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 6 What innovative practice is the council using to develop its future workforce capacity and skills needs and manage staff reductions in line with its priorities? Auditor judgement Risks exist to the achievement of operational objectives The Council makes good use of its existing workforce and is developing the skills needed to deliver future services. The Council engages with the local education providers to develop and support its workforce skills. The Council has to yet develop comprehensive measurable performance indicators to demonstrate the benefits it provides through its work on developing workforce skills and capacity. What progress has the council made with sharing roles or functions across its services and/or with other councils and partners? Auditor judgement Effective and appropriate arrangements are in place The Council works collaboratively with its partners and continues to explore opportunities for working together. Through collaborative working, the Council shares knowledge and learns from partners, leading to enhanced service delivery and outcomes. An example of a partnership working is where the Council works in collaboration with Inverclyde Council, East Renfrewshire Council, and West Dunbartonshire Council to deliver a civil contingencies service which supports business continuity and emergency planning across these Council areas. Page 59 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 7 How effectively is the council measuring the impact of its workforce planning approach? Auditor judgement Risks exist to the achievement of operational objectives The Council’s monitoring of progress in implementing its Workforce People Strategy could be improved in terms of its clarity over the status of individual objectives and the wider use of measurable performance indicators. Reporting in Service Improvement Plans currently provides limited information on progress against People Strategy objectives. Benefits tracking of the Council’s workforce approach is done only at a high level. Page 60 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 8 Definition We use the following gradings to provide an overall assessment of the arrangements in place as they relate to best value. The text provides a guide to the key criteria we use in the assessment, although not all of the criteria may exist in every case. There is a fundamental absence or failure of arrangements There is no evidence to support necessary improvement Substantial unmitigated risks affect achievement of corporate objectives. Arrangements are inadequate or ineffective Pace and depth of improvement is slow / needs to be extended further Significant unmitigated risks affect achievement of corporate objectives No major weaknesses in arrangements but scope for improvement exists Pace and depth of improvement are adequate Risks exist to the achievement of operational objectives Effective and appropriate arrangements are in place Pace and depth of improvement are effective Risks to the achievement of objectives are managed Page 61 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 9 Scope of the audit The Audit Scotland 2023 Local Government Overview (LGO) Report notes that councils have never faced such a challenging situation. Service demands have increased after the Covid-19 pandemic and funding is forecast to reduce in real terms. Workforce pressures including recruitment in a competitive labour market, employee retention and high sickness absence levels are putting councils under continued cost and resource pressure. This report sets out how the council is responding to current workforce challenges through building capacity and increasing productivity and innovation. The Accounts Commission’s Strategy (2021-26) sets out its priorities to focus on inequalities, funding, communities and recovery. The Code of Audit practice sets out the Best Value work required to report on these priorities. Code of Audit Practice 2020 Best Value reporting requirements Best Value reporting – extract from the Code The Accounts Commission’s approach to Best Value involves reporting on individual local government bodies and thematically across the local government sector through performance reports: • As part of their integrated wider-scope annual audit work appointed auditors use a risk-based approach to assess and report whether the audited body has made proper arrangements for securing Best Value and is complying with its community planning duties, including reporting progress against previous Best Value findings and recommendations. • The Accounts Commission also requires the Controller of Audit to report to the Accounts Commission on each council or Integration Joint Board (IJB) at least once over the five-year audit appointment on the body’s performance on its Best Value duty. This enables the Accounts Commission to make findings for improvement where appropriate. • The Accounts Commission reports nationally on thematic aspects of local government bodies’ approaches to, and performance in, meeting their Best Value and community planning duties. Local government appointed auditors report locally on any such Best Value thematic work prescribed by the Accounts Commission. Page 62 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 10 This report covers the thematic aspect of our Best Value audit requirements in relation to workforce. The Commission has directed auditors to report on workforce innovation and how councils are responding to workforce challenges. In carrying out the work auditors have considered the following questions: • How effectively are the council’s workforce plans integrated with its strategic plans and priorities? • How effectively has digital technology been used to support workforce productivity and improve service quality and outcomes? • How effectively is the council using hybrid and remote working and other innovative working practice such as a four-day week to achieve service and staff benefits? • What innovative practice is the council using to develop its future workforce capacity and skills needs and manage staff reductions in line with its priorities? • What progress has the council made with sharing roles or functions across its services and/or with other councils and partners? • How effectively is the council measuring the impact of its workforce planning approach? An improvement action plan is included at Appendix 1 of this report. This sets out audit recommendations in key areas, and the Council’s planned response including responsible officers and dates for implementation. The coverage of the work is in line with the expectations for council’s arrangements for the seven Best Value themes in the Local Government in Scotland Act 2003, Best Value Statutory Guidance 2020. Page 63 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 11 Workforce strategy and priorities Workforce planning involves identifying and addressing future capacity and skills gaps, at operational and leadership levels. It requires strategic thinking, comprehensive workforce data and ongoing consultation and engagement with staff and trades unions. A council focused on achieving Best Value will have a workforce strategy that sets out expectations on how the local authority’s staff will deliver its vision, priorities and values. To be effective, workforce planning must be integrated across the organisation. Workforce strategies need to support the council in achieving its strategic priorities. They must support other key plans including financial, asset, digital and transformation planning. They need to be under-pinned with detailed workforce plans within services. Renfrewshire Council has a workforce of 8,500 people across its five services and people costs represent a significant proportion of overall Council expenditure.. Renfrewshire council has a comprehensive high level People Strategy, supported by a flexible approach to priorities with ownership of workforce objectives set at the service line level. This Strategy was approved in 2021 by the Finance, Resources and Customer Services Policy Board and its themes were aligned to the new Council Plan strategic priorities during its first review in 2023. The Strategy contains three strategic outcomes as shown below. Page 64 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 12 Source: The People Strategy 2021-26 During the development of the Strategy the Council engaged with its service departments, employees and trade unions. There has been training on virtual working and a set of new and revised policies created to support new ways of working. The Council adopted a flexible approach to its strategy, by setting up clear priorities for the first two years and by delegating the responsibility and ownership for managing of the workforce to the individual Services to better meet their needs. Therefore, the workforce risk assessment, operational priorities and implementation, and monitoring are done at this level though Service Improvement Plans. The first two years of the strategy were focused on tackling COVID-19 related challenges: 1. The health and wellbeing of the staff 2. Exploring new ways of working post COVID-19 3. Building on staff communication and engagement. In addition to the main workforce strategy and Service Improvement Plans, the Council has in place a number of other documents to support its workforce planning. These additional documents include: • Equality Outcomes and Mainstreaming Equality 2021-2025 which provides a statutory biannual update on our equality progress and outlines new equality outcomes, including a range of workforce planning and organisational development activity. Page 65 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 13 • Equality, Diversity and Inclusion Plan which outlines the plan tod deliver inclusion, enhancing the staff experience and become the best place for people to work. • ‘Your Health Matters’ – Health and Wellbeing Plan 2024 – 2029 which sets out our vision for employee health and wellbeing. • Renfrewshire Health & Social Care partnership – Shaping our workforce’ Workforce Plan 2022-2025 which aim to make sure they have a workforce which is fit for purpose and is enabled to deliver to meet the current and future needs of those who rely upon their services. The focus of the strategy is currently shifting from post COVID reaction to different objectives in line with the changing needs of the workplace. The priorities for the next two years were set as follows: • Improve employee experience to evolve the Council's culture. • Workforce Planning to support service redesigns. • Equality, Diversity, and Inclusion. At the beginning of 2024 the Council established the Corporate Workforce Planning Group, consisting of heads of services and with the main aim to drive and monitor the Council’s People Strategy priorities and outcomes. The first task will be to focus on the objectives for the next two years. In September 2023 a progress report on the People Strategy was provided to Trade Unions and Elected Members. The report to Elected Members outlined discussions with the Trade Unions to reset the Council’s People Strategy priorities for the next 2 years. The recommendations contained within the progress report were approved by Elected Members. It was agreed that the next progress report would be provided to Elected Members on 31st March 2025, however plans are in place to bring this progress report forward to the November Finance, Resources and Customer Services Policy Board. This report will contain progress across the key themes outlined above and work undertaken by officers to refresh the People Strategy with a new future framework and vision, looking beyond 2026. All service reviews are carried out in consultation with staff. Trade unions are involved throughout the process and agree to the workforce changes. Any new operating model proposed within services will consider future skills requirements of the workforce. On occasion, the Council may seek to transfer staff in or out of the organisation using TUPE regulations, which would include statutory consultation with trade unions and staff impacted by the transfer. Page 66 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 14 Digital technology and the workforce The 2023 Local Government Overview report notes that digital technology will make councils’ future workforces look and work quite differently. In order to achieve the change required, councils need to make good use of digital technology and use the workforce in flexible ways. Digital technology has a strong bearing on a council’s workforce needs. It can be used to re-shape jobs to increase productivity and reduce back-office functions while improving service quality. Technology solutions include online services, customer relationship management systems, mobile digital services and more recently, artificial intelligence (AI) applications. Councils need to be innovative in their use of technology and build on new working practices that emerged during the pandemic. In doing so, they must also consider service quality and the needs of people experiencing digital exclusion. Appropriate arrangements are in place to enable the delivery of the Council’s digital strategy. The Council implemented a number of automatic processes to drive efficiency and innovation in its workforce. A key challenge for the Council is the creation of capacity within its workforce to enable the review, exploration and development of digital opportunities. Implementing new ways of working post pandemic is one of the key priorities of the People Strategy. Closely aligned to this are priorities, agreed in the council’s Digital Strategy to equip staff to work smarter, understanding where to invest in skills and training, closing current and future digital skills gaps and reducing digital barriers/exclusion. The council was prepared well for the pandemic by having the IT infrastructure in place before we were forced to work from home and: • ICT infrastructure was already configured to accommodate secure home working, and was quickly upscaled to meet the significantly increased requirement when the pandemic started. • It allowed the Council to continue to deliver services when everyone was required to work from home during lockdown. This readiness was not common across the whole of Scotland. Page 67 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 15 The Council established the Digital Board three years ago to oversee all the projects within the digital portfolio, understand and prioritise resource requirements within the existing constraints, and to support successful delivery, helping to overcome challenges and barriers that may impede progress. The Digital Board has a broad remit to support the project owner in providing overall direction and management for the portfolio, embracing a corporate approach to delivering on digital outcomes and in turn Council outcomes. This Board sits in the governance structure at the strategic level, is chaired by the head of Digital, Transformation and Customer Services, with a councillor as a digital champion, and a number of specialists from other services, including HR and Finance. In practical terms the board prioritises and supports project deliverables, signs off business cases, monitors the progress and provides support and expertise. Reporting to the Digital Board there are two layers of digital programme delivery: 1. Programme managers and the Programme Management Office responsible for identification and tracking of the benefits. 2. Project delivery teams resourced from service teams. The Council has an internal digital programme in place to support its objectives and split into seven individual projects that focus on improving customer experience and making work of the council more efficient and innovative. The key initiatives relating to the workforce include: • Promoting digital leaders as role models to lead by example and change the appetite for digital working. • Issued a Digital Strategy Questionnaire to its leaders to understand current digital capabilities and challenges to inform on the digital strategy and roadmap. • Introduced Digital Champions to provide peer support and build digital confidence and capacity across the workforce. Digital Champions are employees with an interest in technology, systems or new ways of working and are passionate about helping colleagues grow their digital skills. Digital Champions will often already be a go to for digital questions within their team. They provide peer-to-peer support within their services and teams to support digital enablement. • Introduced online safety ambassadors who are volunteers who have been trained to help their colleagues and friends stay safe online. Over 140 Online Safety Ambassadors have been trained so far with more training sessions lined up. The Council introduced a number of internal digital tools to support better workforce: 1. Enterprise Resource Planning (ERP) with multi-business functionality. It is predominantly a people and organisational development and management Page 68 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 16 system containing people data, with a reporting capability on people metrics, absence, ethnicity, establishment/FTEs, leavers, etc. This system has been integrated with the iLearn so managers have live visibility of training undertaken by every staff member and can monitor uptake, progress and completion of mandatory training. 2. Electronic payslips for most of its workforce, with the target of providing it to all employees by 2025. It generates savings and supports the green agenda. 3. MS Teams is widely used for virtual meetings, collaboration and calls, recently replacing desk phones. 4. Absence statistics are now generated from our Business World ERP system, eliminating the need for lots of manual interventions across several teams to generate information. 5. P2P is a new strategic council project, which is improving the set of processes that covers the activities of requesting, purchasing, receiving, paying, and accounting for goods, services and works. Recruitment automation and digital improvements A Robotic Process Automation capability was utilised to automate the indexing of references to NEC Document Management, which is the electronic document management system, significantly reducing processing times for obtaining references and enabling managers to review references on the same day they were received. This automation minimised manual interventions and accelerated the overall recruitment process. The use of ‘Dash’, an online form capability, for requesting candidates ID documents, which are automatically uploaded by the robotics team, along with sending references and automated chasers to referees every 48 hours, greatly improved the efficiency of obtaining references and ensured timely follow-ups. The reduction in the average number of days to complete a recruitment pack from 79 in 2022 to 19 in 2023 is a clear indicator of the efficiency gains from utilising Dash and robotics. Leveraging NECDM to pre-populate employment contracts reduced manual entry errors and expedited the contract creation process, enhancing overall recruitment efficiency. Processing advert requests through Business World ERP via the vacant position form function allowed for seamless updates on advert status and streamlined workflows from managers, to HR, and back to the recruitment team, ensuring smoother communication and quicker processing times. More efficient processes that reduced and mitigated delays through implementing an internal ‘MyJobScotland’ (MJS) online recruitment portal, which sends Page 69 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 17 automated emails to managers when a job is posted and closed, improved communication and ensured all stakeholders are promptly informed, reducing the risk of delays. The Council offers a variety of digital training to its workforce. It also acknowledges that a more recent digital skills assessment is required to better understand any skill gaps. The Council relaunched iLearn in Summer 2024 which is an online staff learning management system that helps the Council to deliver on its values and aligns to People Strategy ‘Our skills strengthen’ objective. It includes mandatory training modules and reporting functionality and a wide range of accessible employment- related courses, including corporate induction and a comprehensive information resource for all people joining the Council. Training on various mandatory and non- mandatory modules can be accessed on a range of different devices (work and personal), such as a laptop, desktop, tablet or even handheld devices such as smartphones. Recent data shows that 37% of total workforce have accessed training. Using the Government’s Flexible Workforce Development Fund and funding secured from the trade union Unison, the Council partnered with West College Scotland to deliver courses on basic digital skills for frontline workforce. In 2018 the Council assessed the digital training needs of its workforce through an internal survey. The results were formally considered by the Council’s Leader’s Forum during an interactive session on ‘A Skilled Workforce’ which enabled feedback on Digital and ICT areas such as Business World ERP, MS Office, specialised systems such as Building Information Modelling and GIS, social media and infographics. In 2021 the Council performed a Digital Maturity Assessment which acknowledges the priority need for a digital skills assessment to be carried out on the wider workforce, which will be enabled through workforce plans and utilising Digital Champions networks to better understand the skills gaps across the workforce. The Digital Champions group was set up as a result of the insights gained from this assessment. The recruitment team recognised a need for creating more efficiency through reducing the time taken from advertising to filling vacant positions across the Council. They identified a barrier to this reduction was in obtaining references from candidates’ nominated referees. This resulted in a number of new digital solutions being implemented to address this identified obstacle to efficient recruitment. The Council actively engages with its communities to deliver services in more innovative way to tackle digital exclusion. The Page 70 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 18 Council’s work has been recognised as best practice example in Accounts Commission report on digital exclusion. There is awareness of the need, and drive for continuous improvement in this area. The Customer Strategy for the Council was developed following consultation with customers and senior staff across the Council. The strategy aims to build on the successes of the previous Customer Strategy and is developed across four key themes of Customer Contact, Technology and Innovation, Service Design and Culture and Skills. This aligns to People Strategy ‘Our Skills Strengthen’ outcome, combining 2 areas of activity - digital skills and front-line core skills, developing the skills of our Customer Services staff to support customers who need more complex, sensitive or urgent assistance. A number of initiatives and projects in this area is outlined below. The Chief Executives Service have been working collaboratively, using Co-Design methodologies to shape Council services with residents. This involves gaining insights from residents for each iteration of a new design to ensure it meets their needs. Organised in partnership by between Renfrewshire Council and the Third Sector Interface “Engage Renfrewshire” employees, the DigiRen network collaborates across multiple sectors, including closely with residence, public sector, third sector, social housing sector, academia and local business. The goal is to aid individuals in navigating online, acquiring essential digital skills, and promoting internet safety. Enabling Digital Inclusion in Renfrewshire through #DigiRen was highlighted in the recently published Audit Scotland report on “Tacking Digital Exclusion” as a Case Study. Citizens Voice Forum was established by Renfrewshire Council and seeks to co- design digital inclusion solutions by taking a person-centred and place-based approach and by working with organisations involved in delivering digital inclusion as well as those impacted by digital exclusion. The Forum brings together Public and Third Sector organisations and is progressing the following priorities: • Building Confidence, Capability and Capacity through Digital Champions and a Digital Champions Network • Develop and implement Digizones – a place where people can Connect, Learn & Explore through having online access and offers a variety of services to enhance a person’s digital experience – these are being rolled out from October 2024. • Linked to employability, establish a community-led secure device recycling initiative – in progress. Page 71 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 19 Get Safe Online works with the police force and local communities to provide up- to-date online safety advice. Provider of Renfrewshire’s Online Safety Ambassador programme “RenSafeOnline” training helps volunteers from the community as well as the workforce support friends and colleagues with online safety advice. This also supports New Ways of Working objective of the People Strategy with employees who work within the hybrid working model and other remote locations. Digital Operations is a project encourages residents in the community to interact with the Council digitally when accessing council services. These changes and initiatives have led to a considerable shift towards digital self- service, creating capacity and resulting in significantly fewer calls and requests for face-to-face appointments with customer service staff. The Council has also created a community of volunteers to support those who are digitally excluded by providing help with upskilling residents/service users. Since May 2023, the Digital Champions programme has: • Supported 619 Learners across 6 libraries. • Issued 121 pre-loaded data SIMs to families from a low-income household. • Built a team of 17 Committed Digital Champion volunteers. • Collectively delivered 864.5 Vol hours. 739 this year alone. A Digital Champions Network has now launched, and is available to all Digital Champions, or organisations hosting Digital Champions across Renfrewshire. The space aims to: • Connect Digital Champions with other Digital Champions and provide a space for Peer-to-Peer support and networking. • Provide up to date information to all Digital Champions or local third sector groups and training offers. • Povide space for organisations to request the support of other Digital Champions in the area. The Council aims to improve its digital systems further. Renfrewshire.gov.uk, MyAccount, the intranet, and the emails can be improved by several changes it wants to make based on the communities feedback on the user experience, information access, clarity and variety of sources being available. As part of the council's Digital Experience programme, which has been identified by Elected Members, citizens, and the Council Management Team as a priority, the Council is looking to fix these challenges and go further with a more innovative digital experience for our users. Page 72 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 20 Robotic Process Automation As part of the Council’s Customer Strategy approved in November 2023, the Council has been exploring Integrated Robotic Process Automation (RPA). This will enhance the choice the council offers to its customers via Customer Service Centre, expanding some services to a 24/7 operation for certain routine transactional services. RPA is running 52 processes mostly within the Business Services area and now branching out to the rest of the council. The automated assistant will support further reduction in telephone demand to the Council and has the potential to release recurring savings from the Customer Operations team. Page 73 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 21 Flexible working and other innovative staff deployment During the pandemic councils needed to make the best use of their existing workforce while continuing to monitor employee wellbeing. Councils continue to look to new ways of working to improve job satisfaction and reduce sickness absence and staff turnover. Home-working and hybrid working (a combination of office and home-based working) have now become commonplace. Some councils are also considering more radical working practice such as a standard four-day working week. However, whatever the working practice, employers need to ensure that service quality and productivity are maintained. The Council continuously reviews its approach to flexible working and provides staff with support and guidance. Renfrewshire Council, in line with other councils and organisations, had to change workstyles and work locations during the COVID-19 pandemic. The Council offers a blended working approach which allows eligible employees to work from a combination of home and office work, in line with the requirements of their specific service and role. The council has a wide range of flexible working arrangements across the teams, using non-standard working hours, compressed working hours and developing a supportive, people-centred team, support colleagues returning from long-term sick or managing significant health concerns. The Council also operates a flexi time scheme for staff to provide flexibility with start and finish times out with the Council’s core working hours. The flexible working policy is seeking to: • Embrace new ways of working which can support improved work-life balance and maintain health and wellbeing. • Help attract and retain a skilled and diverse workforce. • Embed a culture across the Council where flexible working is seen by all levels as a benefit with positive outcomes and can support the needs of modern families and lifestyles. • Provide consistency for managing flexible working requests equally, fairly, reasonably and without undue delay in accordance with legislation. Page 74 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 22 • Support the Council with organisational change to ensure future, sustainable service delivery. The Council operates a hybrid working model which is an informal flexible working arrangement within the flexible working policy. This model was first adopted in response to COVID19 challenges and has been positive, benefiting colleagues, communities, and the Council, helping to maintain an agile and sustainable working environment and supporting a positive work-life balance. The Council has invested significantly in future-proofing its infrastructure through its Connectivity as a Service Framework. This provision has enabled its workforce to work from any Council venue across Renfrewshire and once fully rolled out will broadcast free secure public access Wi-Fi from up to 180 council venues, including in 3 of its town centres, further enabling digital inclusion opportunities to Renfrewshire citizens and communities. The Council has committed to continue with these arrangements, allowing ongoing flexibility, without the need to formally apply for hybrid working. Guidance on managing hybrid working issued in June 2022 for managers consideration, outlining the key factors in applying hybrid working and best practice from the past experiences. Following that period the Council has also reflected on the current practices and the Head of HR together with other leaders considered the post pandemic ways of working, the types of the tasks and roles, facilities available including collaboration space and key factors influencing creating culture of flexible workforce. Remote/Fixed/Hybrid positions have been verified with heads of services. The Supporting Menopause at Work Policy The Supporting Menopause at Work Policy was approved by elected members in August 2022 as part of the ongoing HR&OD Policy Review, was a proactive approach taken by the council for supporting colleagues’ wellbeing at every stage of life. Almost three quarters of our workforce are female and therefore we recognise that many female colleagues will be working through the perimenopause and menopause transition and managing the symptoms at work. We know that many people feel uncomfortable talking about the perimenopause and menopause, which means that some women suffer in silence while experiencing a wide range of symptoms that can affect their physical as well as mental health. The Council obtains staff feedback in variety of ways and considers impact of flexible working on staff wellbeing. A staff survey was carried out in June 2021 to capture how staff were feeling and coping coming out of covid restrictions. Analysis of the data helped to inform the New Ways of Working Board on actions to be implemented, to help a return to the office work environment post-pandemic. Page 75 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 23 A new staff engagement survey is planned to be undertaken during the month of September 2024, to capture staff feedback on the following themes: ‘The Council as my employer’, ‘Me and my job’, ‘My performance’, ‘development and recognition’, ‘My working environment and my well-being at work’, ‘Hybrid working’, ‘Communications across the council’, ‘team meetings’, ‘Our internet and online presence’, ‘My supervisor/manager and me’ and ‘workplace policies and procedures’. New staff engagement forums are in the process of being established in all services with a view to engaging with staff to help the council effect decision making and drive positive change through sharing views and ideas, encouraging fairness and inclusion. The Health and Well-Being Plan’s key areas of focus in the plan arose directly from the smarter ways of working survey. The trade unions were engaged with and given a presentation of the council’s plans for new ways of working post Covid. Maintaining a sense of team culture under the blended working approach is a challenge that does not impact solely on Renfrewshire Council. Services have implemented well established methods to mitigate the risk of this challenge including through requesting that all team members are working in the office on the same days to increase collaborative working alongside creation of village area on of the floors in the main council building, repurposing desks and low budget decorations to make more welcoming environment. The Council considers staff benefits and wider sociological changes when considering new ways of working. Evidence of measurable efficiencies tracking has been limited and the Council has not been able to demonstrate efficiencies from flexible working through, for example, an impact on productivity. Services within the Council are facing the challenge of being able to measure productivity of workers that have opted into the new ways of working, including flexible working approach and to be able to conclude on whether employees are more or less productive under this style of working. While the Council is able to present the overall results of the voluntary schemes and how it impacts the workforce and savings it provides this is not specifically linked to innovation or flexible working arrangements. We have not seen evidence of direct productivity measures and there is further work required in this area before an output to allow productivity of new ways of working to be measured is available to be implemented across services. The resource and capacity challenges are the main factor preventing further progress being made in this area of workforce planning. Recommendation 1 Page 76 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 24 Developing future skills and capacity Councils need to find innovative ways to ensure the workforce capacity and skills they need to deliver services in the future. Training and development opportunities can help to attract and retain employees and ensure skills are in place. Many councils work with their partners to offer apprenticeship schemes or vocational qualifications. Succession planning is also important to develop future leaders and ensure that essential skills are in place. Jobs can be re-designed to optimise the workforce and improve services. For example generic roles across health and social care disciplines. Leaders need to engage with staff and trade unions over fundamental workforce reform. This is particularly challenging in an environment of potential job losses. The Council makes good use of its existing workforce and is developing the skills needed to deliver future services. The Corporate Workforce Planning Group works closely with services to identify skills gaps and equip managers with tools to enable the up-skilling of staff supporting new and innovative ways of working and addressing recruitment challenges. The Council has effective and appropriate arrangements in place for building future capacity through schemes including: • Workforce Development Plan - Economic Development. • International Recruitment Pilot. • DFN Project SEARCH. • Keeping the Promise. • Developing the Young Workforce. • Apprenticeships programme. • Various management and leadership training. In this section of our report, we have highlighted specific examples which demonstrate the innovative schemes and initiatives produced by the Council to develop a resilient workforce. Page 77 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 25 Workforce Development Plan - Economic Development The Council has a designated team of 9 people within its Economic Development department responsible for promoting “Council Employer” role in employability with a much larger team offering employability support to around 2000 unemployed people per year across Renfrewshire. The Council is one of the largest employers in the area and plays a significant role in its local community and has been involved in number of activities in the area in the last decade: Providing apprenticeship opportunities for local people to gain both skills and qualifications at Renfrewshire Council with the aim of sustained future employment (around 25 new posts per year, 80 at any point of time due to apprenticeships being from 1-4 years duration). Providing fully paid trainees with opportunities (paid work experience) in entry level job roles in Council departments with a high turnover of staff / level of staff vacancies to allow longer term unemployed people lacking skills and experience (or people with a specific disadvantage) to gain these with Renfrewshire Council. The posts work alongside existing staff in key job roles, developing new skills. The participant to secure entry level positions on completion and provide a ready pool of new recruits (already employed by the council and so internal applicants) for vacancies (currently around 80 per year but this has previously been up to 250 during economic downturns). Supporting those with additional learning needs to enter employment. The Council has been delivering Project Search for 10 years, facilitating 10-12 young people with a learning disability or autism to undertake work experience across three council services (each) for up to 9 months. The majority of Project Search trainees go on to future employment, many with the Council. Internship opportunities for unemployed or underemployed local graduates to gain work experience relating to their degree and to allow them to progress in their chosen career. Currently only supporting a few graduates due to the buoyancy of the labour market but previously 60 per year during economic downturns. In addition, various recruiting departments work with the wider council employability service for local recruitment drives, support with council application forms and supporting local job fairs and recruitment events supporting unemployed people finding local employment. DFN Project SEARCH The Council works in partnership with Glasgow Clyde College to deliver specific DFN Project Search training to those in the DFN project. The Project provides a structured traineeship programme to better prepare people for the world of work, providing on job training and mentoring and identifying workplace adjustments required which will lead to trainees becoming job ready and able to fulfil their employment prospects. For entry level job roles, the Council is currently considering guaranteeing an Page 78 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 26 interview to those who meet the essential criteria, to help remove barriers into employment. Keeping the promise The Council along with its partners have committed to delivering on the Scottish Government’s Keeping the promise commitment. The Promise is the outcome of Scotland's three-year Independent Care Review, where more than 5,500 care experienced children and adults took part, to transform the wellbeing of infants, children, young people, and adults. It is one of seven concluding reports published in 2020 and organisations, communities, and groups across the country have all pledged to #KeepThePromise. The Council has appointed a Promise Lead Officer and established a Promise Oversight group involving representatives from the council and its partners. Through this initiative, the Promise remains at the forefront of our service delivery and design. For entry level job roles, the council is currently considering guaranteeing an interview to those who meet the essential criteria, to help remove barriers into employment. This is one way the Council is demonstrating our commitment to supporting care experienced people into work. Developing Young Workforce Developing the Young Workforce West (DYW West) regional group has been established to help employers to shape their future workforce, covering Renfrewshire, East Renfrewshire, Inverclyde and West Dunbartonshire. The Council has school’s transitions group who meet regularly with a robust focus on supporting vulnerable learners into positive destinations. Apprenticeships The Council has arrangements in place for delivering employability programmes including foundation and modern apprenticeships. The Council’s employability team ‘Invest in Renfrewshire’ provide lots of different support to help young people prepare for work, learn new skills and get a job. The Council has tailored programmes to support everyone, including people who are care experienced, people with a disability or health condition, school leavers, working parents and people with criminal convictions. The evidence attached provides details on the various types of apprenticeships and traineeships available at the Council, including foundation, modern, graduate and trades and traineeships. The Council engages with the local education providers to develop and support its workforce skills. The Council had a number of initiatives where it works with the education providers: • Partnerships with West College Scotland for digital training provisions for basic digital skills needs, and to provide accredited Mental Health First Aider training. Page 79 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 27 • The Chief Executive’s service is working with UWS on the new pathways programme. Showing people the range of roles available within a sector, for example, in a theatre for a variety of roles. • The Council worked collaboratively with University of the West of Scotland (UWS) and Glasgow City Region to develop training specifically for planners to help develop and recruit talent into these hard to fill roles. The Council will create a trainee planner role for participation in the 2025 intake. The Council has a partnership with the UWS and Glasgow Caledonian University (GCU) to deliver the Graduate Apprenticeship programme. Graduate Apprenticeship This programme offers staff access to graduate level apprenticeships (degree and masters level courses) providing learning and upskilling opportunities in the areas of business management, accountancy, AI and data science, project management quantity surveying, early learning and childcare. The Council have also recently committed to working with GCU on a new pain research project, which will result in enhanced support provision for people who are in work but within pain thresholds. Castlehead High School Castlehead High School in Paisley has been in the limelight since it joined forces with The Glasgow School of Art (GSA) back in 2017, becoming Scotland’s first ‘School of Creativity’. The partnership was part of a unique collaboration between GSA and Renfrewshire Council, designed to unlock potential in pupils, encourage innovative thinking, increase attainment and develop skills needed to thrive not just at school and work but in broader society. The Council has to yet develop comprehensive measurable performance indicators to demonstrate benefits it provides through its work on developing its skills and capacity. Currently the Council has limited number of examples where it clearly tracks benefits realised or expected from the above initiatives. It is at the stage of considering introducing key performance indicators in this area to monitor the effectiveness of its workforce programmes. Recommendation 2 Page 80 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 28 Joint workforce arrangements across services and partners Councils should look to work collaboratively with their partners to make the best use of their existing workforces and plan for the particular workforce needs in their areas. They should also work across traditional service department roles within councils to deliver improved services and outcomes. Examples of this include generic working across health and social care, professional posts or functions between councils, and services delivered through empowered communities. The Council works collaboratively with its partners and continues to explore opportunities for working together. Through collaborative working, the Council shares knowledge and learns from partners, leading to enhanced service delivery and outcomes. The Council recognises the benefits from working collaboratively with partners. Such workforce benefits include, for example: • Resource savings particularly in respect of duplication of effort. • Consistent approaches. • Building communities of practice. • Knowledge transfer, sharing, learning and supporting each other. Systems and information sharing protocols are a key barrier to shared working. Where barriers can’t be overcome easily, creative solutions are developed to overcome the barriers. Examples of collaborative working An example of a partnership working is where the Council works in collaboration with Inverclyde Council, East Renfrewshire Council, and West Dunbartonshire Council to deliver a civil contingencies service which supports business continuity and emergency planning across these Council areas. Page 81 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 29 This joint service approach ensures that civil contingencies functions are made more resilient and improve local co-operation and coordination between the four councils, emergency response partners such as Police Scotland, Scottish Fire and Rescue Service, NHS Greater Glasgow & Clyde through the West of Scotland Regional Resilience Partnership (WoS RRP). The Civil Contingencies Service works closely with multi-agency partners and bases activities on meeting the duties under the Civil Contingencies Act, as follows: Risk Assessment - working in partnership with other local authorities, and with the other Category 1 and 2 responders, a Community Risk Register covering the west area of the WoSRRP has been produced and can be viewed at the following web address: www.firescotland.gov.uk/your-safety/community-risk-register.aspx Emergency Planning - the Council’s functional and specific plans are continually being revised and developed in cooperation with our multi-agency partners. Familiarisation with all of the plans is essential. Training and exercising takes place at regional and local levels. Multi-agency and cross-boundary exercises ensure that those with a duty to respond to incidents are fully aware of the roles and responsibilities of each partner agency. Arrangements to Warn and Inform the Public - in the event of an emergency, the Council’s Communications Team will work with multi-agency partners to give information to the public using social media, the Council website, call centres etc and through the use of local broadcast media and press. Depending on the circumstances, Council employees may attend at the perimeter of the scene and assist in providing advice and directions to the public where they can shelter. Local notices and posters may also be displayed. The Scottish Government’s Ready Scotland website provides general advice to the public on steps they can take to protect themselves, family and property when considering some of the risks facing Scotland. Information Sharing and Co-operation with other local Responders - the West of Scotland Regional Resilience Partnership (WoS RRP) is chaired by Police Scotland and good partnership relationships continue to be developed with local responders, and key stakeholders. Members of the WoS RRP participate in and deliver multi-agency tabletop exercises and emergency preparedness training events. Business Continuity - each council has a duty to continue to deliver their essential services during an emergency. To help prepare for this, and because it is good business practice, the Council has put in place a business continuity planning process, which includes testing arrangements. Provision of Advice and Assistance to Businesses and Voluntary Agencies - this duty came into force in May 2006 and is continually being developed to address current needs. Guidance to businesses and voluntary organisations is discussed at the WoS Business & Community Resilience Sub-Group. Page 82 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 30 There are also examples of collaborative work with other local authorities and Scottish Government. The Glasgow City Region City Deal: is an agreement between the UK Government, the Scottish Government and eight local authorities across the Glasgow City Region. The City Deal is expected to bring tens of thousands of jobs to the Glasgow City Region through major infrastructure projects, drive innovation and growth through the support of key sectors such as life sciences and address challenges in the region's labour market. The Council works in collaboration with neighbouring councils to provide context on the regional labour market and impact of the Scottish Government’s Fair Work First principles. The group identify specific actions for joint working that will seek to address issues such as hard to fill posts in local government, retention challenges, career pathways apprenticeship opportunities and strengthening the connection between HR Services and Employability services, promoting local authorities as employer of choice. The Council has drafted a Fair Work First Statement which is being currently consulted with our recognised trade unions. The Council has senior representation on several national working groups (for example SPDS Executive Group) which exist to provide specialist professional knowledge and focus on key national workforce planning challenges. These groups provide joint approaches to be rolled out across local authority organisations in Scotland. The Council participated in Scottish Government feasibility study with 5 other care providers to establish a model for recruiting to healthcare roles that are increasingly difficult to fill from the UK Labour Market using international recruitment processes. The Council worked in partnership with Inclusive Employers to deliver its equality, diversity and inclusion agenda. Inclusive Employers The Council recognised they needed to make this more of a priority and it was therefore important we asked our staff how they felt about Equality, Diversity, and Inclusion at Renfrewshire Council. As a result, the Council partnered with subject matter experts in Equality, Diversity, and Inclusion, Inclusive Employers in 2023, who helped us seek views from our staff and helped us analyse the feedback given. Page 83 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 31 This work included conducting a cross-organisational culture review to better understand staff experiences at Renfrewshire Council. The review found pockets of good practice across Renfrewshire Council as well as clear areas for improvement and has provided the Council with a path forward as we aim to become the best place for people to work. The findings from this review have now been analysed and form the basis of our refreshed approach to inclusion at Renfrewshire Council found within this five-year Inclusion Plan. The Council has also services delivered through its partners. include delivery of: • Occupational health service and employee assistance programme (counselling service) through procured 3rd party providers. • Digital skills basics training, mental health first aiders training as well as trade apprenticeships with WCS, Digital Champions Programme. • A range of services that contribute towards improving the health and wellbeing of our employees and the wider Renfrewshire Communities through its partnership with OneRen. These services include use of Paisley Town Hall for events and functions, Paisley Central Library , Paisley Arts Centre and Paisley Museum for delivery of cultural heritage and local knowledge/information. A range of sports and leisure facilities across Renfrewshire are available for our employees to use. OneRen staff have assisted the Council with operations related to Covid Testing Station staffing, vaccination queue marshalling, etc. • Carrying out the valuation functions of Renfrewshire, East Renfrewshire and Inverclyde Councils by the Renfrewshire Valuation Joint Board. • Using Scotland Excel, which is a centre of procurement expertise, to deliver procurement services on behalf of the Council. Future Paisley Future Paisley: is a programme of cultural events and activity based around Paisley and Renfrewshire's unique and internationally significant story which uses targeted investment to deliver positive change. The programme is putting culture at the heart of Paisley and Renfrewshire's regeneration and harnessing the power of culture to support people's lives for the better, by integrating its benefits through key public services such as health and social care, education and housing. The programme is led by the council and OneRen, in partnership with a wide range of organisations, including Renfrewshire Health and Social Care Partnership, the University of the West of Scotland, Engage Renfrewshire and NHS Greater Glasgow and Clyde. Page 84 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 32 It is governed by a partnership board which features representatives from the above, as well as organisations including the STAR Project, Paisley First, Creative Scotland, Arts & Business Scotland, Scottish Future Trust, Skills Development Scotland, Visit Scotland, EventScotland, Glasgow School of Art, Scottish Enterprise, NHS Greater Glasgow and Clyde, Renfrewshire Chamber of Commerce, Police Scotland, Glasgow Airport, West College Scotland and University of Glasgow. Page 85 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 33 Measuring the impact of workforce planning Councils should monitor the impact of their workforce planning and delivery approaches. This should include cost, service quality and productivity benefits as well as employee wellbeing. This in-turn should inform their workforce planning approach. Councils and their partners should also understand the wider impact of their employment practice on the local economy. The Council monitoring against progress in implementing its Workforce People Strategy could be improved in terms of its clarity over the status of individual objectives and wider use of measurable performance indicators. Reporting in Service Improvement Plans gives limited information on progress against People Strategy objectives’ progress. The first report on the People Strategy progress was presented to the Finance, Resources and Customer Services Policy Board in September 2023, two years after the Strategy has been approved. The purpose of this report was to provide the members with an update on the progress made, and to set the key workforce planning priorities over the next 2 years. In March 2023 the council performed a mid-review of the People Strategy and re- aligned it to the new Council Plan 2022-27 strategic priorities. The Council made good progress against the Strategy priorities (Health and Wellbeing, New Ways of Working Post Pandemic and Staff Communication and Engagement). The Council reported the progress against its priorities as at 50% during the interim review and reported on a number of actions undertaken in line with is 2 year period priorities. The reports had no specific reporting on what actions are still outstanding, which are delayed or specifically replaced. This should be improved to allow appropriate scrutiny. Recommendation 3 Going forward more frequent (annual) reviews and monitoring reports on People Strategy are planned to be presented to the relevant Board. The next one is expected in November 2024. Page 86 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 34 As mentioned at the beginning of this report workforce risk assessment, operational priorities and implementation, and monitoring are done at the service level through Service Improvement Plans. We have reviewed the progress update reports for a sample of services, and while services highlight different areas in those (as expected for such flexible reporting), none of them had clear performance measures reported beyond the rate of sickness absence. There is a scope to develop and report a set of performance indicators to support scrutiny on the progress against People Strategy. Recommendation 3 The Council tracks benefits of its workforce approach at a high level. The Council realised savings from its service redesign, service integration and resulting roles reviews. Staff in these situations may be offered a severance package in terms of their eligibility for early retirement or redundancy. Voluntary Redundancy/Early Retirements Scheme have generated annual savings of £5.5 million in the last three years with 139 employees leaving the council as a result. The evolvement of hybrid working practices has created more flexibility for staff to work when and where they choose to, realising benefits such as reduced parking, travel time and commuting costs. Hybrid working has also supported the Council to reconfigure its office and wider estates plan resulting in more efficient use of office space and resources. It has allowed the Council to maximise its digital capabilities through online public Council meetings and corporate training delivery, via MS Teams. The Council is currently in negotiation with the recognised trade unions to review the terms and conditions of employment for approximately 6,500 staff. The review focuses on implementing a modernised and fit for purpose package of conditions, supporting the council to be an employer of choice whilst making savings from legacy conditions with a view to being implemented during 2025. Harmonisation of Craft Workers Conditions of Service As part of its People Strategy and Workforce Planning approaches, the Council harmonised the pay and conditions of service of approximately 230 Craft Workers (Trades) thus aligning this group of staff with 6,500 staff on Local Government Conditions of Service. Harmonisation eradicated previous legacy arrangements for pay and grading and terms and conditions of employment for Craft employees which had been in place since 2006, and now enables this group of staff being able to take advantage of incremental pay progression and the same annual leave provisions alongside thousands of other local government employees. Additionally, harmonisation mitigates the likelihood of any employee relations issues that may be caused by applying differences in pay and conditions of service whilst working alongside each other. This also reduced the number of collective bargaining groups that the Council has to consult and negotiate on, from 4 to 3 groups. Page 87 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 35 Appendix 1- Improvement Action Plan Issue / risk Recommendation Agreed management action / timing 1. Efficiencies and impact on productivity. We have not seen evidence of direct productivity measures and there is further work required in this area before an output to enable the productivity of flexible working to be measured is available to be implemented across services. There is a risk that the Council is unable to demonstrate clearly impact on the productivity from its efficiencies implemented. We recommend that the Council implements clear productivity measures. The Council will investigate what measures may be relevant in order to inform a consistent and robust understanding of productivity in a local government context, recognising that services are delivered from a range of workplaces and that specific measures may not be appropriate given the Council’s objective of creating a Fairer Renfrewshire. March 2025 Page 88 of 110
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Renfrewshire Council: Workforce Innovation – how councils are responding to workforce challenges (Best Value thematic work in councils 2023-24) 36 Issue / risk Recommendation Agreed management action / timing 2. Performance indicators for skills and development. Currently the Council has limited number of examples where it clearly tracks benefits realised or expected from the skills development initiatives. It is at the stage of considering introducing key performance indicators in this area to monitor the effectiveness of its workforce programmes. We recommend that the Council tracks its impact of the skills and development measures with a set of performance indicators. The Council will develop a range of suitable people metrics which will provide a more empirical evidence base against which the success of training and skills development will be measured. March 2025 3. People Strategy monitoring. The Council reported its progress against its people strategy priorities as at 50% during the interim review and reported on a number of actions undertaken in line with its 2 year period priorities. The reports had no specific reporting on what actions are still outstanding, which are delayed or specifically replaced. Reporting on workforce related performance in Service Improvement Plans (SIP) is limited. We recommend that the Council improves the quality of the reporting presented to the relevant Board and members. This should include considering how the Council is reporting those at a service level in SIPs. The Council has been developing a suite of people metrics information which will be the base data used to inform update reports to elected members. This data will support the move to standardised annual reporting of progress against the People Strategy. March 2025 Page 89 of 110
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___________________________________________________________________ To: Audit, Risk and Scrutiny Board On: 23 September 2024 ___________________________________________________________________ Report by: Lead Officer ___________________________________________________________________ Heading: Neighbour Disputes ___________________________________________________________________ 1. Summary 1.1 At the meeting on 22nd August 2022, members of the Audit, Risk and Scrutiny Board agreed an annual programme of activity for the Board for 2022/23. This included an investigation into neighbour disputes in Renfrewshire. 1.2 Reports have been presented to the Board by the Lead Officer as the review has progressed on the subject of neighbour disputes in its widest sense, including antisocial behaviour. The final element to be considered was Estate Management. 1.3 This report concludes the review, outlining the key outcomes from the Estate Management workshop and setting out the key findings and recommendations in the appended draft Council report. ___________________________________________________________________ 2. Recommendations 2.1 The Board is asked to: • note the outcomes from the Estate Management workshop; • consider the key findings and recommendations; • approve the appended draft Council report for submission on 12th December 2024; and • note the Lead Officer’s appreciation for all who assisted in the review. ___________________________________________________________________ 3. Background 3.1 At the Audit, Risk and Scrutiny Board in August 2022 it was agreed that a review of Neighbour Disputes should be undertaken in the widest sense and that this should also include consideration of issues relating to antisocial behaviour. It was agreed that the purpose of the investigation into neighbour disputes would be fourfold: 1. Try to establish the scale and nature of neighbour disputes in Renfrewshire, 2. Set out the current arrangements and approaches the Council and other stakeholders have for responding to neighbour disputes, Item 3 Page 91 of 110
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3. Review the current disposals/actions that are available to the Council and others to resolve neighbour disputes, and 4. Identify any other approaches, policy changes or mitigating actions that could be available to the Council within existing resources. 3.2 The review initially focused on Category B and C complaints (which relate to antisocial behaviour and neighbour nuisance). In the course of the review, and in particular speaking with those with lived experience of neighbour nuisance and antisocial behaviour, an additional focus on Category D incidents (classed as estate management) emerged. 3.3 At the Audit, Risk and Scrutiny Board in May 2024, it was agreed there was a need for a focus on Category D complaints in more detail in order to identify and optimise early intervention opportunities. It was also agreed a workshop would be held, with key services and departments in attendance, in order to take a collective approach with a focus on estate management. Details of the workshop can be found in Section 5. 3.4 The aim of the workshop was to highlight approaches and opportunities for early intervention in order to prevent the escalation into more serious issues or dispute, help to identify any potential gaps in service provision and/or areas in processes where improvements could be made from a departmental, community and service user point of view. 3.5 It was agreed that the next report to the Audit, Risk and Scrutiny Board would provide a final summary of the overall review and seek approval for its submission to full Council. 3.6 The attached draft report to Council describes the purpose and scope of the investigation into neighbour disputes in Renfrewshire. It includes a summary of the information reported to each meeting of the Audit, Risk and Scrutiny Board, and concludes with the key findings and proposed recommendations. 3.7 Previous related Board reports have been recorded as background papers for the Council report. 4. Current Renfrewshire Council Estate Management Initiatives 4.1 The Council’s approach to estate management and community safety is underpinned by the strategic outcomes in the Renfrewshire Council Plan 2022-2027. A key strategic outcome is Place and working together to enhance wellbeing across communities. 4.2 Actions and interventions in the Council’s approach to estate management and community safety align with key outcomes in the Council Plan, including: - encouraging kind and connected communities: where our citizens take pride in their place and where others are excited to move here - a fair place: where all our people have the best chances to live happy, healthy and fulfilled lives, to feel safe, supported and empowered - working with partners to ensure our neighbourhoods are safe, vibrant and attractive places to live - working closely with our key partners to provide care, support and to protect our most vulnerable citizens - ensuring person-centred and trauma informed practice, building trust and respect with the people we engage with, listen to and support Page 92 of 110
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- working towards a greener future: including taking steps to protect the natural environment that supports and benefits us all, and - working together to get it right for children, families and communities 4.3 Neighbourhood Environmental Trainee Team (NETT): The NETT programme is mainly funded through the Housing Revenue Account (HRA) with Invest in Renfrewshire funding the majority of salary costs for the Work Experience Programme team: • NETT is made up of a Supervisor and a number of trainees seeking employment (aged 16-65) who carry out work 1 day per week in each of the 4 Housing Neighbourhoods, with a particular focus on known ‘hot spots’. • All attendees voiced the importance of the work the NETT team do in maintaining our local communities. They were highlighted as a valuable additional resource, with the delivery model working well for both clients and the Service. • The NETT team are a highly valued resource and discussions included exploring opportunities to expand this team and to look at a wider range of training opportunities for the NETT team operatives, bringing additional value to individuals for future employment opportunities. 4.4 Renfrewshire Council’s Tenant Satisfaction Survey: a valuable measure of success (although responses are from Council tenants only, not all tenures). The Council has a duty to carry out the survey every 2 years and this information can be used to compare results of initiatives in future years. 4.5 Moorpark Regeneration Project: An example of the Council’s commitment to enhancing the local environment and improving the quality of life for our residents - the Neighbourhood Services team, in collaboration with Housing Services, carried out a targeted intervention in the Moorpark area, focusing on environmental maintenance tasks including comprehensive hedge trimming and maintenance to improve visibility and safety; intensive street sweeping operations; deep cleaning of pavements; the removal of significant amounts of fly tipping; and increased litter picking, targeting high traffic areas to reduce litter accumulation. The success of the Moorpark Regeneration project has provided a model for similar interventions across Renfrewshire. The lessons learned and best practices developed have been integrated into the Council’s broader environmental management strategies, helping to ensure sustained improvements in other communities. 4.6 Cross-Service Collaboration: to ensure ongoing success, regular meetings take place to discuss Neighbourhood Operations. These meetings provide Housing Services, Neighbourhood Services, Public Protection and Waste Services a platform for continuous dialogue, allowing emerging issues to be addressed promptly and adapting strategies as needed. This includes tailoring support to meet the needs of Council Housing tenants through garden assistance, open space management and improving the general presentation of Council-owned property grounds. 4.7 Team Up 2 Clean Up: the valuable work that Team Up 2 Clean Up carry out in communities was noted, as well as potential opportunities to link in more widely around prioritisation. 4.8 Take the Lead Campaign: an initiative to encourage responsible dog ownership and working together to reduce dog fouling and anti-social behaviour across Renfrewshire. 4.9 Data Sharing and Continuous Improvement: data is shared between all key Services to support ongoing development and refinement of maintenance programmes. This ensures operations are responsive to the needs of the community and allows immediate concerns to be addressed, but also to shape future work within Page 93 of 110
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the 4 Housing Neighbourhood areas, contributing to long-term improvements in the maintenance and presentation of Council-owned property grounds. 5. Progress Update: Estate Management Workshop 5.1 Alongside acknowledging the good practice and high quality services that are delivered daily, a key action in the Council Plan 2022-2027 is around ensuring we understand our service delivery, potential gaps in our approaches and have plans for improvement through ongoing self-assessment. 5.2 A workshop was held in August 2024, with key internal stakeholders represented from Housing Services; Environmental Health; Community Safety; Neighbourhood Services; Waste Services; and Procurement. Procurement are currently reviewing a renewed Council Wide Specialist Cleaning, Clearing and Ad Hoc Services framework which deals with areas such as specialised cleaning services (including needle sweeps, trauma/biohazard/specialist cleaning, graffiti removal and contaminated substances), general cleaning services, special uplifts and clearances, pest control and bin chute cleaning. 5.3 A collective approach was undertaken to work through the key aspects of Estate Management that the data (complaints formally logged and speaking with those with lived experience of neighbour disputes) had raised most commonly: • gardens and hedges – both individual gardens and communal garden areas • waste - including misuse of bins/contamination of bins; excess black bags • general nuisance – including dog fouling; bird feeding; and dog barking 5.4 The areas identified involve potentially different teams across these Services and officers worked collaboratively to identify: - existing good practice across a range of neighbourhood initiatives - opportunities for improvement - potential approaches and targeting of activity within existing resources 5.5 The workshop was really positive, with officers identifying opportunities for improved flow of information, such as procedures that can be put in place to contribute to improved outcomes, including potential areas for process and/or service improvements and a cross-departmental commitment to take forward and embed procedural changes particularly in work areas that straddle multiple departments, with key points as follows: 5.5.1 Grass Cutting: • Renfrewshire Council has a 14 day grass cutting and grounds maintenance cycle between April and October and tackle a different area of Renfrewshire each day, maintaining open spaces, school playing fields, public parks, sports pitches and cemeteries as well as grass cutting and hedge cutting for residents and Council Housing tenants who require garden assistance or have common maintenance areas. • It was acknowledged that conditions within estates are influenced by a number of factors and the mixed tenure nature of estates is a factor. Council Housing makes up 14% of housing stock across Renfrewshire. • It was highlighted that in addition to those that are eligible for and take up support within the garden assistance scheme, there are some tenants and residents who do not have the capacity, for a wide variety of reasons, to be able to maintain a garden. This can contribute to the overall appearance within neighbourhoods. • Issues were highlighted of dog fouling preventing grass being able to be cut in communal gardens and open spaces, as well as instances of accumulation of waste in communal gardens. Page 94 of 110
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• It was acknowledged that there are limited powers available to deal with gardens belonging to private owners and private landlords (unless there is potential vermin/rat or fire risk). → Agreed action: Housing Services and Neighbourhood Services to continue to share information on trends and planned activity, alongside sharing knowledge between all Services operating within Estates, to enhance the collaborative approach to scheduling and deployment of existing resources to streamline activity. 5.5.2 Hedge Cutting: • Cutting hedges twice per year led previously to issues with maintenance. Before the workshop took place, Neighbourhood Services had already implemented hedge cutting in their winter programme with hedges to be cut back at this point, balancing the maintenance in order to manage hedges more effectively. • In some areas, hedges have been removed and replaced with board fencing. This has led to issues with weeds at the fence line in some instances. → Agreed action: Neighbourhood Services advised of the need for both a summer and winter spray to prevent weeds coming back and it was agreed that this spraying could be included in the Neighbourhood Services winter works programme, working with Housing Services to look at the areas where this is needed. 5.5.3 Empty Council Housing Properties: • General Voids: There is a programme agreed for Neighbourhood Services to maintain grounds of Council Housing vacated through natural turnover and the ongoing regeneration programme as well as the garden assistance scheme and open spaces. → Agreed action: Housing Services and Neighbourhood Services to continue to work in collaboration to forecast and plan resources to deal with ground maintenance requirements around vacated stock. 5.5.4 Procurement Contract: The Council Wide Specialist Cleaning, Clearing and Ad Hoc Services framework which deals with specialised cleaning services, general cleaning services, special uplifts and clearances and aspects of pest control is currently under review. This is a framework contract, not direct spend, with contractors working within set Service Level Agreements (SLAs) to carry out agreed tasks. Opportunities were discussed to explore the specification of this contract in the future to optimise service delivery. 6. Key Actions and Next Steps 6.1 The key actions proposed by the group to be considered for further exploration are set out below. These proposed actions would require to be fully costed, with robust business case development. Viable proposals with impacts or changes in budget or policy would then be taken to the appropriate Board(s) for approval: • Housing Services to work together with Neighbourhood Services on work programming to identify an optimum service delivery model that meets the needs of both Services. This includes reviewing deployment of existing resources to consider a dedicated team to work across properties and grounds related to Council Housing for grass cutting and cyclical maintenance, including winter works programming, and coordination ahead of recruitment to ensure sufficient resourcing. • Housing Services, Neighbourhood Services, Waste Services and the Invest in Renfrewshire team to explore the potential expansion of the NETT team. Page 95 of 110
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• Procurement, Neighbourhood Services, Housing Services and Environmental Health to review the Council Wide Specialist Cleaning, Clearing and Ad Hoc Services framework, to explore the specification of this contract and identify opportunities to optimise service delivery. Page 96 of 110
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Implications of the Report 1. Financial - None directly arising from this report. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning - None directly arising from this report. 4. Legal - None directly arising from this report. 5. Property/Assets – None directly arising from this report. 6. Information Technology – None directly arising from this report. 7. Equality and Human Rights - The Recommendations contained within this report have not been assessed in relation to their impact on equalities and human rights- as the paper sets out the scope for a review process rather than proposing any changes to services. If any change to policy or service position were to be considered in future, a full equality and human rights impact assessment will be undertaken. 8. Health and Safety - None directly arising from this report. 9. Procurement - None directly arising from this report. 10. Risk - None directly arising from this report. 11. Privacy Impact - None directly arising from this report. 12. Climate Risk - None directly arising from this report. 13. Children’s Rights - None directly arising from this report. 14. COSLA Policy Position - No impacts directly arising from this report. ___________________________________________________________________ List of Background Papers: Audit, Risk and Scrutiny Board Annual Programme Neighbour Disputes Paper - Audit, Risk and Scrutiny Board, January 2023 Neighbour Disputes Paper - Audit, Risk and Scrutiny Board, March 2023 Neighbour Disputes Paper - Audit, Risk and Scrutiny Board, January 2024 Neighbour Disputes Paper - Audit, Risk and Scrutiny Board, March 2024 Neighbour Disputes Paper - Audit, Risk and Scrutiny Board, May 2024 The foregoing background papers will be retained within Chief Executive’s Service for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the Service is the Climate Emergency Lead Officer, Roz Smith, who can be contacted at roz.smith@renfrewshire.gov.uk Author: Roz Smith, Climate Emergency Lead Officer, Chief Executive’s Service Page 97 of 110
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___________________________________________________________________ To: Council On: 12 December 2024 ___________________________________________________________________ Report by: Lead Officer on behalf of the Audit, Risk and Scrutiny Board ___________________________________________________________________ Heading: Neighbour Disputes ___________________________________________________________________ 1. Summary 1.1 At the meeting on 22nd August 2022, members of the Audit, Risk and Scrutiny Board agreed an annual programme of activity for the Board for 2022/23. This included a review into neighbour disputes in Renfrewshire as part of the programme of activity. 1.2 Over a period of months and as part of the annual programme, reports have been presented to the Board by the Lead Officer on the subject of neighbour disputes in its widest sense, including antisocial behaviour. 1.3 In undertaking this review, the Lead Officer interviewed Elected Members, key Council officers involved in different aspects of neighbour disputes and antisocial behaviour, local Housing Associations, Police Scotland and 17 other Scottish Local Authorities, as well as speaking to residents with lived experience of neighbour disputes and antisocial behaviour. 1.4 This report describes the purpose and scope of the review, including summaries of information reported to each Board meeting, and concludes with the key findings and recommendations. 1.5 The review has provided assurance to the Audit, Risk and Scrutiny Board. The Board agreed the final report at its 23rd September 2024 meeting. ___________________________________________________________________ 2. Recommendations 2.1 Members are asked to: • note the findings and approve the recommendations within this report ___________________________________________________________________ 3. Background 3.1 There is no single agreed definition for what constitutes a neighbour dispute. For the purposes of the review, the definition used is a “disagreement between neighbours that causes stress or friction”. A range of neighbour disputes may not reach a Page 98 of 110
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threshold where they would be dealt with through antisocial behaviour legislation, such as disputes over communal areas, misuse of bins or storage of waste, parking, high hedges and boundary disputes. 3.2 In some instances of neighbour disputes a statutory nuisance may occur, when the activity of an individual or business on their own premises unreasonably detracts from another’s enjoyment of their property or causes a risk to public health. This can include noise, artificial light, odour, keeping of animals and accumulation of waste. 3.3 Some neighbour disputes can be classified as antisocial behaviour as defined in the Antisocial Behaviour (Scotland) Act 2004, whereby a person acts “in a manner that causes or is likely to cause alarm or distress; or pursues a course of conduct that causes or is likely to cause alarm or distress to at least one person who is not of the same household as them”. 3.4 The Antisocial Behaviour (Scotland) Act 2004 requires all local authorities to publish a strategy jointly with the Chief Constable of Police Scotland for their Council area. Renfrewshire Council approved a new Anti-Social Behaviour Strategy 2022-25 in March 2022, setting out how the Council and its key Community Safety partners will address antisocial behaviour in Renfrewshire. 4. Purpose and Scope of the Review 4.1 At the Audit, Risk and Scrutiny Board in August 2022 it was agreed that the review of neighbour disputes be looked at in the widest sense and should also include antisocial behaviour. It was agreed that the purpose of the investigation into neighbour disputes would be fourfold: 1. Try to establish the scale and nature of neighbour disputes in Renfrewshire, 2. Set out the current arrangements and approaches the Council and other stakeholders have for responding to neighbour disputes, 3. Review the current disposals/actions that are available to the Council and others to resolve neighbour disputes, and 4. Identify any other approaches, policy changes or mitigating actions that could be available to the Council within existing resources. 4.2 Following the initial report to the Audit, Risk and Scrutiny Board in March 2023, there was a change in Lead Officer. This change in Lead Officer impacted the original timescales of the review. 5. Antisocial Behaviour National Review 5.1 During this local review for the Audit, Risk and Scrutiny Board, the Scottish Government Review on Antisocial Behaviour was published (7th November 2023). The national review advocates a refreshed, long-term approach to antisocial behaviour, with a more preventative and supportive focus in preventing antisocial behaviour from occurring in the first place. 5.2 There is recognition of the age of the antisocial behaviour legislation and societal changes over the past 20 years. The national review recommended an independently chaired group of experts, including statutory, non-statutory and voluntary service providers and key community representatives, to develop a long-term framework for addressing antisocial behaviour with a strong focus on steps that can be taken to prevent antisocial behaviour in the first place as well as considering the effectiveness of current approaches to tackling antisocial behaviour that does occur. Page 99 of 110
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5.3 Further consideration as part of the national refresh may also include: - the definition of antisocial behaviour - legislation and guidance - increased powers - reporting, including support and outcomes - general approach, including partnership working and public information - person-centred and trauma-informed approaches 6. The Scale of Neighbour Disputes within Renfrewshire 6.1 Within Renfrewshire, there is no single source of data relating to neighbour disputes. Data for the initial stage of the review was drawn from public and voluntary services who have a responsibility relating to neighbour disputes, including Citizen’s Advice Bureau, the Council and Police Scotland. 6.2 It is acknowledged there will be additional neighbour disputes which services remain unaware of. Also, there may be overlap across datasets, e.g. cases where the Police respond initially then Community Safety or Housing investigate more fully and record. 6.3 Analysis showed that, with the exception of domestic noise complaints reported to the Council, there has been a sustained increase in the number of incidents/complaints of neighbour disputes in Renfrewshire over the last 3-4 years. This aligned with the national picture, based on responses from 17 other Scottish Local Authorities. 6.4 Renfrewshire Council Officers (as well as other Local Authorities, Housing Associations and Police Scotland) reported that changes in levels and nature of disputes was found to be initially due to the pandemic and lockdown, with people at home more. This links with a clash of lifestyles, which was reported as a major factor in neighbour disputes, and noise complaints, including situations such as different working patterns, where one party may leave early for work, or return late at night. 7. Domestic CCTV 7.1 An area of growth in neighbour disputes relates to the use of domestic CCTV systems, including smart doorbells, fitted by individuals in their homes. 7.2 The data protection regulator is the Information Commissioner. Privacy concerns about the use of devices (including individuals involved in a neighbour dispute over domestic CCTV) should be raised with the Information Commissioner’s Office (ICO). 7.3 The Council’s powers in relation to domestic CCTV are limited to its installation by Council tenants. Under the tenancy agreement, tenants should not make any changes to fixtures and fittings in and around their home until they have received written permission from the Council. Although permission may be needed for the erection of CCTV cameras, the Council’s remit does not extend to approving or policing the processing of personal data by private individuals and the Council does not have any enforcement powers in relation to privacy infringement. 8. Review of Processes Across Scottish Local Authorities General Neighbour Disputes Findings 8.1 Contact was made with the other 31 Scottish Local Authorities and a range of local Housing Associations, with questions on neighbour disputes and anti-social Page 100 of 110
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behaviour. 17 local authorities responded (55%) and 3 local housing associations. A Renfrewshire Local Authority Liaison Officer representative from Police Scotland also assisted the review on processes within Renfrewshire. 8.2 There are differences across the 32 local authorities in how neighbour disputes are dealt with. Renfrewshire Council support and respond to all tenures. This is not the case across Scotland. Some local authorities will support and respond to all tenures; others would support and respond to Council Housing tenants only (where they have Housing stock) and signpost other tenures to alternative organisations; and others support and respond to all social housing tenants only. 8.3 The most common sources of neighbour disputes were similar across all local authorities and housing associations – relating to noise, waste (misuse of bins, including not putting out for collection, using bins belonging to others and placement of bins when out for collection) and issues relating to gardens and communal spaces. Mediation and Conflict Resolution 8.4 Mediation is a recognised early intervention tool to help neighbours resolve difficulties, with around 90% success rate1 for sustainable outcomes, i.e. did not have to contact the local authorities again. 8.5 Again, there were differences in provision of service – some Local Authorities (including Renfrewshire Council) provide mediation free of charge to all tenures. Others charge for non-Council Housing tenants, including charging Registered Social Landlords who refer to the service. The remainder either provided no service or would signpost to mediation services offered by SACRO (a Scottish community justice organisation) at the residents’ cost. Trauma Informed and Responsive Services 8.6 Being a victim of neighbour nuisance or anti-social behaviour can have a huge impact on people’s lives and affect mental health and wellbeing. It is key to ensure that support is available for those suffering from unreasonable behaviour. The need to support those perpetrating anti-social behaviour to change behaviours was also raised. Reasons behind this behaviour can be complex – the behaviour can be driven by trauma as well as triggering a trauma response in those that it is affecting. 8.7 Renfrewshire Council has recognised the importance of trauma informed and responsive services, and training has been rolled out across Housing Services and Community Safety teams due to the front-facing nature of their roles. Noise Monitoring 8.8 Noise nuisance was reported as one of the top complaints of neighbour disputes and/or anti-social behaviour across local authorities and housing associations. 8.9 When noise issue is persistent over time, residents are encouraged to keep a diary of dates and times of noise disturbance. MATRON (or similar) formal noise recording systems may then be used to gain corroboration for difficult to prove noise nuisance cases, with the system being installed in the house of the complainer to monitor noise levels and used to take further action against perpetrators where appropriate. 8.10 In addition to formal noise recording systems, a number of local authorities use a ‘noise app’. Renfrewshire Council is exploring this option, which enables residents to submit noise complaints via mobile devices as it is happening without the need for a formal recording system to be installed in the property, enabling local authorities to identify areas of need for MATRON system to be installed. 1 Figures provided via the Antisocial Behaviour Officers’ Forum (ASBOF) Page 101 of 110
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Multi-Agency Meetings 8.11 All local authorities who responded hold multi-agency meetings – with key organisations including Police Scotland, Scottish Fire and Rescue Service, Housing Associations and other local partners such as those involved in mental health support services and addiction services. The aim is to ensure early intervention and a coordinated partnership approach to ensure solutions are delivered effectively and efficiently and with knowledge sharing and input across organisations. 8.12 The frequency of these scheduled multi-agency meetings varied across local authorities. Renfrewshire’s model involves daily tasking meetings, whereas some local authorities met with partner agencies every other day, or every 3 days. 8.13 Renfrewshire has established a Community Safety Partnership Hub consisting of statutory, voluntary and community organisations based on the MARAC model (multi- agency risk assessment conference). This approach is recognised as best practice and combines a broad range of services to support communities through targeting anti-social behaviour, its causes and effects and ensures a robust approach to tackling public protection issues affecting residents in Renfrewshire. 9. Legislation and Regulatory Processes 9.1 Across local authorities different teams are involved with different aspects of neighbour disputes and antisocial behaviour. This is true of Renfrewshire Council, whereby specific teams deal with different aspects of neighbour disputes and antisocial behaviour, dependent on the legislation it falls under and/or potential actions – between Housing Services, Community Safety and/or Environmental Health teams. 9.2 There is a close working relationship between the teams, as well as with the Multi Agency Community Safety Partnership Hub to ensure patterns are picked up and responses can be targeted where needed. 9.3 Actions taken in all cases must be proportionate to the incident and complaints are classified using 4 key categories. The category the incident falls under will determine the process followed and the legislation that is applied: Category Definition Example A Serious antisocial behaviour Drug dealing, hate crime, violence B Antisocial behaviour Frequent disturbances, excessive noise C Nuisance Cases Vandalism, infrequent disturbances and private ownership D Estate management as a result of either complaints or observations Dispute over communal areas, including cleaning close; use of drying green; dog fouling; misuse of bins or storage of waste Housing Services Processes & Legislation: Neighbour Disputes & Antisocial Behaviour 9.4 Renfrewshire Council’s Housing Service follows a set of procedural steps in proportion to the incident in question. This ranges from visits to both parties; mediation referrals; support agency referrals; and verbal and written warnings, up to reducing tenancy rights and eviction in the most serious cases. 9.5 Most cases are resolved in the early steps of the process, through the early intervention measures of visits and warnings. For more persistent or serious cases of nuisance and antisocial behaviour, social landlords, including Renfrewshire Council, have two main levers that can be used: Page 102 of 110
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1. The Housing (Scotland) Act 2001: the key statutory guidance aimed at social landlords, including allowing landlords to issue Short Scottish Secure Tenancies (SSSTs) to address antisocial behaviour and Streamlined Evictions where there has been a recent criminal conviction punishable by imprisonment for tenancy related antisocial or criminal behaviour within the previous 12 months. 2. Tenancy Agreements: set out the legal rights and responsibilities of both the tenant and the landlord, including levels of behaviour expected from tenants, members of their household and visitors to their home. 9.6 Renfrewshire Council’s tenancy agreements make it clear that breaches as a result of antisocial behaviour may result in legal action to evict, or a reduction in tenancy rights. A reduction in tenant’s rights is a result of converting a tenancy from a Scottish Secure Tenancy (whereby tenants have the right to stay in the home for as long as they wish provided they do not breach the terms of the tenancy) to a Short Scottish Secure Tenancy (SSST), where tenants only have security for the specified period of the tenancy (a minimum of 6 months, up to 12 months) because of particular circumstances, including antisocial behaviour. Tenants must then comply with specified conditions in order to retain the tenancy. 9.7 At the end of the specified term of a SSST conversion due to antisocial behaviour, if issues have been resolved and no further action is required/taken the tenancy converts automatically back to a Scottish Secure Tenancy again. 9.8 Following a request, an order for eviction may be granted by the Sheriff Court under Section 14 of the Housing (Scotland) Act 2001 on any of the grounds within Section 2 of the Act, which includes antisocial behaviour in relation to an action or course of conduct that causes or is likely to cause alarm, distress, nuisance or annoyance. 9.9 Local authorities have a statutory duty to rehouse and eviction is a last resort. There are often more complex needs, and cross-agency working is key to ensure access to services and support, and to prevent people from falling through the gaps in services. Environmental Health: Key Processes and Legislation 9.10 In cases of statutory nuisance (which can include issues with noise, accumulations of waste, artificial light), procedural steps are followed ranging from visits to the source of the issue, mediation referrals and verbal and written warnings, to issuing abatement notices and Fixed Penalty Notices. 9.11 Most cases are resolved in the early steps of the process without the need for further escalation. For the more persistent or serious cases of statutory nuisance the main levers that can be used by the Council are: 1. The Environmental Protection Act 1990: provisions within Section 79 of the Environmental Protection Act 1990 set out what can and can’t be dealt with as statutory nuisance. 2. Abatement Notice: a legal document that imposes specific requirements on the recipient with timescales, to abate the nuisance or mitigate to a point that it is no longer causing a nuisance, including noise abatement. 3. Fixed Penalty Notice: before a Fixed Penalty Notice is issued under the Environmental Protection Act, an Abatement Notice must have been served. The Abatement Notice must have expired without the problem being resolved and there must be a further breach of the Abatement Notice before a Fixed Penalty Notice can be served. These are generally used for low level nuisances. Page 103 of 110
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Community Safety Team: Key Processes and Legislation 9.12 The Community Safety Team and multi-agency partners within the Community Safety Partnership deal with antisocial behaviour. 9.13 Most complaints are resolved in the earlier stages of the process through early intervention measures and cross-service working in the Council and in the Community Safety Hub. For persistent antisocial behaviour the main levers are: 1. The Antisocial Behaviour (Scotland) Act 2004: the Act makes provision in connection with antisocial behaviour to deal with people who cause alarm, distress or annoyance to members of the public. The Act also gives powers to address neighbour noise issues, such as from parties and loud music which causes undue nuisance. 2. Interim Antisocial Behaviour Orders: allow the Sheriff Courts to grant an order to provide more immediate protection from antisocial behaviour prior to a full court hearing (around 6 weeks). 3. Antisocial Behaviour Orders (ASBOs): preventative orders intended to protect people in the community affected by antisocial behaviour from further acts or conduct that would cause them alarm or distress. ASBOs are court orders which prohibit, either indefinitely or for a specified period of time, the individual from doing anything described in the order. An ASBO is made in the civil court, however, breach of an order is a criminal offence. 9.14 While registered social landlords, including Renfrewshire Council’s Housing Service, may seek antisocial behaviour orders or even eviction as a last resort, they have no powers to evict private tenants and/or owner occupiers. However, other services within the Council and Police Scotland may have some powers that can be used to influence people to modify their behaviour depending on the nature and severity of the complaint, e.g. a private landlord who fails the ‘fit and proper’ test by not dealing with antisocial behaviour of tenants could have their landlord registration revoked under Section 8 of the Antisocial Behaviour (Scotland) Act 2004. 10. Current Estate Management Initiatives and the Estate Management Workshop 10.1 The Council’s approach to estate management and community safety is underpinned by the strategic outcomes in the Renfrewshire Council Plan 2022-2027. A key strategic outcome is Place and working together to enhance wellbeing across communities. 10.2 The review initially focused on Category B and C antisocial behaviour and neighbour nuisance complaints. In the course of the review, and in particular speaking with those with lived experience of neighbour nuisance and antisocial behaviour, the opportunity for an additional focus on Category D incidents (classed as estate management) emerged. Current Estate Management Initiatives 10.3 There are a large number of examples of good practice being delivered by the Council across estate management and community safety. Examples include: - the Neighbourhood Environmental Trainee Team (NETT): made up of a Supervisor and a number of trainees seeking employment (aged 16-65) who carry out work 1 day per week in each of the 4 Housing Neighbourhoods, with a particular focus on known ‘hot spots’. - Renfrewshire Council’s Tenant Satisfaction Survey: carried out every 2 years, this is a valuable measure of success (although responses are from Council tenants only, not all tenures) that can be used to compare results of initiatives in future years. - Moorpark Regeneration Project: Neighbourhood Services team, in collaboration with Housing Services, carried out a targeted intervention in the Moorpark area, Page 104 of 110
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focusing on environmental maintenance tasks. This provided a model for similar interventions across Renfrewshire, with lessons learned and best practices developed being integrated into the Council’s broader environmental management strategies, helping to ensure sustained improvements in other communities. - Cross-Service Collaboration: regular meetings to discuss Neighbourhood Operations, providing Housing Services, Neighbourhood Services, Public Protection and Waste Services a platform for continuous dialogue, allowing emerging issues to be addressed promptly and adapting strategies as needed. - Team Up 2 Clean Up: an exemplar Council and community partnership working to create a brighter, more attractive Renfrewshire through community initiatives including community litter picks and Take the Lead campaign (an initiative to encourage responsible dog ownership and working together to reduce dog fouling and anti-social behaviour across Renfrewshire). - Grass Cutting and Grounds Maintenance: Renfrewshire Council has a 14 day grass cutting and grounds maintenance cycle between April and October and tackle a different area of Renfrewshire each day, maintaining open spaces, school playing fields, public parks, sports pitches and cemeteries as well as grass cutting and hedge cutting for some residents and Council Housing tenants who require garden assistance or have common maintenance areas. - Data Sharing and Continuous Improvement: between all key Services to support ongoing development and refinement of maintenance programmes, ensuring operations are responsive to the needs of the community and allows immediate concerns to be addressed, but also to shape future work within the 4 Housing Neighbourhood areas, contributing to long-term improvements. 10.4 Alongside acknowledging the good practice and high quality services that are delivered daily, a key action in the Council Plan 2022-2027 is around ensuring we understand our service delivery, potential gaps in our approaches and have plans for improvement through ongoing self-assessment. 10.5 A workshop was held in August 2024, with key internal stakeholders represented from Housing Services; Environmental Health; Tasking and Development; Neighbourhood Services; Waste Services; and Procurement. Key areas discussed included individual and communal gardens and hedges, waste (including misuse of bins, storage of waste), communal areas and general nuisance, such as dog fouling and dog barking. 10.6 The workshop was extremely positive, with officers highlighting opportunities for improved flow of information and working collaboratively to identify: - existing good practice across a range of neighbourhood initiatives - opportunities for improvement - potential approaches and targeting of activity within existing resources 10.7 The key actions proposed by the group to be considered for further exploration are set out below. These proposed actions would require to be fully costed, with robust business case development. Viable proposals with impacts or changes in budget or policy would then be taken to the appropriate Board(s) for approval: - Housing Services to work together with Neighbourhood Services on work programming to identify an optimum service delivery model that meets the needs of both Services. This includes reviewing the deployment of existing resources to consider a dedicated team to work across properties and grounds related to Council Housing for grass cutting and cyclical maintenance, including winter works programming, and coordination ahead of recruitment to ensure sufficient resourcing. - explore the potential expansion of the Neighbourhood Environmental Trainee Team alongside additional potential training opportunities. - Procurement, Neighbourhood Services, Housing Services and Environmental Health to review the Council Wide Specialist Cleaning, Clearing and Ad Hoc Services Page 105 of 110
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framework, to explore the specification of this contract and identify opportunities to optimise service delivery. 11. Key Findings of the Review 11.1 Overall Approach: Renfrewshire Council’s processes and partnership working when dealing with neighbour disputes and antisocial behaviour are of a high standard across all key areas. This has been assessed based on benchmarking taking into account research and interviews with other local authorities, local Housing Associations and Police Scotland. Processes are clear; assistance is available to all tenures; Renfrewshire Council provides services which are not consistently provided across all local authorities; and trauma informed training has been rolled out to frontline staff to assist when dealing with those impacted by neighbour disputes and/or antisocial behaviour, as well as dealing with those who may be perpetrating the behaviour. 11.2 Early Intervention: The majority of complaints received by staff are resolved at an early stage and do not escalate to formal stages. All organisations interviewed as part of the review agreed that preventative work, community relations and early intervention are key to resolve issues and prevent potential future escalation. 11.3 Estate Management: Interviews with other local authorities and also with residents with lived experience of neighbour disputes and antisocial behaviour, highlighted issues related with estate management as a common source of neighbour disputes. Issues, including storage of waste, misuse of bins, dog fouling and communal spaces can be a source of initial tension which, if not captured early, have the potential to cause neighbour relationships to break down and/or lead to disputes escalating. The Estate Management workshop highlighted a range of good practice examples that are already being undertaken collaboratively with regards to estate management, with some additional opportunities to share knowledge between Services operating within Estates being considered in scheduling and deployment to streamline and enhance activity. 11.4 Communication: 1. early intervention includes a need for cases to be reported as early as possible. Information to members of the public around how to report issues, with the options available to different tenures was believed to be key. Clear advice on how to make a complaint and who should be contacted can avoid delays in the early stages of the process, improving the process for the complainer. 2. it is important to manage expectations and be clear on when the Council can and can’t take action. It can be frustrating for the complainer if their complaint doesn’t meet the threshold for further action (or if corroboration can’t be secured). Communication should include ensuring complainers are aware of potential next steps or alternative options (e.g. civil action) and any cost implications this may have. 3. for complaints where investigations/follow up action is being taken, keeping complainers informed is key at all stages of the process. Gathering evidence can be a painstaking and time consuming process and when regular updates are not given, it can lead to frustration on the part of the complainer and a feeling that they are not being listened to or their case is not being dealt with, when this is not the case. 4. staff turnover is unavoidable but can be a source of uncertainty for those whose home lives and/or mental health are being impacted by antisocial behaviour and/or neighbour disputes. Handovers, including informing complainers of any changes to case officers or impacts to timescales, helps to maintain strong relationships. Page 106 of 110
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11.5 Partnership Working: 1. Partnership working is key to tackling anti-social behaviour. The importance of cross-agency collaboration in understanding and responding to incidents of anti- social behaviour was highlighted by all organisations and a whole system approach with partnership solutions was agreed to be the most effective way of preventing and addressing antisocial behaviour. 2. Renfrewshire’s Community Safety Hub model is seen as best practice due to the joined up working of services collectively address the widespread issues that need to be taken account of in a holistic way to address antisocial behaviour. This collaborative approach has a preventative focus alongside support for victims, but also includes support for those involved in antisocial behaviour, including ensuring access to recovery services and mental health support services where needed. 11.6 Complex Root Causes: many organisations highlighted mental health being impacted by the pandemic and further exacerbated by the cost of living crisis. They are seeing a rise in complex cases, particularly in relation to mental health and addiction. Cross-agency working is pivotal to ensure access to services and support, and prevent people from falling through the gaps in services. Trauma informed training to frontline staff at Renfrewshire Council has been well received and of great value to assist officers in their roles, and cases of increasing complexities. 11.7 Current Legislation: there was consensus when speaking with Local Authorities and other key stakeholders and organisations that community safety has changed over the last ten years and that there may be areas of legislation that could be strengthened to assist frontline staff in their roles. 12. Recommendations 12.1 Overall Approach: the Council has been engaged in the process of the national refresh to prevent and tackle antisocial behaviour, and it is recommended that this continues through all channels to influence improved outcomes; improved resources and tools for dealing with neighbour disputes and antisocial behaviour; and identification of potential improvements to legislation that could enhance the work undertaken at a local level. It should be noted that once these national outcomes are determined, a local refresh of processes and/or training may be required. 12.2 Estate Management: It is recommended that the following actions are undertaken as a result of cross-departmental discussions. These proposed actions would require to be fully costed, with robust business case development. Viable proposals with impacts or changes in budget or policy would then be taken to the appropriate Board(s) for approval: • a collaborative approach to identify an optimum service delivery model to meet the needs of Neighbourhood Services and Housing Services, including exploring allocation of a Housing-specific resource for grass cutting and cyclical maintenance and maintenance of void properties. • exploration of delivery models which could enable the expansion of grass cutting service provision for Council Housing tenants who are unable to maintain a garden. • exploration of the expansion of the Neighbourhood Environmental Trainee Team to support the Council alongside additional potential training opportunities. • Cross-Service review of the Council Wide Specialist Cleaning, Clearing and Ad Hoc Service framework, exploring impacts on internal capacity, resourcing and cost/saving implications of delivery of these work packages to current Service Level Agreements (SLAs) and opportunities to optimise service delivery. Page 107 of 110
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12.3 Training and Development around Complex Root Causes: It is recommended that trauma informed training is extended to include Environmental Health Officers (in addition to Housing Officers and the Community Safety team), as EHOs are experiencing an increase in complex cases and instances where mental health is a factor in behaviours and/or responses. Refresher training for all Officers is also recommended on a set rolling programme, from a staff development point of view as well as a strategic point of view as principles are transferable and can be applied in a range of community settings. 12.4 Additional Tools and Technology: It is recommended that Services continue to explore additional tools to assist reporting, including the use of digital technology that may be available to increase options for reporting. 12.5 Communication: It is recommended that the Service: - carries out a review of correspondence letters issued at each stage of the process from a trauma-informed perspective to align with findings of the benefits of this approach highlighted as part of the enhanced training from Officers, as well as findings from across other areas of the Council. - carries out a refresh of the website content to ensure that it is as informative and accessible as possible. This includes encouraging early reporting through clearly identified channels to assist early interventions; signposting to agencies and support; inclusive and clear language; and information to assist understanding of where follow up action can and can’t be taken by the Council and partner organisations to ensure clarity for those seeking advice online. This should include promotion of availability of guidance in different languages to ensure access for all within our multi-lingual communities. - continues to recognise the need for traditional methods of reporting and communication and the need for services to be promoted through non-digital means, e.g. how to report issues and support that is available, including mediation and victim support to assist early intervention and encourage early reporting through tenant newsletters, community newsletters, posters in community spaces, libraries, etc. This aligns with recent findings in the Tenant Satisfaction Survey which found that just over a third of Council tenants did not use the internet and should include promotion of availability of guidance in different languages to ensure access for all within our multi-lingual communities. 12.6 As this report does not propose any policy or service change, no equality and human rights impact assessments are required at this time. However, if any change to policy or service position were to be proposed, then full equality and human rights assessments would be required and assessment made in line with the Council’s Fairer Scotland Duty by the service responsible. Page 108 of 110
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Implications of the Report 1. Financial - None directly arising from this report. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning - None directly arising from this report. 4. Legal - None directly arising from this report. 5. Property/Assets – None directly arising from this report. 6. Information Technology – None directly arising from this report. 7. Equality and Human Rights - The Recommendations contained within this report have not been assessed in relation to their impact on equalities and human rights- as the paper sets out the scope for a review process rather than proposing any changes to services. If any change to policy or service position were to be considered in future, a full equality and human rights impact assessment will be undertaken. 8. Health and Safety - None directly arising from this report. 9. Procurement - None directly arising from this report. 10. Risk - None directly arising from this report. 11. Privacy Impact - None directly arising from this report. 12. Climate Risk - None directly arising from this report. 13. Children’s Rights - None directly arising from this report. 14. COSLA Policy Position - No impacts directly arising from this report. ___________________________________________________________________ List of Background Papers: Audit, Risk and Scrutiny Board Annual Programme Neighbour Disputes Paper - Audit, Risk and Scrutiny Board, January 2023 Neighbour Disputes Paper - Audit, Risk and Scrutiny Board, March 2023 Neighbour Disputes Paper - Audit, Risk and Scrutiny Board, January 2024 Neighbour Disputes Paper - Audit, Risk and Scrutiny Board, March 2024 Neighbour Disputes Paper - Audit, Risk and Scrutiny Board, May 2024 Neighbour Disputes Paper - Audit, Risk and Scrutiny Board, September 2024 The foregoing background papers will be retained within Chief Executive’s Service for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the Service is the Climate Emergency Lead Officer, Roz Smith, who can be contacted at roz.smith@renfrewshire.gov.uk Author: Roz Smith, Climate Emergency Lead Officer, Chief Executive’s Service Page 109 of 110
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