Supplementary Agenda Document Pack - Audit, Risk and Scrutiny Board - 06/11/2023

Renfrewshire Council · 6 November 2023
Back to Audit, Risk and Scrutiny Board — 6 November 2023 and its agenda

Text extracted from the council's PDF. Layout and reading order may differ from the original.

Original council PDF · Download plain text

Page 1

02/11/2023 
Notice of Meeting and Agenda
Audit, Risk and Scrutiny Board 
Date Time Venue
Monday, 06 November 2023 15:00 Council Chambers (Renfrewshire),
Council Headquarters, Renfrewshire
House, Cotton Street, Paisley, PA1 1AN               
Membership 
Councillor Andy Doig (Convener):     Councillor Kevin Montgomery (Depute Convener):    
Councillor Jennifer Adam:  Councillor Chris Gilmour:  Councillor John Gray:  Councillor Lisa-
Marie Hughes:  Councillor Robert Innes:  Councillor James MacLaren:  Councillor Janis
McDonald:   
To Follow Item
I refer to the agenda for the meeting of the Audit, Risk and Scrutiny Policy Board to be held on 6
November 2023 at 15:00 and enclose the undernoted amended appendix relative to item 9 on
the agenda previously issued: 
MARK CONAGHAN
Head of Corporate Governance
Page 1 of 24

Page 2

02/11/2023 
Items of business     
9 Dargavel Primary School Independent Review
Recommendations – Actions Monitoring Report - Revised
Appendix
Revised appendix by the Chief Executive 
3 - 24 
Page 2 of 24

Page 3

Dargavel Independent Review
Action Plan Response Monitoring 
Action  Target
Completion
Responsible
Officer
RAG Status 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: - 
x 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, 
x 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, 
x 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, 
x 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, 
x 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.
x 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 3 of 24

Page 4

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status 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
Complete 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
Complete Completed February 2022 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
Complete 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 
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
2023
Director of
Children’s
Services  
Page 4 of 24

Page 5

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status Update
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 
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
Complete 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
Page 5 of 24

Page 6

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status Update 
recently released 2023 census information and
November registration data to inform an overall
assessment. 
Complete financial analysis to understand the potential
financial context of utilising Bishopton Primary School
Capacity 
May
2023
Director of
Finance and
Resources
Complete 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
Page 6 of 24

Page 7

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status Update
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 will be
incorporated into the overall assessment
scheduled to be reported as part of the Education
& Children’s Services Board report in January
2024. 
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 
Page 7 of 24

Page 8

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status 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
Complete 
Complete detailed engagement with identified best practice
councils arising from desk top research
Summer
2023
Head of
Economy and
Development
Complete 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.
x Refresh % capacity of all schools (vs school rolls)
x Sample research of Pupil Product Ratio (PPR) for developed housing
sites (< 10 units) [min 10 site sample]
x Sample research of PPR for developed housing sites (> 100 units)[min
10 site sample]
x Sample research of PPR for established / mature housing development
to provide longer term perspective (eg. 15 years old) (> 100 units)[min
4 site sample]
x Identify individual schools where pupil capacity is above notional
threshold (85%) 
x Identify all known undeveloped housing sites in individual school
catchments
x [Subset of 5] identify all housing sites with current "live" planning
application
October
2023 
Head of
Economy and
Development 
Updated datasets (e.g. census data released by
NRS) now available to allow detailed data analysis
to be completed. Resource challenges have
slowed the pace of some of this workstream but
prioritisation expected to still allow for this to be
completed during October.
Page 8 of 24

Page 9

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status Update
x 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. 
January
2024
Head of
Economy and
Development 
This remains the targeted date but it will be
informed by complexity of any additional work
that may be identified from the data analytics
workstream. 
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. 
Page 9 of 24

Page 10

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status Update 
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
was
targeted. 
Chief
Executive
Complete This was completed and approved by ILE Board
end of August
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
Complete Legal missives concluded mid-September
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 
Complete Approved by planning and Climate Change Board
end of August
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 10 of 24

Page 11

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status 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 
Health check will be completed by end of October
with any identified improvement actions
considered by CMT.
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 with the following Learning
Development events scheduled: - 
October – Effective Communications and Elected
Member Relations 
Page 11 of 24

Page 12

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status Update
November - Governance and Risk Management 
December – Programme Management, Leading
and Navigating Strategic Change 
January – Transformational Leadership 
February – Delivering Corporate/Team Values and
Vision 
Delivery of wider tier of management / leadership
cohort to commence early 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
Not
commenced 
Page 12 of 24

Page 13

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status Update 
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. 
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 
Initial report to CMT w/c 9/10/23 to update on
progress, with planned final report to ARSB on
6/11/23
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 
Ongoing – CMT confirmation of current reps or
revised membership; including consideration of
revised job responsibilities for corporate
representatives undertaking compliance activities
Page 13 of 24

Page 14

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status Update 
Delivery of a project risk management workshop specific to
the planned new primary school in Dargavel (complete) 
August
2023
Director of
Finance and
Resources 
Complete 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 
Scheduled for 12/10/23
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
underway with aim to complete by end
November; model and approach to be more
widely applied to other significant Council
projects
An update to the risk management course on iLearn and
consideration of whether it should be a mandatory course. 
November
2023
Director of
Finance and
Resources 
Work underway, decision on mandatory nature
tbc by CMT
Embed and deliver risk management training into the new
leadership development programme that is currently under
development, particularly in relation to commercial risk 
November
2023
Director of
Finance and
Resources
Complete Risk management session programmed for
delivery 8/11/23, including internal and external
subject matter experts
Reviewing governance documents to ensure delegations in
relation to liability caps are clear and unambiguous. 
December
2023
Director of
Finance and
Resources 
Potential minor additions/revisions to the
council’s scheme of delegation and contract
standing orders being considered, with formal
approval by Council in due course
Deliver a targeted risk management development day for
Chief Officers:-  
x Project risk management (and risk simulation exercise) 
December
2023
Director of
Finance and
Resources 
Programme being developed delivered by internal
leads with support from appropriate external
experts, with delivery planned early December
Page 14 of 24

Page 15

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status Update
x Risk horizon scanning and sustainability (the Global Risk
Report) 
x 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 
Complete  Further updates will be completed in this respect
for updated datasets available from November
registration data and recently released NRS
Census data
Page 15 of 24

Page 16

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status Update
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 o
of being able to respond appropriately to the potential for 
upper end demand scenarios and or temporary demand
peaks to emerge. 
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 
January
2024  
Page 16 of 24

Page 17

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status Update
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. 
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 
Health check will be completed by end of October
with any identified improvement actions
considered by CMT.
Support Council Leader and other nominated elected
members to determine a review remit, progress the review
and develop suitable recommendations. 
TBC
pending
initial
meeting 
Head of
Corporate
Governance 
Not yet
commenced 
Page 17 of 24

Page 18

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status Update
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
Not yet
commenced
Report outlining proposed approach to self
assessment and wider full ARSB development day
to be discussed at ARSB 6/11/23. Timescales for
any revisions to ARSB remit or approach tbc
depending on self-assessment outcomes.
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. 
- 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. 
Page 18 of 24

Page 19

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status Update 
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. 
Target
Completion
Date
Responsible
Officer
RAG Status Update
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
Complete This plan supported and guided all initial comms
and engagement in the initial months of the issue
being reported and has guided the following key
activities: 
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 etc
Attending several community meetings from
community council, Community Liaison Group as
well as supporting coordination and delivery of
Page 19 of 24

Page 20

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status Update
wider community representative round table
session to maintain ongoing engagement, sharing
of information and data sharing etc.
Issuing 12 letters/updates to impacted parents
and carers at Dargavel Primary School 
Issuing 9 updates to Bishopton Community
Council 
Issuing 3 media releases or proactive statements
and responding to almost 50 media enquiries 
Issuing 11 elected member briefings and 8
MP/MSP briefings to support members in their
engagement with local families.   
Maintaining updated information on the council
website with 10 updates to our web pages 
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
Complete The Dargavel communication and engagement
strategy was activated in October 2022 to direct
long-term stakeholder engagement following the
planned public announcement of a significant
error in school roll projections impacting the new
Dargavel Primary school. The strategy has evolved
since, considering the decision-making that has
followed and refreshed following publication of
the David Bowles Review. The strategy has
directed media and stakeholder engagement in
Page 20 of 24

Page 21

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status Update
relation to all subsequent council decisions
pertaining to Dargavel, the initial announcement,
short-term mitigation arrangements, publication
of the independent external review and 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 the public (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: 
x 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.
x 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.
Page 21 of 24

Page 22

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status Update
x 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.
x Include the community in formal planning
and design of a new primary school and
high school extension. 
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 
Complete Group has been established and has met
following school summer 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
Complete Take up of opt-in digital channel newsletter is
currently sitting at 309 users and it is expected
that this will continue to grow in the coming
months as school delivery and design
engagement commences more significantly. 
Establish and track key indicators of community sentiment.  Ongoing Head of
Marketing
and Comms
Ongoing Assessment of the range of indicators and metrics
suggest an ongoing interest in Dargavel albeit
across the wider community this beginning to
settle into the formalised engagement routes
focusing increasingly on the range of solutions
identified for delivery by the Council. There
remain some ongoing aspects of concern
expressed from some key community
representatives in relation to the new school and
planned expansion to PMHS which may continue
Page 22 of 24

Page 23

Dargavel Independent Review
Action Plan Response Monitoring
Action  Target
Completion
Responsible
Officer
RAG Status Update
to be an issue raised through ongoing
engagement and future consultation
arrangements.
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
April/May
2024
Head of
Marketing
and comms
N/A at this
stage 
Page 23 of 24

Page 24

Page 24 of 24