Agenda Document Pack - Communities and Housing Policy Board - 29/10/2024
Renfrewshire Council · 29 October 2024
Back to Communities and Housing Policy Board — 29 October 2024 and its agenda
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24/10/2024 Notice of Meeting and Agenda Communities and Housing Policy Board Date Time Venue Tuesday, 29 October 2024 13:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Membership Councillor Marie McGurk (Convener): Councillor Robert Innes (Vice Convener): Councillor Jacqueline Cameron: Councillor Carolann Davidson: Councillor Gillian Graham: Councillor John Hood: Councillor Alec Leishman: Councillor Kenny MacLaren: Councillor Mags MacLaren: Councillor Colin McCulloch: Councillor Janis McDonald: Councillor Cathy McEwan: Councillor Jamie McGuire: Councillor Iain McMillan: Councillor John McNaughtan: Councillor Iain Nicolson: Councillor Emma Rodden: 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. MARK CONAGHAN Head of Corporate Governance
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24/10/2024 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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24/10/2024 Items of business Apologies Apologies from members. Declarations of Interest and Transparency Statements Members are asked to declare an interest or make a transparency statement in any item(s) on the agenda and to provide a brief explanation of the nature of the interest or the transparency statement. 1 Police and Fire and Rescue Services Scrutiny Sub- committee Minute of meeting of the Police and Fire and Rescue Services Scrutiny Sub-committee held on 20 August 2024. 1 - 4 2 General Services Revenue, Housing Revenue Account (HRA) and Capital Budget Monitoring as at 13 September 2024 Joint report by the Directors of Finance & Resources and Environment, Housing & Infrastructure. 5 - 16 3 Service Update Report Report by the Director of Environment, Housing & Infrastructure. 17 - 26 4 Environment, Housing, and Infrastructure – Service Improvement Plan 2023/26 Mid-Year Monitoring Report Report by the Director of Environment, Housing & Infrastructure. 27 - 62 5 Environment, Housing and Infrastructure (E, H & I) Annual Health and Safety Plan (2024/25) – Mid-year (6 month) Update Report by the Director of Environment, Housing & Infrastructure. 63 - 76 6 Renfrewshire Strategic Housing Investment Plan 2025/30 Report by the Director of Environment, Housing & Infrastructure. 77 - 118 7 Local Housing Strategy 2023/28 – Year One (2023/24) Review and Progress Update Report by the Director of Environment, Housing & Infrastructure. 119 - 146
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24/10/2024 8 Homelessness in Renfrewshire and Review of Rapid Rehousing Transition Plan Report by the Director of Environment, Housing & Infrastructure. 147 - 152 9 Update on Single Voids Team Report by the Director of Environment, Housing & Infrastructure. 153 - 158 10 Regulation of Social Housing: Assurance Statement 2024 Report by the Director of Environment, Housing & Infrastructure. 159 - 190 11 Annual Housing Performance Benchmarking Report 2023/24 Report by the Director of Environment, Housing & Infrastructure. 191 - 204 12 Housing (Scotland) Act 1987- Representation in Respect of a House Failing to Meet the Tolerable Standard Report by the Director of Environment, Housing & Infrastructure. 205 - 210 13 Community Justice Update and Annual Return 2023/24 Report by Director of Children's Services. 211 - 244 14 Community Justice Third Sector Grant Scheme Report by Director of Children's Services. 245 - 250 15 Renfrewshire Community Learning and Development Partnership Plan Report by Chief Executive. 251 - 298 16 Community Funding Update Report by Chief Executive. 299 - 318
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Minute of Meeting Police and Fire and Rescue Scrutiny Sub-Committee Date Time Venue Tuesday, 20 August 2024 15:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Present Councillor Alec Leishman, Councillor Kenny MacLaren, Councillor Marie McGurk, Councillor Iain McMillan and Councillor Iain Nicolson. Chair Councillor McGurk, Convener, presided. In Attendance G Hannah, Head of Climate, Public Protection & Roads and G Heaney, Climate and Public Protection Manager (both Environment, Housing and Infrastructure); and R Devine and E Gray, both Senior Committee Services Officers (both Finance & Resources). Also in Attendance Chief Superintendent G McCreadie and Chief Inspector A Marshall (both Police Scotland); and K Murphy, Area Commander and P Storrie, Group Manager (both Scottish Fire and Rescue Service). Webcasting of Meeting Prior to the commencement of the meeting the Convener intimated that this meeting of the Sub-committee would be filmed for live or subsequent broadcast on the Council’s internet site. Item 1 CHPB291024 Page 1 of 318
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Declarations of Interest and Transparency Statements There were no declarations of interest or transparency statements intimated prior to the commencement of the meeting. 1 Membership Update The Convener welcomed Chief Inspector A Marshall, Police Scotland, and Area Commander K Murphy, Scottish Fire and Rescue Service, to their Police and Fire and Rescue Scrutiny Sub-committee. 2 Police Scotland - Performance Report There was submitted a report by the Chief Superintendent, Police Scotland, relative to service performance and activities in the Renfrewshire area for the reporting period 1 April 2023 to 31 March 2024. The report summarised the key performance indicators and provided statistics and updates in terms of Renfrewshire’s Policing Priorities 2023/26 and Police Scotland’s Policing Priorities 2023/26. DECIDED: That the contents of the report and verbal update provided be noted. 3 Scottish Fire and Rescue Service - Performance Report There was submitted a report by the Group Manager, Scottish Fire and Rescue Service (SFRS) relative to SFRS performance and local fire and rescue service plan priorities in the Renfrewshire area during the period 1 April to 30 June 2024. The report provided updates in relation to Local Fire and Rescue Service Plan Priorities; Renfrewshire activity; accidental dwelling fires and casualties; unintentional injury and harm; deliberate fire setting; non-domestic fire safety and unwanted fire alarm signals. DECIDED: That the contents of the report and verbal update provided be noted. 4 Local Issues Councillor McMillan raised an issue around a perceived lack of confidence in the police from the local community with a number of constituents reporting issues to their local Councillor but saying there would be no point in contacting the police. He sought information on whether this attitude was one which the police encountered a lot and sought advice on how Councillors and people in similar positions could encourage engagement with the police. Councillor McMillan also raised an issue which had been discussed at the Johnstone Community Council around increasingly concerning anti-social behaviour in Houstoun Square. Councillor K MacLaren queried whether the levels of anti-social behaviour had fallen around Blackhall Street, Paisley, following the reduction in the number of homeless tenants being placed in the My Motel building. Councillor K MacLaren also reported an issue in Fountain Gardens, Renfrew around the vandalism of trees within the park. Page 2 of 318
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K Murphy, Area Commander, provided an update on the recently undertaken pre consultation on the future of the Scottish Fire & Rescue Service, noting that the pre consultation had concluded, the responses were being analysed and that a full consultation was expected to be launched in the coming months with a report to be submitted to the Sub-committee on the consultation in due course. DECIDED: That the verbal updates be noted. Page 3 of 318
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___________________________________________________________________ To: Communities and Housing Policy Board On: 29 October 2024 ___________________________________________________________________ Report by: Director of Finance and Resources & Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: General Services Revenue, Housing Revenue Account (HRA) and Capital Budget Monitoring as at 13 September 2024 ___________________________________________________________________ 1. Summary 1.1 At the close of reporting period 6 on 13 September 2024, the projected revenue outturn at 31 March 2025 for those services reporting to the Communities and Housing Policy Board, including the Housing Revenue Account, is break-even against the revised budget for the year in General Services and a break-even position in the HRA. 1.2 The projected capital outturn at 31 March 2025 for projects reporting to the Communities and Housing Policy Board, is a break-even position. 1.3 This is summarised over the relevant services in the table below and further analysis is provided in the report and appendices. Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Revenue Housing Revenue Account (HRA) 0 0 0 0.0% Housing – General Services (Non-HRA) 4,626 4,626 0 0.0% Communities and Public Protection 5,832 5,832 0 0.0% Criminal Justice 4,171 4,171 0 0.0% Total 14,629 14,629 0 0.0% Item 2 CHPB291024 Page 5 of 318
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Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Capital Housing Revenue Account (HRA) 30,769 30,769 0 0.0% Other Housing PSHG 526 526 0 0.0% Total 31,295 31,295 0 0.0% 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the projected Revenue outturn break-even position 2.2 Note the projected Capital outturn break-even position 2.3 Agree to homologate the budget adjustments detailed at sections 6.2 and 7.2 2.4 Approve the budget adjustments proposed at sections 6.3 3. Revenue Budget Projection – break-even by 31 March 2025 3.1 The tables in Appendix 1 present the projected year-end position for all services reporting to this board, by both subjective analysis (what the budget is spent on) and objective analysis (which division is spending the budget). Significant variances affecting the projected position are analysed further below. 3.2 It should be noted that the projected outturn position reported here is based on the latest information available, which is subject to change during the financial year. The impact of any change on this projection will be updated at each board cycle until the close of reporting period 10. Budget holders are obliged to seek mitigating action to minimise significant budget variances. 4. Objective Analysis – Significant Variances 4.1 Housing Revenue Account (HRA) - break-even by 31 March 2025 The HRA is projected to break even overall for 2024-25. The demand for repairs to HRA properties, including Void properties, is currently expected to be managed within the revised budget levels, although it remains an area of potential pressure. A favourable £0.346 million is anticipated within the Transfer Payments budget due to a reduced projected drawdown from reserves. It is proposed that these excess funds be allocated to the Housing Management System Replacement project. 4.2 Housing – General Services (Non-HRA) - break-even by 31 March 2025 The projected outturn for Homelessness within Housing – General Services Non- HRA, continues to be a risk over the remainder of the financial year. Demand on services is currently being managed within existing resources, including additional Page 6 of 318
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staffing, being supported through migration and asylum funding streams allocated to the Council by the UK and Scottish Government. The significant potential increase in homeless presentations linked to asylum population in Renfrewshire and more widely across the West of Scotland, continues to create additional potential long-term financial pressures for Council services. Projections of these pressures will continue to be reviewed and reported to future Communities and Housing Policy Boards as required. 4.3 Communities and Public Protection - break-even by 31 March 2025 Employee costs are projected to underspend due to vacancies within the service, this area is under review by management. The underspend has been allocated against spend across other budget lines and overall, the service is projected to break-even at year end. 5. Subjective Analysis – Significant Variances GENERAL SERVICES (excluding HRA) 5.1 Employee costs - £0.209m underspend by 31 March 2025 This is a combination of underspends across services, for example, in Public Protection underspends are due to vacancies which are currently under review. Underspends in Criminal Justice and Homelessness are offset by minor overspends across their service areas. 5.2 Supplies and Services - (£0.198m) overspend by 31 March 2025 This includes £0.168m for one-off software and licencing costs within the Public Protection Service, funded by underspends in employee costs as noted above. Furniture costs within the Homelessness Service are projected to overspend and this is consistent with the overall demand on Homelessness services. 5.3 Transfer Payments - £0.060m underspend by 31 March 2025 The underspend within the Homelessness budget for payments to service providers is being managed to cover small overspends in other areas of the Homelessness Service. HOUSING REVENUE ACCOUNT (HRA) 5.4 Employee costs - £0.155m underspend by 31 March 2025 The projected underspend in Employee costs reflects the timing of recruitment and the level of vacancies across the service, in particular within Housing Management. Projected staff costs for the new Housing Management system are included in the overall projection, as are additional costs associated with the Single Voids Team. An underspend in the timing of recruitment within the Regeneration Team is offset by a reduction in recharges to capital, therefore a temporary transfer to adjust for both variances is proposed. 5.5 Premises Related costs - £0.032m underspend by 31 March 2025 The level of demand for Repairs and Maintenance of HRA Properties remains high, especially within Void properties, however at present this is forecast to be managed within the revised budget. Additional focus will continue on this area to understand Page 7 of 318
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ongoing demand levels. All premises related costs, including utilities and estate management, are subject to fluctuations, and will continue to be closely monitored throughout the year. 5.6 Supplies - £0.043m underspend by 31 March 2025 A reduction in projected telephone system costs is contributing to this underspend. This is reflected in the reduced level of transfer from reserves. 5.7 Transfer Payments – (£0.101m) overspend by 31 March 2025 Due to improvements in void rent loss performance since the last report, there is an underspend of £0.246m now projected within the overall Transfer Payments budget. It is proposed to decrease the previously allocated temporary budget and move these funds to reserves also contained within the Transfer Payments budget and noted below. A temporary budget transfer is recommended to decrease the void rent loss budget by (£0.246m). The Transfer Payments budget also accommodates transfers between reserves. This includes a forecasted reduction reflecting the current levels of underspend across the wider service, resulting in a (£0.346m) under recovery of funding required from reserves. The underspend noted in void rent loss is proposed to be temporarily allocated to the reserves budget. A temporary budget transfer is recommended to decrease the contribution from Reserves by £0.246m. 5.8 Income - under recovery of (£0.127m) by 31 March 2025 The underspend in the Regeneration Team employee budget, as noted above, is offset by a reduction in recharges to capital. 6. Revenue Budget Virements 6.1. Under the Council’s financial regulations, Directors, and their nominated officers, in consultation with the Director of Finance and Resources, have certain delegated authority to transfer sums between subjective budget headings within a service division to enable budget management throughout the financial year. This is known as ‘budget virement’. 6.2. Transfers between divisions of the same service / department in excess of £100,000, and transfers between services / departments must be authorised by the respective service Director and the Director of Finance and Resources for submission to the relevant policy board for approval. The Director now seeks homologation from the Board for the following affected virements, actioned since the last board reporting period: Revenue Budget Adjustments Objective Heading Subjective Heading Amount (£m) Reason Page 8 of 318
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Housing - General Services (Not HRA) Employee Costs 0.029 Private Sector Housing Grant alignment to reflect the profile of expenditure and allocation of funding from Capital and Reserves. Supplies & Services 0.294 Transfer Payments (0.284) Income (0.039) Housing - General Services (Not HRA) Supplies & Services 1.700 Expenditure and offsetting income under the Scottish Government’s Home Energy Efficiency Programme. Income (1.700) Housing - General Services (Not HRA) Premises Related 0.262 Alignment of Homelessness Services Income and Expenditure to match expected rental and void costs. Supplies & Services 0.050 Transfer Payments (0.200) Income (0.112) HRA Premises Related (0.815) Alignment of Insurance Budgets between expenditure lines. Support Costs 0.815 Criminal Justice Supplies & Services 1.046 Additional funding outwith settlement aligned to relevant expenditure budgets. Transfer Payments 0.448 Income (0.448) 6.3. Budget holders are obliged to seek mitigating action to minimise significant budget variances. The Board is therefore asked to approve the following virements, which are not currently applied to the budget: Revenue Budget Adjustments Objective Heading Subjective Heading Amount (£m) Reason HRA Transfer Payments 0.246 Transfer of budget to Reserves, funded by reduction in Void Rental Loss costs. Reserves (0.246) 7. Capital Budget Projection – break-even position by 31 March 2025 7.1 The Non-Housing Capital Investment Programme 2024/25 to 2028/29 was approved by the Council on 29 February 2024. For Communities and Housing Service the revised capital spend for 2024/25 is £31.295m. 7.2 The in-year Capital budget is forecast to break-even by 31 March 2025, a budget adjustment between years has taken place, to reflect revised programming of some capital projects. Details of the adjustment, which amount to (£10.467m), are as follows: Page 9 of 318
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Capital Budget Adjustments Project Amount (£m) Reason Improvements to Existing Properties 0.337 Net acceleration from 2025/26 to reflect start time of projects related to External Improvements, Heating and Rewiring. Regeneration (10.174) Deceleration to 2025/26 as expected start time of various projects including, Howwood Road, Auchentorlie, Howard Street and Waverley, will now be towards the later part of 2024/25 and extend into 2025/26. Other Assets (0.690) Deceleration to 2025/26 to reflect updated cash flows for various projects including fire alarms and electrical work within sheltered housing now not expected to complete until 2025/26. Non Property Expenditure 0.500 Acceleration from 2025/26 to 2024/25 for timing of condition surveys now that the contacts have been agreed. Council House New Build (0.390) Deceleration to 2025/26 to reflect updated cashflows for Professional Fees (0.050) Decelerated to 2025/26 for timing of work carried out by Property Services Total (10.467) Implications of the Report 1. Financial The projected budget outturn position for the Communities and Housing Revenue budget is a break-even position at 31 March 2025. Income and expenditure will continue to be monitored closely for the rest of the financial year and as far as possible, steps will be taken to mitigate any overspend. The projected outturn position for Communities and Housing Services Capital budget is break-even, after the adjustments outlined at section 7. 2. HR & Organisational Development While staffing budgets form a significant proportion of the Council’s revenue budgets, there are no direct implications arising from the recommendations in this report. 3. Community/Council Planning Community Plan Our Renfrewshire is thriving The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Our Renfrewshire is well Our Renfrewshire is fair Page 10 of 318
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Our Renfrewshire is safe Council Plan Reshaping our place, our economy and our future The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Building strong, safe and resilient communities Tackling inequality, ensuring opportunities for all Creating a sustainable Renfrewshire for all to enjoy Ongoing revenue and capital budget monitoring is a tool to enable good financial management so that the Council has resources now and in the future for continued service delivery. Working together to improve outcomes 4. Legal There are no direct implications arising from the recommendations in this report. 5. Property/Assets The capital expenditure noted in this report will result in lifecycle maintenance improvements to existing properties and replacement of ICT assets and infrastructure. 6. Information Technology ICT assets and revenue costs are included within these reported budgets, and the costs associated with the replacement of the Housing Management system will have both an ongoing revenue and capital budget impact. 7. Equality & Human Rights While new areas of spend may impact on particular groups, any such impact would be assessed prior to the spend being incurred, therefore there are no direct implications arising from the recommendations in this report. 8. Health & Safety The capital expenditure noted in this report will result in lifecycle maintenance improvements to existing properties and replacement of ICT assets, which may in some cases rectify health and safety issues. 9. Procurement While Procurement is an important consideration prior to the Council incurring any revenue or capital spend, there are no direct implications arising from the recommendations in this report. 10. Risk Page 11 of 318
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The potential financial risk that the Council will overspend its approved revenue budgets for the year is managed at a Council-wide level by the Chief Executive and Directors. 11. Privacy Impact There are no direct implications arising from the recommendations in this report. 12. Cosla Policy Position N/a 13. Children’s Rights There are no direct implications arising from the recommendations in this report. 14. Climate Change The Council aims to reduce its carbon and other emissions to net zero by 2030, however there are no direct implications arising from the recommendations in this report. List of Background Papers • Housing Revenue Account Budget & Rent Levels 2024/25 and Housing Capital Investment Plan 2024/25 to 2028/29, Council 29 February 2024. • Non-housing Capital Investment Programme, prudential Framework and Treasury Management Strategy, and Capital Strategy 2024/25 – 2028/29, Council 29 February 2024. Author: John Kilpatrick, Finance Business Partner; Geoff Borland, Finance Manager. Page 12 of 318
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RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2024/25 1 April 2024 to 13 September 2024 POLICY BOARD: COMMUNITIES AND HOUSING - All SERVICES Objective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Housing Revenue Account (HRA) 0 0 0 0 0 0.0% 0 0 Housing - General Services (Not HRA) 4,613 13 4,626 4,626 0 0.0% 0 0 Communities and Public Protection (including Regulatory Services) 5,861 (29) 5,832 5,832 0 0.0% 0 0 Criminal Justice 3,125 1,046 4,171 4,171 0 0.0% 0 0 NET EXPENDITURE 13,599 1,030 14,629 14,629 0 0.0% 0 0 Page 13 of 318
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RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2024/25 1 April 2024 to 13 September 2024 POLICY BOARD: COMMUNITIES AND HOUSING - GENERAL SERVICES (excluding HRA) Subjective Summary (General Services – excl HRA) Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 11,439 292 11,731 11,522 209 1.8% 95 114 Premises Related 1,895 536 2,431 2,445 (14) (0.6%) (438) 424 Transport Related 187 0 187 208 (21) (11.1%) (25) 4 Supplies and Services 2,631 3,051 5,682 5,880 (198) (3.5%) (287) 89 Third Party Payments 87 0 87 74 13 14.9% 2 11 Transfer Payments 2,709 (36) 2,673 2,613 60 2.2% (6) 66 Support Services 54 0 54 49 5 9.2% 0 5 Depreciation and Impairment Losses (23) 0 (23) (11) (12) (52.2%) (12) 0 GROSS EXPENDITURE 18,979 3,843 22,822 22,780 42 0.2% (671) 713 Income (5,380) (2,813) (8,193) (8,151) (42) (0.5%) 671 (713) NET EXPENDITURE 13,599 1,030 14,629 14,629 0 0.0% 0 0 Page 14 of 318
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RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2024/25 1 April 2024 to 13 September 2024 POLICY BOARD: COMMUNITIES, HOUSING AND PLANNING SERVICES - Housing Revenue Account (HRA) Only Subjective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 11,586 (25) 11,561 11,406 155 1.3% 258 (103) Premises Related 24,075 275 24,350 24,318 32 0.1% (955) 987 Transport Related 53 0 53 63 (10) (18.9%) (6) (4) Supplies and Services 908 0 908 865 43 4.7% 15 28 Third Party Payments 0 0 0 0 0 0.0% 0 0 Transfer Payments 4,837 680 5,517 5,618 (101) (1.8%) (1,051) 950 Support Services 2,456 866 3,322 3,314 8 0.2% 1 7 Depreciation and Impairment Losses 17,909 0 17,909 17,909 0 0.0% 0 0 GROSS EXPENDITURE 61,824 1,796 63,620 63,493 127 0.2% (1,738) 1,865 Income (61,824) (1,796) (63,620) (63,493) (127) (0.2%) 1,738 (1,865) NET EXPENDITURE 0 0 0 0 0 0.0% 0 0 Page 15 of 318
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Prior Years Approved Budget Revised Projected Total Approved Projected Expenditure Budget Adjustments Budget Outturn Budget Outurn to 31/03/2024 2024-25 in 2024-25 2024-25 2024-25 to 31-Mar-29 to 31-Mar-29 Project Title £000 £000 £000 £000 £000 £000 £000 HOUSING(HRA) Improvements To Existing Properties 0 15,420 337 15,757 15,757 0 0% 111,757 111,757 0 0% Regeneration 10,743 19,401 (10,174) 9,227 9,227 0 0% 109,369 109,369 0 0% Other Assets 0 3,115 (690) 2,425 2,425 0 0% 4,550 4,550 0 0% Non Property Expenditure 0 400 500 900 900 0 0% 10,860 10,860 0 0% Council House New Build 42,665 1,000 (390) 610 610 0 0% 74,690 74,690 0 0% Professional Fees 0 1,900 (50) 1,850 1,850 0 0% 9,700 9,700 0 0% Total Housing (HRA) Programme 53,408 41,236 (10,467) 30,769 30,769 0 0% 320,926 320,926 0 0% HOUSING(PSHG) Private Sector Housing Grant Programme 0 526 0 526 526 0 0% 2,926 2,926 0 0% Total Housing (PSHG) Programme 0 526 0 526 526 0 0% 2,926 2,926 0 0% TOTAL COMMUNITIES, HOUSING & PLANNING BOARD 53,408 41,762 (10,467) 31,295 31,295 0 0% 323,852 323,852 0 0% *Rolling programmes have a prior year year expenditure of £0 as the expenditure is not directly linked from one year to the next as a singular project. Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY 1st April to 13th September 2024 POLICY BOARD: COMMUNITES & HOUSING Current Year 2024-25 Full Programme - All years Page 16 of 318
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___________________________________________________________________ To: Communities and Housing Policy Board On: 29 October 2024 ___________________________________________________________________ Report by: Director of Environment, Housing, and Infrastructure ___________________________________________________________________ Heading: Service Update Report ___________________________________________________________________ 1. Summary 1.1 This report provides and overview of key service activities, an operational performance update since the last Policy Board meeting on the services and key projects and updates on any other relevant changes to service areas covered within the remit of this Board. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board 2.1 Note the contents of this report. Updates for Communities and Housing Policy Board 3. Housing Management 3.1 Housing Management Systems 3.1.1 The Council has recently awarded a contract to service provider, NEC Software Solutions, to provide and install a new Housing Management Software system. The system will replace the Open Housing Item 3 CHPB291024 Page 17 of 318
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Management System (OHMS). This was authorised at the Finance, Resources and Customer Services Policy Board on 12 September 2024. 3.1.2 The core `functionalities’ the Housing Management software system shall provide are asset management, repairs and maintenance, mobile working, rents and tenancy management, housing allocations, homelessness, and housing support functions, plus a full reporting suite with customisable reporting. Further updates will be provided to the Policy Board as the project develops towards implementation date of April 2026. 3.2 Income Advice 3.2.1 Information from income advice interviews at the end of August 2024 confirms that over 3227 income advice cases involved households from Council Tenancies this financial year. During these interviews staff assess any entitlements to assistance that are due and support people to access benefits they are eligible for, alongside giving advice on all money matters and budgeting. There are several sources of additional assistance accessed which can include universal credit / housing benefit, attendance allowance and disability payment, food vouchers and many more. In monetary terms this equates to £6.7million between April and August this year. 3.2.2 There have been 90 tenants referred for Tenant Support Fund assessments, which have the added value of full income assessment and advice provision. Of the referrals 57 have engaged with Specialist Income Advisors and qualify for assistance from the fund. Officers continue to engage with tenants to maximise access to any underlying entitlement to benefits and funds available. 3.3 Housing Advice 3.3.1 There has been continued take-up of the option to apply to join the Council’s housing waiting list using the online application form. The online system was introduced in November 2023. At the end of August 2024, we have 1857 applications received via the online process. Staff are available to assist in completing online forms and all applicants still have the opportunity for housing options advice; to assist those making a housing enquiry to gain a realistic understanding of the choices available to suit their circumstances. The online housing application is available alongside existing ways to apply, such as telephone, video conferencing (Near Me), and in person as requested. 3.4 Tenancy Management 3.4.1 Joint work with colleagues in Digital Services has progressed with the Page 18 of 318
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aim of piloting the use of an online Anti-social behaviour (ASB) reporting system – the ‘ASB App’. Work to date confirms that the app meets the requirements of the Council’s ICT systems. When all necessary processes and checks have been concluded, it is intended to pilot the system prior to evaluation and roll-out. Existing alongside the other reporting methods, telephone, email, in writing and in person, the App will extend the ways tenants impacted by ASB can make reports and log incidents. 3.5 Housing Asset and Investment 3.5.1 Damp, Mould, and Condensation The number of reports of damp, mould and condensation cases have risen however, this reflects a small proportion of our overall housing stock. The increased media attention on damp and mould cases is thought to have contributed to a greater awareness of dampness and mould as an issue, resulting in more reported incidences. In addition, the increased cost of energy bills and resultant lack of heating in homes is expected to have contributed to a higher number of cases. The table below is a breakdown of requests for inspections by Repairs & Maintenance Officers and volumes being passed to our specialist rot contractor for 2023/24 and 2024/25 to date. 2023/2024 2024/25 Inspections Completed Passed to Rot works Contractor % Passed to Rot works Contractor Inspections Completed Passed to Rot works Contractor % Passed to Rot works Contractor Quarter 1 43 8 18.18% 187 35 18.7% Quarter 2 53 8 15.38% 111 52 46.8% Quarter 3 93 33 35.48% Quarter 4 89 13 14.6% Total 278 62 22% 187 35 18.7% 3.5.2 Sensors to monitor heat and humidity levels have now been installed in 700 homes by our contractor (IOPT) data from these properties is regularly monitored. Our Energy Officer is carrying out around 20 house visits a month to those properties highlighting potential issues. In most instances the visit is to provide advice and support to customers, including recommendations on heating and ventilation. 3.5.3 We continue to use a 3rd party specialist decontamination and disinfecting company to treat mould in properties. In 2023/24, 72 properties were treated, in 2024/25, 58 properties have been treated to date. This rise in volume is in line with increased demand for inspections by Repairs & Maintenance Officers and the increased volumes of survey requests passed to our specialist rotworks Page 19 of 318
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contractor. We will continue to monitor volumes closely in coming months. 3.5.4 Staff training (including refresher training) is arranged for all officers involved in assessing properties for dampness/mould. Our contractors are also invited to assist us with staff training, and this has proved successful in previous years. 3.5.5 Winter Preparations meetings are being arranged with other key service areas to prepare for potential increases in demand during the winter months. This will include issuing information to customers to inform them how to prevent burst pipes and some guidance on how to prevent condensation, mould in the home etc. 3.6 Internal Refurbishments – Kitchen, Bathroom, Rewire 3.6.1 Approval to appoint a contactor for kitchen, bathroom rewire installations was agreed by the Finance, Resources and Community Services Policy Board on 12 September. A pre-start meeting with the contactor will take place in October followed by various surveys of property to identify the required scope of works to approximately 250 priority addresses identified. It is anticipated that a programme of installations will commence in early 2025. 3.7 External Improvement Works contract 3.7.1 Building Warrant approval has recently been received for the first of our housing regeneration projects at 74 Seedhill Road and the contractor will be commencing works over the coming months. Further warrant approval for the wider Auchentorlie regeneration area is anticipated shortly. Engagement with private owners on refurbishment costs within this area will commence from October. 3.8 Stock Condition Survey Update 3.8.1 Our surveyors John Martin Partnership have completed the first phase of surveys for year 1 of the stock condition survey. The Asset & Energy team are inputting the data into our Housing Asset Management System (APEX) and assessing its initial impact on the quality standard, energy efficiency ratings and future programme of works. The second phase of year 1 surveys will commence in November and will cover the Foxbar and Glenburn areas of Paisley, expecting to last until the end of this year. The stock condition survey will attempt to access all Council housing stock, over a three-year period, expected to be split into three phase per year. Page 20 of 318
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3.9. Ground Source Heat Pump array to replace gas boilers at Gallowhill Court and Glencairn Court 3.9.1 The Housing Asset and Energy team have been investigating the replacement of gas heating for two multi storey blocks in Gallowhill, Paisley, with a net zero carbon solution that provides similar performance. An innovative shared ground source loop array system has been chosen, where ground surrounding the flats is used to drill bore holes that are connected together with pipes and used to exchange heat with the ground. Tenants will have a small heat pump fitted within their kitchen, replacing their existing gas boilers, and use will be metered via their existing electricity meter. An initial desktop study and then further detailed ground investigation has already been carried out and the work has been costed at £5m. An application has been made for Scottish Government funding of £2M to support the delivery of this project. If the funding application is successful, further information will be brought to the Policy Board in terms of work programme and anticipated timescales for delivery. 3.10 Regeneration Update 3.10.1 Housing-Led Regeneration and Renewal Programme Further to the annual update provided to the Policy Board in August, owner acquisition of properties identified for demolition within this programme continues positively with 58 of 89 properties now within Council ownership and a further 5 agreed and with Legal Services to conclude. Negotiations are ongoing with the remaining owners, with a number of resident owners interested in selling to the Council and becoming Council tenants as suitable alternative properties become available. 3.10.2 Tannahill Area of Ferguslie Park The work carried out in Ferguslie Park by the Councils Regeneration and Development Team has been recognised at the recent Herald Property Awards (Sept 24), with the project winning Regeneration Project of the Year 2024–Residential in collaboration with AS Homes. The Demolition of Council owned blocks in the Tannahill area continues to progress well, with 20 of 52 blocks now demolished. Members will note that there is a separate report presented to this meeting of the board relative to the condition of the privately owned property within the Tannahill area. 3.10.3 Paisley West End The regeneration of the West End is taking another step forward this month, with the transfer of a number of blocks to Sanctuary Housing Page 21 of 318
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Association to allow the next phase of demolition to commence. The first handover of newbuild properties on Underwood Lane is also anticipated to take place later this year with regular handovers expected until the first phase completes in Spring 2025. 3.10.4 Newbuild Projects Following completion of public consultation events within the local community, the formal Planning applications for Gallowhill (24/0494/PP) and the Howwood Road area (24/0495/PP) have been submitted. It is anticipated that these applications will be presented to a future meeting of the Planning and Climate Change Policy Board in late 2024/early 2025 for approval. Additionally, the Building Warrant applications have also now been lodged as part of overall statutory approvals process. 4. Public Protection 4.1 Business Regulation 4.1.1 Officers from across Public Protection assisted the Environmental Health, Business Regulation Team in carrying out inspections across Renfrewshire, following the issue of a Food Alert For Action (FAFA) issued by Food Standards Scotland. FAFA’s are only issued when enforcing authorities have to intervene for the protection of consumers. This action followed an intelligence led operation by the Scottish Food Crime and Incidents Unit (SFCIU) at Food Standards Scotland (FSS). The initial investigation centred on an independent retail shop in another Scottish local authority area, where counterfeit Glen’s Vodka was seized from the premises. The contents of some of the bottles were analysed, which identified the liquid as containing an unknown quantity of isopropyl alcohol. Isopropyl alcohol is an industrial solvent and not intended for human consumption. Consumption of isopropyl alcohol can quickly lead to alcohol poisoning and in severe cases death. Enquiries are ongoing to identify the distribution and production supply chain, and the Business Regulation team will assist FSS with this. A total of 124 businesses were identified as potential retailers of this product within Renfrewshire. 110 visits were carried out by officers, with no suspect product recovered. A further 14 “lower risk” (Mainly larger multiples) businesses were contacted and sent information, and these will also be visited in due course. Officers will continue to monitor this situation during visits, as part of their usual inspection programme. 4.2 Trading Standards 4.2.1 Tobacco and Nicotine Vapour Products Page 22 of 318
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Work around Tobacco and Nicotine Vapour Products (NVPs or Vapes) continues to be of high priority for the Trading Standards & Licensing Team. Further enforcement visits have been conducted, utilising the tobacco detection dog as part of Operation CECE. These intelligence-led visits are designed to target the sale and supply of both illicit tobacco and nicotine vapour products. A press release, and a social media video reel have been issued to highlight the work being done to tackle this problem and to encourage further reporting of intelligence. 4.3 Legal Metrology/Weights & Measures 4.3.1 Officers have neared completion on two large scale projects to ensure the accuracy of weighing and measuring equipment in unconventional settings. Baggage weighers at Glasgow Airport and weighing equipment in healthcare settings are subject to high traffic, and there is little scope for “down time” for testing purposes as they are in constant use. Inaccuracies could lead to, for example, incorrect assessment of nutrition in a healthcare setting, or the incorrect weight of baggage (with associated charges) for holidaymakers. We continue to work closely with partners in these sectors and thank them for their assistance in ensuring these vital controls. 5. Community Development Team 5.1 Targeted Programme of Engagement for young people As part of the Council budget agreed on 29 February 2024, £100,000 was allocated to support work to strengthen engagement with young people across Renfrewshire’s communities. This was to include the targeting of activities to support our most vulnerable children and young people through the development of a youth-led programme which will provide opportunities for young people to improve their safety, health and wellbeing and get involved in activities which will enhance and promote their community. Prior to the summer period, officers from the community Learning and Development team engaged with a range of partners from across Council Services, Police Scotland, Scottish Fire and Rescue and Street Stuff, to consider options for piloting this approach in Renfrewshire, with a strong focus on building on the strength of existing partnership working and data intelligence. A new youth development initiative was scoped which involved targeted youth work on an outreach basis in two pilot communities – Linwood and Gallowhill. The aim of the pilot was to engage with young people aged 12- 25 on a multi-agency basis and to assess potential safety, health and wellbeing issues being experienced by young people. This information could then be used to inform future partnership initiatives, including the Page 23 of 318
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targeting of specific support for young people. Whilst Gallowhill was one of the initial pilot areas, partners involved in providing the outreach such as Street Stuff, quickly identified that young people from this community were at times travelling into Paisley town centre, so further engagement was also undertaken there also. Over the course of the summer partners engaged with 425 young people and gained significant insight into the views of young people they came into contact in the evenings and at weekends. This included initial information about what young people would like to be involved in within their communities. The engagement process itself was also invaluable to local partners in terms of safeguarding young people, providing advice and support in specific cases to young people that were pulling themselves in potentially unsafe situations. Partners are currently working to develop next steps in terms of learning from the pilot initiatives and further options will be brought forward for consideration by elected members in due course. The initiative has received strong support from the Board, Convener and Depute Convener, and from the Young People’s Champion Cllr Bruce MacFarlane. 5.2 Connected Communities Reviews In previous updates, Elected Members have been advised that work was being progressed to develop a new Connected Communities function within the Chief Executive’s Service which will bring together staff from the existing Community Learning and Development and Partnership and Inequalities teams. This work is progressing well and more detailed update on the new structure will be provided to the Policy Board during the next cycle. 6. Justice Social Work 6.1 Early Release 6.1.1. In response to a rapid rise in the prison population in recent months the Scottish Parliament approved a programme of emergency early release of prisoners, starting in June. Only short-term prisoners with 180 days or less left to serve on their sentence or long-term prisoners who have been recommended for release by the Parole Board were eligible. A number of automatic exclusions also applied. These included prisoners who are on remand, subject to sex offender notification requirements and serving sentences for convictions involving domestic abuse. Additionally, where it was identified that an individual would pose an immediate risk of harm to an identified person or group, the governor veto must be applied. 577 prisoners were initially identified for early Page 24 of 318
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release across Scotland’s prison estate. Within this, 26 prisoners from Renfrewshire were identified. 6.1.2 In delivering this, Justice social work has worked collaboratively with the Scottish Prison Service, Housing Services, and other key partners in terms of supporting information sharing and informing risk assessments. Offers of voluntary assistance have also been made to those approved for release. The weekly release programme started on 26/27 June for a 4- week period ending on 17/18 July. 6.2 Community Justice 6.2.1 Community Justice Renfrewshire’s Strategic Group met in June and agreed the activity areas that partners will focus resources on in the short term. This includes engagement and communications, supporting the transition of people from custody back into our communities, and supporting the delivery of quality diversionary activity for people who can benefit from early intervention. This improvement activity aligns to national community justice outcomes. 6.2.2 Work has been initiated with partners in NHS GCC Health Improvement to provide good practice training opportunities for staff who work with people on community-based supervision orders, including unpaid work. The training will cover important health and wellbeing areas relevant to many people involved in the justice system. This includes further developing trauma-responsive approaches and creating safe environments that help clients on their journey to rehabilitation and reintegration. ___________________________________________________________________ Implications of the Report 1. Financial – Any financial elements referenced in this report will be progressed through the Council’s financial & budget planning process. 2. HR & Organisational Development - None 3. Community/Council Planning – The report details a range of activities which reflect local community and council planning themes 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 Page 25 of 318
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for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None 9. Procurement – None 10. Risk – None 11. Privacy Impact - None 12. Climate Risk – there are a range of actions and activities throughout the Service Update Report which support the Council’s Plan for Net Zero 13. Children’s Rights – None 14. Cosla Policy Position – None _______________________________________________________ List of Background Papers: None _______ __________________________________ Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Email: Gordon.mcneil@renfrewshire.gov.uk Page 26 of 318
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___________________________________________________________________ To: Communities and Housing Policy Board On: 29 October 2024 ___________________________________________________________________ Report by: Director of Environment, Housing, and Infrastructure ___________________________________________________________________ Heading: Environment, Housing, and Infrastructure – Service Improvement Plan 2023-26 Mid-Year Monitoring Report ___________________________________________________________________ 1. Summary 1.1 The Environment, Housing and Infrastructure Service Improvement Plan 2023-26 was approved by the Communities and Housing Policy Board on 16 May 2023. The plan sets out the priorities for the development of the service over a three-year period. 1.2 The Service Improvement Plan is part of a suite of documents which describe the strategic direction of the Service and the Council, and also includes the Council Plan, Community Plan, Risk Management Plan and the Workforce Plan. 1.3 The Service Improvement Plan sets out the actions which will ensure continuous improvement across the service and the performance indicators which ensure the impact can be measured. These reflect the priority themes of the new Council Plan which was approved by Council on 29 September 2022. 1.4 This report contains details of Environment, Housing and Infrastructure performance and achievements over the period 1 April 2024 to 30 September 2024. The main purpose of the report is to provide: • details of the key achievements of the service over the period. • an update on changes made to the action plan and scorecard to reflect the new Council Plan themes. • a progress update on implementing the action plan linked to the 2024-27 Service Improvement Plan. Item 4 CHPB291024 Page 27 of 318
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• an assessment of performance in relation to the service scorecard of core performance indicators; and • an overview of priorities for the service over the next six months. 1.5 Over the past six months, the service has made good progress in delivering positive outcomes for Renfrewshire and its residents. This includes through the actions within the Service Improvement Plan and other areas of activity which did not form part of the Service Improvement Plan actions which have subsequently arisen over the first six months of 2024/25. 1.6 To complement the six-monthly update on the Service Improvement Plan, a Service Update report will be presented to each cycle of the Communities and Housing Policy Board. This report will provide an overview of key service activities, an operational performance update on the services and key projects and updates on any other relevant changes to service areas covered within the remit of the Board. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the contents of this report, including updated performance information and progress to date on delivering the actions contained within the Environment, Housing, and Infrastructure - Service Improvement Plan. _________________________________________________________ 3. Background 3.1 The Service Improvement Plan is a comprehensive statement of the outcomes the service aims to achieve, and the actions it will take to achieve these. It fits within the wider planning framework of the Council by taking account of Community Planning themes and Council priorities as set out in the new Council Plan. It enables elected members to have oversight of developments within the service and to consider and develop policy options which reflect customer need and resource availability. 3.2 The Service Improvement Plan also provides a mechanism by which elected members can evaluate the performance of the service. The appendix to the plan contains an action plan and performance indicators against which progress can be measured. This mid-year monitoring report provides an update on progress against the 2024-27 plan. 3.3 Section 4 of this report gives details of service activity and achievements over the period April-September 2024. Section 5 discusses actions delayed or cancelled since the Service Improvement Plan was approved. Section 6 provides a narrative on performance against the scorecard included as appendix 1, section 7 highlights the main priorities of the Page 28 of 318
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service over the next six months. 3.4 An outturn report detailing full-year performance will be brought before this board in spring 2025. ___________________________________________________________________ 4. Service Update and Key Achievements April-September 2024 Housing Services • Positive progress is being made across all areas of the Housing-led Regeneration and Renewal Programme within the agreed timeline for works scheduled in year 3 of this 10-year programme. The acquisition and rehousing strategy is progressing as planned with 58 of 89 properties now acquired and several phases of demolition being taken forward as blocks become fully council owned and vacant. • We have reduced the use of B&B and the average length of time to complete duty has not risen despite an increase in homeless applications (which has been in line with national trend.) Wrapround support initiatives continue to be provided, including ‘MyLife Ahead’ supporting those with alcohol/drug issues requiring help to sustain settled housing. • The target for Council general lets to homeless group has increased to 55% for 2024/2025 from 49% in 2023/2024. New temporary posts have been created across homeless and housing support services to help ensure those in housing need are supported. • Joint Estate Action Plan successfully piloted in Moorpark improving connections with services involve in the delivery of estate management related activity in and around the Council’s Housing stock. • Working in partnership with Invest in Renfrewshire colleagues, Housing Services are seeking to recruit two Housing Modern Apprentices. The successful candidates will commence their apprenticeships within our housing management team and will work in a range of teams within Housing Services over the course of their two-year apprenticeships. • We are on track to ensure council housing properties are fully compliant with electrical safety and smoke detection by March 2025. • Dedicated Income Advice available for Council Tenants and digital referral process in place, to simplify access to specialist income advice for Council Tenants experiencing financial issues. • Over 500 Ukrainian Displaced Persons now resettled in Renfrewshire since 2022 and a further 18 families from Afghan / Syrian / Somalian programmes. Page 29 of 318
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• Access to health and wellbeing support and activities has now been broadened out to older tenants out with our sheltered housing complexes (e.g. Rowan Court and Glencairn Court high rise blocks) as well as working with partners such as The Wise Group, Impact Arts and Blue Triangle Housing Association to provide events and activities for homeless applicants and Housing Support service users. • As part of the Tenant Participation Strategy 20222-2027 a new Quality Circle focussing on Estate Management has been developed, and Officers are working with colleagues to further develop digital participation methods. • In partnership with HSCP, Police Scotland and Children’s Services, we continue to signpost and offer advice and assistance to Gypsy/ Travellers on health, education, and other needs. Currently there are no known Transit Sites in Renfrewshire. • Projects continue to be targeted to where they can make the most impact to citizens and families on low income. To date national initiatives around pricing, websites compliance and short measure have been completed. • We will continue to deliver the Energy Efficiency Standard for Social Housing post 2020-(EESH2) milestones until the Scottish Government issues the final agreed SHNZS due to be in place for 2025 and the interim targets up to 2045 before a costed plan is prepared. • During 2023/204 68.55% of properties of properties are now compliant with the Scottish Housing Quality Standard (against a target of 100%). Public Protection • Supporting the local economy by advising on Net Zero and proper disposal of batteries and electrical equipment is now part of any visit to a trader. Key sources of information and advice have been noted on our enforcement forms which are left at every visit. E-scooter retailers in the area have been subject to enhanced advice and support to ensure consumer awareness of the proper use of lithium batteries. • Priority projects have been identified with a focus on reducing emissions from “heat and fleet.” These projects will form part of our costed delivery plans. • The food sampling programme is continuing and is on track. Performance is on target. Health and Safety interventions are ongoing across a range of sectors to ensure the safety of staff and clients/customers. Page 30 of 318
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• There have been no exceedances of the statutory objective level for Nitrogen Dioxide during the year. However, the annual average value PM 10 value across all continuous monitoring sites is below the target for the year and we are monitoring to improve the air quality across Renfrewshire. • We are in final discussions with Legal Services, ICT, and software supplier prior to commencing pilot. This initiative will extend the ways tenants impacted by Anti-Social Behaviour can make reports and log incidents using systems such as the ‘ASB app.’ • We have risk assessed and sampled 100% of Private Water Supplies as required by the Regulations during the year. • Two Modern Apprentices in Regulatory Services will start with the service in October 2024. The Modern Apprentices will complete a two- year apprenticeship with Ayr College while supporting and being supported by the wider Public Protection service. • We continue to support the implementation of Short Let Licensing Scheme and Officers within the service continue to review applications and undertake visits to premises as appropriate as consultees within the licensing process to ensure that licensed premises are safe for guests. • We continue to work with partners on national Serious Organised Crime and CONTEST (Prevent) agendas developed via the Renfrewshire & Inverclyde (Divisional Multi Agency Contest / Serious Organised Crime Group, Renfrewshire Community Protection (Prevent) Steering Group and the Divisional Serious & Organised Crime Group to address current and emerging threats in these workstreams. • Litter is recognised by the World Wildlife Federation (WWF) as having a negative impact on climate change due to marine plastic pollution greenhouse gas emissions created through the breakdown of litter and litter choking out plant life. Team Up to Clean Up volunteers collected over 9,000 bags of litter in the first half of 2024. • October 15th to November 10th (inclusive) is the major supply period for fireworks for personal use. Trading Standards register the storage and supply of these products, 18 retail premises throughout Renfrewshire. There are around 18 premises registered to supply fireworks at the current time, but registrations can be received and granted at any time. Registrations cannot be refused except in the case of prior storage breaches, or underage sales. This work feeds into Operation MOONBEAM, which is a partnership initiative between Trading Standards, Community Safety, Police Scotland, and Scottish Fire & Rescue to minimise disorder around bonfires and unregulated fireworks displays. Page 31 of 318
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5. Areas where actions have been delayed or cancelled. 5.1 As detailed in Appendix 1 all actions are on target. 6. Progress against performance measures 6.1 Environment, Housing, and Infrastructure Services reports on 19 performance indicators, 6 are reported annually and 13 reported quarterly. This report contains data pertaining to Quarter 1 and Quarter 2 of 2024/25 with annual figures referring to 2023/24. 6.2 The following indicators show areas which are currently performing better than their respective targets. • Percentage of Overall Repairs Completed Within Target (Housing Services) - Q2 performance has improved from Q1 and stands at 95.37% which is better than the target of 95%. This is also an improvement on the annual figure for 2023/24 which was 92.1%. • The average length of time taken to complete non-emergency repairs continues to improve. For Q2 it was an average of 5.98 days, which is an improvement from Q1 and also an improvement on the overall figure for 2023/24 which was 7.9 days. • Average time from households presenting themselves as homeless to completion of duty (number of weeks) - Q2 figure of 22.41 days weeks * shows an improvement from Q1 which was 23.09 weeks days and is better than the target of 26 weeks Please note - Quarter 2 figure is an estimate as information is to be verified being checked by Scottish Government. We don’t expect official figure until November 2024. • Average length of time taken to re-let properties in the last year (in days) was 39.33 days, which although a slight increase from Q1, which was 37.6 days, performance continues to be well ahead of target of 53 days. • Percentage of rent loss due to voids for Q2 was 1.53% which continues to be better than the target of 1.8%. • In the first six months of 2024/25 Environment, Housing & Infrastructure received 2,612 elected member enquiries of which 93% were responded to within timescale. This was against a target of 85%. 6.3 The following Performance indicators are showing as areas which are not on target. • In the first six months of 2024/25 Environment, Housing & Infrastructure received 5,370 front line resolutions of which 48% were responded to within timescale. • In the first six months of 2024/25, 43.1% of 185 complaint investigations received by Environment, Housing and Infrastructure have been responded to on time. Page 32 of 318
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• Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year – Although below target, performance continues to improve in both former and current tenant rent collection in line with collection rates at this point in the financial year – Q2 position in 23/24 was 9.46%. 7. Priorities over the next six months Housing Services • We will deliver any new duties with partners in relation to prevention of homelessness that are to be announced following Scottish Government consultation on the Housing Bill. • The revised Housing Asset Management Strategy will be presented to Communities and Housing Policy Board in 2024/2025 • We will continue to deliver the key outputs from the 6th year of Renfrewshire’s Rapid Rehousing Transition Plan. • As regards the local response to the current homelessness pressures, we will continue to deliver good performance in relation to key areas such as : length of time to complete duty, average time homeless households spend in temporary accommodation, number of children staying in temporary accommodation, minimising the use of B&B and so on • Our SHQS pass rate is still materially affected by EICR & Smoke Detector fails and by EESSH fails. A contract has recently started to enforce EICRS/Smoke detector installs and we expect the position to improve as a result, for next year's compliance rate. Public Protection • Work is underway to review and develop a fresh approach to tackling dog fouling supported through enforcement activity by Community Support Officers. • Proposed ban on the sale of single use nicotine vaping products, implementation of the new legislation is proposed for 1 April 2025. Further information is awaited on delivery and funding of any enforcement requirements enabling a full position to be taken. Some concerns remain around the definition of ‘single use vape’ and the enforcement powers available to officers. • The Communities & Housing Policy Board recently approved a proposal to consult our communities for the potential deployment of Fireworks Control Zones in Renfrewshire. This is a new and discretionary power, whereby Local Authorities may designate specific geographical areas as Fireworks Control Zones, in which the personal use of fireworks is banned. The use of fireworks in these areas would be a criminal offence, which would be enforced by Police Scottland. These areas must be evidence-based, limited to a Page 33 of 318
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defined geographical area, and be date/time bound. Communities will be able to submit requests, and - subject to review by a multi-agency panel - successful submissions will be subject to a rigorous consultation process. If progressed, the full process for the establishment of a Fireworks Control Zones lasts 36 weeks and so it is hoped to open the process in the early New Year to allow this to be completed before October 2025. • Priority projects have been identified with a focus on reducing emissions from “heat and fleet.” These projects will form part of our costed delivery plans. • In our efforts to support the local economy to work towards Net Zero, Trading Standards and Licensing have been working with local businesses in or linked to the green energy sector with advice visits planned for later this year. __________________________________________ Implications of the Report 1. Financial -The Service Improvement Plan highlights resourcing pressures arising from increasing demand for services and the current financial environment. 2. HR & Organisational Development – The Service Improvement Plan also highlights workforce development and wellbeing considerations. 3. Community/Council Planning – The report details a range of activities which reflect Council and Community Planning themes and direct link to the delivery of the Council Plan. 4. Legal – none. 5. Property/Assets – none. 6. Information Technology – Service Improvement relating to information technology are key enablers of service improvement and modernisation and support service – level and corporate objectives. 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – none. 9. Procurement – none. 10. Risk– Risks related to the delivery and management of services are Page 34 of 318
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regularly monitored and included in Renfrewshire Council’s Corporate and Strategic Risk Registers. 11. Privacy Impact – none. 12. Climate Risk – A section of the actions and performance indicators within the SIP covers the ‘Green’ theme of Renfrewshire’s Council Plan which highlights activities across the Council to tackle climate change. 13. Children’s Rights – none. 14. Cosla Policy Position – none. _______________________________________________________ List of Background Papers: Communities and Housing Policy Board, May 2024, Agenda Item 4: “Environment, Housing and Infrastructure – 2024-2027 Service Improvement Plan” ___________________________________________________________________ Author: Gordon McNeil, Director of Environment, Housing and Infrastructure, Email: gordon.mcneil@renfrewshire.gov.uk Page 35 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level ENVIRONMENT, HOUSING AND INFRASTRUCTURE SERVICES SERVICE IMPROVEMENT PLAN 2024-2027 Six monthly progress update October 2024 Communities and Housing Policy Board Page 36 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level WELCOME TO OUR SIX-MONTHLY UPDATE • This update reflects on the first six months of our Service Improvement Plan, highlighting areas where we are already making progress and some areas we want to focus on more, perhaps because performance isn’t moving in the direction we anticipated or because of other pressures or factors that makes this even more of a priority for us. • The following pages shine a spotlight on some great projects or practice and highlight areas where we’d like to improve or develop further. At a service level, there is a stronger focus on some of the Council Plan Strategic Outcomes than others. Towards the end of this document, you’ll find a full update against all the actions and performance indicators we use to measure progress. • We report on 19 performance indicators, 6 are reported annually and 13 reported quarterly. This report contains data pertaining to Quarter 1 and Quarter 2 of 2024/25 with annual figures referring to 2023/24. Page 37 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level ABOUT US This update covers the Environment, Housing and Infrastructure service areas within the remit of the Communities and Housing Policy Board. These are: Housing Services Responsibilities include: • As at, 31 March 2024 the housing stock being managed is 12,305 • Providing services to Council tenants, alongside housing advice and support • Assisting homeless people and those threatened with homelessness • Ensuring people have safe and healthy places to live Public Protection Responsibilities include: • Regulatory and Public Protection services including partnership working with police, fire and other multiagency partners • Helping to keep people safe through the Community Safety Hub • Safeguarding the public and protecting consumers through Trading Standards and Environmental Health Civil Contingencies Responsibilities include: • Providing support to all services across the Council to ensure they have robust arrangements in place for the continued delivery of essential services in the event of significant incidents such as disruptive weather or widespread power outage. • Civil Contingencies service has provided emergency planning for Renfrewshire, and on behalf of East Renfrewshire, Inverclyde and West Dunbartonshire council areas Page 38 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE COUNCIL PLAN Place Green The Council general lets to homeless group has increased to 55% for 2024/2025 from 49% in 2023/2024. New temporary posts created across homeless and housing support services to help ensure those in housing need are supported. Positive progress is being made across all areas of the Housing-led Regeneration and Renewal Programme within the agreed timeline for works scheduled in year 3 of this 10-year programme. The acquisition and rehousing strategy is performing as planned and various phases of demolition are being taken forward as blocks become fully council owned and vacant. Supporting the local economy by advising on Net Zero and proper disposal of batteries and electrical equipment is now part of any visit to a trader. Key sources of information and advice have been noted on our enforcement forms which are left at every visit. E- scooter retailers in the area have been subject to enhanced advice and support to ensure consumer awareness of the proper use of lithium batteries. Priority projects have been identified with a focus on reducing emissions from “heat and fleet”. These projects will form part of our costed delivery plans. By 10 Sept 2024 Operational and Management void numbers had been reduced from 518 to 395 and void rent loss had been reduced to less than 4.50%. By 31 July 2024 net void turnaround time had been reduced from 50.4 days in 2023 – 2024 to 38.6 days. Page 39 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level PLACE • Joint Estate Action Plan successfully piloted in Moorpark improving connections with services involve in the delivery of estate management related activity in and around the Council’s Housing stock. Priorities and areas for improvement • We will deliver any new duties with partners in relation to prevention of homelessness that are to be announced following Scottish Government consultation on the Housing Bill. • The revised Housing Asset Management Strategy will be presented to Communities and Housing Policy Board prior to end of 2024/2025. • We will continue to deliver the key outputs from the 6th year of Renfrewshire’s Rapid Rehousing Transition Plan. In Quarter 2, 95.37% of repairs were completed within target We have reduced the use of B&B and the average length of time to complete duty has not risen despite increase in homeless applications (in line with national trends.) Wrapround support initiatives continues to be provided, including ‘MyLife Ahead’ supporting those with alcohol/drug issues requiring help to sustain settled housing We continue to deliver the Housing –led Regeneration and Renewal Programme. Owner acquisition of properties identified for demolition continue positively with 58 of 59 properties now in Council ownership. Achievements Page 40 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level PLACE Achievements Priorities and areas for improvement The food sampling programme is continuing and is on track. Performance is on target. Health and Safety interventions are ongoing across a range of sectors to ensure the safety of staff and clients/customers. We are in final discussions with Legal Services, ICT and software supplier prior to commencing pilot . This initiative will extend the ways tenants impacted by Anti-Social Behaviour can make reports and log incidents using systems such as the ‘ASB app’. There have been no exceedances of the statutory objective level for Nitrogen Dioxide during the year. However, the annual average value PM 10 value across all continuous monitoring sites is below the target for the year and we are monitoring to improve the air quality across Renfrewshire. We have risk assessed and sampled 100% of Private Water Supplies as required by the Regulations during the year. Work is underway to review and develop a fresh approach to tackling dog fouling supported through enforcement activity by Community Safety Officers. Page 41 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level ECONOMY Achievements Priorities and Areas for Improvement Proposed ban on the sale of single use nicotine vaping products, implementation of the new legislation is proposed for 1 April 2025. Further information is awaited on delivery and funding of any enforcement requirements enabling a full position to be taken. Some concerns remain around the definition of ‘single use vape’ and the enforcement powers available to officers. • Two Modern Apprentices in Regulatory Services will start with the service in October 2024. The Modern Apprentices will complete a two-year apprenticeship with Ayr College while supporting and being supported by the wider Public Protection service. • Working in partnership with Invest in Renfrewshire colleagues, Housing Services are seeking to recruit two Housing Modern Apprentices. The successful candidates will commence their apprenticeships within our housing management team and will work in a range of teams within Housing Services over the course of their two-year apprenticeships. Work is ongoing to review animal license conditions across all licenses and introduce modern effective licence conditions to protect the welfare of animals being bred or sold within Renfrewshire. • We continue to support the implementation of Short Let Licensing Scheme and Officers within the service continue to review applications and undertake visits to premises as appropriate as consultees within the licensing process to ensure that licensed premises are safe for guests. • The work carried out in Ferguslie Park by the Council’s Regeneration and Development Team has been recognised at the recent Herald Property Awards (Sept24), with the project winning Regeneration Project of the Year 2024 – Residential Award in collaboration with AS Homes. . Page 42 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level FAIR Achievements Priorities and areas for improvement We are on track to be fully compliant within the required timescales to ensure council housing properties are fully compliant with electrical safety and smoke detection We continue to work with partners on national Serious Organised Crime and CONTEST (Prevent) agendas developed via the Renfrewshire & Inverclyde (Divisional Multi Agency Contest / Serious Organised Crime Group, Renfrewshire Community Protection (Prevent) Steering Group and the Divisional Serious & Organised Crime Group to address current and emerging threats in these workstreams. Dedicated Income Advice available for Council Tenants and digital referral process in place, to simplify access to specialist income advice for Council Tenants experiencing financial issues. October 15th to November 10th (inclusive) is the major supply period for fireworks for personal use. Trading Standards register the storage and supply of these products, 18 retail premises throughout Renfrewshire. There are around 18 premises registered to supply fireworks at the current time, but registrations can be received and granted at any time. Registrations cannot be refused except in the case of prior storage breaches, or underage sales. This work feeds into Operation MOONBEAM, which is a partnership initiative between Trading Standards, Community Safety, Police Scotland and Scottish Fire & Rescue to minimise disorder around bonfires and unregulated fireworks displays. Over 500 Ukrainian Displaced Persons now resettled in Renfrewshire since 2022 and a further 18 families from Afghan / Syrian / Somalian programme October 15th to November 10th (inclusive) is the major supply period for fireworks for personal use. Trading Standards register the storage and supply of these products, 18 retail premises throughout Renfrewshire. There are around 18 premises registered to supply fireworks at the current time, but registrations can be received and granted at any time. Registrations cannot be refused except in the case of prior storage breaches, or underage sales. This work feeds into Operation MOONBEAM, which is a partnership initiative between Trading Standards, Community Safety, Police Scotland and Scottish Fire & Rescue to minimise disorder around bonfires and unregulated fireworks displays. Page 43 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level FAIR Achievements: • Access to health and wellbeing support and activities has now been broadened out to older tenants out with our sheltered housing complexes (e.g. Rowan Court and Glencairn Court high rise blocks) as well as working with partners such as The Wise Group, Impact Arts and Blue Triangle Housing Association to provide events and activities for homeless applicants and Housing Support service users. Priorities and Areas for Improvement • Data verification by the Scottish Government is delayed. The information will help us to update our internal calculations on the average time from households presenting themselves as homeless to completion of duty. In partnership with HSCP, Police Scotland, children services we continue to signpost and offer advice and assistance with health, education and other needs . Currently there are no Transit sites in Renfrewshire . Projects continue to be targeted to where they can make the most impact to citizens and families on low income. To date national initiatives around pricing, websites compliance and short measure have been completed. • As part of the Tenant Participation Strategy 20222-2027 a new Quality Circle focussing on Estate Management has been developed, and Officers are working with colleagues to further develop digital participation methods. Page 44 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level GREEN Achievements: We will continue to deliver the Energy Efficiency Standard for Social Housing post 2020-(EESH2) milestones until the Scottish Government issues the final agreed SHNZS due to be in place for 2025 and the interim targets up to 2045 before a costed plan is prepared. During 2023/204 68.55% of properties of properties are now compliant with the Scottish Housing Quality Standard (against a target of 100%) EESSH2020 Standard compliance is 87.75% in 2023/24 - up from 85.07% in 2022/23 In our efforts to support the local economy to work towards net zero, Trading Standards and Licencing have been working with local businesses in or linked to the green energy sector with advice visits planned for later this year. Litter is recognised by the World Wildlife Federation (WWF) as having a negative impact on climate change due to marine plastic pollution greenhouse gas emissions created through the breakdown of litter and litter choking out plant life. Team Up To Clean Up volunteers collected over 9,000 bags of litter in the first half of 2024. Priorities and areas for improvement Priority projects have been identified with a focus on reducing emissions from “heat and fleet”. These projects will form part of our costed delivery plans. Our SHQS pass rate is still materially affected by EICR & Smoke Detector fails and by EESSH fails. A contract has recently started to enforce EICRS/Smoke detector installs and we expect the position to improve as a result, for next year's compliance rate. Supporting the local economy by advising on Net Zero and proper disposal of batteries and electrical equipment is now part of any visit to a trader. Key sources of information and advice have been noted on our enforcement forms which are left at every visit. E-scooter retailers in the area have been subject to enhanced advice and support to ensure consumer awareness of the proper use of lithium batteries. Page 45 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Priorities and areas for improvement Work being undertaken to engage with the services to identify gaps in digitisation to improve business processes and the effective use of data capture and analysis. Working in collaboration with Digital First team to develop business processes to link the customer experience with frontline operations. Living our Values Achievements: • A Staff Engagement Forum has recently been established, and feedback will be used to inform service operations. • Robust and up to date business continuity arrangements are in place and maintained with ongoing training and scenario planning to supplement this work as required. • An Environment, Housing and Infrastructure Health and Safety Plan 2024/25 was approved by the appropriate Board for each service area. A 6-month update on actions and progress will be provided to the appropriate Board in October/November 2024. Work is ongoing across services to review health and safety and risk assessments. • Teams from Housing Services have completed Level 1 (Trauma informed) and Level 2 (Trauma Skilled) Training with almost 100 staff participating in 2024 so far. Trauma informed approaches already aligned closely with the ethos of the service, but the additional training has highlighted opportunities to build on existing good practice, not only in terms of working with service users but also in supporting colleagues. Page 46 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level ACTIONS AND INDICATORS Communities and Housing Policy Board October 2024 Page 47 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN– PLACE What we will do Due Date Status Progress Update Deliver the key outputs from the 6th year of Renfrewshire’s Rapid Rehousing Transition Plan (RRTP) and ensure the supply of temporary accommodation provision of support to those in need, and the number of social rented housing lets meets the national and local increase in homelessness. 31 March 2025 We have reduced the use of B&B and ensured the average length of time to complete duty has not risen despite the increase in homeless applications (in line with national trends.) Wrapround support initiatives continue to be provided, including MyLA (MyLife Ahead) which supports those with alcohol/drug issues who require help to sustain settled housing. Deliver any new duties, with partners, in relation to prevention of homelessness. To be confirmed once it is decided that the Housing Bill should become an Act The new duties have still to be announced following Scottish Government consultation on the Housing Bill. The Bill is at Stage 1 of the parliamentary process to decide if it should become an Act. A decision by the Parliament on this is expected by the end of November 2024. Implement revised Housing Asset Management Strategy. 31 March 2025 The Housing Asset Management Strategy 2024-2029 has been presented to the Housing Investment Programme Board and is also being consulted on by the Housing Asset Management Thematic Group. A final approved strategy will be presented to Communities Housing Policy Board in 2024/2025. Progress the Regeneration and Renewal programme across the eight Areas. 31 March 2026 Positive progress is being made across all areas where the agreed timeline shows, works scheduled in year 3 of this 10-year programme. As reported to the Communities and Housing Board in August 2024, the acquisition and rehousing strategy is performing as planned and various phases of demolition are being taken forward as blocks become fully council owned and vacant. Officers will work together to review the delivery and turnaround of void properties across Renfrewshire to minimise times, wherever possible, to allow properties to be re-let. 30 Sept 2024. This date is subject to change due to the nature and scope of the review and once the teams are fully embedded. By 10 September 2024 Operational and Management void numbers had been reduced from 518 to 395 and void rent loss had been reduced to less than 4.50%. By 31 July 2024 net void turnaround time had been reduced from 50.4 days in 2023 -2024 to 38,.6 days. Page 48 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level What we will do Due Date Status Progress Update Develop and implement the range of measures in place to mitigate the impacts from the increased homeless pressures, especially in relation to changes in national migration and resettlement policies and programmes. 31 March 2025 Legal duties to assess homeless applications, provide temporary accommodation, and ensure housing support needs are assessed and met continue to be delivered despite record levels of homelessness. The target for Council general lets to homeless group has increased to 55% for 2024/25 from 49% in 2023/2024. New temporary posts created across homeless and housing support services to help ensure those in housing need are supported. Improve connections with services involved in the delivery of estate management related activity in and around the Council’s Housing stock. 31 March 2025 Housing Estate Manager (Council Housing) in post April 2024. Joint Estate Action plan successfully piloted in Moorpark. Extend the ways tenants impacted by Anti- social Behaviour (ASB) can make reports and make reports and log incidents using systems such as the ‘ASB app’. 31 March 2025 Final discussions scheduled with Legal Services, ICT and software supplier prior to commencing pilot. Review our current approach to dog fouling enforcement and use community engagement and data to map out ‘hot spots’ to target enforcement. 31 March 2025 Work to review and develop a fresh approach to tackling dog fouling is ongoing and will be supported through enforcement activity by Community Support Officers. DELIVERING THE SERVICE IMPROVEMENT PLAN– PLACE Page 49 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Indicator Current Status 2023/24 2024/25 Q1 Q2 Explanation of performance Value Target Target Value Value Private Water Supplies – 100% of type A supplies risk assessed and sampled 100% 100% 100% Not measured for quarters Not measured for quarters All regulated private water supplies have been sampled and risk assessed as is required by the Regulations during the year. Air Quality - Annual average PM10 value across all continuous monitoring sites 12.78ug/m3 18ug/m3 18ug/m3 Not measured for quarters Not measured for quarters The average value is significantly below the target for the year Air Quality - average nitrogen dioxide value of monitoring sites, within AQMA(s) exceeding limits 0ug/m3 40ug/m3 40ug/m3 Not measured for quarters Not measured for quarters There have been no exceedances of the statutory objective level for Nitrogen Dioxide during the year Percentage of reactive repairs carried out in the last year completed right first time (Housing Services) 87.3% 93% 93% Not measured for quarters Not measured for quarters The value for 2023/2024 is slightly below target of 93% Percentage of Overall Repairs Completed Within Target (Housing Services) 92.1% 95% 95% 94.5% 95.37% Q2 performance has improved from Q1 and is better than the target of 95%. This is also an improvement on the figure for 2023/24 which was 92.1%. Average length of time taken to complete non-emergency repairs (days) (Housing Services) 7.9 days 15 days 15 days 6.5 days 5.98 days The average length of time taken to complete non-emergency repairs continues to improve. For Q2 it was an average of 5.98 days, which is an improvement from Q1 and also the overall figure for 2023/24 which was 7.9 days. Average time from households presenting themselves as homeless to completion of duty (number of weeks) 21.23 26 26 21.1 22.41 Q2 figure of 22.41 weeks shows an improvement from Q1 and is better than the target of 26 weeks days. Please note Quarter 2 figure is an estimate as information to be verified by Scottish Government. We don’t expect official figure until November 2024. DELIVERING THE SERVICE IMPROVEMENT PLAN– PLACE Page 50 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – ECONOMY What we will do Due Date Status Progress Update Provide employment, training, and apprenticeship opportunities for identified groups of young people in Renfrewshire. 31 March 2025 Two Modern Apprentices in Regulatory Services are due to start with the service in October 2024. The Modern Apprentices will complete a two-year apprenticeship with Ayr College while supporting and being supported by the wider Public Protection service. Working in partnership with Invest in Renfrewshire colleagues, Housing Services are seeking to recruit two Housing Modern Apprentices. The successful candidates will commence their apprenticeships within our housing management team and will work in a range of teams within Housing Services over the course of their two-year apprenticeships. Complete the review of animal license conditions across all licences. 31 March 2025 This work is ongoing to review and introduce modern and effective licence conditions to protect the welfare of animals being bred or sold within Renfrewshire. Deliver The Business Regulation Service Plan. 31 March 2025 Service plan delivery is ongoing. The food sampling programme is continuing and is on track. Performance is on target. Health and Safety interventions are ongoing across a range of sectors to ensure the safety of staff and clients/customers. Continue to support the implementation of Short Let Licensing Scheme. 31 March 2025 Officers within the service continue to review applications and undertake visits to premises as appropriate as consultees within the licensing process to ensure that licensed premises are safe for guests. Implement the proposed ban on the sale and supply of single use nicotine vaping products. 31 March 2025 The implementation of the new legislation is proposed for 1 April 2025. Further information is required on delivery and funding of any enforcement requirements before a full position can be taken. Some concerns remain around the definition of ‘single use vape’ and the enforcement powers available to officers. Page 51 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – FAIR What we will do Due Date Status Progress Update Liaise with Gypsy/Travellers who are staying in Transit Sites. Ongoing No sites in Renfrewshire Where required we will offer signposting advice and assistance with meeting health, education and other needs, and share information on Gypsy Traveller Transit Sites with partners such as HSCP, Police Scotland, Childrens Services etc. Reducing inequalities by ensuring proactive regulatory activities are targeted where they can support the wellbeing or financial security of citizens. 31 March 2025 Projects continue to be targeted to where they can make most impact to citizens and families on low income. To date national initiates around pricing, website compliance and short measure have been completed. Work with partners on national Serious Organised Crime and CONTEST (Prevent) agendas. 31 March 2025 This continues to be developed via the Renfrewshire & Inverclyde (Divisional Multi Agency Contest / Serious Organised Crime Group, Renfrewshire Community Protection (Prevent) Steering Group and the Divisional Serious & Organised Crime Group. These Forums are represented by multi-agency partners including neighbouring local authority, Police Scotland SFRS and Scottish Government Prevent representatives to address current and emerging threats in these workstreams. Deliver the Action Plan outcomes outlined in the Tenant Participation Strategy 2022‐2027. 31 March 2025 Officers are working through the specific actions detailed in the Action Plan. Since the last update a new Quality Circle focussing on Estate Management has been developed. Officers are working with colleagues to further develop digital participation methods. Ensure effective participation and support for all refugee programmes. 31 March 2025 Over 500 Ukrainian Displaced Persons now resettled in Renfrewshire since 2022 and a further 18 families from the Afghan / Syrian / Somalian programme. A programme of community integration events and activities has been established and new specialist posts created to support greater participation and integration opportunities. Page 52 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – FAIR What we will do Due Date Status Progress Update Fully implement the improvements to our Sheltered Housing and Health & Wellbeing service. 30 June 2024 Access to health and wellbeing support and activities has now been broadened out to older tenants out with our sheltered housing complexes (e.g. Rowan Court and Glencairn Court high rise blocks) as well as working with partners such as The Wise Group, Impact Arts and Blue Triangle Housing Association to provide events and activities for homeless applicants and Housing Support service users. Simplify access to specialist income advice for Council Tenants experiencing financial issues. 31 March 2025 Dedicated Income Advice available for Council Tenants and digital referral process in place. Ensure council housing properties are fully compliant with electrical safety and smoke detection. 31 March 2025 2 external contractors have been procured to assist in dealing with the outstanding properties. Our Building Services team are carrying out forced access to those that have failed to respond to letters or no provided access . On track to be fully compliant within the required timescale. Page 53 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level GREEN What we will do Due Date Status Progress Update Supporting the local economy towards Net Zero; ensuring proper and informed consumer choice, both through effective advice and regulation. 31 March 2025 Advising on Net Zero and proper disposal of batteries and electrical equipment is n ow part of any visit to a trader . Key sources of information and advice have been noted on our enforcement forms which are left at every visit. E-scooter retailers in the area have been subject to enhanced advice and support to ensure consumer awareness of the proper use of lithium batteries. Deliver the Energy Efficiency Standard for Social Housing post-2020 (EESSH2) milestones. (The Scottish Government is reviewing EESSHH2 to strengthen and realign the standard with the target for net zero heat in houses from 2040, as set out in the Climate Change Update, the Heat in Buildings Strategy, and the Housing to 2040 Route Map – whilst the review is underway, the Scottish Housing Regulator will continue to gather data on EESSH1 compliance). 31 March 2025 This needs to tie in with Scottish Government timelines We await the final agreed SHNZS from the Scottish Government due to be in place for 2025. We await the interim targets up to 2045, before a costed plan can be prepared. Develop costed delivery plans to support zero journey within the Council and working in partnership with key stakeholders. 31 March 2026 Priority projects have been identified with a focus on reducing emissions from “heat and fleet”. These projects will form part of our costed delivery plans. Deliver a programme of enhanced operational environmental and community support activities for environment and place. 31 March 2025 Litter is recognised by the World Wildlife Federation (WWF) as having a negative impact on climate change due to marine plastic pollution greenhouse gas emissions created through the breakdown of litter and litter choking out plant life. Team Up To Clean Up volunteers collected over 9,000 bags of litter in the first half of 2024. Page 54 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level GREEN Indicator Current Status 2023/24 2024/25 Q1 2023/24 Q2 2023/24 Explanation of performance Value Target Target Target Target Percentage of Council housing stock which meets the Scottish Housing Quality Standard. 68.55% 100% 100% Not measured for quarters Not measured for quarters The Annual figure is the final figure to be returned to the Scottish Housing regulator as part of our ARC return. Our pass rate is still materially affected by EICR & Smoke Detector fails and by EESSH fails. A contract has recently started to enforce EICRS/Smoke detector installs and we expect the position to improve as a result, for next year's compliance rate. Percentage of homes meeting the EESSH 2020 standard. 87.75% 95% 95% Not measured for quarters Not measured for quarters Including insulation works and solar PV installs in 2023/2024, the pass rate increased to 87.75%. Over 600 new Energy Performance Certificate (EPC) were added to our system, many replacing previously cloned energy data however, the real EPC data often lowered scores and resulted in some new fails emerging. As EESSH is being replaced by SHNZS, we do not expect to target works for further EESSH compliance. Page 55 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – LIVING OUR VALUES What we will do Due Date Status Progress Update Continue to develop new approaches to staff communication and engagement across all areas of the service. 31 March 2025 A Staff Engagement Forum has recently been established, and feedback will be used to inform service operations. Ensure robust and up to date business continuity arrangements are in place and maintained. 31 March 2025 Robust and up to date business continuity arrangements are in place and maintained with ongoing training and scenario planning to supplement this work as required. Embed the enquiry systems for public and elected members across Environment, Housing & Infrastructure services. 31 March 2025 A system to deal with public and elected member enquiries is established and embedded across Environment and Infrastructure Services and supports ongoing work to identify recurring issues or concerns which can be address. Work to establish and embed a similar approach for Housing within EH&I will be undertaken in the next few months. Review Health & Safety and Risk Assessments. 31 March 2025 An Environment, Housing and Infrastructure Health and Safety Plan 2024/25 was approved by the appropriate Board for each service area. A 6-month update on actions and progress will be provided to the appropriate Board in October/November 2024. Work is ongoing across services to review health and safety and risk assessments. Ensure robust financial monitoring. 31 March 2025 Regular financial monitoring discussions with Senior Management and Finance Team are well established to support ongoing monitoring and planning of resources. Review and maintain continuous improvement frameworks. 31 March 2025 Work is ongoing to address actions identified from Audit reports and accreditations including maintaining British Standards ISO9001 for identified services. Page 56 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – LIVING OUR VALUES What we will do Due Date Status Progress Update Support the Council in developing New Ways of Working. 31 March 2025 Environment, Housing & Infrastructure continue to proactively support and encourage hybrid working where possible and the use of technology, such as teams, to improve collaborative working. Provide our employees with the appropriate support to manage their attendance, health, and wellbeing. 31 March 2025 All employees are provided with appropriate support to manage their attendance, health and wellbeing including use of Occupational Health referrals and “Timefortalking”. Better use of data and technology to improve services performance and delivery. 31 March 2025 Work is currently ongoing to use data and technology to support Waste & Recycling Service with a new project, Roads Service to implement a new system and other improvements using data and technology to improve and modernise the work undertaken across our estate including to clean schools, ensuring our resources are allocated efficiently and effectively. Implement the next phase of transformation as part of Right for Renfrewshire. 31 March 2025 EH&I has continued to support the Council’s Transformation Programme. Engage and participate in trauma informed and responsive Renfrewshire programme. 31 March 2025 Teams from Housing Services have completed Level 1 (Trauma informed) and Level 2 (Trauma Skilled) Training with almost 100 staff participating in 2024 so far. Trauma informed approaches already aligned closely with the ethos of the service, but the additional training has highlighted opportunities to build on existing good practice, not only in terms of working with service users but also in supporting colleagues. Staff from housing were invited to the Trauma Informed and Responsive Renfrewshire Steering Group to present on how the training has benefitted them and how they have implemented the learning. Work with Services across EH&I to support further digitisation and business improvement of our processes to meet the needs of our customers. 31 March 2025 Work being undertaken to engage with the services to identify gaps in digitisation to improve business processes and the effective use of data capture and analysis. Working in collaboration with Digital First team to develop business processes to link the customer experience with frontline operations. Page 57 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE COUNCIL PLAN – CROSS CUTTING THEME IMPROVING OUTCOMES FOR CHILDREN AND FAMILIES “Across all of our work and all of our efforts, we hope for loving and happy lives for Renfrewshire’s children - working together to get it right for children, families and communities – protecting, learning, achieving and nurturing. Every priority of this Council Plan will contribute to improving the lives of Renfrewshire’s children and their families. It is our fundamental duty as an organisation and our shared responsibility as citizens of this place to ensure that our children inherit a Renfrewshire where their wellbeing is nurtured, their futures are bright, and their environment is safe and healthy.’ What we will do Due Date Status Progress Update EH&I will work towards keeping The Promise 31 March 2025 Head of Housing (who is also a member of the Council’s Senior Management Team) now sits on the Renfrewshire’s Strategy Promise Oversight Group . The Promise Manager has been introduced and attended Housing Services CMT and from this there has been several follow up actions agreed. Discussions have taken with the Promise Manager and Senior Housing Managers around the future consultations regarding incorporating The Promise housing related calls to action into key housing policies. Close on-going positive relationships and links with Homeless & Housing Support Services and The Promise Team including activity around the Homeless Service – Service Development Plan 2023-2026 Regulation of Social Housing Assurance Statement now has appropriate reference to Looked After and The Promise and this activity was supported by Housing Lead Officer – (Performance, Policy & Participation) and The Promise Manager. It has been recognised that an area for improvement is to grow the number of Promise Keepers across the service. Page 58 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – LIVING OUR VALUES Indicator Current Status 2023/24 2024/25 Q1 2024/25 Q2 2024/24 Explanation of performance Value Target Target Value Value Average number of workdays lost through sickness absence per employee (FTE) (cumulative) 14.91 TBC TBC 4.15 TBC Data for Quarter 2 not yet available, due to changes in reporting processes currently being developed within HR&OD % of Members enquiries completed within timescale 92% 85% 85% 92% 94% In the first six months of 2024/25 Environment, Housing & Infrastructure received 2,612 members enquiries of which 93% were responded to within timescale. % of frontline resolutions dealt with within timescale 85% 85% 85% 40% 58% In the first six months of 2024/25 Environment, Housing & Infrastructure received 5,370 front line resolutions of which 48% were responded to within timescale. % of complaint investigation completed within timescale 89% 85% 85% 45% 40% In the first six months of 2024/25, 43.1% of 185 complaint investigations received have been responded to on time. % of FOI request completed within timescale 100% 100% 100% 98.51% 97.37% In the first six months of 2024/25 Environment, Housing & Infrastructure dealt with 354 Freedom of Information requests of which 347 (98%) were responded to within timescale. 110 of these requests were cross departmental and 244 were departmental. Training – Percentage of staff training undertaken in relation to qualifications (Public Protection) 100% 100% 100% 98.51% 100% Staff training is provided on a structured basis as needs are identified to ensure that they have the correct skills and qualifications to undertake their duties. There are currently two FTE staff completing training to qualify as Environmental Health Officers, sitting their professional exams in October 2024. Page 59 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – LIVING OUR VALUES Indicator Current Status 2023/24 2024/25 Q1 2024/25 Q2 2024/25 Explanation of performance Value Target Target Value Value Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year. 8.32% 7.5% 7.5% 7.95% 8.89% Although below target, performance continues to improve in both former and current tenant rent collection in line with collection rates at this point in the financial year – Q2 position in 23/24 was 9.46% Rent collected as percentage of total rent due in the reporting year. 100.42% 98% 98% 99.46% 98.4% Rent collected continues to be slightly better than target. Average length of time taken to re-let properties in the last year (in days) 50.4 53 53 37.6 days 39.33 days Figure for Q2 was 39.33 days, which although a slight increase from Q1, which was 37.6 days, performance continues to be well ahead of target of 53 days. Percentage of rent loss due to voids 1.45 1.8% 1.8% 1.58% 1. 53% Percentage of rent loss due to voids for Q2 was 1.53% which continues to be better than the target of 1.8%. Page 60 of 318
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level EHI SERVICE IMPROVEMENT PLAN SIX MONTHLY PROGRESS UPDATE OCTOBER 2024 For more information, please contact: Douglas.morrison@renfrewshire.gov.uk Page 61 of 318
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To: Communities and Housing Policy Board On: 29th October 2024 Report by: Director of Environment, Housing and Infrastructure Heading: Environment, Housing and Infrastructure (E, H & I) Annual Health and Safety Plan (2024/25) – Mid-year (6 month) Update 1. Summary 1.1 The Council’s Health and Wellbeing Plan, a key priority within the Council’s People Strategy 2021 – 2026, promotes a positive Health and Safety culture to ensure compliance with relevant Health and Safety legislation and supports the Council Plan in Working together to achieve a thriving and connected Renfrewshire, creating opportunities for all. 1.2 This report provides an update on the work undertaken by the Department of Environment, Housing and Infrastructure to implement the actions contained in the Annual Health and Safety Plan 2024/25 which was approved by the Communities and Housing Policy Board on 21st May 2024. 1.3 Appendix 1 to this report sets out a brief update for actions contained in the Environment, Housing and Infrastructure (E, H & I) Annual Health and Safety Plan 2024/25. 1.4 It should be noted that the Report and Appendix 1 will be considered by the Communities and Housing Policy Board on 29th October 2024, the Infrastructure, Land and Environment Policy Board on 6th November 2024 and the Finance, Resources and Customer Services Policy Board on 21st November 2024 in respect of the elements covered by those Boards’ remits. 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Approves the Environment, Housing and Infrastructure (E, H & I) Annual Health and Safety Plan 2024/25 update (Appendix 1) as specific to the areas of activity delegated to this Policy Board; and 2.2 Notes that the Report and update on the Plan is also being presented to the Infrastructure, Land and Environment Policy Board and the Finance, Resources and Customer Services Policy Board to approve the elements covered within those Boards’ remits. 3. Background Item 5 CHPB291024 Page 63 of 318
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3.1. The Environment, Housing and Infrastructure (E, H & I) Department is responsible for the provision of every day essential services, directly to the public of Renfrewshire, to other services within the Council and to community planning partners. These services are delivered by approximately 1,900 employees, employed on a full-time or part- time basis, with a gross expenditure budget of approximately £70.3 million. 3.2. The Department provides the following key frontline services: • Operations: Neighbourhood Services, Fleet and Social Transportation, Waste and Recycling (to over 91,000 households and businesses). • Climate, Public Protection and Roads: supporting our communities through our Regulatory and Community Safety Services and supporting more than 849 km of roads and transport infrastructure. • Facilities and Property Services: (Hard and Soft Services) including PPP schools, cleaning/catering/janitorial services, public building (repairs, maintenance and compliance), Building Services and Property Services, a multi-disciplinary design team. • Housing Services: Tenancy Management, repairs, compliance and investment in housing stock (approximately 12,300 properties) and providing a wide range of advice and support to our tenants. 3.3 Environment, Housing and Infrastructure Services deliver universal services for over 180,000 Renfrewshire residents, helping to run our schools and care homes, providing 12,300 homes for social rent, protecting and enhancing our local environment though a wide range of initiatives and work to make Renfrewshire a great place to live and work. 3.4 Our services are delivered by a diverse, skilled and committed workforce of around 1,900 who deliver services 24/7 over 365 days a year. The health, safety and wellbeing of all our employees is of paramount importance. 3.5 Governance for Health and Safety is provided through monthly discussions at Environment and Infrastructure Senior Leadership Team meetings and quarterly CRMT (Crisis Resilient Management Team). 4 Mid-year (6 month) Update on Environment, Housing & Infrastructure (E, H & I) Annual Health and Safety Plan 2024/25 4.1 A wide range of work has been undertaken between 1st April – 30th September 2024 to promote and address health and safety areas or concerns and a high-level summary of this is outlined below: • Currently Asbestos iLearn Training is being rolled out to all SFOs in Schools. • A “Safe access to work” process has been introduced which now means that all Soft FM employees must enter premises at the main entrance of the building and sign in when on site. • Two managers within Soft FM Support Services have completed Health and Safety training. • Legionella training and awareness seminar (to emphasise the importance of flushing outlets etc) was carried out by Soft FM Support Services to all Assistant Facilities Managers (AFMs). • Road Operations have completed equipment training for Road Resurfacing and Gully Cleaning. Page 64 of 318
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• A review has been completed of all Risk Assessments and Method Statement for Road Operations and Street Lighting following integration of these operational services. • A route optimisation exercise and training was completed prior to the Winter gritting operations starting. • Refresher “Hands Off” training has been delivered to Soft FM Senior Facilities Officers (SFOs) throughout the summer break. • In response to increased reports of verbal abuse against our employees, “Conflict Resolution” awareness and training, delivered by Police Scotland, is being completed by the Wardens Service. • As a result of verbal and physical assaults on the Serious Organised Crime and Trading Standards team during enforcement duties there is now a new process for joint working with Police Scotland. Pre-visit checks are undertaken with Police Scotland, HMRC, Home Office and other relevant stakeholders, and where a Police presence is likely to be required to maintain order, the Team are schedule this directly with Community Policing. Full operational briefings are conducted with partners on these “Days of Action” to ensure all roles and remits are clarified. Operational processes have been rationalised to ensure Officers spend the minimum amount of time in premises where recoveries are being made, to reduce the possibility of escalation. These activities have also made use of our national tobacco detection dog resource, which assisted in making recoveries safer and quicker. • There has been wide participation in the Asbestos Working Group to review asbestos management and procedures including a review on the treatment of textured wall and ceiling coatings (“Artex”) which has resulted in revised processes now in place to expedite removal when required. • A review of Housing Service properties tagged as requiring two officer visits has been undertaken to ensure that information is up to date. 5 Monitoring and Support Services 5.1 The ongoing health, safety and wellbeing of employees and service users continues to be a priority for EH&I. The focus to promote an open, positive health and safety culture and to encourage employees and management to report all incidents, accidents and occurrences. 5.2 All reported incidents, accidents and occurrences are reviewed on a weekly basis, resulting in more accurate date. Every incident, accident or occurrence is investigated and associated risk assessments reviewed and amended where necessary. 5.3 From 1st April 2024 – 30th September 2024 across E, H & I there were 101 incidents, accidents and near misses reported. The table below (Figure 1) shows the breakdown of these incidents by service area. Figure 1: E, H & I 2024 Total number of Incidents/Accidents and Near Misses Reported per Service Area (01/04/2024 – 30/09/2024) Page 65 of 318
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5.4 Figure 2 below shows a comparison between 1st April – 3oth September 2023 and 1st April – 30th September 2024. Although the total number of incidents/accidents and near misses (96 in 2023 and 101 in 2024) is broadly similar it should be noted that the significant increase in the number reported in 2024 within Climate, Public Protection and Roads is as a result of the number of incidents being reported from the Wardens Service in particular. 5.5 It is recognised that accurate reporting of incidents, accidents and near misses is important and there has been a drive to encourage reporting of incidents and the increase within Climate, Public Protection and Roads may be due in part to this work. As a result of this increased reporting and the number of verbal incidents in this area work is ongoing to provide additional support to employees including bespoke training and awareness raising around “conflict resolution” provided by Police Scotland. Figure 2: E, H & I 2024 Total number of Incidents/Accidents and Near Misses Reported per Service Area (01/04/2023 – 30/09/2023 compared to 01/04/2024 – 30/09/2024) 5.6 Under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013 (RIDDOR) there were 7 accidents across E, H & I between 1st April – 30th September 2024 comprising 1 dangerous occurrence, 1 specified injury and 5 “over 7-day absences”. 5.7 Supporting our employees and attendance is a key priority for EH&I and arrangements are 38 32 24 7 0 10 20 30 40 Facilities & Property Services Operations & Service Development Climate, Public Protection & Roads Housing Environment, Housing & Infrastructure Department Total number of incidents/accidents and near misses reported per service area 1st April 2024 - 30th September 2024 45 39 7 5 32 38 7 24 0 10 20 30 40 50 Operations & Service Development Facilities & Property Services Housing Climate, Public Protection & Roads Environment, Housing & Infrastructure Department Total number of incidents/accidents and near misses reported per service area 1st April - 30th September 2023 & 1st April - 30th September 2024 2023 2024 Page 66 of 318
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in place to utilise the services of the Council’s Occupational Health provider. To date a number of referrals have been made by manager or employee self-referrals to the Occupational Health Service or employee counselling service including for early intervention, counselling, physiotherapy, cognitive behaviour therapy as well as Statutory Occupational Health benchmarking. 6 E H & I Health & Safety Plan 2024/25 Actions Update (Mid-year) 6.1 The Environment, Housing and Infrastructure Health and Safety Action Plan 2024/25 set out a range of key actions that will be undertaken in 2023/24. A short update on these actions is set out as Appendix 1 to this report. It should be noted that for some actions work is not due to be undertaken until the second part of 2024/25 and that for many work will be ongoing throughout the year. Implications of this Report 1. Financial – Potential exists for financial liability from property damage, civil or criminal prosecutions through the outcome of accidents and/or ill-health. This report demonstrates Environment, Housing and Infrastructure Services compliance and commitment to Health and Safety policies and procedures. 2. HR & Organisational Development – This report supports Renfrewshire Council’s commitment to the health, safety and wellbeing of employees. 3. Community/Council Planning • Our Renfrewshire is well – EH&I will improve the physical and mental health and wellbeing of employees through participation in the “Healthy Working Lives” and “Your Health Matters” Programmes and any other corporate initiatives promoting wellbeing. • Our Renfrewshire is safe – EH&I will provide training and support to employees to allow them to develop within the organisation and to gain the skills and experience necessary to provide a quality service to our customers. 4. Legal – Environment, Housing and Infrastructure will continue to comply with all current statutory Health and Safety legislation and Renfrewshire Council Corporate Health and Safety policies and guidance. 5. Property/Assets – The maintenance of appropriate registers (eg Asbestos Register with respect of domestic Council properties) and an obligation to conduct workplace inspections. 6. Information Technology - None 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. 8. Health & Safety – This report supports and demonstrates Environment, Housing and Infrastructure’s commitment to ensuring efficient Health and Safety management across the Department. 9. Procurement - None 10. Risk – This report supports the overarching management of risk by Renfrewshire Council. Page 67 of 318
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11. Privacy Impact- None. 12. COSLA Policy Position – Not applicable 13. Climate Risk – None 14. Children’s Rights – Not applicable List of Background Papers (a) Background Paper 1: Audit, Risk and Scrutiny Board (20 th May 2024), Risk Report – May 2024 (b) Background Paper 2: Health and Wellbeing Plan (For all council employees), The foregoing background papers will be retained within Environment, Housing and Infrastructure Department (Service Development) 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 Gill Darbyshire, Senior Service Development Manager, gill.darbyshire@renfrewshire.gov.uk Author: Gordon McNeil, Director of Environment, Housing & Infrastructure E-mail: Gordon.mcneil@renfrewshire.gov.uk Page 68 of 318
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Appendix 1 Environment, Housing and Infrastructure Annual Health and Safety Action Plan 2024/25 (Mid-Year Update) Service Area Title of Action Due Date Update Operations and Service Development Neighbourhood Services Service managers to review all risk assessments related to tasks completed and ensure they are updated, relevant and meet the needs of employees. 31/03/2025 All risk assessments have been reviewed, updated and refreshed. Refresh and deliver health and safety training in the fundamentals of safe working including manual handling, risk profiling, safe systems of work and regular toolbox talks. 31/03/2025 All staff within the summer programme of works were re-inducted, this included manual handling, SSOW and risk profiling. Training records were recorded Review and refresh the induction process for all employees, ensuring training records are completed, updated and relevant to the role 31/03/2025 This has been completed. All records are stored electronically. Develop current Safe Systems of Work for tasks ensuring they are communicated with employees. 31/03/2025 This has been completed and was used to support the induction process above. Contribute to the development of the Hand Arm Vibration Syndrome (HAVS) working group, support the implementation of the guidance document and aid the referral process for employees identified through routine monitoring and screening. 31/03/2025 HAVS consultant was appointed in June 2024. Employees have all been screened and findings / actions completed. Work is ongoing from consultancy report to ensure HAVS is managed appropriately. Review all fire safety documentation in premises managed by Neighbourhood Services and update as required. 31/03/2025 Work is underway with fleet manager to review all fire safety operating procedures in depots. We continue to work proactively to action any areas of fire safety highlighted through internal audits. Fleet and Sustainable Transport Ensure that all HGV vehicles have an Operator Licence (O licence) undertakings obligation to be roadworthy as shown by the pass rate at MOT for the fleet maintenance schedule. 31/03/2025 All 70 HGV vehicles are on the O licence and display O licence disk in vehicle. MOT schedule is up to date with year-to-date pass rate of 95%. Page 69 of 318
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The Fleet Compliance Team will provide gate checks both internally and, on the roadside, to ensure that fleet compliance is being adhered to by the fleet drivers. 31/03/2025 Compliance Team have conducted 120 gate checks against an annual target of 240 with a pass rate of 100%. As part of the driver performance within all operational departments, ensure the appropriate training is being provided and recorded. 31/03/2025 150 Driver CPC training courses achieved year to date with 35 drivers achieving “outstanding”. Aim is to have all Driver CPC training completed by 31/09/2025. As part of the driver performance within all operational department, ensuring all fleet vehicles are on the fleet tracking system and reports, detailing driver behaviour, are sent to the operational line managers. 31/03/2025 All 270 Fleet vehicles and 260 hire vehicles are logged on our new tracker system. Work has started to prepare monthly reports for some departments and this will be further extended to all Departments by 31/03/2025. Ensure a fleet asset management plan and driver handbook are created and distributed to operational departments. 31/03/2025 Drivers Handbook and asset management plan review are in progress but on target to be completed and distributed by 31/03/2025 Ensure that all areas of the Underwood Road Depot are secure and employee access are enabled. 31/03/2025 Underwood Road Depot improvement plan is ongoing and on target for completion for 31/03/2025. Ensure that the Underwood Road Depot has an updated fire plan and that all signage within the depot is visible to all employees and members of the public. 31/03/2025 Underwood Road Depot improvement plan is ongoing and on target for completion for 31/03/2025. Ensure all Underwood Road Depot users are consulted on a regular basis and kept up to date with the ongoing Depot works. 31/03/2025 Underwood Road Depot users, (H&S) meetings are being scheduled monthly for the rest of the year to consult users on a regular basis. Waste and Recycling Service managers to review all risk assessments related to tasks completed and ensure they are updated, relevant and meet the needs of employees. 31/03/2025 A review of the current Risk Assessments to identify any updates that may be required and to understand if they are fit for purpose has been completed. These all need to be Page 70 of 318
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refreshed so are currently being updated to suit new ways of working, updated processes and procedures and incorporated into a new Risk Assessment format. Refresh and deliver health and safety training in the fundamentals of safe working including manual handling, risk profiling, safe systems of work and regular toolbox talks. 31/03/2025 A number of “toolbox talks” have been delivered to all operatives over the summer months which include a range of safe working topics. These will continue on a regular basis. Topics covered this period include: - • Drivers site safety rules at Transfer Stations • Incident and Accident Reporting • Vehicle Access and Egress • Operating bin lifts • Emergency stop procedures (Refuse Collection Vehicles – Bin Lifts) • Driver Responsibilities Review and refresh the induction process for all employees, ensuring training records are completed, updated and relevant to the role. 31/03/2025 All new starts currently undergo appropriate training for their role (including any safety training on using equipment, and iLearn courses for office based employees). Ongoing work includes looking to introduce a new induction that will include depot safety. This will be refreshed to align with any changes as a result of the current review of the depot traffic management plan. Refresh manual handling training for all staff. 31/03/2025 We are progressing with a train the trainer scheme for manual handling training. This will be rolled out over the coming months. Initially staff on each shift will receive train-the-trainer and will Page 71 of 318
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roll out to all employees within Waste Services. DSE Equipment assessment to be carried out for all staff. 31/03/2025 DSE assessments are currently carried out at staff induction and again following any location moves. Service Development Increase representation at the Health and Wellbeing Forum, ensuring that there is a named representative or substitute at each meeting. 31/03/2025 Work is ongoing to ensure there is a named representative at each Health and Wellbeing Forum meeting and future meetings will be planned in advance to facilitate this. Ensure mental health “Z” cards are delivered to all frontline employees and are included in the inductions for new members of staff 31/03/2025 “Z” cards were issued to all frontline staff Encourage employees to complete health and safety and welfare modules on i-Learn and attend training courses as required (eg Personal Safety, Violence and Aggression, Mental Health First Aid, Wellbeing etc. 31/03/2025 All employees are encouraged to complete health and safety and welfare modules as part of annual reviews and discussions. Promote and health and safety incident reporting system and encourage reporting of incidents and near misses. 31/03/2025 Ongoing as part of health and safety training and promotion. Monitor and review the number of workplace accidents and ensure appropriate action is taken to prevent future incidents. 31/03/2025 All workplace incidents are reviewed by the service daily. A weekly meeting takes place with Corporate Health and Safety and all workplace incidents for the week are discussed and reviewed. Develop a 3-year rolling Departmental audit plan which consists of 6 audits per year. 31/03/2025 Complete. Facilities and Property Services Page 72 of 318
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Facilities Management (Hard FM) Work collaboratively with Health & Safety colleagues to ensure Guidance Booklet for Statutory Inspection and Maintenance is relevant and is up to date. 31/03/2025 Ongoing – H&S team have subscribed to ‘Barbour’. Further development will be required and equally, engagement with all stakeholders/services. Ensure onsite training is carried out within properties that have with sprinkler systems to ensure routine checks are carried out. 31/03/2025 Training ongoing with the relevant sites – on track. Procure new contract for the inspection and maintenance of fire dampers across the estate. 31/03/2025 Tender documents with CPU. Contract due to be awarded by end of 2024. Facilities Management (Soft FM) Ensure all accidents/near issues are recorded on Business World within the agreed timescales. 31/03/2025 Ongoing Monitor iLearn mandatory courses for new and existing employees 31/03/2025 Ongoing, mandatory courses are completed as part of new Induction Training for all employees in Soft FM Embed the new Absence Management process into Soft FM with support from HR. 30/09/2024 New process in place for all new absence – complete Link Gritting Plan to GIS Mapping and CAMIS 31/03/2025 Ongoing Building Services COSHH assessment system required for operational use. Decisions on the existing system on –going. 31/03/2025 Decision on the existing system ongoing Review all risk assessments across the business and update as required. 31/03/2025 Building Services are currently working to review and update risk assessments across the business. This has been delayed due to long term sick leave. Continue to roll out on-line and toolbox talks to the frontline staff on areas of health and safety/health and wellbeing. 31/03/2025 Completed. Booklet and z card distributed and signed for across the workforce. Ensure there is ongoing CPC training to ensure all staff are appropriately qualified for driving duties. 31/03/2025 Working with Fleet and Sustainable Transport to ensure all CPC training is up to date. Courses are ongoing as required. Page 73 of 318
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Ensure mental health booklets and “Z” cards are delivered to all frontline employees and are included in the inductions for new members of staff. Completed 31/03/2025 Completed Work with the Corporate Health and Safety Team to promote/revie and update where required across the business. 31/03/2025 Monthly operational health and safety meetings in place. 6 weekly department level meeting led by Head of Service in place. Promote and health and safety incident reporting system and encourage reporting of incidents and near misses. 31/03/2025 All incidents are recorded on the BW system as required. Continue to develop the on-line and toolbox talks for the operatives and staff. 31/03/2025 Working with others across the council to develop bespoke I learn training. Several already developed and others at the final stages of assessment. Ensure all CPC licences are up to date and renewed as required. 31/03/2025 Working with Fleet & Sustainable Transport to ensure all CPC licences are up to date. Property Services Ensure all Technical Unit Officers have a valid Construction Skills Certification Scheme (CSCS) card and training is arranged for new officers/expired certification. 31/03/2025 All Technical Unit Officers CSCS cards are renewed on a 5 year basis. However, the certification process has recently been revised to account for applicant’s professional qualifications and background. Work is ongoing with Corporate Health & Safety Team to agree on how the new system is applied to TU officers. This will be in place by March 2025. Climate, Public Protection and Roads Page 74 of 318
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Climate and Public Protection Review and transfer all risk assessments for Public Protection to the new risk assessment template. 31/03/2025 Service Managers have progressed the review of risk assessments and on schedule to complete by 31/3/25. All public facing staff in Public Protection to complete violence and aggression training. 31/03/2025 All mandatory training courses have now been completed by office based staff. Teamtalks are being developed for frontline staff in conjunction with HR &OD. Develop and implement a staff induction pack 31/12/2024 A draft staff induction plan has been developed as part of the onboarding process and will be finalised by 01/12/2024. Stress management training to be carried out. 31/03/2025 In progress. Police Scotland will be delivering a bespoke “Conflict Management” course for our Community Support Service in October 2024. Complete specific risk assessment for handling XL Bully Dogs. 30/06/2024 A protocol is being developed with colleagues in Police Scotland and once concluded the appropriate risk assessment can be completed. Roads and Transportation Review and update risk assessment within roads. 31/03/2025 All risk assessments for Road Operations and Street Lighting have been concluded Arrange phone and SOS function in winter maintenance vehicles and wider road fleet. 31/03/2025 Complete. SOS function in place and drivers have work mobiles. Arrange SVQ winter maintenance training. 31/03/2025 Complete. Housing Services Page 75 of 318
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Housing Services Undertake a regular programme of risk assessment and safe systems of work reviews. 31/03/2025 Service managers are progressing with the review of risk assessments and are on schedule to complete by 31/03/25. Compile departmental risk assessment and safe systems of work register. 31/03/2025 Service managers to engage with Corporate Health & Safety to identify good practice in creating register. Undertake a regular programme of health and safety training and information sharing for all employees. 31/03/2025 Complete. Training programme and records in place. Undertake violence aggression training for all at risk employees. 31/03/2025 Complete. iLearn module in place for relevant employees. Monitor accident trends and statistics to identify risk and provide, as far as is practicable, for its prevention/reduction. 31/03/2025 Ongoing. Promote the use of Mental Health First Aiders within Housing Services 31/03/2025 Promoted corporately and by Service Managers. Record and report on all health and safety related training. 31/03/2025 Training records in place but to be reviewed for consistency across Housing Service areas. Page 76 of 318
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___________________________________________________________________ To: Communities and Housing Policy Board On: 29 October 2024 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Renfrewshire Strategic Housing Investment Plan 2025 to 2030 ___________________________________________________________________ 1. Summary 1.1 Following consultation, the Renfrewshire Strategic Housing Investment Plan 2025 to 2030, attached at Appendix 1, has been finalised for submission to the Scottish Government. 1.2 The Strategic Housing Investment Plan sets out Renfrewshire’s new build affordable housing programme that will utilise Scottish Government grant funding from the Affordable Housing Supply Programme. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Communities and Housing Policy Board approves the Renfrewshire Strategic Housing Investment Plan 2025 to 2030 for submission to the Scottish Government, set out in Appendix 1. _________________________________________________________ 3. Background 3.1 The Strategic Housing Investment Plan outlines how Scottish Government funding for affordable housing will be targeted to achieve Item 6 CHPB291024 Page 77 of 318
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the priorities set out in Renfrewshire’s Local Housing Strategy and support the delivery of a range of new build affordable housing projects across Renfrewshire. 3.2 The Strategic Housing Investment Plan details how the Council and partners will deliver new affordable homes across Renfrewshire. It also contains funding provision for newbuild Council housing being delivered as part of the Councils Housing Led Regeneration and Renewal Programme. 3.3 Through the Affordable Housing Supply Programme, the Scottish Government allocates grant funding (known as Resource Planning Assumptions) to local authority areas. 3.4 The Scottish Government have confirmed that Renfrewshire will receive a Resource Planning Assumption of £13.181 million in 2024/25. This includes £13.013 million to support delivery of new build affordable homes and £168,000 to support open market acquisitions as part of the National Acquisitions Scheme. 3.5 Resource Planning Assumptions in the period beyond April 2025 are still to be confirmed by the Scottish Government with future funding levels expected to be set out in the draft Scottish Budget on 4 December 2024. 3.6 Scottish Government grant provided through Resource Planning Assumptions supports the delivery of new affordable homes across Renfrewshire by providing grant support at flexible benchmark rates of £83,584 for new Council homes and £91,182 for new social rented homes delivered by housing association partners (benchmark figures are subject to Scottish Government review). These benchmark rates are flexible and projects may be eligible for higher grant awards following detailed assessment by the Scottish Government. 3.7 Higher grant awards, from existing resources, can be made available where affordable housing developers include design features related to zero emissions; the installation of automatic fire suppression systems; electric vehicle charging points; space for home working; provision of balconies and digital connectivity. 3.8 The number of new homes delivered and timescales for delivery may change as proposals are refined and as actual grant requirement for projects are confirmed with projects within the Strategic Housing Investment Plan kept under review to ensure that all resources made available to Renfrewshire can be fully utilised to add to the supply of high quality affordable housing. Page 78 of 318
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_________________________________________________________ 4. Renfrewshire Strategic Housing Investment Plan 2025 to 2030 4.1 The draft Strategic Housing Investment Plan 2025 to 2030 was approved for consultation by the Communities and Housing Policy Board on 20 August 2024. A 4-week consultation period followed which included all housing associations operating in Renfrewshire, local stakeholder groups such as Community Councils and tenants and residents’ associations, community planning partners and Renfrewshire’s residents. 4.2 The attached finalised Strategic Housing Investment Plan 2025 to 2030 takes account of the feedback received from respondents during the consultation process and from individual meetings with housing association partners as part of the consultation process. 4.3 A total of 8 representations were received during the consultation. Comments received were mainly about potential future affordable housing projects, changes to timescales for delivery of existing projects and resource availability for mixed tenure sites and the application of the Renfrewshire Local Development Plan’s Affordable Housing Policy. 4.4 The Strategic Housing Investment Plan has been updated to reflect: The requirements of new Scottish Government Guidance issued after the preparation of the draft Strategic Housing Investment Plan. £168,000 of additional ring fenced grant funding allocated to Renfrewshire as part of the Scottish Governments National Acquisition Scheme in September 2024. This funding for 2024/25 is intended to support open market acquisitions by the Council or Registered Social Landlord partners to increase the supply of social rented homes and reduce homelessness and the use of temporary accommodation. Updated timescales for the delivery of 62 new social rented homes at Dargavel Village, Bishopton following an alternative delivery partner being identified to deliver these social rented homes following the administration of Stewart Milne Homes. Proposals for a further 43 new social rented homes across 2 other sites are also being progressed within Dargavel Village. Funding is also identified in the shadow programme to support potential delivery of future affordable housing sites in the West Renfrewshire villages. Updated delivery timescales for some Housing Association projects following discussions with and updates from housing association partners after consideration of tender returns, resource availability and ability to raise private finance or front fund projects. Page 79 of 318
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Revision of potential grant draw down timescales for projects to reflect potential availability of Scottish Government Grant in the absence of multi-year Resource Planning Assumptions, taking account of existing project progress, grant requirement for individual projects and developer’s ability to progress projects over the short, medium and longer term. 4.5 The Council continues to work closely with the Scottish Government, Housing Associations and other developing partners to manage and deliver the development programme and facilitate delivery of the affordable homes throughout Renfrewshire. ___________________________________________________________________ Implications of the Report 1. Financial - Provision is include in the Housing Revenue Account (HRA) Budget and long-term planning assumptions for projects where the Council is acting as the developer. A crucial assumption on this is that the Scottish Government Grant will be allocated according to the Resource Planning Assumptions outlined in the current plan. 2. HR & Organisational Development - None 3. Community/Council Planning – • Our Renfrewshire is thriving – Building strong, safe and resilient communities - Building strong, safe and resilient communities - Increasing the supply of affordable housing and regenerating communities. 4. Legal - Conveyancing work associated with land disposals for new build developments by partner organisations. 5. Property/Assets - None 6. Information Technology - None 7. Equality & Human Rights - (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be Page 80 of 318
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published on the Council’s website. 8. Health & Safety - None 9. Procurement - None 10. Risk - There is a potential risk to these plans associated with the availability of Scottish Government Grant in the absence of multi-year Resource Planning Assumptions. 11. Privacy Impact - None 12. Climate Risk – The Renfrewshire Strategic Housing Investment Plan aims to deliver high quality, energy efficient homes in sustainable locations across Renfrewshire. 13. Children’s Rights – Provision of new housing through the Affordable Housing Supply Programme supports a number of the Articles in the United Nations Convention on the Rights of the Child, including Article 27 (adequate standard of living). 14. Cosla Policy Position - None _______________________________________________________ Appendix 1 - Renfrewshire Strategic Housing Investment Plan 2025 to 2030 The foregoing background papers will be retained within Environment, Housing and Infrastructure 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 Alan Williamson, Strategy and Place Manager, alan.williamson@renfrewshire.gov.uk ___________________________________________________________________ Author: Alan Williamson, Strategy and Place Manager, 07811 053 968, alan.williamson@renfrewshire.gov.uk Page 81 of 318
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1 Renfrewshire Strategic Housing Investment Plan 2025 to 2030 Page 82 of 318
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Strategic Housing Investment Plan 2025 to 2030 2 Renfrewshire’s Strategic Housing Investment Plan The Scottish Government’s Affordable Housing Supply Programme (AHSP) sets out a national framework to support the development of new affordable homes. As part of the Affordable Housing Supply Programme process, local authorities are required to prepare a Strategic Housing Investment Plan (SHIP) each year that outlines where grant funding provided to Councils by the Scottish Government will be used to support delivery of new affordable homes developed by the Council or one of its housing association partners. In the context of the Strategic Housing Investment Plan, affordable housing includes homes predominantly for social rent by either the Council or one of its housing association partners or homes developed by housing associations for shared equity low cost home ownership or Mid-Market Rent. Renfrewshire’s Strategic Housing Investment Plan provides details of affordable housing projects in Renfrewshire that will assist in meeting the strategic priorities of Renfrewshire’s Local Housing Strategy with these projects expected to be supported by Scottish Government grant funding over the short, medium and longer term. Projects included within this Strategic Housing Investment Plan will continue to assist in providing the right homes in the right places and contribute to providing safe, warm and energy efficient homes that meet people’s housing needs and contribute to the creation of thriving sustainable communities. Preparation and Consultation - Renfrewshire Strategic Housing Investment Plan 2025 to 2030 A draft Strategic Housing Investment Plan covering the period 2025 to 2030 was prepared for consultation following initial discussions with Registered Social Landlords operating in Renfrewshire and the Scottish Government with a public consultation running from the 21st August 2024 to the 18th September 2024. The draft Strategic Housing Investment Plan was published on the Council’s website and was promoted on social media. A copy of the draft Strategic Housing Investment Plan was also sent to local Tenants and Residents Associations, Community Councils and other key partners, stakeholders, community groups and third sector organisations. Page 83 of 318
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Strategic Housing Investment Plan 2025 to 2030 3 The comments and feedback received as part of the consultation process were then used to shape the finalised Strategic Housing Investment Plan for the period 2025 to 2030. The finalised Strategic Housing Investment Plan can be viewed on the Council’s website by visiting: https://www.renfrewshire.gov.uk/article/4232/Strategic-Housing- Investment-Plan The Scottish Government’s Housing Programme The Scottish Government published their ‘Housing to 2040 Strategy’ in March 2021 with the strategy setting out the Scottish Government’s approach to increasing the supply of homes across all tenures in the period to 2040. When published, the ‘Housing to 2040 Strategy’ included a target to provide 110,000 affordable homes by 2032 with at least 70% of these homes to be developed for social rent. However, as a result of wider financial pressures - the Scottish Government significantly reduced funding for the Affordable Housing Supply Programme as part of the draft Budget published in December 2023 and approved in February 2024 with £196 million less funding than anticipated being made available nationally to support the delivery of affordable homes in the year April 2024 to March 2025. The recent reduction in funding will have a significant impact on timescales for delivery of affordable housing projects in both Renfrewshire and nationally. In Renfrewshire, this means that funding from the Scottish Government has been reduced significantly from £17.200 million to £13.181 million in 2024/25 with a similar level of funding anticipated in 2025/26. For now, the Scottish Government have retained their ambitious targets set out in the ‘Housing to 2040 Strategy’. Renfrewshire Council remain committed to contributing to national targets and will continue working in partnership with our housing association partners, private developers, the construction industry and the Scottish Government to deliver affordable homes across Renfrewshire. This Strategic Housing Investment Plan rolls forward affordable housing projects identified as priorities in previous Strategic Housing Investment Plans whilst acknowledging that timescales for the delivery of projects may take significantly longer than Page 84 of 318
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Strategic Housing Investment Plan 2025 to 2030 4 previously anticipated as a direct result of the reduction in available funding, inflationary pressures and the general rising cost of development. Ongoing financial support in terms of future funding commitments from the Scottish Government that recognise the scale of Renfrewshire’s affordable housing development programme and acknowledge the significant inflationary pressures on development and tender costs will be essential to supporting the ongoing delivery of new affordable homes throughout Renfrewshire. Link Group Social rented development, Millarston, Paisley The Scottish Government’s Housing and Planning Delivery Framework (HPDF) This Strategic Housing Investment Plan takes account of the Scottish Government’s Housing and Planning Delivery Framework (HPDF) which promotes more efficient collaboration between Housing and Planning Services in relation to the Local Housing Strategy, Housing Need and Demand Assessment and national planning policies. Renfrewshire's Strategic Housing Investment Plan, Local Housing Strategy and the Renfrewshire Development Plan (including Renfrewshire’s Local Development Plan 2021 and National Planning Framework 4) support the implementation of the Housing and Planning Delivery Framework and aim to increase the supply of housing; make the housing system more responsive to demand; improve long term housing affordability and contribute to reducing volatility in the housing market. Page 85 of 318
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Strategic Housing Investment Plan 2025 to 2030 5 Development Plan for Renfrewshire Renfrewshire’s current Development Plan consists of National Planning Framework 4 and the Renfrewshire Local Development Plan 2021. Renfrewshire’s Development Plan supports the development of new homes that improve affordability and choice as well as increasing access to homes for all which are accessible and adaptable, including wheelchair accessible homes. When assessing projects for inclusion in the Strategic Housing Investment Plan, the Council considers proposals against the policies in the National Planning Framework 4 and the Renfrewshire Local Development Plan 2021. Renfrewshire’s Local Housing Strategy The fourth Local Housing Strategy for Renfrewshire was approved in October 2023 following consultation with local communities, housing association partners, tenants and resident’s associations, community councils, the third sector, Renfrewshire’s Health and Social Care Partnership and other key stakeholders. The Local Housing Strategy 2023-2028 takes account of local and national policy priorities, as well as new research and evidence and looks to build upon past successes whilst aiming to meet need and demand for both housing and housing related services. The Local Housing Strategy includes 5 strategic priorities as shown below. Local Housing Strategy 2023-2028 Strategic Priorities 1. The supply and delivery of housing is increased across all tenures to meet the housing needs of different groups and create attractive and sustainable places. ; 2. People live in high quality, well managed homes in sustainable neighbourhoods. ; 3. Address the challenges of the climate emergency, delivering homes that are warm, energy efficient and fuel poverty is minimised ; 4. Prevention of homelessness and providing support for those in housing need ; and 5. People can live independently for as long as possible in their own home and the different housing needs of people across Renfrewshire are being met . Page 86 of 318
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Strategic Housing Investment Plan 2025 to 2030 6 Affordable Homes for Renfrewshire Renfrewshire Council worked with local authorities across the Glasgow City Region to finalise the third Housing Need and Demand Assessment (HNDA3). In addition to HNDA3, a comprehensive local affordable housing study of the Renfrewshire area was produced as part of the development of the current Local Housing Strategy (LHS) with this local study complementing the wider HNDA3 by providing a robust evidence base by identifying housing need at a lower level geography across Renfrewshire’s towns and villages. This comprehensive evidence base will also be used to inform the application of the Renfrewshire Local Development Plans’ Affordable Housing Policy. The Council has taken account of the outputs of HNDA3 and the local affordable housing study to estimate housing need for both private and affordable housing with progress in meeting this need monitored as part of the annual update of Renfrewshire’s Local Housing Strategy. The headline results from the local affordable housing study are included within the Local Housing Strategy. Resources for Housing Delivery It is vital that an ambitious and flexible affordable housing development programme is maintained to ensure that sites can be progressed to meet local need while making the best use of available funding and resources. Until recently, the Scottish Government provided Councils with multi-year Resource Planning Assumptions (RPA’s) to support longer term planning and delivery of projects within Strategic Housing Investment Plans. In recent years, multi-year funding allocations of between £15 million and £17 million per year were made available to Renfrewshire Council by the Scottish Government. In Renfrewshire, funding from the Scottish Government has been reduced significantly from £17.200 million to £13.181 million in 2024/25 with a similar level of funding anticipated in 2025/26. Scottish Government funding allocations beyond 2024/25 are still to be confirmed. However, it is likely that funding awards will be made on a single year basis over the next few years as opposed to the recent multi-year resource planning assumption which provided some degree of certainty and facilitated longer term planning. Page 87 of 318
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Strategic Housing Investment Plan 2025 to 2030 7 Scottish Government Charitable Bond Funding (ALLIA) In addition to the funding being made available to Renfrewshire through the confirmed Resource Planning Assumption in 2024/25, Renfrewshire has successfully attracted Allia funding which is funding derived from the Scottish Governments Charitable Bonds investments programme. This is managed by Allia, a social investment charity. Each year income is generated from bonds which is then used by the Scottish Government’s More Homes Scotland team to support increasing the supply of homes by providing one off grants to affordable housing providers who have projects that align with the funds criteria. Funding new Affordable Homes and Scottish Government Grant Benchmarks New affordable homes developed as part of the Strategic Housing Investment Plan are funded through a combination of Scottish Government grant and the developers own financial resources. Scottish Government grant support is provided at flexible benchmark rates for each affordable home developed with the Scottish Government benchmark grant rate set at £83,584 for new build social rented Council homes and £91,182 for new build housing association homes benchmark. Benchmark figures are subject to Scottish Government review. These grant rates are flexible which means that projects may be eligible for a higher grant award per property following a detailed assessment of property mix, project viability and development costs. In recent years, costs to develop affordable homes have risen significantly due to inflationary pressures and increases in both employee and material costs. This has had a negative impact on overall development activity with higher levels of grant support required per property to make developments viable with projects also taking longer than previously expected to deliver. Alongside inflationary pressures and the general increase in development costs, the incorporation of new design features, whilst welcome, have added to the cost of development. These issues, when combined with a reduction in Scottish Government grant funding, will reduce the number of new Page 88 of 318
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Strategic Housing Investment Plan 2025 to 2030 8 affordable homes that can be completed each year and will extend the timescales for delivery of projects included within this Strategic Housing Investment Plan. Appendix 3 of this Strategic Housing Investment Plan includes details of the estimated grant funding requirement for each project. Additional Affordable Housing Design Features In addition to the basic flexible benchmark grant made available to developers of affordable housing, additional grant may be provided from the Councils existing Resource Planning Assumption to support inclusion of specific quality and design features in new affordable homes, these features include: The delivery of homes to Silver Level of the 2019 Building Regulations in respect of Energy for Space Heating; The provision of balconies within flatted developments where the provision of private or communal outdoor space is not possible; The provision of space for home working or study where it is not possible to incorporate such space within the design of the homes under current space standards; Digitally enabled homes with tenants able to arrange for an internet connection without the internet service provider having to provide additional cabling to the premises; The installation of ducting infrastructure for electric vehicle charge point connectors; Installation of electric vehicle charge points; The installation of automatic fire suppression systems; and Installation of heating systems which produce zero direct emissions at the point of use. Any additional grant required to support inclusion of any of these features must be met from the existing funding allocation from the Scottish Government - this may have an impact on the number of new affordable homes being delivered as the level of grant funding required for each property increases. Williamsburgh Housing Association social rented development, Albert Road, Renfrew Page 89 of 318
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Strategic Housing Investment Plan 2025 to 2030 9 Meeting Renfrewshire’s Housing Need When developing proposals for new affordable housing, developers are required to aim for balanced mixed communities that include a range of property types and sizes to meet a range of different housing needs, including the provision of accessible homes and homes designed to wheelchair standard. All affordable housing must be built to Housing for Varying Needs standards and should have flexibility built into the design to allow for future adaptation and reconfiguration to meet tenant and resident’s current and future needs. In 2022, Renfrewshire had a population of 184,340 people living across 88,749 different households with an average household size of just over two people (National Records of Scotland). By 2028, the number of households is expected to increase to around 90,600 through small projected increases in the population combined with an increasing number of people living alone (National Records of Scotland). Renfrewshire’s population, like Scotland’s, is ageing with people living longer. In 2022, almost one fifth (19.6%) of Renfrewshire’s population was 65 years of age or older (National Records of Scotland). Renfrewshire Affordable Housing Investment Priorities Projects included within this Strategic Housing Investment Plan have clear links to the Strategic Priorities set out in the Renfrewshire Local Housing Strategy 2023-2028. This Strategic Housing Investment Plan supports the development of high quality affordable homes that are energy efficient and recognises that good quality affordable housing can positively impact peoples’ lives and enhance Renfrewshire’s places. Projects identified within this Strategic Housing Investment Plan will meet housing needs with affordable housing developers expected to provide a range of property types and sizes on each development to meet the housing needs of different groups, including smaller one bedroom homes and larger family homes throughout Renfrewshire. The Council will continue to work with housing association partners to determine the most appropriate property mix on a project by project basis taking account of Council and housing association waiting list data and the findings from the Glasgow Clyde Valley Housing Need and Demand Assessment (HNDA3) and the Renfrewshire Housing Need and Demand study 2023. Page 90 of 318
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Strategic Housing Investment Plan 2025 to 2030 10 A breakdown of property sizes for recently completed developments and those that have planning consent is included in Appendices 1 and 2. Projects included as part of this Strategic Housing Investment Plan will assist in meeting the needs of individuals, families and those who require accommodation to meet a particular housing need such as housing for older people and housing to meet the needs of households with physical disabilities. New homes developed as part of this Strategic Housing Investment Plan are also expected to meet people’s needs and aspirations now and in the future with homes expected to be adaptable to meet people’s changing needs over time. Projects for both general and particular needs provision are included as both standalone purpose-built accommodation as well as within mainstream general needs developments. Particular needs provision alongside appropriate support can assist people to live independently and successfully in their own homes and communities. Developers of affordable homes will be expected to include accessible and adaptable homes on all new build developments. In recent years, Strategic Housing Investment Plans have primarily focused on adding to the supply of new build affordable homes for social rent, this will continue under this Strategic Housing Investment Plan. Whilst the focus will remain on adding to the supply of social rented homes, there is a recognised need for some limited shared equity provision on larger affordable housing sites. The inclusion of new homes for shared equity will be considered on a site by site basis taking account of the availability of grant funding from the Scottish Government. The delivery of new affordable homes on private sector sites will continue through the application of Renfrewshire’s Affordable Housing Policy, in order to promote the development of mixed tenure communities, including in areas of high demand and limited supply of affordable housing. As well as adding to the supply of affordable housing, this Strategic Housing Investment Plan places a strong emphasis on Page 91 of 318
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Strategic Housing Investment Plan 2025 to 2030 11 making best use of existing stock where possible and addressing issues in terms of housing quality and sustainability. Investment Priorities for Housing in Town Centres This Strategic Housing Investment Plan continues to support town centre regeneration through residential development and will continue to support delivery of new homes in town centre locations. Renfrewshire Council Regeneration and Renewal Programme This Strategic Housing Investment Plan continues to support the Council’s new build programme following the completion of new Council homes in Dargavel Village, Johnstone and Ferguslie Park in Paisley. Over the period of this Strategic Housing Investment Plan, Renfrewshire Council will continue to invest in its own newbuild programme to develop high quality energy efficient homes that replace existing low demand housing or add to the supply of Council housing with plans progressing to deliver homes in identified regeneration areas or on nearby sites. This Strategic Housing Investment Plan identifies these new build Council projects as strategic priorities with Scottish Government grant expected to be made available as part of the Strategic This Strategic Housing Investment Plan supports delivery of the strategic priorities of the Local Housing Strategy by: 1. Supporting the Council’s Housing Led Regeneration and Renewal programme by including new affordable housing projects to replace social rented housing that is no longer fit for purpose; 2. Increasing the provision of affordable housing in areas where there is demand but limited supply; 3. Addressing the mismatch between the supply of social rented housing and the housing people need and want to live in, taking account of type, size, quality and location; 4. Supporting the development of sustainable mixed communities by making use of the Council’s Affordable Housing Policy; 5. Increasing the supply of housing for older people and those with particular needs, including those who are homeless; and 6. Supporting town centre regeneration through residential development. Page 92 of 318
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Strategic Housing Investment Plan 2025 to 2030 12 Housing Investment Plan process to supplement the Council’s own investment in these new homes for social rent. Initial Council new build projects identified within this Strategic Housing Investment Plan for social rent include: Howwood Road, Johnstone. Gallowhill, Paisley; Thrushcraigs, Paisley; Springbank, Paisley Additional regeneration areas will be progressed in the later years of the Strategic Housing Investment Plan as proposals are refined and Scottish Government funding becomes available. As well as adding to the supply of new Council housing as part of the Strategic Housing Investment Plan process, the Council will target enhanced investment in its existing housing stock – including works to the external fabric of properties and environmental improvements. More information on the Council’s Regeneration and Renewal Programme can be found on the Council’s website by visiting: Housing regeneration in Renfrewshire – Renfrewshire Website New Affordable Homes to be delivered An overview of new build affordable housing developments both currently underway and proposed is provided in Appendix 1. Appendix 3 outlines the proposed new build programme for delivery by both the Council and its housing association partners with delivery of core priority projects expected in the earlier years of the programme and shadow and longer term projects expected to be delivered in the later years of this programme and beyond with timescales for delivery subject to the availability of Scottish Government grant funding. The continued significance of strategic regeneration is reflected in the projects currently on site or proposed to be taken forward as part of the proposed development programme. Page 93 of 318
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Strategic Housing Investment Plan 2025 to 2030 13 Delivering New Affordable Homes in North and West Renfrewshire Affordable housing development in the villages of North and West Renfrewshire can be challenging as most land for development is in private ownership. The Council recognises that there is unmet demand and limited supply of affordable housing in these areas and will continue to pursue all opportunities to increase the supply of affordable housing in both North and West Renfrewshire, working with housing association partners and private developers to include social rented housing as either standalone developments or as part of mixed tenure private sector developments delivered as part of the Council’s Affordable Housing Policy. Affordable housing provision within Dargavel Village will continue with 138 homes for social rent developed by the Council and Loretto Housing Association. Loretto Housing Association are actively progressing plans to deliver a further 62 social rented homes with an alternative private sector delivery partner following the administration of Stewart Milne Homes – a site start by the new developer is anticipated in the early years of this Strategic Housing Investment Plan. Discussions are also ongoing between housing association partners and private developers to deliver a further 43 homes for social rent within Dargavel Village across two sites. An additional 93 social rented units that were to be delivered at Dargavel Village were removed from the SHIP programme to reflect the minute of agreement reached between the Council and BAE in September 2023 which supports the development of the community growth area. The ability to address the 93 unit reduction has been impacted significantly by the reduction in funding available through the Affordable Housing Supply Programme. It is not known how long this reduction in funding will remain or whether it will be reduced further during the next 5 years. Should additional funding become available, opportunities for additional social rented homes in North Renfrewshire will be explored building on what is already planned in the SHIP. In West Renfrewshire, a number of sites are being assessed by housing association partners with these sites potentially Page 94 of 318
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Strategic Housing Investment Plan 2025 to 2030 14 including homes for social rent to meet planning permission requirements as part of the Renfrewshire Local Development Plan’s Affordable Housing Policy. The Council will continue to work with our housing association partners to increase the supply of social rented housing in these areas, taking account of housing waiting list data and the outputs from the Renfrewshire Housing Need and Demand study. Link Group social rented development, General and Particular Needs, Paisley Town Centre Particular Housing Needs The Local Housing Strategy highlights the importance of providing homes that meet the particular needs of different groups with a focus on homelessness prevention and enabling people to live independently for as long as possible in their own home. In December 2023, Link Housing Association completed a mixed general and particular needs development comprising of 81 new homes for social rent in Paisley Town Centre, including 20 amenity standard homes and 5 fully wheelchair accessible homes. In July 2023, Renfrewshire Council also completed 40 new wheelchair accessible homes as part of a wider development of 101 new homes in the Tannahill area of Ferguslie Park, Paisley. Amenity Standard homes may include features that support independent living such as raised or lowered electrical sockets and light switches, accessible bathroom and shower rooms, increased space standards and wider access or assisted door entry systems. Page 95 of 318
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Strategic Housing Investment Plan 2025 to 2030 15 This Strategic Housing Investment Plan includes projects that will continue to contribute to addressing identified particular needs in Renfrewshire. One project being carried forward from the previous Strategic Housing Investment Plan, that if delivered will contribute to meeting identified particular needs, includes a purpose built development of older persons housing in Erskine. This proposed development would include 24 new older persons homes to replace existing provision that is no longer suitable. This site was being progressed by Stewart Milne Homes and Bridgewater Housing Association. However, following the administration of Stewart Milne Homes, this project may be delayed pending the outcome of the administration process. When planning new developments, early stage discussions will take place with Renfrewshire Health and Social Care Partnership (HSCP) to ensure that projects are viable, sustainable and capable of meetings tenants and residents’ needs. Wheelchair Accessible Housing Affordable housing providers in Renfrewshire are expected to provide a range of property types and sizes to meet people’s different housing needs - this includes the development of wheelchair accessible homes. When preparing proposals for new build development, housing providers will be required to design homes that are able to meet occupants changing needs over time as well as the needs of an ageing population by incorporating design features that promote accessible and adaptable homes. New All Tenure Targets for the inclusion of wheelchair accessible homes as part of new build developments have been agreed and are included within the Local Housing Strategy. The Local Housing Strategy confirms that: New residential proposals must provide a minimum 10% of all dwellings designed to be easily adaptable for residents who are wheelchair users; and 5% of all new homes must be designed to wheelchair accessible standards. Progress in meeting these targets will be included in the annual update of the Local Housing Strategy in October each year. Page 96 of 318
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Strategic Housing Investment Plan 2025 to 2030 16 Rapid Rehousing Transition Plans Renfrewshire Council and partners worked together to prepare a Rapid Rehousing Transition Plan (RRTP) that details how those who are homeless will be provided with settled accommodation more quickly; spend reduced time in temporary accommodation and have more access to up-scaled support. The strategic housing priorities contained within this Strategic Housing Investment Plan align with the Rapid Rehousing Transition Plan, supporting the delivery of homes to meet the requirements of different needs groups, household types and sizes. The Council together with Renfrewshire Health and Social Care Partnership employ the Housing First Initiative to support those with multiple and complex needs, who are socially excluded and have experienced repeat homelessness, with the Housing First Initiative an integral part of the Rapid Rehousing Transition Plan, delivered by Turning Point Scotland’s Support Workers to provides tenancies, in conjunction with wrap-around support packages and provide assistance to access Health and Social Care Services. Child Poverty (Scotland) Act 2017 This Strategic Housing Investment Plan recognises the fundamental role housing has in tackling child poverty and aims to support the delivery of a range of property types and sizes that meet the needs of families of all sizes through the creation of high quality energy efficient homes in sustainable communities that support health, wellbeing and educational attainment. Early discussions with housing association partners ensure that the housing mix proposed for each project takes account of housing waiting lists with this information reflected in terms of any agreed property mix and house sizes. Refugee Resettlement Renfrewshire Council continues to work with the Scottish Government and Convention of Scottish Local Authorities (COSLA) to determine what Renfrewshire may provide in terms of housing stock to support the Afghan resettlement and asylum dispersal programmes. To date, most accommodation required has been smaller with one or two bedrooms being used due to the arriving household size. Page 97 of 318
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Strategic Housing Investment Plan 2025 to 2030 17 Renfrewshire has continued to play its part in the national response though the extent of ongoing support. In terms of the number of homes required to support Renfrewshire’s contribution towards the national resettlement scheme, this is unclear and will be kept under review. Gypsy/Travellers The Council continues to review the need to allocate land to meet the housing needs of Gypsy/Travellers taking account of the Joint Action Plan published by the Scottish Government and Convention of Scottish Local Authorities (COSLA). The Council will make use of Scottish Government research into Gypsy/Travellers and use the Scottish Government toolkit, when it is made available, which is intended to assist local authorities build an understanding of the changing needs of Gypsy/Travellers in our area, in particular in relation to accommodation, services and supporting travel throughout Renfrewshire and beyond. All available information will inform any Gypsy/Travellers assessment work to be undertaken by Renfrewshire Council and will allow for both a strategic and local insight into the Gypsy/Traveller community and the implications for Renfrewshire. This work will be undertaken as an on-going action in the Local Housing Strategy. This on-going work will identify the potential needs and support requirements of the Gypsy/Traveller community and whether site provision is required. If accommodation is required, this could be in the form of seasonal, transit, a permanent site or stopping place. If there is a need to allocate land to meet the accommodation need of Gypsy/Travellers, this will be addressed through the Renfrewshire Local Development Plan and its associated Delivery Programme. Should a requirement for accommodation/sites be identified to meet the needs of Gypsy/Travellers, future updates of the Strategic Housing Investment Plan will include details of these projects, including capital funding requirements and any funding support potentially being sought from the Gypsy/Traveller Accommodation Fund where appropriate. Travelling Showpeople There are currently no permanent Travelling Showpeople sites in Renfrewshire. Through delivery of the strategic priorities included within the Local Housing Strategy 2023-2028, the Council will identify if there is a need to allocate land to meet the housing Page 98 of 318
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Strategic Housing Investment Plan 2025 to 2030 18 needs of Travelling Showpeople with any identified need addressed through the Renfrewshire Local Development Plan/Action Delivery Programme. Addressing the Climate Crisis in Renfrewshire Tackling the Climate Crisis is a priority for Renfrewshire Council with work currently being progressed as part of Renfrewshire’s Plan for Net Zero and Local Heat and Energy Efficiency Strategy. It is recognised that the changing climate has a direct impact on Renfrewshire’s housing stock and that some residents will be more vulnerable to this than others. More information on how the Council will address the challenges of the climate emergency, including through and delivery of warm, energy efficient homes to reduce fuel poverty is contained with Strategic Priority 3 of the Local Housing Strategy. The Council’s Climate Change Action Fund supports innovative projects and initiatives, encouraging engagement and partnership working across Renfrewshire to tackle the climate crisis. Both Renfrewshire Council and its housing association partners are incorporating additional energy efficiency measures as part of new build design which will actively target reduced carbon emissions from new build development. Projects included within this Strategic Housing Investment Plan aim to tackle fuel poverty by maximising opportunities for innovative energy efficient development, with greener measures included within new build developments. Link Group social rented development, Thrushcraigs, Paisley Page 99 of 318
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Strategic Housing Investment Plan 2025 to 2030 19 Acquisition of Private Housing (Rental Off the Shelf) In recent years, Scottish Government grant provision has been included as part of the Strategic Housing Investment Plan to assist affordable housing providers to purchase appropriate properties for social rent on the open market. Previously, this provision has supported acquisition of a range of property types including empty homes and other types of property where the acquisition of these properties has aligned with Local Housing Strategy priorities and the Council’s Acquisitions Strategy. However, following the significant reduction in Scottish Government grant funding announced in December 2023 and the resulting pressure on available resources to fund ongoing and planned new build affordable housing development, available resources will now be prioritised to support delivery of new build affordable homes included within the Strategic Housing Investment Plan. However, a modest amount of ring fenced grant funding is being made available to Renfrewshire Council by the Scottish Government in 2024/25 to support a small number of open market acquisitions as part of the National Acquisitions Programme in Renfrewshire. National Acquisition Programme In April 2024, the Scottish Government announced funding of £80 million across 2024/25 and 2025/26 to support the continuation of the National Acquisition Programme to assist affordable housing providers to expand the supply of affordable homes and reduce homelessness through open market acquisitions. In September 2024, the Scottish Government confirmed that 80% of this funding would be allocated to five local authorities with the highest number of households and children in temporary accommodation. As Renfrewshire performs comparatively well on this metric - through targeted actions to reduce time spent in temporary accommodation and enhanced letting targets to homeless households - Renfrewshire will only receive £168,000 from this national fund in 2024/25. This ring fenced funding will be used to support suitable open market acquisitions by the Council and its housing association partners to modestly support increasing the supply of affordable housing in Renfrewshire. Page 100 of 318
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Strategic Housing Investment Plan 2025 to 2030 20 Council Tax on Empty and Second Homes and the Council’s dedicated ‘More Homes’ Officer There is currently no funding directly allocated to the affordable housing programme in Renfrewshire from revenue raised from empty or second homes with the Council actively using other mechanisms to support delivery of affordable homes. This includes the role of the Council’s dedicated ‘More Homes Officer’ who works with owners of long-term empty properties to provide advice and assistance with a view of bringing long term empty properties back into productive use across tenures. The Council’s More Homes Officer also manages the Councils Acquisitions Scheme where properties that meet strategic objectives may be purchased and added to the Council’s lettable housing stock utilising the Council’s own resources and Scottish Government grant funding where resources allow. The Council continues to monitor developments in terms of the Scottish Government’s ‘Housing to 2040’ Strategy and proposals to support bringing empty homes back into productive use through enhanced powers for Councils and funding potentially being made available to support Councils in bringing empty homes back into use, or to convert suitable vacant commercial premises in town centre locations. Over the last five years, the Council’s More Homes Officer has successfully helped to bring more than 60 long term empty homes back into the effective housing supply without recourse to funding from the Strategic Housing Investment Plan. Programme Management and Project Prioritisation This Strategic Housing Investment Plan splits projects in to three groups: (i) ‘Core Projects’; (ii) ‘Shadow Projects’ and (iii) ‘Longer Term Projects’. Projects within each group are shown in Appendix 3. The factors used to prioritise projects is based on the potential availability of Scottish Government grant funding as well as the developers’ ability to progress projects at key milestones in term of site acquisition, design work, procurement, access to the required private finance and potential site start date. Page 101 of 318
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Strategic Housing Investment Plan 2025 to 2030 21 This approach supports the programming of individual projects in terms of anticipated grant availability and the potential delivery timescales of individual projects. These projects together form the Strategic Housing Investment Plan with projects being delivered as funding becomes available with delivery timescales dependent on future funding allocations from the Scottish Government. Projects included within the ‘Core Projects’ group will be progressed in the earlier years of the programme. Projects included in the ‘Shadow Projects’ group will be progressed as ‘Core Projects’ complete or if additional funding becomes available or where there the developer has the capacity to ‘front fund’ projects to allow projects to proceed earlier. Projects included in the ‘Longer Term Projects’ will be delivered over the longer term with grant funding only likely to become available beyond the current five year Strategic Housing Investment Plan period. In terms of front funding, the Council or housing association partner may initially fund the early stages of project development costs from their own resources, with grant being paid to developing organisations at the first available opportunity as funding becomes available from the Scottish Government. The use of a three tier project priority approach supports the effective management of available resources whilst permitting some flexibility that assists in addressing any slippage of projects in any given year. Projects in the ‘Shadow Projects’ group and in particular ‘Longer Term Projects’ group may require extended lead in times to allow for site investigation works, value engineering works, site assembly or to arrange the necessary private finance to enable a development to proceed – all of which influence how projects are prioritised within the programme with all projects subject to regular review. Due to the financial constrains around grant funding availability, there is limited scope to add new projects to the programme prior to the next update of the Strategic Housing Investment Plan for the 2026-2031 period. Page 102 of 318
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Strategic Housing Investment Plan 2025 to 2030 22 Any additional projects brought forward would need to align with the strategic priorities of the Local Housing Strategy with a clear funding mechanism in place that does not impact other ‘Core Projects’. Due to the reduction in grant funding from the Scottish Government and current high tender and development costs, timescales for the progression of projects may change depending on the developing organisations financial position and ability to proceed in a high inflationary environment. This may cause movement within the development programme, with projects moving between the three tier project priority groups to ensure all funding available to Renfrewshire can be fully utilised. Delivery and Construction Both the Council and its housing association partners will continue to look for efficiencies in construction methods and work with design teams to determine the suitability of different methods of construction for projects included within this Strategic Housing Investment Plan. The Council will continue to explore options for joint working around innovative delivery mechanisms that support the delivery of affordable housing throughout Renfrewshire, including methods of construction and the inclusion of innovative energy efficiency measures for new homes. Housing Infrastructure Fund (HIF) As part of the Scottish Government’s Housing to 2040 strategy, Scottish Ministers agreed to continue with the Housing Infrastructure Fund (HIF) in the period up to 2026. The Housing Infrastructure Fund provides both Councils and housing association partners with additional grant to support the unlocking of challenging sites where the scale and nature of infrastructure costs would prevent these sites from being progressed as part of the Strategic Housing Investment Plan where projects can deliver affordable homes in line with the Council’s strategic priorities. The funding allocated to the Housing Infrastructure Fund nationally is around £50 million in the 2021-2026 period. In recent years, a number of Renfrewshire projects have successfully accessed the Housing Infrastructure Fund with housing association partners continuing to look at options to bid Page 103 of 318
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Strategic Housing Investment Plan 2025 to 2030 23 for support from the Housing Infrastructure Fund as and when required. At present, no project developer within this Strategic Housing Investment Plan is looking to access Housing Infrastructure Fund support, however this may change as proposals are refined and developments move on site. Monitoring Progress To monitor progress in delivering individual projects and ensure that resources are managed effectively, a range of project management measures are employed. These include ongoing liaison between services within the Council and between the Council and housing association partners on specific projects; quarterly tripartite meetings between the Council, individual housing association partners and the Scottish Government; regular internal officer group meetings to review progress in delivering the overall development programme and a monthly review of project progress with all developers of affordable housing. Renfrewshire Council development, Ferguslie Park, Paisley Strategic Housing Investment Plan Appendices Appendix 1 details progress with projects currently on site as well as proposals for future projects identified as part of this Strategic Housing Investment Plan. Appendix 2 shows recent affordable housing completions with a breakdown of property size delivered on each site. Appendix 3 lists projects that are currently progressing and/or expected to require grant funding as part of the Strategic Housing Investment Plan process. Page 104 of 318
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Strategic Housing Investment Plan 2025 to 2030 24 Equalities This Strategic Housing Investment Plan includes housing provision for a range of different needs groups including housing for older people and those with physical disabilities. The Strategic Housing Investment Plan has been prepared in consultation with the Health and Social Care Partnership (HSCP) to ensure that projects take account of opportunities to deliver housing that meets the needs of a range of households with specific needs. In line with The Equality Act 2010 and the associated protected characteristics, an Equality and Human Rights Impact Assessment has been prepared alongside the preparation of this Strategic Housing Investment Plan to identify the likely or actual effects of it on people. The assessment includes identifying where there will be a positive impact and further opportunities to promote equality. The assessment did not identify any negative impacts on people in relation to this Strategic Housing Investment Plan. Provision of new housing through the Affordable Housing Supply Programme supports a number of the Articles in the United Nations Convention on the Rights of the Child, including Article 27 (adequate standard of living). Viewing this Strategic Housing Investment Plan This Strategic Housing Investment Plan can be viewed on the Council’s website by visiting: https://www.renfrewshire.gov.uk/article/4232/Strategic-Housing- Investment-Plan Page 105 of 318
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Strategic Housing Investment Plan 2025 to 2030 25 Appendix 1: Renfrewshire Affordable Housing Project Updates 1A: Projects completed in 2023/24 Development Units Status Comment Ferguslie Park, Paisley 101 Completed July 2023 101 new social rented homes from Renfrewshire Council that contribute to the regeneration of the Ferguslie Park area. The final homes were completed in July 2023 with the development consisting of 22 x 1 Bed, 67 x 2 Bed, 10 x 3 Bed and 2 x 4+ Beds homes. Abbey Quarter Phase IV, Paisley Town Centre 81 Completed December 2023 81 new homes for social rent from Link Group. This fourth phase of development completes the redevelopment of the former Arnott’s site, a key strategic location in Paisley Town Centre. The final homes were completed in December 2023 with the development consisting of 10 x 1 Bed and 71 x 2 Bed homes. Woodend House, Houston, West Renfrewshire 14 Completed February 2024 14 new homes for social rent from Link Group within a larger private sector development in Houston, West Renfrewshire which was delivered as part of the Council’s Affordable Housing Policy. The final homes were completed in February 2024 with the development consisting of 14 x 2 Bedroom homes. Page 106 of 318
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Strategic Housing Investment Plan 2025 to 2030 26 1B: Projects currently on site or due to start on site Development Units Status Comment Napier Street, Linwood 51 On site, due to complete September 2024 This social rented development of 51 homes by Sanctuary Scotland Housing Association will add to the affordable housing supply in Linwood. This project is expected to be completed by the end of September 2024. Property sizes include 37 x 2 Bed, 14 x 3 Bed. Paisley West End, Sutherland Street 35 On site, due to complete February 2025 Sanctuary Scotland are on site developing 35 new homes for social rent as part of the regeneration of Paisley’s West End. Property sizes include 28 x 2 Bed, 7 x 3 Bed. East Lane, Paisley Town Centre 48 On site, due to complete March 2025 This social rented development of 48 homes by Loretto Housing Association will add to the affordable housing supply in central Paisley. Property sizes include 16 x 1 Bed, 32 x 2 Bed. Orchard Street, Paisley 46 On site, due to complete mid to late 2025 Work has now started on the Comprehensive Tenement Improvement (CTI) project at Orchard Street/Causeyside Street, Paisley following 5 blocks of flats being designated as a Housing Renewal Area (HRA) in March 2017. The overall development is expected to complete in the second half of 2025. Property sizes still to be confirmed. Cartha Crescent, Paisley 33 On site, due to complete April 2025 Williamsburgh Housing Association are now on site developing 33 homes for social rented that will add to the affordable housing supply in central Paisley. Property sizes include 12 x 2 Bed, 21 x 3 Bed. Page 107 of 318
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Strategic Housing Investment Plan 2025 to 2030 27 Hawkhead, Paisley 30 On site, due to complete May 2025 Link Group are onsite developing 30 homes for social that will add to the affordable housing supply in Paisley. Property sizes include 30 x 2 Bed. Johnstone Castle Phase II 68 On site, due to complete August 2026 Link Group are onsite delivering the second phase of affordable housing in Johnstone Castle. This development will provide 68 homes for social rent as well as infrastructure and green spaces. Property sizes include 40 x 2 Bed, 28 x 3 Bed. Gallowhill, Paisley 65 Off site, Due to start on site in January 2025 Following public consultation, plans are being progressed to deliver this development of around 65 new Council homes for social rent that will add to the affordable housing supply in the Gallowhill area. Howwood Road, Johnstone (Site 1 of 2) 70 Off site, Due to start on site in January 2025 Renfrewshire Council regeneration area. Following public consultation, plans are being progressed to deliver 70 new Council homes in this first phase of development in the Howwood Road Area of Johnstone. Bishopton, Phase 3A 46 Offsite - Start date tbc The third phase of development at Bishopton Dargavel Village is expected to provide 46 new homes for social rent as part of a two stage development. Construction of these homes was delayed following the administration of Stewart Milne Homes who were the initial developer of these homes. Following an administration process, a new developer is now progressing this site and will deliver these homes for Loretto Housing Association with discussions ongoing between the developer and Loretto Housing Association to deliver these homes in the early years of the Strategic Housing Investment Plan period. Page 108 of 318
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Strategic Housing Investment Plan 2025 to 2030 28 1C: Projects expected to start on site in 2025/26 or later or when a projected site start date has still to be confirmed Development Units Status Comment West End - Remaining Sites 120 Offsite - Start date tbc Sanctuary Scotland are progressing plans for approximately 120 affordable new homes developed as part of the regeneration of Paisley’s West End. Bishopton, Phase 3B 16 Offsite - Start date tbc This second stage of the third phase of development at Bishopton Dargavel Village is expected to provide 16 new homes for social rent. Construction of these homes was delayed following the administration of Stewart Milne Homes. A new developer is now progressing this site and will deliver these homes for Loretto Housing Association with discussions ongoing between the developer and Loretto Housing Association. Bishopton, Phase 4 20 Offsite - Start date tbc Potential site identified for progression by Loretto Housing Association and a Private Developer for approximately 20 social rented homes within Bishopton Community Growt4h Area (CGA) (Dargavel Village). Bishopton, Phase 5 23 Offsite - Start date tbc Potential site identified for progression by a Housing Association partner and Private Developer for approximately 23 social rented homes within Bishopton Community Growth Area (CGA) (Dargavel Village). Springbank, Paisley (Phase 1 of 2) 65 Offsite, Due to start on site in October 2026 Renfrewshire Council regeneration area. Following public consultation, plans are being progressed to deliver around 65 new Council homes in this first phase of development in the Springbank Road Area of Paisley. Page 109 of 318
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Strategic Housing Investment Plan 2025 to 2030 29 Foxbar Rivers, Paisley 40 Offsite - Start date tbc This social rented development of around 40 homes by Renfrewshire Council will add to the affordable housing supply in the Foxbar area of Paisley and bring vacant sites back in to use. Howwood Road, Johnstone (Site 2 of 2) 60 Offsite, Due to start on site in October 2027 Renfrewshire Council regeneration area. Following public consultation, plans are being progressed to deliver around 60 new Council homes in this second phase of development in the Howwood Road Area of Johnstone. Thrushcraigs, Paisley 50 Offsite, Due to start on site in July 2027 Renfrewshire Council regeneration area. Following public consultation, plans are being progressed to deliver around 50 new Council homes in the Thrushcraigs Area of Paisley. Springbank, Paisley (Phase II) 35 Offsite, Due to start on site in January 2030 Renfrewshire Council regeneration area. Following public consultation, plans are being progressed to deliver around 35 new Council homes in this second phase of development in the Springbank Road Area of Paisley. West Renfrewshire Villages (Potential Affordable Housing Policy Sites subject to Planning Permission) 62 Offsite - Start date tbc Three potential sites identified for progression by Housing Association partners for approximately 62 social rented homes as part of mixed tenure developments proposed in Houston, Kilbarchan and Lochwinnoch - West Renfrewshire as part of the Affordable Housing Policy. Older Persons Housing Reprovisioning, Erskine 24 Offsite - Start date tbc Bridgewater Housing Association are progressing plans for a purpose built older persons housing development of around 24 units that will replace existing scattered older persons housing provision across Erskine. Construction of these homes was delayed following the administration of Stewart Milne Homes who were the developer of these homes for Bridgewater Housing Association. Property sizes were likely to include 6 x 1 Bed, 18 x 2 Bed homes but this may change when a new development partner is identified. Page 110 of 318
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Strategic Housing Investment Plan 2025 to 2030 30 Broomlands & Carbrook Street, Paisley 43 Offsite - Start date tbc Renfrewshire Council regeneration area. Following public consultation, plans are being progressed to deliver around 43 new Council homes in the Broomlands and Carbrook Street Area of Paisley. Gibson Crescent, Johnstone 28 Offsite - Start date tbc This social rented development of around 28 homes by Williamsburgh Housing Association will add to the affordable housing supply in Johnstone. Stirling Drive, Linwood 64 Offsite - Start date tbc This social rented development of around 64 homes by Linstone Housing Association will add to the affordable housing supply in Linwood. Ryefield, Johnstone 36 Offsite - Start date tbc This social rented development of approximately 36 homes by Linstone Housing Association will add to the affordable housing supply of houses in the Johnstone area. Garthland Lane, Paisley 32 Offsite - Start date tbc This social rented development of around 32 homes by Renfrewshire Council will add to the affordable housing supply in central Paisley. Foxbar Rivers, Paisley 40 Offsite - Start date tbc This social rented development of around 40 homes by Paisley Housing Association will add to the affordable housing supply in the Foxbar area of Paisley and bring vacant sites back in to use. MacDowall Street, Johnstone 35 Offsite - Start date tbc Discussions will take place to identify an affordable housing provider to develop this gap site for affordable housing. Westburn Avenue/Blackstoun Road, Ferguslie Park, Paisley 22 Offsite - Start date tbc This social rented development of around 22 homes by a developer still to be identified will add to the affordable housing supply in the Ferguslie Park area of Paisley and bring a vacant site back in to use. East Lane, Paisley (Site 2 of 2) 30 Offsite - Start date tbc Site identified for longer term development. Supported Housing, Paisley (Site tbc) 14 Offsite - Start date tbc Efforts will continue to identify a potential site for supported housing in Paisley Town Centre to potentially meet the needs of homeless service users. Page 111 of 318
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Strategic Housing Investment Plan 2025 to 2030 31 Town Centres tbc Offsite - Start date tbc Efforts will continue to identify potential site(s) for affordable housing in Town Centre locations to promote mixed tenure communities and the growth of resident town centre populations. West Renfrewshire Villages tbc Offsite - Start date tbc Efforts will continue to identify additional potential site(s) for affordable housing in West Renfrewshire to promote mixed tenure communities. North Renfrewshire Villages tbc Offsite - Start date tbc Efforts will continue to identify additional potential site(s) for affordable housing in North Renfrewshire to promote mixed tenure communities. Local Development Plan Affordable Housing Policy Future Requirements Subject to the availability of Scottish Government grant, this Strategic Housing Investment Plan will support the development of new affordable homes within private sector sites as part of Renfrewshire’s Affordable Housing Policy. Page 112 of 318
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Strategic Housing Investment Plan 2025 to 2030 32 Completions between 2019 and 2024 & estimated completions 2024/25 Appendix 2 2019/20 Sanctuary Paisley West End (Phase I (Co-op), Paisley 9x 1 Bed, 18x 2 Bed, 12x 3 Bed 39 Sanctuary Love Street, Paisley 47x 2 Bed, 85x 3 Bed 132 Link New Sneddon Street, Paisley 24x 2 Bed 24 195 2020/21 Link Smithhills Street, Paisley 26x 2 Bed 26 Renfrewshire Council Bishopton Phase I 10x 1 Bed, 34x 2 Bed, 34x 3 Bed, 2x 4+ Beds 80 Williamsburgh HA Milliken Road, Kilbarchan 14x 1 Bed, 4x 2 Bed 18 124 2021/22 Renfrewshire Council Johnstone Castle, Johnstone 4x 1 Bed, 67x2 Bed, 20x 3 Bed, 4x 4+ Beds 95 Link Group Amochrie Road, Foxbar, Paisley 34x 2 Bed, 2x 3 Bed 36 Link Group Thrushcraigs Phase II (St Ninians), Paisley 12x 2 Bed, 11x 3 Bed 23 Paisley HA Westerfield House, Paisley (Older Persons Provision) 16x 1 Bed 16 170 2022/23 Sanctuary/Paisley HA Glenburn, Paisley 8x 1 Bed, 73x 2 Bed, 50x 3 Bed 131 Link Group Millarston, Paisley 16x 1 Bed, 62x 2 Bed, 2x 3 Bed, 19x 4+ Beds 99 Renfrewshire Council Auchengreoch Road, Johnstone 8x 1 Bed, 17x 2 Bed, 12x 3 Bed, 2x 4+ Beds 39 Loretto Bishopton Phase II 12x 1 Bed, 14x 2 Bed, 32x 3 Bed 58 Williamsburgh HA Albert Road, Renfrew 13x 2 Bed, 29x 3 Bed 42 369 2023/24 Renfrewshire Council Ferguslie Park, Paisley 22x 1 Bed, 67x 2 Bed, 10x 3 Bed, 2x 4+ Beds 101 Link Group Abbey Quarter Phase 4 (AQP4), Paisley 10x 1 Bed, 71x 2 Bed 81 Link Group Woodend House, Houston 14x 2 Bed 14 196 Page 113 of 318
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Strategic Housing Investment Plan 2025 to 2030 33 1,054 2024/2025 - Estimated Completions Sanctuary Napier Street, Linwood 37x 2 Bed, 14x 3 Bed 51 Sanctuary Sutherland Street, Paisley 28x 2 Bed, 7x 3 Bed 35 Loretto East Lane, Paisley 16x 1 Bed, 28x 2 Bed 48 Page 114 of 318
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Strategic Housing Investment Plan 2025 to 2030 34 Appendix 3 £ Million (Estimated Grant Requirement) Core Projects Homes Total Est Grant Req (£M) Est Spend by of End March 2025 (Yr 1) 2025/26 (Yr 2) 2026/27 (Yrs 3-5) 2027/28- 2029/30 (Yr 6+) 2030/31 & Beyond Johnstone Castle Phase II* 68 N/A N/A £0.000 £0.000 £0.000 £0.000 Cartha Crescent, Paisley 33 £3.233 £3.233 £0.000 £0.000 £0.000 £0.000 Hawkhead, Paisley 30 £3.101 £3.101 £0.000 £0.000 £0.000 £0.000 East Lane, Paisley 48 £6.044 £6.044 £0.000 £0.000 £0.000 £0.000 Orchard Street/Causeyside Street (HRA) 46 £5.003 £3.751 £1.252 £0.000 £0.000 £0.000 Howwood Road, Johnstone (Site 1 of 2) 70 £10.431 £1.315 £5.997 £3.119 £0.000 £0.000 Gallowhill, Paisley 65 £9.634 £0.707 £5.000 £3.927 £0.000 £0.000 West End - Remaining Sites 120 £10.943 £4.841 £1.130 £1.700 £3.272 £0.000 Bishopton Phase 3A 46 £4.202 £1.000 £0.000 £3.202 £0.000 £0.000 ROTS Open Market Acquisitions Initiative 4 £0.168 £0.168 £0.000 £0.000 £0.000 £0.000 Affordable Housing Policy Future Reqs^ tbc tbc tbc tbc tbc tbc tbc *Funded without Grant from RPA 530 £52.759 £24.160 £13.379 £11.948 £3.272 £0.000 £ Million Homes Total Est Grant Req (£M) Est Spend by of End March 2025 (Yr 1) 2025/26 (Yr 2) 2026/27 (Yrs 3-5) 2027/28- 2029/30 (Yr 6+) 2030/31 & Beyond Shadow Projects Bishopton Phase 3B 16 £1.461 £0.000 £0.000 £1.461 £0.000 £0.000 Bishopton, Phase 4^ 20 £1.824 £0.000 £0.000 £1.824 £0.000 £0.000 Bishopton, Phase 5^ 23 £2.097 £0.000 £0.000 £0.000 £2.097 £0.000 Springbank, Paisley (Phase 1 of 2) 65 £5.433 £1.352 £0.450 £0.000 £3.631 £0.000 Foxbar Rivers, Paisley (RC) 40 £3.343 £0.050 £0.500 £0.000 £2.793 £0.000 Howwood Road, Johnstone (Site 2 of 2) 60 £5.015 £0.400 £0.400 £0.000 £4.215 £0.000 Thrushcraigs, Paisley 50 £4.179 £0.119 £0.600 £0.000 £3.460 £0.000 Page 115 of 318
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Strategic Housing Investment Plan 2025 to 2030 35 Springbank, Paisley (Phase 2 of 2) 35 £2.925 £0.350 £0.000 £0.000 £2.575 £0.000 West Renfrewshire Villages (3 Potential sites)^ 62 £5.654 £0.000 £0.000 £0.000 £5.654 £0.000 Older Person's Reprovisioning, Erskine 24 £2.578 £0.000 £0.000 £0.000 £2.578 £0.000 Broomlands & Carbrook Street, Paisley 43 £6.130 £0.287 £0.000 £0.000 £5.843 £0.000 Gibson Crescent/North Road, Johnstone 28 £2.553 £0.000 £0.000 £0.000 £2.553 £0.000 Stirling Drive, Linwood 64 £6.936 £0.859 £0.000 £0.000 £6.077 £0.000 Ryefield, Johnstone 36 £3.664 £0.150 £0.000 £0.000 £3.514 £0.000 ^Affordable Housing Policy 566 £53.792 £3.567 £1.950 £3.285 £44.990 £0.000 Homes Total Est Grant Req (£M) Est Spend by of End March 2025 (Yr 1) 2025/26 (Yr 2) 2026/27 (Yrs 3-5) 2027/28- 2029/30 (Yr 6+) 2030/31 & Beyond Longer Term Projects Garthland Lane, Paisley 32 £2.675 £0.225 £0.000 £0.000 £0.000 £2.450 Foxbar Rivers, Paisley 45 £3.647 £0.000 £0.000 £0.000 £0.000 £3.647 MacDowall Street, Johnstone 35 £3.191 £0.000 £0.000 £0.000 £0.000 £3.191 Westburn Avenue/Blackstoun Road, Paisley 22 £1.839 £0.143 £0.000 £0.000 £0.000 £1.696 East Lane, Paisley (Site 2 of 2) 30 £2.735 £0.000 £0.000 £0.000 £0.000 £2.735 Supported Housing, Paisley (Site tbi) 14 £1.277 £0.000 £0.000 £0.000 £0.000 £1.277 Town Centres (Future sites tbi) tbc £tbc £tbc £tbc £tbc £tbc £tbc West Ren Villages (Future sites tbi) tbc £tbc £tbc £tbc £tbc £tbc £tbc North Ren Villages (Future sites tbi) tbc £tbc £tbc £tbc £tbc £tbc £tbc ^Affordable Housing Policy 178 £15.364 £0.368 £0.000 £0.000 £0.000 £14.996 1,274 £121.915 £28.095 £15.329 £15.223 £48.262 £14.996 Page 116 of 318
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36 Environment, Housing and Infrastructure Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR Page 117 of 318
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___________________________________________________________________ To: Communities and Housing Policy Board On: 29 October 2024 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Local Housing Strategy 2023-2028 – Year One (2023/24) Review and Progress Update ___________________________________________________________________ 1. Summary 1.1 This report presents the first annual review of the Local Housing Strategy 2023-2028. It highlights progress in the delivery of the five strategic priorities and supporting actions within the Local Housing Strategy 2023-2028. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Notes the progress made in implementing the actions of the Local Housing Strategy 2023-2028 for the period 2023/24. _________________________________________________________ 3. Background 3.1 The Housing (Scotland) Act 2001 places a duty on local authorities to prepare a five- year local housing strategy which is informed by an assessment of housing provision and related services within the area. 3.2 Renfrewshire’s Local Housing Strategy was approved at the Communities and Housing Policy Board on 31 October 2023. 3.3 The Local Housing Strategy sets out the strategic vision to deliver high quality housing and housing related services across all tenures in Renfrewshire to meet housing needs and seeks to provide a clear direction for strategic housing investment. Item 7 CHPB291024 Page 119 of 318
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3.4 The Local Housing Strategy links with a number of key plans and strategies for Renfrewshire (e.g. Local Development Plan, Health and Social Care Partnership Strategic Plan, Community Plan). 3.5 The Local Housing Strategy contains five Strategic Priorities that take account of current national and local policy priorities: • The supply and delivery of housing is increased across all tenures to meet the housing needs of different groups and create attractive and sustainable places; • People live in high quality, well managed homes in sustainable neighbourhoods; • Address the challenges of the climate emergency, delivering homes that are warm, energy efficient and fuel poverty is minimized; • Prevention of homelessness and providing support for those in housing need; and • People can live independently for as long as possible in their own home and the different housing needs of people across Renfrewshire are being met. 3.6 Progress in delivering the five strategic priorities and related actions within the Local Housing Strategy 2023-2028 is monitored on a regular basis and reported annually to Board. 3.7 The Local Housing Strategy 2023/24 update is contained in Appendix 1. 3.8 Following consideration by the Board, the Local Housing Strategy Year One (2023/2024) Review and Progress Update will be published on the Council’s website ___________________________________________________________________ Implications of the Report 1. Financial – The financial implications of implementing this strategy are incorporated into the Council and the Housing Revenue Account plans. No new financial implications are introduced by these proposals. 2. HR & Organisational Development – None. 3. Community/Council Planning – • Our Renfrewshire is thriving – improving housing conditions and enable more affordable homes to be built, encouraging people to live and stay in Renfrewshire. • Our Renfrewshire is well – supporting older and disabled residents to live healthier, for longer, in their own homes. • Our Renfrewshire is fair – prevention of homelessness and ensuring vulnerable people get the advice and support they need. • Building strong, safe and resilient communities - increasing the supply of affordable housing and regenerating communities Page 120 of 318
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• Creating a sustainable Renfrewshire for all to enjoy – building energy efficient, low carbon homes that contribute to achieving Renfrewshire’s net zero ambitions. 4. Legal – None. 5. Property/Assets – None. 6. Information Technology – None.. 7. Equality & Human Rights - (a) The Local Housing Strategy 2023-2028 was subject to an Equalities, Children’s Rights and Wellbeing and Fairer Scotland Duty Assessment.an equalities impact assessment (including Fairer Scotland assessment and. This found no negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because for example it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact – None. 12. Climate Risk – N/A 13. Children’s Rights – This report does not cover a new policy, function or strategy or a substantive change to an existing policy, function or strategy which will have an impact on children’s rights. 14. Cosla Policy Position – N/A _______________________________________________________ Appendix 1 Local Housing Strategy 2023-2028 - Year One (2023/24) Progress Update List of Background Papers (a) Background Paper 1 Report to Communities and Housing Policy Board 31 October 2023 Local Housing Strategy 2023-2028. The foregoing background papers will be retained within Environment, Housing and Infrastructure Services 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 Alan Williamson, Strategy and Place Manager, alan.williamson@renfrewshire.gov.uk Page 121 of 318
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___________________________________________________________________ Author: Alan Williamson, alan.williamson@renfrewshire.gov.uk, 07811 053968 Page 122 of 318
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Local Housing Strategy Action Plan 2023-2028 – Year One (2023/24) Progress Update Strategic Priority 1: The supply and delivery of housing is increased across all tenures to meet the housing needs of different groups and create attractive and sustainable places. Action Baseline Indicator/ Measure October 2024 update 1 Identify and maintain a continuous supply of housing land in sustainable locations across Renfrewshire to support delivery of a mix of housing types and tenures to meet housing need and demand. Local Development Plan Action Programme agreed 2021 Actions implemented The adopted Renfrewshire Local Development Plan identified land with capacity for 9,911 new homes (as at 2019). The 2024 housing land audit includes sites with a capacity for 6,904 new homes over 120 sites (1,188 of these are on sites that are under construction, 2,934 are on sites with planning permission, and 2,782 are on sites that are identified as having potential for new homes). The expected tenure of these homes is 5,477 private and 1,427 for social rent. An update of the Local Development Plan (LDP2) delivery programme is being prepared. This document will include a focus on the delivery of housing sites. 2 Support development of previously used and brownfield sites making best use of existing and planned infrastructure. 29.19 hectares of land identified in the Vacant and Derelict Land Strategy brought back into productive use in 2022. Land identified in the Vacant and Derelict Land Strategy brought back into productive use In 2023/24, development commenced on sites in the vacant and derelict land register totalling 41.24 hectares, with 27.04 hectares being developed for housing. Of the 6904 units of housing identified in the 2024 housing land audit, 88% are on brownfield sites. Page 123 of 318
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3 Deliver the rolling affordable housing supply programme set out in the Strategic Housing Investment Plan to deliver new energy efficient and digitally enabled homes and identify new projects that contribute to meeting the strategic priorities of this Local Housing Strategy. Strategic Housing Investment Plan (SHIP) 2023 - 2028 approved at Communities and Housing Policy Board October 2022 Annual update of the Strategic Housing Investment Plan (SHIP) In 2023/24, 196 new affordable homes were completed across three Strategic Housing Investment Plan (SHIP) sites. This included a Renfrewshire Council development at Ferguslie Park in Paisley consisting of 101 homes and two Link Group developments at Abbey Quarter in Paisley (81 homes) and at Woodend House in Houston (14 homes). These new homes contribute to expanding the supply of affordable high quality energy efficient homes, supporting regeneration in the Ferguslie Park area, town centre living in Paisley and adding to the supply of affordable homes in areas of high demand and limited supply in the West Renfrewshire villages. 4 Make use of the Affordable Housing Policy to increase the supply of affordable housing and help create mixed sustainable communities. N/A Number of sites that include units delivered through the new Affordable Housing Policy The Local Development Plan Affordable Housing policy was involved in the delivery of the following in 2023/24: 14 social rented homes at Woodend House in Houston. 23 social rented homes at Napier Street, Linwood 5 Deliver local regeneration strategies providing new affordable, N/A Progress agreed area strategies A build contractor has been appointed for the design and build of 70 new build Council homes at the Howwood Road Area of Johnstone and 65 new build Council homes at Gallowhill, Paisley. Page 124 of 318
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energy efficient and digitally enabled homes in sustainable places that reflect Renfrewshire Council’s commitment to achieve net zero carbon emissions’. following public consultation Formal planning applications were submitted July 2024 and it is anticipated that on approval construction will commence early 2025. These homes are being constructed to Gold Aspect 1 – 8 as per the Scottish Technical Standards (Domestic) requirements ensuring they are energy efficient and sustainable. The properties will be digitally enabled with future proof ducting. 6 Continue to support town centre action plans and support housing investment and development projects in Renfrewshire’s town centres. N/A Town Centre action plans to be progressed The transformation of Paisley following delivery of the Action Plan is advancing at pace, with achievements such as creating an international culture and heritage destination and acting as a stimulus for property investment, development and re-use. Completed regeneration projects include the refurbishment of the Town Hall and the Arts Centre as well as the creation of a new Culture and Learning Hub on the High Street. Other major projects including the restoration of the museum which is due to be completed within the next year. These investments have helped support new housing investment in the town centre including The Millhouse and Riverside Walk developments. The publication of the Paisley Vision document will also act as a further catalyst to inspire future development in and around the town centre. The Liberal Club, which was identified as a key building in the Vision, has recently undergone significant restoration, securing its long-term status for residential use in the future. The Regeneration Team will be looking to refresh our town centre strategies to reflect changes that have taken place in a post Page 125 of 318
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pandemic environment. These strategies will align with the guidance and principles outlined in NPF4. The team has been outlining potential regeneration priorities and projects. This includes developing a new Vision for Johnstone which will act as a framework for regeneration of the town centre in the years to come. One of the main project areas in the Vision includes the need for increased town centre living. The team will continue to bring forward regeneration proposals across the town centres. 7 Support owners of empty properties to bring these homes back into productive use. 5 Empty Homes brough back into use through direct engagement with owners 2022/23 Number of empty homes brough back into use The Council has one More Homes Officer who continues to locate and liaise with private owners of long-term empty properties throughout Renfrewshire. Through the offering of advice and assistance to owners, 20 long-term empty properties were brought back into use during the 2023/24 financial year. Following legislative change at the start of this financial year, a large number of properties previously recorded as second homes were added to the long-term empty category, where the 200% Council Tax levy is now charged. This change has had a direct impact on the number of properties managed at any one time within the caseload of the More Homes officer. Current figures show 856 properties are now classed as long-term empty (over 6 months), 439 where a 10% discount is being applied and 417 where the 200% levy is being charged. 8 Support local communities in the preparation of community led Place Plans. N/A Indicator only An invitation to prepare local place plans was issued to community councils and community development trusts in May 2023. Information sessions were held in March 2024, setting out the level of support to be offered by the Council. As at September 2024, 13 community councils or development trusts had expressed an interest in preparing a local place plan. Page 126 of 318
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Strategic Priority 2: People live in high quality, well managed homes in sustainable neighbourhoods. Action Baseline Indicator/ Measure October 2024 update 9 Develop approaches to maximise investment in Council homes and privately owned homes within the Council’s regeneration and renewal areas. RC Housing Led Regeneration and Renewal Programme approved January 2022 Strategies implemented. Regeneration programme progress The Communities and Housing Board of 20th August 2024 gave authorisation for the acquisition of a number of properties from resident owners within Investment blocks that would see them become Council tenants in those properties and would increase the number blocks where investment works could progress. Officers continue to assess the market for grants that could be available to owners of private properties within the Housing Led Regeneration and Renewal areas along with the Private Sector Housing Grant already agreed for this programme of works. 10 Develop and implement a multi- disciplinary approach to neighbourhood renewal plans. Neighbourhood Renewal Group meetings have taken place in two of the eight areas (as at Aug 2023) Neighbourhood Renewal Groups established and meeting Plans produced A Neighbourhood Renewal approach has been developed which will be tailored to the needs and circumstances of each area, going beyond housing and the immediate external environment, taking into account broader issues such as links to health and well-being, access to outdoor space, sustainable travel and employment/training opportunities to maximise the benefit achievable for local residents. Following the success of this approach at the Howwood Road Neighbourhood Renewal event in June 2024, this multi-disciplinary approach will be followed in all of the other areas in the 10-year Housing Led Regeneration and Renewal Programme. Page 127 of 318
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11 Continue to address Below Tolerable Standard properties across Renfrewshire. Scottish House Condition Survey (2015-2017) estimated that 1% of properties in Renfrewshire were BTS Scottish House Condition Survey statistics During 2024, Renfrewshire Council’s Communities and Housing Board approved the promotion and use of Closing Orders and Demolition Orders on privately owned BTS properties within 2 of the regeneration areas (Paisley West End and Auchentorile/Seedhill). This will facilitate the demolition of 4 tenement blocks and allow regeneration plans to move forward in those areas. The Council continues to address other BTS properties as they come to our attention. Scottish House Condition Survey (2015- 2017) estimated that 1% of properties in Renfrewshire were BTS. More recent data is not yet available. 12 Continue to provide advice and assistance to private homeowners through the Scheme of Assistance. 587 owners provided with information and advice on common repairs (2021/22) No. of households provided with advice or assistance. No. of grants provided to owners to participate in repairs/investme nt schemes In 2023/24, 880 owners were provided with information and advice on common repairs. Housing Services continue to work with private homeowners in mixed tenure blocks on day to day repairs as well as major capital investment programmes. We also continue to work closely with the Health & Social Care Partnership to provide grant support for private sector adaptations. 13 Undertake a review of the Council’s Scheme of Assistance for Scheme of Assistance last reviewed 2018 Scheme of Assistance reviewed An updated Scheme of Assistance was approved by the Communities and Housing Policy Board on 21 May 2024. The substantive changes to the Scheme of Assistance include: an increase in grant level to owns in mixed tenure blocks in Housing Page 128 of 318
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private homeowners taking into account legislative changes. regeneration areas; and an extension of the Missing Shares scheme to include all tenement types. 14 Continue the Missing Shares pilot for older tenement property and review its effectiveness. 7 tenement block repair projects supported to date, with value of Missing Shares in the region of £50,000 (as at April 2023) No. of Missing Shares approved In 2023/24, eleven missing shares were paid over 4 tenement bocks. Following Board approval in May 2024 for an extension of the scheme, ongoing marketing of the scheme will continue during 2024/25. 15 Increase uptake of factoring services providing a co- ordinated maintenance regime for mixed tenure blocks. Renfrewshire Council provides factoring service for 2,417 properties including for repairs, laundrettes and heating services (2022/23). N/A Renfrewshire Council provide factoring services to 2,413 properties. Owner Services continue to review factoring services and work with factored owners, reporting annually to the Scottish Housing Regulator on customer satisfaction among private owners receiving factoring services. 16 Implement Revised Council Housing Asset Management Strategy. N/A Council Housing Asset Management Strategy approved and implemented The Housing Asset Management Strategy 2024-2029 is being developed with oversight from the Housing Investment Programme Board. The Strategy will be presented to the Communities and Housing Policy Board for approval in due course. 17 Monitor the operation of the private rented Analysis of PRS market contained within this LHS Updated analysis The annual snapshot of private sector properties advertised as available to rent in April 2024 showed the average rent of a two- bedroom flat was £773 per month, with a lower quartile rental price of £669. No properties were available to rent at the Local Page 129 of 318
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market in Renfrewshire. Housing Allowance level of £523 per month (the level of benefit available towards rental costs) making the cost of private renting very challenging for those on lower incomes or reliant of welfare benefits to assist with rental costs. The Council promoted the Scottish Housing Network national landlord survey which aims to establish landlord’s future intentions. 194 Renfrewshire landlords responded. An analysis of the findings is due later in 2024. 18 Provide additional support, advocacy and representation for people living in private rented tenancies. N/A Number of service users assisted Funding for the temporary posts which focus on the provision of housing options advice and housing support for those living in the private rented sector have now been extended to the end of 2024/25, and a review of the impact of these posts will be carried out before March 2025. The team are currently supporting 27 clients and have received 133 referrals since the initiative began in 2021. 19 Continue to make effective use of enforcement actions against private landlords who fail to meet the required standards in relation to the management and maintenance of their property. Around 7,500 landlords with 10,169 properties registered (Jan 23) 453 Rent Penalty Notices issued 2021/22 Actions taken As at 01/09/24, there were in excess of 7,300 registered private landlords in Renfrewshire with at least 10,680 private rented properties. Between 01/04/23 and 01/09/24, 2 landlords were refused registration at the Regulatory Functions Board. Council Officers have also met with Police Scotland regarding enforcement in relation to unregistered landlords. During 2023/24: 82 investigations of private rented properties undertaken. 136 Rent Penalty notices were issued to private landlords Page 130 of 318
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Work continues through 2024/25 to ensure that privately rented properties are safe and fit for tenants. Strategic Priority 3: Address the challenges of the climate emergency, delivering homes that are warm, energy efficient and fuel poverty is minimised. Action Baseline Indicator/ Measure October 2024 update 20 Implement the housing-related actions within Renfrewshire’s Plan for Net Zero that contribute towards Renfrewshire’s net zero targets. N/A Annual progress towards full implementation Work continues to implement the housing-related actions as outlined in the Plan for Net Zero, centred around the transition to Clean Energy. Progress is demonstrated through the associated measures of success within the Plan For Net Zero, including the following that relate to housing where data is drawn from ‘Home Analytics’ as at September 2024: % of households with an EPC of Band C and above is 54.5%. By tenure this figure is broken down as: Housing Association: 81.5%; Renfrewshire Council: 70.3%; Owner Occupier: 47.9% and; Private Rented: 57.4%. (*note achieving an EPC of Band C applies where it is technically and financially feasible). % of households with renewables/low carbon heat supply: 8%. This includes solar PV, solar thermal, heat pumps, biomass and wind turbines that have been installed on Renfrewshire households. By tenure this figure is broken down as: Housing Association: 6.83% of stock; Renfrewshire Council: 8.04% of housing stock; Owner Occupier: 7.48% of properties and; Private Rented: 6.57% of properties. Page 131 of 318
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Average CO2 emissions per household per year: 3.55tonnes CO2/year. By tenure this is: Housing Association: average of 2.4tCO2 per annum; Renfrewshire Council: average of 2.5tCO2 per annum; Owner Occupier: average of 3.9tCO2 per annum and; Private Rented: average of 3.2tCO2 per annum Fuel poverty statistics are reported under Action 25 Renfrewshire Council are implementing measures in Council housing stock to reduce carbon emissions by 68% (from 2020 levels) and work towards ensuring all Council housing stock has an EPC of B by 2030 where feasible. Where possible we will work with private homeowners within mixed tenure blocks to help them to participate and benefit from Council energy efficiency improvement programmes and will work with owner-occupiers and the private rented sector to share learning and identify opportunities to reduce costs for all through economies of scale. 21 In newbuild affordable homes, the Council and housing associations will use renewable technology and other measures to provide energy efficient, well- N/A Number of new affordable homes delivered through the SHIP that meet zero emissions heat standard in relation to gas boiler The two upcoming Renfrewshire Council developments: Howwood Road (70 Units) and Gallowhill (65 Units) will be delivered with Air Sourced Heat Pumps being used as the primary heat source, complemented with Mechanical Ventilation Heat Recovery and PV solar panels. The specification for the new build properties has been enhanced with a greater focus on air tightness and thermal bridging to ensure the properties are as efficient as possible. Page 132 of 318
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ventilated homes that are low or zero emissions and meet the Scottish Government’s New Build Heat Standard Regulations effective from 1 April 2024. alternatives 22 Where feasible, retrofit existing social rented homes with renewable technology and other measures to improve aspects including energy efficiency, heating, ventilation and carbon emissions; including alternatives to gas boilers such as heat pumps and assessing suitability of properties to connect to heat Up to 31 March 2023 Renfrewshire Council had delivered (cumulative): 400 homes fitted with Environmental Air Quality Sensors (3 per property) 1,947 homes with EWI retro fitted (1881 flats and 66 houses) 95 homes with solar PV retrofitted (84 flats and 11 houses) 6 homes with air source heat pumps retro fitted (a) 281 homes with Quantum storage heaters (a) Number of homes retrofitted with renewable technology and other measures per year. (b) Progress towards establishing suitability for social rented homes to connect to heat networks (a) Plans for Renfrewshire Council’s housing stock are incorporated within the housing asset management plan and the Housing Revenue Account (HRA) business plan. Progress against this action includes: A total of 2001 council homes have had EWI retro fitted as at September 2024. Our retrofit contractor is undertaking a range of energy efficiency measures including the installation of external wall and solar panel installations. Approximately 364 properties per annum are benefitting from these measures and similar outputs are anticipated in the coming year. Decentralised mechanical ventilation is now fitted as standard, providing improved ventilation and we monitor with sensors in selected homes with around 700 homes fitted with Environmental Air Quality Sensors. We continue to have 281 homes with Quantum storage heaters. Page 133 of 318
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networks if within a heat network zone. when available locally. Air Source Heat Pumps have been installed in 7 homes and are being monitored for performance. (b) Renfrewshire’s Housing Services are part of the LHEES Officer Working Group ensuring Council homes are considered. One heat network has been identified to progress initially, this is in Central Paisley with the University, Council HQ, and the RAH being the main anchor loads. Council Housing currently considered to be part of the Central Heat Network Zone are George Court, Speirsfield Court, Camphill Court and Speirsfield sheltered Court which amounts to around 240 units. Separately, the Council have carried out two feasibility studies for communal air source network in the Howwood Road Area of Johnstone and Paisley South. The studies concluded these networks would not be financially viable and therefore will not progress. We are seeking to replace gas boilers with a shared ground source loop array at Gallowhill and Glencairn Courts (180 Units), subject to funding support from Scottish Government. Funding application has been submitted and a tender issued seeking contractors to carry out the works (subject to funding award). 23 Encourage and support owners and private landlords to improve the energy efficiency of their properties to meet specific targets, 2017-2019 SHCS average SAP of 71 for Council stock and 68.2 for owner occupied stock Annual SHCS The Council’s Energy Management Unit manage ECO Flex 4 funding. The (Energy Company Obligation) ECO Flex4 is a UK Government energy efficiency scheme administered by Ofgem with the aim to help reduce carbon emissions and tackle fuel poverty by improving the energy efficiency of homes occupied by low income, fuel poor and vulnerable households. It applies to: Private housing in Renfrewshire; fuel-poor households that do not meet criteria for other schemes; low- Page 134 of 318
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reduce fuel bills and carbon emissions; accessing funding opportunities as appropriate, to achieve this. income or vulnerable households that are vulnerable to the effects of the cold, energy inefficient homes who may benefit form heating and energy saving measures. It does not apply to Council Housing or Registered Social Landlords. The Council’s energy advocates support residents of all tenures within Renfrewshire. This includes fuel debt, supplier disputes, priority service provision, supplier switching and energy use. In 2023/24 Renfrewshire Council requested £3,583,940 grant resulting in a total annual consumption saving (kW) of 1,310,162 and a total annual CO2 saving (Kg) of 648,617 and a total annual cost saving of £231,789. 24 (a) Private housebuilders will be required to meet the New Build Heat Standard Regulations effective from 1 April 2024 for new buildings that apply for a building warrant. (b) Where feasible, new developments will connect to heat networks where developments are within heat network zones to provide N/A Number of new private homes built with alternatives to gas boiler systems Number of newbuild private homes connecting to heat networks. a) Building Regulations were amended as of 1 April 2024 to reflect the New Build Heat Standards, meaning that direct emission heating systems (like gas and oil boilers) will not be allowed in new buildings applying for a building warrant from this date. Part A of Action 24 is now complete. b) The LHEES notes matching the local demand with local supply with new developments having significant potential for infrastructure to be implemented bringing opportunities for sustainable, resilient communities. Internal LHEES officer working group meetings are held regularly to identify and optimise opportunities and/or discuss projects and progress. Page 135 of 318
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energy efficient homes that reflect Renfrewshire Council’s commitment to achieve net zero carbon emissions 25 Work towards meeting the national fuel poverty targets and reducing the amount of people affected by fuel poverty across Renfrewshire. 2017-2019 SHCS ‘Fuel Poor Households’ in Renfrewshire - 22% Annual SHCS At the time of this update, the SHCS local authority based data was not available and therefore no update can be provided against the baseline Energy Efficiency Ratings (SAP). Therefore, in the interim Renfrewshire’s Home Analytics data provides us with the following detail in relation to fuel poverty at September 2024: % of households in Renfrewshire with a probability of fuel poverty (more than 10% of the household’s net income required to pay for reasonable fuel needs to maintain an acceptable standard of living after housing costs have been deducted): 22% % of households in Renfrewshire with a probability of extreme fuel poverty (more than 20% of the household’s net income required to pay for reasonable fuel needs to maintain an acceptable standard of living after housing costs have been deducted): 7.4% The Council’s energy advocates continue to support residents of all tenures within Renfrewshire. This includes fuel debt, supplier disputes, priority service provision, supplier switching and energy Page 136 of 318
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use. In addition, the work of the LHEES will progress towards addressing fuel poverty and taking actions to address this. 26 The Council and housing associations operating in Renfrewshire will continue to provide good quality fuel poverty advice, income maximisation and information to tenants, owners and private tenants. 1,500 referrals received by Renfrewshire Council’s Advocacy Service for advice from Renfrewshire residents in 2022/23. This resulted in £475,028 in savings Number of referrals received by Renfrewshire Council’s Energy Advocacy Service from Renfrewshire residents and resultant savings achieved In 2023/24 there were 942 referrals received by Renfrewshire Council’s Energy Advocacy Service for advice from Renfrewshire residents. This resulted in £257,079 of savings. Work is ongoing to provide a high level of service from the advocacy team. This includes assistance with fuel debt reduction, help with supplier disputes, priority service provision, advice on insulation and heating upgrades, supplier switching and energy use. Due to the current UK energy situation, which is changing rapidly, the service is in a state of constant refinement to ensure that the needs of clients are met. During 2024 work to promote the service further has taken place, this has included the development of a new webpage, attendance at various community events and the creation of new promotional materials - to ensure that there is maximum awareness of the service and the assistance they can provide. In addition, locally Paisley Housing Association assisted 191 tenants with energy advice in 2023/24, increased from 176 in 2022/23. Making savings of £95,979, increased from £51,804 in 2022/23. 27 Support the preparation and implementation of a Local Heat and Energy Efficiency Strategy (LHEES) N/A LHEES developed and approved The Councils Local Heat and Energy Efficiency Strategy (LHEES) was approved at Infrastructure, Land and Environment Board in January 2024. Following on from this, the Local Heat & Energy Efficiency Delivery Plan (LHEEDP) was approved at Infrastructure, Land and Environment Board in August 2024. Development of Renfrewshire’s LHEEDP includes identifying: Page 137 of 318
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that sets out a long term energy efficiency and heat decarbonisation strategy for Renfrewshire. a range of projects and actions to be developed, with outline costs and carbon savings associated with the proposed interventions. an assessment of potential large-scale heat supply – not just looking at new infrastructure but also using existing infrastructure and assets (such as water sources) and innovative methods of waste heat recovery, such as those used in the Advanced Manufacturing Innovation District Scotland (AMIDS) district heating network in Renfrewshire. opportunities for partnership working and engaging with all key stakeholders throughout the process. The Delivery Plan will be progressed with the aim to deliver the actions within. Future updates will report on progress on housing- related actions contained within the Delivery Plan. 28* The Council and housing associations operating in Renfrewshire will work towards meeting the requirements and milestones of the emerging Social Housing Net Zero Standard (SHNZ) for social rented housing. N/A Strategies developed and implemented Since approval of the LHS in October 2023, EESH2 has been replaced by the Social Housing Net Zero Standard (SHNZ) and this action has been updated accordingly (in 2024 update). Scottish Government have not yet confirmed details of the final agreed SHNZS, which is to be implemented from 2025. Renfrewshire Council’s current retrofit design programme is ensuring there will be a bank of properties ready for next year’s investment programme that will ensure the council are meeting the energy efficiency standards immediately. Careful consideration of the replacement of fossil fuel heating will be required and we await the interim targets up to 2045, before a costed plan can be prepared. Page 138 of 318
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29 All Council newbuild homes meet or exceed Section 7, Silver Level Aspects 1 and 2 of the 2011 Building Regulations – energy for space heating. Silver Level achieved at Council development in Ferguslie Park for all 101 units of affordable housing built 2023/24 SHIP completions The Council’s new build housing specification requires that our new build homes meet Gold Aspects 1-8 of the Scottish Technical Standards (Domestic) as a minimum. All future planned developments will meet this standard. 30 The Council and housing associations operating in Renfrewshire will maximise the number of privately owned or privately rented properties who participate in energy efficiency and low carbon improvement activities, including Scottish Government Energy Efficient Scotland Area Based Schemes Renfrewshire Council final ABS funding draw down for 2022/23 was £1,259,033.26 allowing 91 owners to participate in external improvement works. 58 Council tenants within mixed tenure blocks benefited benefit from these works, funded by the Council N/A Renfrewshire Council has been awarded £2,061,138 for qualifying projects under the Scottish Government’s Energy Efficient Scotland Area Based Schemes (EES: ABS) programme for 2024/25. The projects included within the bid are: Renfrewshire Council mixed tenure blocks, external wall insulation and solar PV throughout Renfrewshire; Managing Agent for wholly privately owned properties; Renfrewshire Council Regeneration Area mixed tenure blocks in Auchentorlie and Howard Street. In 2023/24 the Council fully spent their £2,061,138 EES:ABS grant funding award, supporting the delivery of energy efficiency projects to eligible private owners across Renfrewshire. This included: the Council’s mixed tenure block investment project delivering External Wall Insulation to 90 flatted properties in the Elderslie area with the EES: ABS funding allowing 39 private owners to benefit from these works. Linstone Housing Association successfully delivered External Wall Insulation to four mixed tenure blocks with 6 private owners benefiting from funding. Page 139 of 318
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(EES:ABS), as part of the wider improvements to improve the energy efficiency of homes. The Wise Group are the managing agent for fully private blocks offering energy efficiency improvement works to eligible private owners. Measures include external wall insulation and solar PV installed for residents in fully private owned blocks and individual houses in Whitehaugh, Paisley. In total 69 owners benefitted from funding through the Wise Group projects. 31* Engage with private landlords to provide support and encourage energy efficiency improvements in line with proposals set out in the Heat in Buildings Bill. The 2017-2019 SHCS shows the Energy Efficiency Rating (% of Dwellings with an Energy Efficiency Rating (SAP 2012) of B or C) for privately rented homes as too small a sample to show. The Renfrewshire average for all tenures is 58% Annual SHCS Since the LHS was approved in October 2023, this action has been updated (in the 2024 update) to reflect the proposals within the Heat in Buildings Bill. At the time of update, the SHCS local authority based data was not available and therefore no update can be provided against the baseline Energy Efficiency Ratings (SAP). The LHEES area-based Delivery Plans have a focus on the least energy efficient properties and will identify clusters where targeted support and interventions can help to remove poor energy efficiency as a driver for fuel poverty and provide support across all tenures, including signposting for landlords where relevant and providing details of funding opportunities and financial support schemes available. 32 Promote and support available energy efficiency measures to both private owners and private landlords, including obtaining financial support. 2017-2019 SHCS average SAP of 71 for Council stock and 68.2 for owner occupied stock Annual SHCS annual reporting The Council’s Energy Management Unit manage ECO Flex 4 funding. The (Energy Company Obligation) ECO Flex4 is a UK Government energy efficiency scheme administered by Ofgem with the aim to help reduce carbon emissions and tackle fuel poverty by improving the energy efficiency of homes occupied by low income, fuel poor and vulnerable households. It applies to: Private housing in Renfrewshire; fuel-poor households that do not meet criteria for other schemes; low- Page 140 of 318
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income or vulnerable households that are vulnerable to the effects of the cold, energy inefficient homes who may benefit form heating and energy saving measures. It does not apply to Council Housing or Registered Social Landlords. The Council’s energy advocates support residents of all tenures within Renfrewshire. This includes fuel debt, supplier disputes, priority service provision, supplier switching and energy use, etc. For mixed tenure where Council still has an interest, if they are part of the Housing investment programme, owners and private landlords will be offered works which have been designed by the Council with funding options to help reduce the amount required. For fully private blocks in estates where works have previously been carried out, Housing Services have appointed a managing agent for the Scottish Governments EES:ABS funding, to carry out energy efficiency works. Strategic Priority 4: Prevention of homelessness and providing support for those in housing need. Action Baseline Indicator/ Measure October 2024 update 33 Review the Rapid Rehousing Transition Plan 2019-2024 and make recommendations on future N/A RRTP reviewed RRTP’s have now been extended by one year to the end of 2024/25 by the Scottish Government. It is anticipated that further guidance will then be announced on either an extension to RRTP’s for another year, or what will replace them. This will inform our future approach to tackling and preventing homelessness in Renfrewshire. Progress with the implementation of Renfrewshire’s current RRTP is regularly provided to the Page 141 of 318
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approaches to homelessness in Renfrewshire. Communities and Housing Policy Board, with a further update being provided to the Board in October 2024. 34 Increase the number and proportion of social housing lets being let to homeless applicants. 41% of Council lets to homeless applicants, 2022/23 Total lets to homeless applicants from Council and RSL: 171 to RSLs 318 to RC (as per ARC return) % of Council lets to homeless applicants No of Council and RSL lets to homeless applicants In 2023/24, 54% of general Council lets went to Statutory Homeless applicants against a target of 49%. For 2024/25, an increased target of 55% of general lets was approved by the Policy Board. RSL’s increased the number and proportion of lets to homeless applicants in 2023/24 and the need to continue this trend has been highlighted at recent meetings of the Housing Providers Forum. 35 Continue to strengthen the approach to prevention and repeat homelessness by providing holistic wraparound support to households in Renfrewshire. Housing First model can support 65 individuals at any one time via 3 different support providers (2021/22) No. of individuals supported via Housing First models The number of service users supported via a Housing First approach has been upscaled to 75 at any one time, from 13 at Year 1 of our RRTP in 2019. The ‘My Life Ahead’ project (MyLA) has been extended to the end of 2024/25 as noted in action 37 below, and this is helping to broaden the range of wraparound support services being provided, as well as a new, in-house, version of ‘Housing First’. Budget pressures may impact on the provision of wraparound support moving forward, given the costs involved. 36 Continue to assess requirements for temporary accommodation and provide 257 (2023) No. of temporary accommodation units The Council’s stock of furnished properties used to provide temporary accommodation for those who have nowhere to stay has been increased to c280 properties, which is helping Renfrewshire meet the legal duty to provide temporary accommodation for everyone who requires it. Page 142 of 318
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appropriate supply, in light of aims set out in the Rapid Rehousing Transition Plan and current trends in homelessness. In common with most other local authorities, the Council has had to use B&B to meet demand, although the numbers staying in B&B on any night have been kept low and have been reduced to zero during September 2024. 37 Build on the rapid rehousing approach to ensure access to specialist services is readily available via robust pathways for homeless people with complex needs, including mental health and harmful alcohol and/or drugs use. My Life Ahead (MyLA) established in May 2022 – 39 individuals supported in first year of operation Initiatives implemented Renfrewshire’s Alcohol & Drug Commission Programme Board have provided funding since 2022 for a My Life Ahead (MyLA) project which provides holistic support for families/ individuals affected by alcohol and drugs and who may be in danger of losing their home. Building on the concept that in order to have good health, you need a good home, MyLA now supports 25 – 30 service users at any one time and is delivering exceptional outcomes in terms of sustaining settled housing, and supporting service users to access the help they need. The service is currently being evaluated, and funding to the end of 2024/25 has recently been approved by the Programme Board CIRCLE recovery hub is a unique mental health and addiction service for people looking for a recovery focus. CIRCLE provide people with improved recovery opportunities and improved links to and from other related services, ensuring individuals feel sufficiently supported throughout their journey. CIRCLE continue to link with housing and homelessness services via the Housing Support Initiatives and Complex Cases Group using a multi-agency specialist approach. Page 143 of 318
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Strategic Priority 5: People can live independently for as long as possible in their own home and the different housing needs of people across Renfrewshire are being met. Action Baseline Indicator/ Measure October 2024 update 38 Work with partners and stakeholders to provide housing and housing related support opportunities for older and vulnerable people to help them live independently and healthily in their own home. RC completed 184 adaptations in RC stock 2022/23 Approx 130 installations of adaptations to private homes per year. Care and Repair small repairs service – 1,398 small repairs completed 2022 Adaptations completions Care and Repair Support provided During 2023/24 the Council completed 280 adaptations in its own housing stock, at a cost of just over £700,000. In 2023/24, Care and Repair Renfrewshire: completed 133 adaptations in privately owned homes completed 1,620 repair jobs through their Small Repairs Service for older and disabled people dealt with 154 advice cases 39 Support partners in the development and implementation of a Renfrewshire Dementia Action Plan reflecting the objectives and priorities of the N/A Action Plan Developed In February 2024, the Scottish Government published a two-year national Dementia Strategy, “Dementia in Scotland: Everyone’s Story Delivery Plan 2024-2026”. In Renfrewshire a lead officer within the HSCP has now been appointed to develop a Renfrewshire Dementia Action Plan and work will progress in 2024-25. Page 144 of 318
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Dementia Strategy for Scotland 2023. 40 Increase the supply of new housing that meets the needs of older people and those with mobility difficulties. New target for wheelchair and accessible new build homes included within this LHS Number of accessible homes completed. The following housing meeting the needs of older people and those with mobility difficulties were delivered in reporting year 2023/24: 20 amenity standard flats and 5 full wheelchair accessible standard flats at Abbey Quarter in Paisley. 40 wheelchair accessible homes at Ferguslie Park in Paisley including 20 bungalows, 2 houses and 18 cottage flats. 41 Work in partnership with the Housing and Social Care Partnership to identify specialist housing and housing related support opportunities for people with particular needs in Renfrewshire and in taking specific initiatives forward. Discussions ongoing with HSCP to establish the needs of particular groups Housing and housing support needs identified and met Liaison with HSCP is ongoing regarding specialist housing and housing related support requirements. Levels and type of needs are becoming clearer, however further discussion required on how best to meet this need within available stock and new build developments. Further work required in relation to those with most complex needs where bespoke accommodation is required including issues around what funding is available to help meet those housing needs. Page 145 of 318
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42 Continue to support the various refugee and asylum programmes including the provision of settled accommodation. Actions taken to support programmes and no. of tenancies provided Range of support provided Housing Services continue to support over 200 Ukrainian Displaced Persons households who have resettled in Renfrewshire since 2022 and those from Afghanistan and Syria who have arrived via other refugee resettlement programmes. The Resettlement Team assist refugees to find temporary and settled accommodation that meets their needs, as well as deliver and commission integration events. There also continues to be increased demand for services from Asylum Seekers staying in hotel accommodation who have received a positive asylum decision and who are then entitled to be provided with temporary accommodation and the right to apply for social rented housing. 43 Following the publication of the Scottish Government’s June 2023 Action Plan and the emerging associated toolkit, we will consider options to best meet the housing needs of the Gypsy/Traveller community. Number of unauthorised encampments in Renfrewshire: 2021/22: Zero 2022/23: 5 N/A The requirement of land/sites for Gypsy/Traveller housing needs is being considered as part of the Local Development Plan process. Publication of the Scottish Government toolkit is expected in 2025. * denotes action has been updated since 2023 Local Housing Strategy was approved. Page 146 of 318
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___________________________________________________________________ To: Communities and Housing Policy Board On: 29 October 2024 ___________________________________________________________________ Report by: Director of Environment, Housing & Infrastructure ___________________________________________________________________ Heading: Homelessness in Renfrewshire and Review of Rapid Rehousing Transition Plan ___________________________________________________________________ 1. Summary 1.1 The Policy Board has been provided with more regular updates this year on homelessness in Renfrewshire due to the scale of the local and national social housing pressures and increasing demands for housing support. 1.2 This report provides further details on homelessness, the current and emerging pressures in Renfrewshire, as well as the measures being taken to address these. 1.3 The Scottish Government required all local authorities to prepare Rapid Rehousing Transition Plans for the 5 year period from 2019 – 2024. This report provides a further review of Renfrewshire’s RRTP. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the continuing local and national pressures that are resulting in an increase in homeless applications and demand for housing support, and the impacts these increases are currently having and may have in the future. _________________________________________________________ Item 8 CHPB291024 Page 147 of 318
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3. Background 3.1 As reported to Policy Board meetings in previous years, the annual number of statutorily homeless households in Renfrewshire generally remained consistent and tended to be within the 750 – 850 range up until 2021. 3.2 There has however been a steady, stepped increase in homeless applications since 2020/21, with the number of applications in 2023/24 exceeding 1,000, as was forecast in updates to the Policy Board in the last financial year. 3.3 Policy Board Reports throughout this year have detailed the reasons behind the increase in homelessness over the last 3 years and the more recent emerging housing pressures which all largely stem from the impacts during the COVID recovery years, pressures arising from the cost-of-living crisis, the impact of the migration and asylum humanitarian programmes, a general slowing down in the turnover rate of social rented housing, and the impact in Renfrewshire since the suspension of the ‘local connection’ criteria for homeless applicants in December 2022. 3.4 Local authorities across Scotland continue to experience significant pressures in meeting the demand for social housing and there remains clear evidence nationally of rising homeless presentations, record numbers in temporary accommodation and increasing waiting times for those in housing need. 3.5 A more recent emerging pressure is linked to the measures which have been in place nationally to protect tenants living in the private rented sector (PRS) which had limited the number of homeless applications from those leaving that sector over the last few years. There is growing evidence of an increase in demand for housing options advice from private rented sector tenants who may lose their accommodation once Tribunal hearings are held. There is a significant backlog for Tribunal cases (where landlords are seeking to repossess their properties), and our Homeless Services team are working closely with partners such as Citizen Advice Scotland to gauge the likely demand for accommodation and support from PRS tenants moving forward. The on-going deployment of additional temporary posts in Homeless Services and Housing Support teams over the last 2 years has and will continue to help the Council meet the needs of PRS tenants. 3.6 Renfrewshire continues to experience increasing homelessness, see para 3.4, and it is clear that our Homeless & Housing Support Services and partners will continue to find it a significant challenge to provide both temporary and permanent accommodation for everyone in housing need and provide the support they require, in line with our statutory duties. 3.7 This mirrors the national picture, where 12 local authorities have now declared housing emergencies, as well the Scottish Government’s announcement in May of a National Housing Emergency. We are awaiting announcements on any associated new guidance and / or measures to support Councils in tackling and preventing homelessness but continue to monitor the local position very closely. A further report will be submitted to the Policy Board Page 148 of 318
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should the position be reached where statutory duties in relation to meeting the needs of those who are homeless cannot be met. 3.8 Whilst the challenges are and will remain significant, there are still some positive performance indicators for Renfrewshire in terms of how the changes in the nature and scale of homelessness are being tackled (see para 3.4) 3.9 This includes an increase in the proportion of general lets to those who are statutorily homeless by the Council and RSLs, which has supported a reduction in the numbers placed in B&B to zero by the start of September. The Policy Board approved a recommendation in March 2024 that the target for lets to the Statutory Homeless Group would increase from 49% in 2023/24 to 55% for 2024/25, and that this be reviewed in September 2024. It was agreed that if any change to this target is proposed, authorisation will be sought from the Policy Board at its meeting of 29 October 2024, however the view is that no change is required to this target for the remainder of 2024/25. 3.10 As well as this strong focus on letting social rented properties to those who are homeless, there are other positive measures in place in order to meet the increasing homeless and housing support demands and these are incorporated in Renfrewshire’s Rapid Rehousing Transition Plan (RRTP) 2019 – 2024. A summary of a recent review of our RRTP and the homelessness statistics recently published by the Scottish Government is covered in the following section. ___________________________________________________________________ 4. Rapid Rehousing Transition Plan 4.1 Progress with the implementation of Renfrewshire’s initial 5-year Rapid Rehousing Transition Plan (RRTP) 2019 – 2024 has been regularly reported to the Policy Board, and our RRTP has supported the upscaling of a Housing First approach to support those who are homeless as well as minimising the time those who are homeless have to spend in temporary accommodation, and seeking a stepped increase in the number / proportion of lets to homeless applicants from the Council and RSL’s. 4.2 An announcement of further funding from the Scottish Government to support the delivery of RRTPs for a further year in 2024/25 has now been made, with £190k allocated to Renfrewshire. This is the same level of funding as awarded in the previous five years, and will largely allow the continuation of established initiatives which have been detailed in previous Policy Board reports and are in line with the RRTP guidance: • 3 temporary posts which focus on resettling homeless applicants transitioning from temporary accommodation to new tenancies, • Say Women project which provides support for young women (16- 25 years old) who have been subjected to sexual violence and are Page 149 of 318
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at risk of homelessness, • Upscaling the Housing First approach both in-house with our Housing Support team and with partners such as Turning Point Scotland and Blue Triangle Housing Association from 13 service users being supported at any one time via the wraparound support approach in 2019, to 95 in September 2024. 4.3 Statistics on homelessness performance across all Scottish local authorities in 2023/24 has just been published by the Scottish Government at the end of September 2024. An initial summary of the key statistics which emerge is : • Renfrewshire experienced a 10% increase in homeless applications against a 4% increase nationally. • The average length of time spent in temporary accommodation for all homeless households in Renfrewshire was 114 days, compared to a national average of 226 days. (the figure for households with children in temporary accommodation was 98 days compared to a national average of 375 days). • The number of breaches of Unsuitable Accommodation Orders (where homeless households stay in B&B or hostels for more than 7 days) increased from 60 in 2022/23 to 110 in 2023/24. The number of breaches nationally increased by 41%. • No households with children in Renfrewshire were placed in B&B accommodation. • The number of homeless households moving into a social housing tenancy in Renfrewshire increased from 488 in 2022/23 to 576 in 2023/24. ___________________________________________________________________ 5 Housing (Scotland) Bill, 2024 5.1 A new Housing Bill was published March 2024 which aims to, amongst other things, help prevent homelessness. It is proposed that the Housing (Scotland) Bill will introduce an ‘ask and act’ duty on public bodies, such as health boards, Police Scotland and RSL’s to ask about a person’s housing situation and act to avoid them becoming homeless wherever possible. The Bill also seeks to reform provision for people threatened with homelessness up to six months ahead (currently Councils can consider homeless applications up to 2 months ahead of settled accommodation being likely to be lost). 5.2 There is a degree of concern that the provisions above may lead to an increase in referrals for help, advice, information and temporary accommodation to local authorities homeless teams, and the provisions are currently now subject to public consultation and scrutiny by the Scottish Page 150 of 318
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Parliament, along with other areas covered by the Bill including proposal for provisions for tenants experiencing domestic abuse and a New Deal for Tenants which includes long term rent controls for private tenancies. 5.3 A further report on all the Housing Bill proposals and consultation will be submitted to a future Board meeting once the Scottish Government completes the consultation phase. ___________________________________________________________________ Implications of the Report 1. Financial – None 2. HR & Organisational Development - none 3. Community/Council Planning – • Our Renfrewshire is fair - those who are homeless will be provided with housing options. • Building strong, safe and resilient communities – meeting the needs of those who are homeless and providing access to settled housing helps to support communities. • Tackling inequality, ensuring opportunities for all – those who are in housing need will be provided with settled housing options. • Working together to improve outcomes – we will be working with partners to improve outcomes for those in housing need. 4. Legal - none. 5. Property/Assets – none 6. Information Technology - none 7. Equality & Human Rights (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - none 9. Procurement - none 10. Risk - none. 11. Privacy Impact - none Page 151 of 318
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12. Climate Risk - none 13. Children’s Rights – We will ensure that children in homeless households are provided with accommodation that meets their needs. 14. Cosla Policy Position – not applicable _______________________________________________________ List of Background Papers (a) Background paper 1 ‘Homelessness in Renfrewshire – Update ’Communities &Housing Policy Board on 21 May. 2024. (b) Background paper 2 ‘Homelessness in Renfrewshire – Update ’Communities & Housing Policy Board on 16 January 2024. (c) Background paper 3 ‘RRTP and Homelessness Update’, Communities & Housing Board on 25 October 2022. (d) Background paper 4 ‘ Homelessness Update’ Communities, Housing & Planning Policy Board on 15 March 2022. (e) Background paper 5 ‘Rapid Rehousing Transition Plan and Homelessness Update’ Communities, Housing & Planning Policy Board on 17 August, 2021. (f) Background Paper 6 ‘Rapid Rehousing Transition Plan – funding update’ Communities, Housing & Planning Policy Board on 19 January 2021. The foregoing background papers will be retained within Housing Services 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 Tom Irvine, Homeless & Housing Support Services Manager, Tom.irvine@renfrewshire.gov.uk. ___________________________________________________________________ Author: Tom Irvine Tom.irvine@renfrewshire.gov.uk Page 152 of 318
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___________________________________________________________________ To: Communities and Housing Policy Board On: 29 October 2024 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Update on Single Voids Team ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to provide the Policy Board with an update on the progress of the work to improve void property performance. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the completion of the implementation of several of the specific recommendations, the Team’s success in achieving its Void Rent Loss and Average Re-let Time targets and the progress to date towards the target for Void Numbers. _________________________________________________________ 3. Background 3.1 As a result of the restrictions that had to be put in place during Covid-19 (effectively stopping void repair works and the re-letting of homes), the number of voids held by RSLs and local authorities including Renfrewshire Council increased significantly. The challenges in driving down this backlog were exacerbated by other factors including a shortage of resources across the construction sector and difficulties in dealing with utilities shippers. 3.2 As detailed in the Service Update Report to the Policy Board of 16 January 2024, as part of its response to reducing the backlog the Council carried out an end-to-end review of void processes. Item 9 CHPB291024 Page 153 of 318
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3.3 Following review officers have been working differently to support an improved reletting and void approach, including: • The appointment of a Single Voids Manager reporting to the Head of Housing Services; • The establishment of a Single Voids Team, co-located at the Underwood Road depot, bringing together staff from both Housing and Building Services; and • The procurement of a preferred utilities provider (it is anticipated that a report recommending an appointment will be presented to the meeting of the Finance, Resources and Customer Services Policy Board on 21 November 2024). 3.4 The establishment of the Single Voids Team has been successful in streamlining processes, including ensuring consistency of scoping works in voids and reducing the amount of additional work required after initial post- inspection. We are concentrating on reducing the numbers of voids, thereby directly reducing void rent loss and indirectly ensuring that re-let times will reduce. As shown below we are already seeing improvements in all of these areas and will continue to focus on driving further improvement, including on reducing the number of “management voids.” These are voids which cannot immediately be made ready-to-let because of – for example – major repairs (including asbestos removal, carbon pilot work, fire damage reinstatement, heating installation, rot works and SHQS works), utilities issues or use as decant accommodation. The number of these has been reduced from 320 on 26 March 2024 to 254 on 1 October 2024. 3.5 It has been agreed that the Single Voids Team pilot should continue throughout the financial year 2024–2025 ie ending on 31 March 2025, with a quarterly review in early January 2025. __________________________________________________________________ 4. Performance Measures 4.1 We have set specific targets for a number of metrics and are measuring progress towards our achieving these on a weekly basis. They are as follows. 4.1.1 Void rent loss The Business Plan assumes that this will be no more than 3.75% of rent due in 2024–2025 (including Homeless Persons’ Unit void rent losses). It is likely that this cannot be achieved within this financial year but it was anticipated that we could gradually reduce void rent loss to a maximum of 3.75% in any given week by 31 March 2025 – roughly equivalent to reducing the figure for the whole year to 4.50%. The graphs below show our progress. By Monday 23 September 2024 we had achieved our target of reducing void rent loss on a week-to-week basis to 3.75% (albeit it rose again slightly the following week). By Monday 9 September 2024 we had already achieved our target of reducing void rent loss on a year-to-date basis to 4.50%. Any further reduction Page 154 of 318
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in the second half of the financial year will make it more likely that we can achieve the target for 2025–2026 of 3.35%. Graph 1 – void rent loss in £ on a weekly basis Note: except in Homeless Persons’ Unit voids, no rent was due during week commencing 1 July 2024 as this is one of four weeks in the year during which rent is not collected. Graph 2 – void rent loss as a %age on a year-to-date basis £0 £10,000 £20,000 £30,000 £40,000 £50,000 £60,000 £70,000 08/04/2024 22/04/2024 06/05/2024 20/05/2024 03/06/2024 17/06/2024 01/07/2024 15/07/2024 29/07/2024 12/08/2024 26/08/2024 09/09/2024 23/09/2024 07/10/2024 21/10/2024 04/11/2024 18/11/2024 02/12/2024 16/12/2024 30/12/2024 13/01/2025 27/01/2025 10/02/2025 24/02/2025 10/03/2025 24/03/2025 Actual rent lost (Management voids) Actual rent lost (Operational, not including Homeless Persons' Unit voids) Actual rent lost (Homeless Persons' Unit voids) Target rent loss - 3.75% 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% 08/04/2024 22/04/2024 06/05/2024 20/05/2024 03/06/2024 17/06/2024 01/07/2024 15/07/2024 29/07/2024 12/08/2024 26/08/2024 09/09/2024 23/09/2024 07/10/2024 21/10/2024 04/11/2024 18/11/2024 02/12/2024 16/12/2024 30/12/2024 13/01/2025 27/01/2025 10/02/2025 24/02/2025 10/03/2025 24/03/2025 Actual percentage of rent lost (Management voids) Actual percentage of rent lost (Homeless Persons' Unit voids) Actual percentage of rent lost (Operational, not including Homeless Persons' Unit voids) Target rent loss - 4.50% Percentage of rent lost (as reported to the Scottish Housing Regulator) Page 155 of 318
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4.1.2 The number of voids Excluding “Initiative” voids ie those identified for demolition or disposal, there were 518 on 26 March 2024 – we planned to reduce this number to no more than 306 by 31 March 2025 (this was based on what was required to get the void rent loss figure down to the level described above). The graph below shows progress against this target, with 383 voids at the end of September. We are on course to achieve our aim by the end of the financial year. Graph 3 – void numbers 4.1.3 Average re-let time Our average re-let time as reported to the Scottish Housing Regulator in each of the past four financial years and in the current year so far is shown in the table below. The figure for 2020–2021 was distorted by Covid-19 restrictions and there was significant and steady improvement in the three subsequent years, culminating in last year’s figure of 50.4 calendar days. Our target for the current year is 50.0 calendar days and results so far have consistently outperformed that target, levelling out in July and August at 38.7. Year Average re-let time (calendar days) 2020–2021 85.7 2021–2022 66.0 2022–2023 60.6 2023–2024 50.4 2024–2025 to end of April 2024 41.3 2024–2025 to end of May 2024 38.2 2024–2025 to end of June 2024 37.7 2024–2025 to end of July 2024 38.7 2024–2025 to end of August 2024 38.7 0 100 200 300 400 500 600 26/03/2024 09/04/2024 23/04/2024 07/05/2024 21/05/2024 04/06/2024 18/06/2024 02/07/2024 16/07/2024 30/07/2024 13/08/2024 27/08/2024 10/09/2024 24/09/2024 08/10/2024 22/10/2024 05/11/2024 19/11/2024 03/12/2024 17/12/2024 31/12/2024 14/01/2025 28/01/2025 11/02/2025 25/02/2025 11/03/2025 25/03/2025 Operational Management Total Target Page 156 of 318
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__________________________________________________________________ Implications of the Report 1. Financial – The financial implications of implementing the Single Voids Team are now incorporated into the Housing Revenue Accounts revenue budget projections. No new financial implications are introduced by these recommendations. 2. HR & Organisational Development – the position of Single Voids Team Manager has been filled on a temporary basis by an existing third-tier manager and his duties have been backfilled as described above by his direct reports’ taking on additional responsibility. Two other Interim positions have been created and filled (following the submission of expressions of interest and a competitive process) by existing members of staff – the posts of Interim Facilities Manager (Voids) and Interim Single Voids Team Officer. 3. Community/Council Planning – • Working together to improve outcomes – the Single Voids Team brings together and co-locates key personnel from Housing Services and Building Services so that they can work closely together to improve performance on void rent loss, void numbers and void turnaround time. 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 arising from the recommendations contained in the report because it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – none. 9. Procurement – the extension of the appointments of temporary staff through an employment agency, the procurement of a Preferred Utility Provider, the extension of City Gate Construction (Scotland) Ltd’s contract to carry out works to bring houses to the Scottish Housing Quality Standard and the use of a Scotland Excel Framework for the supply of “Décor Packs” to new tenants have all been done in conjunction with Procurement colleagues. The appointment of a supplier of 360o virtual tours was for an amount not exceeding £25,000 and was carried out by the Single Voids Team following a competitive process. In all cases officers have ensured that the Council meets its statutory requirements, its Standing Orders Relating to Contracts 1 Page 157 of 318
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January 2024, The Procurement (Scotland) Regulations 2016, The Public Contracts (Scotland) Regulation 2015 and the Council’s Financial Regulations. 10. Risk – none. 11. Privacy Impact – none. 12. Climate Risk – not applicable. 13. Children’s Rights – not applicable. 14. Cosla Policy Position – not applicable. _______________________________________________________ List of Background Papers Background Paper 1 – Service Update Report to the Communities and Housing Policy Board of 16 January 2024. The foregoing background paper will be retained within the Housing 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 Ray Walkinshaw, Housing Regeneration and Development Manager, telephone 0141-487 2189 or 07483 146814 and e-mail ray.walkinshaw@renfrewshire.gov.uk. ___________________________________________________________________ Author: Ray Walkinshaw ray.walkinshaw@renfrewshire.gov.uk Page 158 of 318
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___________________________________________________________________ To: Communities and Housing Policy Board On: 29 October 2024 __________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Regulation of Social Housing: Assurance Statement 2024 ___________________________________________________________________ 1. Summary 1.1 The Council is required to submit an Annual Assurance Statement to the Scottish Housing Regulator in October 2024 demonstrating compliance with the regulatory requirements for local authorities and Registered Social Landlords (RSLs). 1.2 Appendix 1 lists the requirements as set out in Chapter 3 of the Scottish Housing Regulator’s Regulatory Framework and provides evidence to demonstrate Renfrewshire Council’s compliance. The proposed Annual Assurance Statement 2024 for Renfrewshire Council is attached at Appendix 2 for approval by the Policy Board. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the Regulatory Requirements and evidence of Renfrewshire Council’s compliance as set out in Appendix 1; and 2.2 Approve Renfrewshire Council’s Annual Assurance Statement 2024 for submission to the Scottish Housing Regulator as attached in Appendix 2. 3. Background 3.1 All social landlords are required to prepare and submit an Annual Assurance Statement to the Scottish Housing Regulator each year. The first Annual Assurance Statement from Renfrewshire Council was approved by the Communities, Housing and Planning Policy Board and submitted to the Scottish Housing Regulator in October 2019, with subsequent statements being submitted annually thereafter. 3.2 The regulatory requirements for all social landlords include: Item 10 CHPB291024 Page 159 of 318
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• Meeting all duties, obligations and responsibilities placed on landlords by legislation and through statutory guidance; • Achieving the standards and outcomes in the Scottish Social Housing Charter; • Duties to help people who are homeless, including a statutory duty to prevent and alleviate homelessness; • Duties relating to the safety of tenants’ homes and promoting equality and human rights; • Meeting the requirements and adhering to relevant guidance from other regulatory bodies; and • Adhering to statutory guidance from the Scottish Housing Regulator and taking account of regulatory advice. 3.3 The Scottish Housing Regulator lists the regulatory requirements for local authorities under five headings in its Regulatory Framework. Appendix 1, which is attached to this report, shows how Renfrewshire Council meets each of these requirements and gives details of current evidence which demonstrates compliance. 1. Assurance and notification 2. Scottish Social Housing Charter performance 3. Tenants and service user’s redress 4. Whistleblowing 5. Equality and Human Rights 3.4 Arrangements are in place to report regularly to the Policy Board on a range of matters relevant to the above requirements. This includes tenant and resident engagement, service improvement planning, service performance and financial and risk management. Where appropriate, these reports address areas for improvement as well as highlighting areas where the service is performing well. This years cycle of reports is detailed in the table below: Table 1. 2024/2025 Cycle of Reports Subject Month Housing Revenue Account Budget and Rent Levels (report to Council) February/March Private Sector Grant Investment Programme February/March 3-year Service Improvement Plan March Annual Return on the Charter (and management information on allocations, repairs, homelessness and rent collection) August Service Improvement Plan Mid-Year Monitoring October Annual Housing Performance Benchmarking October Tenant Participation Strategy Progress Report January Charter Half Year Update (and management information on allocations, repairs, homelessness and rent collection) January Budget reports (including Housing Revenue Account) Each cycle Service Update report Each cycle 3.5 Our engagement plan for April 2024 to March 2025 was reported to Board in May this year. It noted that that SHR reviewed and compared the data for all Councils from the Scottish Government’s national homelessness statistics Page 160 of 318
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and the Annual Returns on the Charter. Our Engagement Plan for this period requested the following information: • That we advise them if there are any emerging issues preventing the Service from fulfilling its statutory duty to provide temporary accommodation when it should and to comply with the Unsuitable Accommodation Order, and • That we send them monthly updates on progress on achieving compliance with electrical safety and fire detection requirements. Each year we provide the SHR our Annual Assurance Statement, and Annual Return on the Charter. 3.6 The Service has taken steps to review and consolidate its responsibilities in relation to tenant and resident safety. The service established a Housing Landlord Compliance team in 2023 and developed a comprehensive Landlord Compliance Strategy and associated policies and procedures: • Gas safety • Electrical safety • Water safety • Fire safety • Asbestos • Lift safety The Board received a report in January 2023 and August 2023 on Dampness, Mould and Condensation. This report outlined the processes in place to deal with reports of dampness and mould, and detailed the actions which were taken to review these, as well as setting out further actions to be undertaken. The Board receives updates on progress with tackling reports of dampness and mould and other compliance matters within the Service Update reports which are presented each cycle. 3.7 In May this year the Convenor of the Communities and Housing Policy Board and officers from the service met with the Scottish Housing Regulator. This was part of an annual thematic review by the Regulator that looks at how Local Authority landlords and RSLs carry out their Assurance Statement process. Feedback from the SHR was positive and noted some areas of good practice, including: • A strong focus on tenant participation in the assurance evidence such as contributions from the Tenant Scrutiny Panel in evidence library, and examples in the discussions about the importance of feeding back to tenants. • A pro-active approach to providing elected Member training and briefing sessions on compliance. • The resource allocated to reviewing Renfrewshire council’s approach to tenant and resident safety and implementing the outcomes. Page 161 of 318
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They also identified and/or discussed some areas where practice could be improved: • Further consideration of how to test validity of information and assurance on working practices. • Moves to implement electronic recording of data and integrated systems. 3.8 On Equalities and Human Rights, we can provide assurance that we comply with all of the regulatory requirements and standards, including the requirement on equalities and human rights. Section 5 of Appendix 1 provides full details of our approach and how we comply and adapt service to meet these requirements. 3.9 Social landlords are required to advise the Scottish Housing Regulator of any material changes to Council’s Annual Assurance Statement during the year. Members should note that there were no material changes to our Assurance Statement last year. __________________________________________________________________ Implications of the Report 1. Financial – None. 2. HR & Organisational Development – None. 3. Community/Council Planning – • Our Renfrewshire is thriving – Providing housing and homelessness services which meet regulatory standards. 4. Legal – None. 5. Property/Assets – None. 6. Information Technology – None. 7. Equality & Human Rights – (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. Page 162 of 318
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11. Privacy Impact – None. 12. Climate Risk – None. 13. Children’s Rights – None. 14. Cosla Policy Position – None. ___________________________________________________________________ List of Background Papers Report to Communities, Housing and Planning Policy Board on 15 January 2019 – Regulation of Social Housing – Response to Consultation by The Scottish Housing Regulator. Report to Communities and Housing Policy Board on 31 October 2023 – Regulation of Social Housing: Assurance Statement 2023. Report to Communities and Housing Policy Board on 16 January 2024 – Scottish Social Housing Charter Performance: 2023/2024 Half Year Update. Report to Communities and Housing Policy Board on 20 August 2024 – Scottish Social Housing Charter: Annual Return 2023/2024. The foregoing background paper will be retained within the Housing 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 Ray Walkinshaw, Housing Regeneration and Development Manager, telephone 0141-487 2189 or 07483 146814 and e-mail ray.walkinshaw@renfrewshire.gov.uk. ___________________________________________________________________ Author: Ray Walkinshaw ray.walkinshaw@renfrewshire.gov.uk ___________________________________________________________________ Attachment(s): Appendix 1: Regulation of Social Housing Assurance Statement Appendix 2: Renfrewshire Council Assurance Statement 2023 Page 163 of 318
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ANNUAL ASSURANCE STATEMENT 2024 Appendix 1 Page 164 of 318
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1 REFERENCE INDEX REFERENCE REFERENCE DESCRIPTION AHS Access to Housing and Support AICV Additional Information Covid-19 AIG Additional Information General CLR Customer Landlord Relationship CPSP Corporate Plans Strategies & Procedures GVRSC Getting Good Value from Rents & Service Charges HQM Housing Quality and Maintenance HSP Housing Strategies & Policy NC Neighbourhood and Community Page 165 of 318
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2 Checklist of Regulatory Requirements/Standards 1. Assurance and Notification AN1 Prepare an Annual Assurance Statement in accordance with SHR published guidance, submit it to the SHR between April and the end of October each year, and make it available to tenants and other service users. How We Comply Evidence A briefing session and presenta�on on the Annual Assurance Statement 2024 was provided to members of the Policy Board. The Policy Board has been advised in previous reports of the changes to the Regulatory Framework implemented in 2019 and the subsequent changes as part of the SHR’s review of the Regulatory Framework, published in February 2024 Account has been taken of the SHR’s guidance on Annual Assurance Statements in preparing this report. Some areas for improvement have been iden�fied and these are detailed within this report and in other reports to the Policy Board. All Annual Assurance Statements have been approved by Policy Board since 2019 and submited to the SHR therea�er, with the SHR providing feedback as appropriate. The 2024 Annual Assurance Statement was discussed with the Tenant representa�ves at the joint tenant mee�ng held in September 2024. Annual Assurance Statement Presenta�on to members of the Policy Board 22 October 2024 CAH Policy Board Report 29 October 2024– Regula�on of Social Housing Assurance Statement CAH Policy Board Report 16 August 2023 – Response to Consulta�on on Regulatory Framework 22-23 by SHR on ARC Return. Updated Guidance on Regulatory Framework form SHR Published February 2024 Leter from the Sco�sh Housing Regulator providing feedback from SHR Visit on AAS processes, June 2024 Sco�sh Housing Regulator Engagement Plan 2024-2025 CAH Policy Board Report – 21 May 2024 Joint Tenant Mee�ng, 19 September 2024 Response to the SHR and Board report for review of Single Regulatory Framework, published as part of the Report to Communi�es and Housing Policy Board on 16 January 2024, Page 166 of 318
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3 AN1 Prepare an Annual Assurance Statement in accordance with SHR published guidance, submit it to the SHR between April and the end of October each year, and make it available to tenants and other service users. How We Comply Evidence Following Board approval, the Annual Assurance Statement 2024 will be available to tenants and other service users with a link to the Council’s website. Sco�sh Social Housing Charter Performance: 2023/2024 Half Year Update. AN2 No�fy the SHR during the year of any material changes to the assurance in the Council’s Assurance Statement. How We Comply Evidence There were no material changes to the Councils Assurance Statement for 2023. If there are any material changes for the Assurance Statement 2024, we will advise the SHR and the Communi�es and Housing Board. To accommodate this during the year we provide a number of reports: • Annual report to charter was submited to SHR at the end May 2024 and reported to Board in August no�ng performance in gas safety cer�fica�on and electrical and smoke detector performance. • Service Update reports, each cycle Procedures are in place to monitor ongoing compliance and any material changes will be reported to the Communi�es and Housing Policy Board and to the Sco�sh Housing Regulator. In 2022 the Council appointed a Compliance Officer and Fire Safety Officer and this year we have appointed a Gas & Electrical Co-ordinator for Domes�c Housing. Sco�sh Social Housing Charter: Annual Return 2023/24 CAH Policy Board Report, 20/08/24 Charter Return 2023/2024 CAH Policy Board Report 29 October 2024 – Regula�on of Social Housing: Assurance Statement 2024 Service Update Reports to Communi�es and Housing Board Monthly Returns to SHR for 2024/25 Engagement Plan Presenta�on to SHR on Assurance Plan Process 15/5/24 Leter from the Sco�sh Housing Regulator providing feedback from SHR Visit on AAS processes, June 2024 Page 167 of 318
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4 AN2 No�fy the SHR during the year of any material changes to the assurance in the Council’s Assurance Statement. How We Comply Evidence SHR Engagement Plan asks for monthly return on EICR and Smoke detector compliance Officers met with SHR on 15 May 2024 to discuss approach to Assurance Statement AN3 Have assurance and evidence that the Council is mee�ng all its legal obliga�ons associated with housing and homelessness services, equality and human rights, and tenant and resident safety How We Comply Evidence General Customer engagement has taken place to review the strategic outcomes in the new Local Housing Strategy When new policies or procedures are being developed, officers seek advice from the Council’s Legal Services team to ensure any legal issues are iden�fied and given appropriate considera�on. Any relevant issues are highlighted for Elected Members in reports to the Policy Board. Tenants are consulted for all major policy changes and decisions, such as annual rent increase consulta�on. In line with the Tenant Par�cipa�on Strategy. Performance across the range of housing services is regularly monitored and reported to the Policy Board, including benchmarking over �me and with other social landlords. As part of this regular monitoring, areas for improvement are iden�fied and acted upon. Council and Housing Strategies, Plans, Policies and Procedures. Service Update Reports to the Communi�es and Housing Policy Board. Each cycle since January 2024. New Local Housing Strategy– Update, CAH Policy Board Report 31 October 2023 Environment, Housing & Infrastructure Services 2023-2026 Service Improvement Plan CAH Policy Board report 16 May 2023 Housing Repairs Policy, Joint Tenant Mee�ng, 19 September 2024 Tenant Par�cipa�on Strategy 2022 - 2027 – CAH Policy Board Update March 2024 Performance and Benchmarking Reports. Annual Rent Consulta�on December 23 Page 168 of 318
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5 AN3 Have assurance and evidence that the Council is mee�ng all its legal obliga�ons associated with housing and homelessness services, equality and human rights, and tenant and resident safety How We Comply Evidence Homelessness and access to housing Given the rising demand for housing that we increased the number of proper�es which are made available for use as temporary accommoda�on to 279 units, this includes 39 RSL, 187 Council proper�es including two staffed units at Thrushcraig and Fitzallan and 53 Supported Accommoda�on units. Only as a last resort is Bed and Breakfast accommoda�on used by the Council. B&B accommoda�on has been used 261 �mes since the November 2022. We have never placed children in B & B accommoda�on. Since November 2023 there have been 145 breaches of the unsuitable accommoda�on order (anyone in B & B for more than 8 days) The Housing first report provides evidence of strong partnership working and compliance to address homelessness and demonstrates making best use of measures to help a difficult client group sustain their tenancies through a range of support mechanisms It also provides evidence of our Housing Support and RRTP budget being deployed appropriately to meet the housing and support needs of those who have experienced repeat homelessness, criminal jus�ce involvement and addic�on issues. Reports to Board, including Service Update report and specific reports on the con�nuing local and na�onal pressures that are resul�ng in an increase in homeless applica�ons and demand for housing support, and the impact of these. Housing First Scotland Annual Check Up Alloca�ons Procedures Renfrewshire Common Housing Alloca�on Policy Renfrewshire Common Housing Alloca�on Policy - Council Housing Alloca�on Targets for 2024/2025 Memorandum of Understanding (MOU) to support joint commissioning of a Housing Op�ons Training Toolkit Housing Op�ons Advice – Housing Op�ons Form Report to Communi�es and Housing board 29/10/2024; Homelessness in Renfrewshire and Review of Rapid Rehousing Transi�on Plan Homeless Services Development Plan Environment, Housing and Infrastructure - 2024-2027 Service Improvement Plan Service Update Reports (Each Cycle) Tenant Support Fund Policy Page 169 of 318
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6 AN3 Have assurance and evidence that the Council is mee�ng all its legal obliga�ons associated with housing and homelessness services, equality and human rights, and tenant and resident safety How We Comply Evidence Homeless Services have produced a Service Development Plan which outlines the areas of strength and poten�al challenges with the current service delivery arrangements, and assesses areas for development which will help ensure that the Council and partners con�nue to meet the statutory obliga�ons to homeless households in Renfrewshire. It has a list of key Ac�on Points summarised at the end of this document which is updated and tracked to support us in properly planning, preparing and funding Renfrewshire’s response to tackle and prevent homelessness. The Council operates a Housing Op�ons Toolkit, the objec�ve of which are to encourage staff to develop person centred a�tudes and beliefs towards service delivery, improve staff understanding of Housing Op�ons principals and philosophy, encourage consistency in the way front line staff deliver Housing Op�ons, and improve knowledge of support, resources and partners involved in delivering Housing Op�ons The Common Housing Alloca�on Policy sets out an agreed, common approach that partner landlords use to allocate homes that become available for let. The alloca�on process is monitored, and targets and outcomes are agreed by the Policy Board annually. Alloca�on targets are set to ensure that those in housing need receive an equitable share of alloca�ons. Page 170 of 318
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7 AN3 Have assurance and evidence that the Council is mee�ng all its legal obliga�ons associated with housing and homelessness services, equality and human rights, and tenant and resident safety How We Comply Evidence We have introduced a new “Tenant Support Fund” (TSF) which aims to assist Council tenants who are experiencing acute financial hardship and finding it challenging to keep up to date with payments of rent. The TSF is intended to supplement the current Rent Collec�on process and is a temporary measure to alleviate exis�ng and emerging financial stress, prevent and reduce escala�ng rent arrears and contribute to sustaining Council tenancies in Renfrewshire. “ Equali�es & Human Rights Officers undertook a targeted self-assessment exercise on Housing as a Human Right (in 2023), building on the previous assessments and informa�on gathering exercises to ensure sufficient evidence is available to provide assurance on compliance with the regulatory requirements. We con�nue to collect and analyse data on new and exis�ng tenants to provide a beter understanding of the needs and requirements for all equality groups. Equali�es and Human Rights Self-Assessment Exercise (2023) Environment, Housing and Infrastructure - 2024-2027 Service Improvement Plan Housing Op�ons Applica�on Form Tenant and Resident Safety The majority of annual gas safety checks have been carried out prior to the 12-month due date. In the first half of the repor�ng year there was 1 occasion where a service wasn’t carried out before it was due. Access has since been achieved and this service is now complete. The Council is not yet fully compliant with the programme of electrical safety inspec�ons which are required to be carried out every five years. Addi�onal resources have been procured with 2 external contractors appointed to catch up with the backlog. A Corporate Health and Safety Policies and Procedures. Fire Safety Guidance for Exis�ng High Rise domes�c Buildings Sco�sh Government Guidance on Sprinkler Systems for all newbuild home building warrants submited on or a�er 1 June 2022 Internal Audit Statement of Compliance. Compliance Cer�ficates – e.g. Gas Safety, EICRs Housing Adapta�ons within Council Stock Policy Annual Health & Safety Plan – Communi�es & Housing – CAH Policy Board Report 16 August 2022 Page 171 of 318
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8 AN3 Have assurance and evidence that the Council is mee�ng all its legal obliga�ons associated with housing and homelessness services, equality and human rights, and tenant and resident safety How We Comply Evidence forced access process has also been introduced. We report progress each month to the Sco�sh Housing regulator as detailed in our Engagement Plan. An increase in grant support for owners in mixed tenure blocks within the eight regenera�on areas was approved by Board in May 2023 to assist the council in mee�ng its EESSH objec�ves. • Housing Landlord Compliance Strategy, March 2021 • Housing Landlord Compliance Strategy – Gas Safety • Housing Landlord Compliance Strategy – Electrical Safety • Housing Landlord Compliance Strategy – Asbestos Safety • Housing Landlord Compliance Strategy – Fire Safety • Housing Landlord Compliance Strategy – Water Safety • Housing Landlord Compliance Strategy – li� Safety Tackling Dampness, Mould & Condensa�on – CAH Policy Board report – 17 January 2023 Tackling Dampness, Mould & Condensa�on – Changes Implemented – CAH Policy Board Report – 22 August 2023 Service Update Reports (each cycle) AN4 No�fy the SHR of any tenant and resident safety maters which have been reported to or are being inves�gated by the Health and Safety Execu�ve, or reports from regulatory or statutory authori�es, or insurance providers, rela�ng to safety concerns How We Comply Evidence The Council have a full Compliance Team in place covering Fire Safety, Gas , Electrical water, li�s and asbestos . The Council have procedures in place to deal with damp and mould cases. Our stock condi�on survey which is currently underway will gather data on mould issues by property. Combined with appropriate policies and procedures on mould and dampness, we would suggest that these methods are an Corporate Health and Safety Policies and Procedures Annual Health & Safety Plan – Communi�es & Housing – CAH Policy Board Report 16 August 2022 • Housing Landlord Compliance Strategy, March 2021 • Housing Landlord Compliance Strategy – Gas Safety • Housing Landlord Compliance Strategy – Electrical Safety • Housing Landlord Compliance Strategy – Asbestos Safety • Housing Landlord Compliance Strategy – Fire Safety Page 172 of 318
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9 AN4 No�fy the SHR of any tenant and resident safety maters which have been reported to or are being inves�gated by the Health and Safety Execu�ve, or reports from regulatory or statutory authori�es, or insurance providers, rela�ng to safety concerns How We Comply Evidence effec�ve way to monitor damp and mould. We have introduced sensor installa�on in proper�es with damp and mould to enable proper�es to be monitored before and a�er remedia�on has been carried out. Sensors are also used to highlight poten�al issues before they are reported. Compliance and Health and Safety procedures are in place and being updated. During the past year we received on leter from the HSE, issued to the duty holder Renfrewshire Council dated 7th June in rela�on to a gas leak reported via SGN under the Gas Safety (Installa�on and Use) Regula�ons 1998. SGN atended Flat 3/1, 26 Ferguslie Walk, Paisley PA1 2RG - Iden�fied a leak from a capped outlet - Informa�on was issued as per the request for informa�on by the HSE, no further ac�on was required. Outcomes of inves�ga�ons are no�fied directly to the Council by the HSE and copied to the Director and Head of Service. There have been no inspec�ons by regulatory authori�es this year. • Housing Landlord Compliance Strategy – Water Safety • Housing Landlord Compliance Strategy – li� Safety Tackling Dampness, Mould & Condensa�on – CAH Policy Board report – 17 January 2023 Tackling Dampness, Mould & Condensa�on – Changes Implemented – CAH Policy Board Report – 22 August 2023 Leter from HSE (7th June 2024) AN5 Make the Council’s Engagement Plan easily available and accessible to tenants and service users, including online How We Comply Evidence The Council’s current Engagement Plan is publicised on the Council’s website and any subsequent plans will be made available online for tenants and service users. Council website which includes link to Regulator website People’s News SHR Engagement Plan from 31 March 2024 – 31 March 2025 Page 173 of 318
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10 AN5 Make the Council’s Engagement Plan easily available and accessible to tenants and service users, including online How We Comply Evidence The Engagement plan is also promoted to tenants in the People’s News. CAH Policy Board Report 29 October 2024 – Regula�on of Social Housing Assurance Statement Page 174 of 318
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11 2. Scottish Social Housing Charter Performance CH1 Submit an Annual Return on the Charter (ARC) to the SHR each year in accordance with published guidance. How We Comply Evidence The Annual Return on the Charter was submited to the Sco�sh Housing Regulator in May 2024. A robust framework is in place for internal data checking prior to submission and a sample data check is independently verified by the Sco�sh Housing Network. Charter performance is reported bi-annually to the Communi�es and Housing Policy Board along with an annual report on performance benchmarking to provide comparisons against the Housing Service’s previous performance along with that of other local authori�es. Sco�sh Social Housing Charter: Annual Return 2023/24 CAH Policy Board Report, 20/08/24. Annual Housing Benchmarking Performance Report 2023/24. CAH Policy Board report, 29/10/2024 CH2 Involve tenants, and where relevant other service users, in the prepara�on and scru�ny of performance informa�on. This must include: • Agreeing the approach with tenants • Ensuring that it is effec�ve and meaningful – that the chosen approach gives tenants a real and demonstrable say in the assessment of performance • Publicising the approach to tenants • Ensuring that it can be verified and be able to show that the agreed approach to involving tenants has happened • Involve other service users in an appropriate way, having asked and had regard to their needs and wishes.. How We Comply Evidence Tenants are consulted on how performance informa�on is presented, what indicators should be highlighted and how performance is benchmarked. This informa�on is contained within the Charter supplement of the Autumn edi�on of the People’s News and is distributed to all Council tenants and the ar�cles are made publicly available on the Councils website. Presenta�on and Minutes of Joint Tenant Representa�ve Group Mee�ngs Tenant Par�cipa�on Strategy – Update – CAH Policy Board 12 March 2024 Tenant Scru�ny Panel ac�vity Quality Circle Inspec�ons Page 175 of 318
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12 CH2 Involve tenants, and where relevant other service users, in the prepara�on and scru�ny of performance informa�on. This must include: • Agreeing the approach with tenants • Ensuring that it is effec�ve and meaningful – that the chosen approach gives tenants a real and demonstrable say in the assessment of performance • Publicising the approach to tenants • Ensuring that it can be verified and be able to show that the agreed approach to involving tenants has happened • Involve other service users in an appropriate way, having asked and had regard to their needs and wishes.. How We Comply Evidence As part of our ongoing commitment to customer engagement, performance is discussed with representa�ve tenant groups on a regular basis. Benefits of online mee�ngs realised during the covid period have been con�nued as these have proved successful in mee�ng the needs of our tenants’ representa�ves. Officers and tenant representa�ves par�cipated in an online mee�ng to discuss the Council’s Annual Charter Return and the Council’s performance in comparison to other social housing providers. At the Tenant Scru�ny Panel mee�ng which took place in June 2023, the style and layout of the 2022/23 tenant report on the charter was also discussed. A presenta�on on the ARC took place 21 September 2023. The Tenants’ report will be issued to all tenants and the Charter performance will be made available on the Council’s website. The Tenant Par�cipa�on Strategy adopted in October 2022, progress is reported annually to the Communi�es and Housing Policy Board. 2023/2024 Rent Consulta�on and Council Board report on rent increase on 29 February 2024. Environment, Housing and Infrastructure - 2024-2027 Service Improvement Plan Council Wide Forums Tenant & Resident Associa�on Mee�ngs Tenant Scru�ny Panel, Le�ng Standard Report, March 2014 Regenera�on & Renewal Area Pop-Up Events Atendance Log Housing-led Regenera�on & Renewal Programme – Consulta�on Update – CHAPS Policy Board 15 March 2022 Link to Council website for eight Regenera�on & Renewal areas Housing-led Regenera�on & Renewal Programme – Consulta�on – CHAPS Policy Board 18 January 2022 Housing Regenera�on Newsleters Page 176 of 318
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13 CH2 Involve tenants, and where relevant other service users, in the prepara�on and scru�ny of performance informa�on. This must include: • Agreeing the approach with tenants • Ensuring that it is effec�ve and meaningful – that the chosen approach gives tenants a real and demonstrable say in the assessment of performance • Publicising the approach to tenants • Ensuring that it can be verified and be able to show that the agreed approach to involving tenants has happened • Involve other service users in an appropriate way, having asked and had regard to their needs and wishes.. How We Comply Evidence The 2024 Tenants’ Sa�sfac�on Survey noted that 83.6% of Council tenants said they were sa�sfied with the opportuni�es to par�cipate in decision-making processes. The Council has a range of opportuni�es for both individuals and groups to par�cipate and monitor performance, such as: surveys, mee�ngs with Tenants and Residents Associa�ons, the Council Wide Forum, Neighbourhood Forums, Quality Circles, the Tenant Scru�ny Panel. The service will con�nue to work with these groups to review customer feedback and inform future improvements. This year the Council developed an addi�onal Quality Circle for Estate Management. Neighbourhood renewal groups have been established in 2 of the 8 regenera�on & renewal areas. This offers tenants and residents the opportunity to suggest improvements in each area. Housing-led Regenera�on & Renewal Programme – 3 year Update– CAH Policy Board 20 August 2024 Page 177 of 318
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14 CH3 Report performance in achieving or progressing towards the Charter outcomes and standards to its tenants and other service users (no later than October each year). The format of performance repor�ng must be agreed with tenants, ensuring that it is accessible for tenants and other service users, with plain and jargon-free language. How We Comply Evidence Each year tenant representa�ves are consulted on how performance informa�on should be presented, what indicators should be highlighted and how performance is benchmarked. The annual Report to Tenants is delivered to all Council tenants as a supplement to the People’s News each year. The Councils performance against charter indicators is also publicised on the Council Website Presenta�on and Minutes of Joint Tenant Representa�ve Group Mee�ngs. People’s News – Annual Return on the Charter Tenant Supplement. Council website. CH4 When repor�ng performance to tenants and other service users, this must: • Include providing them with an assessment of performance in delivering each of the Charter outcomes and standards which are relevant to the Council • Include relevant comparisons – these should include comparisons with previous years, with other landlords and with na�onal performance. • Set out how and when the Council intends to address areas for improvement • Give tenants and other service users a way to feed back their views on the style and form of the repor�ng . How We Comply Evidence Tenant feedback is used to develop the annual Report to Tenants which includes current performance against previous years and benchmarking against Sco�sh averages. Tenant feedback is used to develop the annual Report to Tenants which includes current performance against previous years and benchmarking against Sco�sh averages. Sco�sh Social Housing Charter: Annual Return 2023/24 CAH Policy Board Report, 20/08/24 Tenant Sa�sfac�on Survey 2024 Environment, Housing and Infrastructure - 2024-2027 Service Improvement Plan People’s News – Autumn edi�on - Annual Return on the Charter Tenant Supplement Page 178 of 318
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15 CH4 When repor�ng performance to tenants and other service users, this must: • Include providing them with an assessment of performance in delivering each of the Charter outcomes and standards which are relevant to the Council • Include relevant comparisons – these should include comparisons with previous years, with other landlords and with na�onal performance. • Set out how and when the Council intends to address areas for improvement • Give tenants and other service users a way to feed back their views on the style and form of the repor�ng . How We Comply Evidence The Report to Tenants provides a balanced appraisal of performance and highlights areas of success as well as areas that will be focussed on for improvement. Charter informa�on presented to tenant groups includes performance informa�on, comparisons with previous years’ data and other social landlords. The annual report to the Policy Board on the Charter Return includes areas for improvement that have been iden�fied with ac�ons this year including a focus on average days to re-let proper�es, adapta�ons, void management and gas safety. The People’s News provides opportuni�es for tenants provide feedback, invi�ng comments on the format and content of the newsleter. CAH Policy Board report, 29/10/24, Annual Housing Benchmarking Performance Report 2023/24 Report to Communi�es and Housing Policy Board on 16 January 2024, Sco�sh Social Housing Charter Performance: 2023/2024 Half Year Update. Presenta�on and Minutes of Joint Tenant Representa�ve Group Mee�ngs Council website Page 179 of 318
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16 CH5 Make the report on performance easily available to tenants, including online. How We Comply Evidence The annual Report to Tenants is delivered to all Council tenants as a supplement to the People’s News each year. The Councils performance against charter indicators is published on the Council Website. People’s News – Annual Return on the Charter Tenant Supplement Council website 3. Tenants and Service Users Redress TS1 Make informa�on on repor�ng significant performance failures, including the SHR’s leaflet, available to tenants. How We Comply Evidence Informa�on for tenants on repor�ng significant performance failures, including the SHR’s leaflet, is available from the Council website. A link to the SHR’s website is also publicised on the Councils website. Council website includes a link to the Sco�sh Housing Regulator’s website. SHR Significant Failures Leaflet TS2 Provide tenants and other service users with the informa�on they need to exercise their right to complain and seek redress and respond to tenants within the �mescales outlined in the Council’s service standards, in accordance with guidance from the Sco�sh Public Services Ombudsman (SPSO). How We Comply Evidence Informa�on on how to complain is publicised widely, including online and in tenant newsleters. The Council adheres to the SPSO guidance in rela�on to complaint �mescales. The Council monitors complaints handling, and this is reported to the Sco�sh Housing Regulator through the Annual Return on the Charter. Complaints Handling Procedures: • Customer Guide • Complaints Form People’s News Council website Page 180 of 318
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17 TS2 Provide tenants and other service users with the informa�on they need to exercise their right to complain and seek redress and respond to tenants within the �mescales outlined in the Council’s service standards, in accordance with guidance from the Sco�sh Public Services Ombudsman (SPSO). How We Comply Evidence Complaints performance informa�on is covered in the Annual Report to Tenants within the Autumn issue of the People’s News. Sco�sh Social Housing Charter: Annual Return 2023/24 CAH Policy Board Report, 20/08/24 CAH Policy Board report, 29/10/24, Annual Housing Benchmarking Performance Report 2023/24 TS3 Ensure the Council has effec�ve arrangements to learn from complaints and from other tenant and service user feedback, in accordance with SPSO guidance. How We Comply Evidence Informa�on on how to complain is publicised widely, including online and in tenant newsleters. The Council adheres to the SPSO guidance in rela�on to complaint �mescales. Complaints are analysed to iden�fy any themes that require addressing. Officer mee�ngs are held to gain insight into complaints. As part of the 2024 Tenant Sa�sfac�on Survey, tenants were asked about complaints, around 90% of respondents had not made a complaint to the Council and of the small number who had (139 from 1,216), 69 were regarding repairs and 34 related to an�-social neighbours. Around 79% of respondents commented that it was easy it was to make a complaint. Corporate Complaints Handling Procedures Complaints by Service Area Spreadsheet People’s News SMT mee�ngs SPSO – Link on Council website Sheltered Housing Newsleters & Sheltered Housing Good News Housing Support Newsleters Environment, Housing and Infrastructure - 2024-2027 Service Improvement Plan 2024 Tenant Sa�sfac�on Survey Page 181 of 318
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18 TS3 Ensure the Council has effec�ve arrangements to learn from complaints and from other tenant and service user feedback, in accordance with SPSO guidance. How We Comply Evidence Good News sec�on of Sheltered Housing Newsleter and Housing Support Newsleter. 4. Whistleblowing WB1 Have effec�ve arrangements and a policy for whistleblowing by staff and elected members which the Council makes easily available and which it promotes. How We Comply Evidence The Council’s Staff Code of Conduct includes informa�on on Whistleblowing. This is available for staff and elected members on the Councils intranet site. Following the local government elec�ons in 2022 all councillors in the new administra�on were provided with a briefing pack which contains key aspects of services. Elected members must comply with the Councillors’ Code of Conduct which is available on the Standards Commission website. Staff Code of Conduct Councillors’ Code of Conduct Convenor Pack New Councillor Introduc�on to Wards 1- 12. New Councillor Presenta�on 2022 Page 182 of 318
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19 5 Equalities and Human Rights EH1 Have assurance and evidence that the Council considers equality and human rights issues properly when making all of its decisions, in the design and review of internal and external policies, and in its day-to-day service delivery. How We Comply Evidence All maters being reported to Board are reviewed for any equality and/or human rights implica�ons. The Council monitors equality outcomes corporately with all policy changes subject to Equality Impact Assessments are carried out and noted by the relevant Board. In 2023 a self-assessment exercise was completed on Housing as a Human Right. The Service Improvement Plan includes a statement annually rela�ng to equali�es. The Tenant Sa�sfac�on Survey results highlight high sa�sfac�on rates for access to services and for par�cipa�on opportuni�es, with respondents no�ng that they find it easy to par�cipate. As part of the annual update on the Strategic Housing Investment Plan, a consulta�on exercise takes place to provide individuals and groups an opportunity to provide comments on the proposals. The Renfrewshire Council Newbuild Specifica�on document has been designed to ensure proper�es meet housing for varying needs standards and a mix of property types and sizes are delivered to meet current and future needs, including an element of wheelchair accessible homes in suitable loca�ons and homes that are future proof for changing needs. The Council Guide for Assessing Equality and Human Rights Impacts Collec�ng Equality Informa�on: Na�onal guidance for Sco�sh social landlords, June 2022 Progress Report on Equality Mainstreaming Equality 2023 Housing Informa�on & Advice for People with Disabili�es Digital Support for Council Tenants – Digital Par�cipa�on Overview 2022-2023 Link to Language Line transla�on service & Alterna�ve formats are available on request. Wheelchair accessible customer service centre with Loop hearing systems in place. Renfrewshire Common Housing Alloca�on Policy Housing Op�ons, mobility, Sheltered and HSPC housing applica�on process. Tenant Informa�on Booklet & Tenancy Agreement Polish Transla�on Page 183 of 318
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20 EH1 Have assurance and evidence that the Council considers equality and human rights issues properly when making all of its decisions, in the design and review of internal and external policies, and in its day-to-day service delivery. How We Comply Evidence specifica�on is con�nuously updated to improve the quality of housing being delivered. The new housing developments planned for Ferguslie/Broomlands, Gallowhill and the Howwood Road Area will use the most up to date Newbuild Specifica�on. The housing-led regenera�on and renewal will not only enhance a significant propor�on of the Council’s housing stock but will also contribute to the wider transforma�on of Renfrewshire as a place and will be central to the economic and social recovery of Renfrewshire, thus improving the outcomes and opportuni�es of residents in datazones in the lowest deciles of the Sco�sh Index of Mul�ple Depriva�on (SIMD). The Council has introduced hybrid ways of working and staff will con�nue to deliver services whilst both working remotely and in neighbourhood offices. We have access to the Near Me pla�orm is used to provide an addi�onal method of communica�on with tenants. All customers who are looking for alterna�ve accommoda�on are invited to discuss their housing op�ons with a housing expert. The discussion will include op�ons that best suit each customer's housing need, such as Council housing, other social housing providers, the private rented sector or owner occupa�on. Annual Re-registra�on process for housing applicants Rapid Rehousing Transi�on Plan Review 2022 Renfrewshire Homeless Partnership mul�-agency approach Housing Providers Forum Renfrewshire Common Housing Alloca�on Policy Equali�es Impact Assessment. Housing-led Regenera�on and Renewal Programme for Renfrewshire - Equali�es Impact Assessment Environment, Housing and Infrastructure - 2024-2027 Service Improvement Plan Tenants Sa�sfac�on Survey 2024. Near Me Pla�orm Dra� Renfrewshire Strategic Housing Investment Plan 2025 to 2030 CAH Policy Board 20 August 2024 Renfrewshire Council Newbuild Specifica�on Environment, Housing and Infrastructure - 2024-2027 Service Improvement Plan Homeless Preven�on Officers to link in with Throughcare Page 184 of 318
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21 EH1 Have assurance and evidence that the Council considers equality and human rights issues properly when making all of its decisions, in the design and review of internal and external policies, and in its day-to-day service delivery. How We Comply Evidence The Council also employs a specialist Housing and Disabili�es Advisor who can provide informa�on and advice to older and/or disable people in more complex cases, for example those that relate to hospital discharge, or to people who are housebound. A member of staff will make a referral to them on your behalf where appropriate. Rapid Rehousing Transi�on Plan Review 2022 was sent to the Sco�sh Government. We completed these returns at request of Sco�sh Government, but there have been no requests or templates sent out so far this year. Working towards Keeping The Promise and support our Care Experienced Community. Renfrewshire Council provide Homelessness help and advice and have specific support and Liaison with Social Work Throughcare for Care Leavers. The Homelessness help and advice team work closely with Social Work's Throughcare Team for young people who have been looked a�er and accommodated to ensure that young people benefit from the agreements between services. This allows the young person to receive a high priority for housing due to their circumstances. This ac�vity is one way in which we support our Care Experienced community and As part of our ongoing commitment to con�nuous improvement we will review our arrangements and prac�ces to ensure we are informed by the needs of our Care Experienced Community Page 185 of 318
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22 EH1 Have assurance and evidence that the Council considers equality and human rights issues properly when making all of its decisions, in the design and review of internal and external policies, and in its day-to-day service delivery. How We Comply Evidence We along with our partners are working towards Housing pathways for Care Experienced young people that will include a range of affordable op�ons that are specifically tailored to their needs and preferences. Our overall aim is that all youth homelessness will be eradicated. EH2 To comply with these du�es, landlords must collect data rela�ng to each of the protected characteris�cs for their exis�ng tenants, new tenants, people on wai�ng lists, governing body members and staff. Local authori�es must also collect data on protected characteris�cs for people who apply to them as homeless. Landlords who provide Gypsy/ Traveller sites must also collect data on protected characteris�cs for these service users. How We Comply Evidence As part of the Housing Op�ons process, we ask all housing applicants for informa�on in rela�on to protected characteris�cs. The Council collects protected characteris�c informa�on from exis�ng tenants, wai�ng list applicants and new tenants (where they have chosen to provide this informa�on) and anonymised in the Tenants Sa�sfac�on Survey. The Service Improvement Plan outlines how the Service aligns with the 5 strategic outcomes within the Council Plan 2022/27 and each of the ac�ons within the SIP is grouped under one of the 5 outcomes. There are currently no Gypsy/Traveller sites in Renfrewshire Sco�sh Social Housing Charter: Annual Return 2023/24 CAH Policy Board Report, 20/08/24 Environment, Housing and Infrastructure - 2024-2027 Service Improvement Plan Final ARC Submission 2023/24 – May 2024 Unauthorised Encampments Procedures (Gypsy/Travellers) Page 186 of 318
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23 Environment, Housing & Infrastructure Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR Page 187 of 318
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APPENDIX 2 Renfrewshire Council Assurance Statement 2024 Renfrewshire Council complies with the regulatory requirements set out in Chapter 3 of the Regulatory Framework. We achieve the standards and outcomes in the Scottish Social Housing Charter for tenants, people who are homeless and others who use our services. In relation to equalities data collection and human rights, the Council has established policies and procedures in these areas which are embedded in service delivery. We review and adjust our approach in the collection of equalities and human rights information along with any other changes in accordance with statutory requirements or regulatory guidance. The Service continues to take steps to review and consolidate its responsibilities in relation to tenant and resident safety. The Housing Landlord Compliance team is embedded within the service, Compliance policies and procedures for, Gas safety, Electrical safety, Water safety, Fire safety, Asbestos and Lift safety are being developed. The Board received updates in October 2023 and March 2024 on Dampness, Mould and Condensation. Updates on Electrical testing (EICR) were also provide in the Service Update report in March 2024. The Council provides regular returns to the Scottish Housing regulator on Electrical testing and Smoke detector installation. The current number of properties without a valid EICR certificate is 1173 (July) and the number of properties passing Smoke Detector compliance is 11037 (July). An installation programme is in place, and we expect to be fully compliant by December 2024. A Tenant Satisfaction Survey was commissioned this year, the results of the survey highlighted a drop in satisfaction in key service areas. This was reported to Board in August 2024. To address satisfaction levels, we will establish areas for improvement with tenant focus groups. We will work with other sections in the department with the Quality Circles to identify areas for attention and address stock condition through our SHQS and Investment programme. With regards to service performance there are areas that the Board have been advised: • Performance dipped in several areas as reported to Board, including tenant satisfaction and complaints. • Although improving, complete compliance with the requirements on annual gas safety checks remains to be achieved. • The Council is working to towards full electrical testing and smoke alarm compliance. • The Council’s SHQS compliance improved over the past year but is still working towards full compliance and meet the interim target for the Energy Efficiency Standard for Social Housing (EESSH) Page 188 of 318
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The background papers that support our Assurance Statement for 2024 advised that there had been no reportable Health and Safety incidents. The Council’s Communities and Housing Policy Board regularly receives reports which provide information and evidence to support assurance. The Annual Assurance Statement 2024 was considered and approved by the Communities, Housing and Planning Policy Board on 29 October 2024. Signed _________________________________ Councillor Marie McGurk Convener of the Communities and Housing Policy Board Date: __________ Page 189 of 318
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___________________________________________________________________ To: Communities and Housing Policy Board On: 29 October 2024 ___________________________________________________________________ Report by: Director of Environment, Housing & Infrastructure ___________________________________________________________________ Heading: Annual Housing Performance Benchmarking Report 2023/24 ___________________________________________________________________ 1. Summary 1.1 Each year the Council submits its return to the Scottish Housing Regulator on the Scottish Social Housing Charter. Our return for 2023/24 was reported to Board in August this year. This report provides information on the Council’s performance in 2023/24 on the key Social Housing Charter indicators compared to other local authorities and Registered Social Landlords (RSLs). 1.2 Through membership of Scotland’s Housing Network, the Council can compare where it is performing well against other social housing providers and identify areas for improvement. 1.3 The report identifies where the Service performs well against other providers and where there are areas for improvement. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the Council’s performance in 2023/24 on key Housing Charter indicators compared to other social landlords. __________________________________________________________________ 3. Background 3.1 The Scottish Social Housing Charter enables each social housing provider to compare its performance against all social landlords in Scotland. The Annual Item 11 CHPB291024 Page 191 of 318
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Charter Return consists of 32 performance indicators and 14 contextual indicators and is submitted to the Scottish Housing Regulator (SHR) at the end of May each year. A report on Renfrewshire Council’s performance against the Charter in 2023/24 was presented to the Policy Board in August 2024. This report focuses on the 32 performance indicators. 3.2 Renfrewshire Council is a member of Scotland’s Housing Network which collects data from participating landlords and produces benchmarking information. The benchmarking data from Scotland’s Housing Network allows the Council to compare performance with a peer group of 26 local authorities. This report draws on that peer group data to benchmark Renfrewshire Council’s performance in 2023/24. 3.3 Benchmarking is designed to assist with service improvement planning through comparison with other organisations. Key benchmarking results are summarised below. This shows where Renfrewshire Council performs well compared to other social landlords as well as several areas where there is scope for further improvement. 4. Benchmarking Analysis 2023/24 4.1 As reported to the Board in August, the Charter data for 2023/24 shows improved or stable performance in the majority of indicators, with 16 showing improved performance and 1 remaining stable. The service has seen some improvements in key areas of the service, including: • Continuing strong performance in rent collection as well as in current arrears as a percentage of rent due; • Lower than average proportion of tenants in arrears at year end; • Bucking the trend in average relet times, which are continuing to improve despite a relatively high proportion of low demand lets; • Fewer than average anti-social behaviour cases; • Emergency repairs timescales improving; • Non-emergency repairs timescale has increased but is still better than those of most Local Authorities; • Significant improvement in days to complete medical adaptations; and • Strong satisfaction amongst factored owners continues year on year. 4.2 There be areas of performance that will be subjectto greater attention where performance has dipped in 2023/24, including: • A reduction in satisfaction across a range of indicators, as reported to Board in August; • While the volume of service complaints has reduced, timescale to respond has increased; • SHQS compliance – we are implementing a plan to improve in respect of EICRs and smoke detectors; • A reduction in tenancy sustainment figures (including tenancy sustainment amongst formerly homeless households); and • The proportion of abandonments as a percentage of lettable stock. Page 192 of 318
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4.3 The Charter requires landlords to carry out a satisfaction survey at least every three years. Our most recent survey was conducted in May this year and the results and outputs from that survey were reported to Board in August. 4.4 Customer and Landlord Relationship • In 2023/24, 93.1% of all first stage complaints were responded to in full in an average time of 7.6 days, which is around the same as the local authority average of 7.0 days, but two days above the Scottish average of 5.1 days. • A review has commenced of the complaints and enquiries process. • 75.1% of all second stage complaints were responded to in full within Renfrewshire in an average time of 18.9 days which is the same as the Scottish average for local authorities and around one day slower than the Scottish average of 17.5 days. • This is monitored and discussed at quarterly meetings of third- and fourth- tier managers and we are working to ensure that our second stage complaints response time outperforms our target of 20 working days. Page 193 of 318
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4.5 Housing Quality and Maintenance • The Percentage of stock meeting the Scottish Housing Quality Standard (SHQS) (Indicator 6) increased to 68.69%. The local authority average for SHQS compliance was 77.9% and the Scottish average was 84.4%. • Renfrewshire Council’s average time to complete emergency repairs significantly improved to 5.6 hours from 9.8 hours in the previous year, which brings performance closer to the local authority average (4.3 hours) and the Scottish average (4.0 hours). Page 194 of 318
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• On average it took 7.9 days to complete non-emergency repairs which is better performance than both the local authority average (10.0 days), and the Scottish average (9 days). • 87.3% of non-emergency repairs were completed ‘right first time’ which is around the same as the local authority average (88.8%) and the Scottish average for 2023/24 (88.4%). Page 195 of 318
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• Satisfaction among tenants who had repairs carried out improved to 76.7%, up from last year (73.3%). The local authority average was (86.7%) and the Scottish average (87.3%). 4.6 Estate Management, Anti-social Behaviour, Neighbourhood Nuisance, Tenant Disputes • The Council’s rate of refusal of tenancy offers improved to 37.4% from 39.3% last year. This is broadly similar to the overall local authority average (36.5%) and higher than the overall Scottish average (30.5%). • 99.3% of anti-social behaviour cases were resolved, which is considerably better than the local authority average (85%) and the Scottish average (94.3%). A report on Neighbour Disputes to the Audit, Risk and Scrutiny Policy Board meeting of 23 September 2024 highlighted good work being done by Housing Services and its partners around this. 4.7 Housing Options and Access to Housing • 7.8% of lettable houses became vacant during the year which is a marginal increase from last year (7.2%) and the same as the local authority average and the Scottish average. • Renfrewshire Council boasts a significantly better average re-let time than both the local authority average and the overall Scottish average. Specifically, it takes Renfrewshire Council an average of 50.4 days to re- let a property. This surpasses both the local authority average of 72.6 days and the overall Scottish average of 56.7 days. Page 196 of 318
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• We are actively improving in this area, demonstrating a commitment to reducing re-let times despite a general trend to longer re-re-let times among other landlords (see the graph below). This success is particularly noteworthy given the acknowledged challenges posed by resource constraints within the construction industry and by difficulties with utility companies, which are affecting void property management processes nationwide. • We have improved the average time taken to complete approved medical adaptations, decreasing the time from 96 days in the previous year to 50.4 days in 2023/24. Our progress has brought Renfrewshire Council considerably closer to the average completion times observed both nationally and among other local authorities. The Local Authority average stands at 43.4 days, while the Scottish average is 44.8 days. Although the council has not yet reached the average completion times, the significant reduction in time demonstrates a commitment to improving this aspect of service delivery. Page 197 of 318
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• The Council's tenancy sustainment rate decreased marginally from 93.5% to 90.5%. This dip appears to be part of a broader trend, as the average tenancy sustainment rate for local authorities also experienced a slight decrease, reaching 91.1%. However, the Scottish average remained relatively steady at 91.2%, which may indicate that this downward trend might be specific to local authorities rather than a national issue. • The rate of tenancy sustainment for new tenants who were formerly homeless followed the overall trend with 86.5% sustaining their tenancy. The Local Authority average was 89.5% and the Scottish average was 90.3%. Work is ongoing from the beginning of the tenants’ journeys – ie at Housing Options stage through to management of the tenancies – to ensure that support and advice is provided to tenants to ensure that they can manage their tenancies. Page 198 of 318
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4.8 Homelessness 30.9% of homeless households were referred to RSLs under ‘Section 5’ arrangements and through other referral routes which is higher than the local authority and Scottish average of 29.2%. 4.9 Good Value from Rents & Service Charges • Our rent collection exceeded 100%. Over the past year we have demonstrated excellent rent collection, achieving a rate of 100.3% of the total rent due. This surpasses both the local authority average of 98.8% and the Scottish average of 99%. For the avoidance of doubt, collecting more than 100% of rent due means that we have collected more in arrears than the amount of any new arrears. • The council maintains a lower rate of gross rent arrears, standing at 8.3% of rent due. This figure represents an improvement from the previous year's rate of 8.6% and is better than the local authority group average of 9.5%. • While Renfrewshire Council outperforms most local authorities in managing rent arrears, it's important to note that local authorities, in general, have higher arrears rates compared to the Scottish average of 6.7%. This may well reflect the economic difficulties faced by tenants in the current climate. Page 199 of 318
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• Our progress in reducing rent lost due to empty properties has continued, achieving a rate of 1.45% from the previous year's rate of 1.86%, indicating the commitment to minimising financial losses associated with vacant properties. Last year saw us match the national average: achieving a rate of 1.45% places Renfrewshire Council's performance on par with the Scottish average of 1.4%. • We have outperformed other Local Authorities, Renfrewshire Council's rate of 1.45% is now better than the local authority group average of 1.8%, demonstrating the progress made over the past year in managing and re- letting vacant properties. Which is further reflected by our consistently improved performance in this indicator over the past three years while the trend among local authorities has seen this value increase. Page 200 of 318
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4.10 Factoring • Satisfaction among owners has increased to 72.8%, compared to 71.2% in the previous year. Renfrewshire Council's satisfaction rates among factored owners surpass those of other local authorities and even exceed the national average. With a satisfaction rate of 72.8%, the council outperforms the average local authority satisfaction rate of 50.6% and the Scottish average of 56.7%. Page 201 of 318
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4.11 Priorities for the year The service has identified key areas to focus on improvements over the forthcoming year: • The volume of service complaints has reduced but the timescale to respond has increased. Whilst working to improve timescales we will identify themes within complaints to improve performance and reduce the volume of complaints. • Our SHQS compliance remains around 69% largely due to EICR and smoke detector compliance issues, where tenants have not engaged to make an appointment for these essential works. There is an ongoing plan in place to increase EICR and Smoke detector compliance to 100% by December 2024. We report progress on this to the SHR as part of our Engagement Plan. • The reduction in tenancy sustainment figures (including tenancy sustainment amongst formerly homeless households) will be reviewed to understand the reasons behind this trend and action accordingly. • As reported at the August Board, the Tenant Satisfaction Survey identified areas where tenants were dissatisfied and the Service will focus on these areas, working with tenant focus groups to drive improvements. We will continue to work with the Quality Circles to identify areas for attention and address stock condition through our SHQS and housing investment programme. __________________________________________________________________ Implications of the Report 1. Financial – None 2. HR & Organisational Development – None 3. Community/Council Planning • Building strong, safe, and resilient communities – Improving and maintaining neighbourhoods and homes. • Working together to improve outcomes – Increasing resident satisfaction with neighbourhoods and communities. 4. Legal – None. 5. Property/Assets – None. 6. Information Technology – None. Page 202 of 318
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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 because it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None. 9. Procurement – None. 10. Risks – None. 11. Privacy Impact – None 12. Climate Risk – None. 13. Children’s Rights – None. 14. Cosla Policy Position – None. __________________________________________________________________ Background Papers Background Paper 1 – Report to the Communities and Housing Policy Board on 31 October 2023 – Annual Housing Performance Benchmarking Report 2022/23. The foregoing background paper will be retained within the Housing 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 Ray Walkinshaw, Housing Regeneration and Development Manager, telephone 0141-487 2189 or 07483 146814 and e-mail ray.walkinshaw@renfrewshire.gov.uk. __________________________________________________________________ Author: Ray Walkinshaw ray.walkinshaw@renfrewshire.gov.uk Page 203 of 318
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___________________________________________________________________ To: Communities and Housing Policy Board On: 29 October 2024 ___________________________________________________________________ Report by: Director of Environment, Housing & Infrastructure ___________________________________________________________________ Heading: Housing (Scotland) Act 1987- Representation in Respect of a House Failing to Meet the Tolerable Standard ___________________________________________________________________ 1. Summary 1.1 The Communities, Housing and Planning Policy Board on 30 October 2018 approved the Housing Investment Strategy for the Tannahill Area, Ferguslie Park involving the construction of around 100 new Council homes on vacant land adjacent to existing housing and the demolition of 253 properties (223 Council and 30 private). 1.2 Positive progress has been made on the delivery of this Housing Investment Strategy with 101 new build homes delivered on the site of the former St Fergus Primary School, 29 of 30 privately owned properties now acquired and contractors on site to demolish 52 of the 53 blocks originally approved for demolition. 1.3 The house identified as 146 Tannahill Road, Paisley is a two-storey semi-detached property which remains in private ownership, despite extensive efforts to engage the owner in agreeing voluntary acquisition of this property. The house is subject to significant fire damage and is therefore considered to fail to meet the Tolerable Standard, as defined within the Housing (Scotland) Act 1987, as amended and approval is being sought from this Board to issue a Demolition Order in terms of Section 115 of the Housing (Scotland) act 1987 for the building at 146 Tannahill Road, Paisley. 1.4 Authorisation is also sought to promote a Compulsory Purchase Order to complement the Demolition Order process and bring the one remaining privately owned property in the Tannahill Area subject to the Housing Investment Strategy into Council ownership, once the block including 146 Tannahill Road, Paisley has been demolished. ___________________________________________________________________ Item 12 CHPB291024 Page 205 of 318
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2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Approves a Demolition Order being issued for the property at 146 Tannahill Road, Paisley, PA3 1PD. 2.2 Approves the Council carrying out the demolition of 146 Tannahill Road, Paisley, PA3 1PD in the event that, subject to their right to appeal, the owners fail to demolish the block within the prescribed period. 2.3 Authorises the Director of Environment, Housing & Infrastructure to promote a Compulsory Purchase Order to compulsorily acquire the property at 146 Tannahill Road, Paisley after conclusion of the demolition order process, in the event that further efforts to acquire the property voluntarily are unsuccessful. _________________________________________________________________________ 3. Background 3.1 The Communities, Housing and Planning Policy Board on 30 October 2018 approved the Housing Investment Strategy for the Tannahill Area, Ferguslie Park involving the construction of around 100 new Council homes on vacant land adjacent to existing housing and the demolition of 253 properties (223 Council and 30 private). Positive progress has been made on the delivery of this Housing Investment Strategy with 101 new build homes delivered on the site of the former St Fergus Primary School, 29 of 30 privately owned properties now acquired and contractors on site to demolish 52 of the 53 blocks originally approved for demolition. 3.2 The houses on Tannahill Road within the regeneration scheme are, apart from 146 Tannahill Road, under full ownership of the Council (all are vacant). The Housing Regeneration team have engaged with the owner of 146 Tannahill Road for over five years with the intention of acquiring the property. The owner has repeatedly advised that the outstanding mortgage on the property far outweighs the market value in the property’s current condition. 3.3 As there has been no means of agreement regarding the Council acquiring this property and given the delays in the regeneration programme arising from this, authorisation is being sought to promote a Compulsory Purchase Order to compulsorily acquire the property 146 Tannahill Road, Paisley to complement the promotion and service of the Demolition Order and, subject to the rights of appeal, subsequent demolition of the house at 146 Tannahill Road, Paisley. 3.4 The Housing (Scotland) Act 1987 places a duty on local authorities to secure that all houses within their district are closed, demolished or brought up to the Tolerable Standard within a period which is reasonable in the circumstances. 3.5 Section 115 of the Housing (Scotland) Act 1987, as amended makes provision for a local authority to issue a Demolition Order where it is satisfied that a house, or houses, do not meet the Tolerable Standard and ought to be demolished, further requiring that the building shall be demolished within six weeks after the expiration of a 28 day period (which is to allow for the properties to be vacated). The owner of any property has a period of 21 days to appeal to the Sheriff Court against the Demolition Order. Page 206 of 318
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3.6 146 Tannahill Road, Paisley and the adjoining house at 148 Tannahill Road, Paisley are vacant and there is no requirement to specify within the Demolition Order any period for the properties to be vacated. 3.7 The Tolerable Standard, as defined within Section 86 of the Housing (Scotland) Act 1987 is a basic minimum standard which all properties are required to meet and is reproduced for information within Appendix 1. As this is a condemnatory standard a property only requires failing to meet one element of it to fail the Tolerable Standard overall. 3.8 The house at 146 Tannahill Road is generally in a very poor condition, which has arisen as a result of a fire during 2023, it is noted that the roof across a significant proportion of the flat has been destroyed due to the fire; this is resulting in significant water penetration to the house. Officers are therefore satisfied that the property at 146 Tannahill Road, Paisley fails the Tolerable Standard on the following grounds: • It is not substantially free from penetrating damp (due to the extensive roof damage); This is due to a large extent of the roof being missing for over 12 months since the fire. The rainwater penetration has caused considerable dampness and damage internally. • It does not have satisfactory equipment installed for detecting, and for giving warning of, fire or suspected fire. 3.9 Authorisation is therefore sought to issue a Demolition Order in respect of 146 Tannahill Road, Paisley and to demolish the building. Demolition of this building is in accordance with the approved Housing Investment Programme for the Tannahill Road area. 3.10 The Council would seek to recover the expenses of demolition via the statutory powers available to it. _________________________________________________________________ Implications of the Report 1. Financial – The costs associated with the demolition of these blocks is included within the HRA Capital Programme budget and efforts will be made to recover the associated proportion of these costs from the sole private owner. 2. HR & Organisational Development - None 3. Community/Council Planning – Creating a sustainable Renfrewshire for all to enjoy- Improving and maintaining neighbourhoods. 4. Legal – The Demolition Order may require input from Legal Services in relation to valid service and promotion of the Order and any appeal. There will be a requirement for Legal Services to carry out conveyancing work to voluntarily or compulsorily acquire the property at 146 Tannahill Road, Paisley. 5. Property/Assets – 146 Tannahill Road, Paisley is presently privately owned. 6. Information Technology - None Page 207 of 318
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7. Equality & Human Rights (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because for example 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 owner of the property at 146 Tannahill Road, Paisley has a right of appeal against the Demolition Order which, if exercised, could delay the works for a significant period. 11. Privacy Impact - None 12. Cosla Policy Position – not applicable. 13. Climate Risk – None 14. Children’s Rights - None _________________________________________________________________________ List of Background Papers Background Paper 1: Housing Investment Strategy for the Tannahill Area, Ferguslie Park. Communities, Housing and Planning Policy Board, 30th October 2018. Background Paper 2: Tannahill Area - Update on the Housing Investment Strategy. Communities, Housing and Planning Policy Board, 21 May 2019 Background Paper 3: Tannahill Area, Ferguslie Park - Update Communities, Housing and Planning Policy Board, 27 October 2020 _________________________________________________________________________ Author: Colin Hunter, Environmental Health and Community Safety Manager Email: colin.hunter@renfrewshire.gov.uk Page 208 of 318
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Appendix 1 – Tolerable Standard Definition Tolerable Standard as Defined in S86 of the Housing (Scotland) Act 1987, as amended. (1) Subject to subsection (2), a house meets the tolerable standard for the purposes of this Act if the house— (a) is structurally stable; (b) is substantially free from rising or penetrating damp; (c) has satisfactory provision for natural and artificial lighting, for ventilation and for heating; (ca) has satisfactory thermal insulation; (d) has an adequate piped supply of wholesome water available within the house; (e) has a sink provided with a satisfactory supply of both hot and cold water within the house; (f) has a water closet, or waterless closet available for the exclusive use of the occupants of the house and suitably located within the house; (fa) has a fixed bath or shower and a wash-hand basin, each provided with a satisfactory supply of both hot and cold water and suitably located within the house; (g) has an effective system for the drainage and disposal of foul and surface water; (ga) in the case of a house having a supply of electricity, complies with the relevant requirements in relation to the electrical installation for the purposes of that supply; “the electrical installation” is the electrical wiring and associated components and fittings, but excludes equipment and appliances; “the relevant requirements” are that the electrical installation is adequate and safe to use; (h) has satisfactory facilities for the cooking of food within the house; (i) has satisfactory access to all external doors and outbuildings; (j) has satisfactory equipment installed for detecting, and for giving warning of, fire or suspected fire; (k) has satisfactory equipment installed for detecting, and for giving warning of, carbon monoxide present in a concentration that is hazardous to health, and any reference to a house not meeting the tolerable standard or being brought up to the tolerable standard shall be construed accordingly. Page 209 of 318
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1 ___________________________________________________________________ To: Communities and Housing Policy Board On: 29 October 2024 ___________________________________________________________________ Report by: Director of Children’s Services ___________________________________________________________________ Heading: Community Justice Update and Annual Return 2023/24 ___________________________________________________________________ 1. Summary 1.1 This report details Community Justice Renfrewshire’s progress towards national justice outcomes, in accordance with statutory requirements. 1.2 The report describes how Community Justice Renfrewshire will deliver improvement work in response to latest learning and emerging opportunities. ___________________________________________________________________ 2. Recommendations 2.1 The Communities and Housing board is asked to: (a) approve the Reporting Template for the Community Justice Renfrewshire Annual Report 2023/24, attached as an appendix to the report; and (b note that the Community Justice Renfrewshire Annual Report Template 2023/24 has been submitted to Community Justice Scotland in draft format and, subject to approval and/or amendment by this Policy Board, the finalised report will be submitted and published. _________________________________________________________ Item 13 CHPB291024 Page 211 of 318
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2 3. Background 3.1 Community Justice Renfrewshire – like other justice partnerships – is required to report on local progress towards national justice outcomes. Our achievements are relayed to Community Justice Scotland who combine with those of other justice partnerships to create a national report. 3.2 Community Justice Scotland supply community justice partnerships with a reporting template. Partnerships use this template to describe the local community justice activity delivered over the preceding financial year which has contributed to national justice outcomes. Community Justice Renfrewshire received this template in May 2024, and it covers the 2023/24 financial year. 3.3 The 2023/24 reporting template is the first to incorporate the 9 nationally determined justice outcomes first published in March 2023, with progress against these forming part of long-term national aims. ___________________________________________________________________ 4. Community Justice Renfrewshire Annual Outcome Activity Return 2023/24 4.1 Community Justice Renfrewshire’s Annual Outcome Activity Return is attached to this report (Appendix 1). The return outlines partnership work progressed over the period 1st April 2023 to 31st March 2024. Highlights include: • Enhancements to justice social work’s early intervention supports, creating capacity to support diversion from prosecution and other community-based measures • The implementation of bail supervision as an alternative to remand • Furthering our understanding of the health and social care needs of people who are liberated from custody • Helping people access suitable accommodation following release from prison, and providing support to people in their tenancies • Providing specialist employability support to people with convictions Page 212 of 318
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3 4.2 In accordance with guidance, the return emphasises collaborative activity rather than detail that progressed by individual teams, services, or organisations. This reduces duplication of reporting and focuses on the partnership’s added value. 4.3 A draft of Renfrewshire’s Community Justice Annual Outcome Activity Return was sent to Community Justice Scotland in advance of the submission deadline (27 September 2024). A final report will be sent to Community Justice Scotland following this board’s review. 4.4 We will continue to work closely with Community Justice Scotland and review any learning from national report when it is published early next year. We will apply relevant learning to improve our local approach to reducing reoffending and improving outcomes for those with living experience of the justice system. ___________________________________________________________________ Implications of the Report 1. Financial - None 2. HR & Organisational Development - None 3. Community/Council Planning – • Our Renfrewshire is thriving – working with people with justice experienced to improve their readiness for employment • Our Renfrewshire is well – supporting the health and care needs of this population • Our Renfrewshire is fair - addressing stigma and taking a person- centred approach to address root causes of offending behaviour • Our Renfrewshire is safe – helping people accused or convicted of offences rehabilitate and reintegrate in their communities decreases the chances of further offending 4. Legal – None, this report meets the Council’s statutory community justice requirements 5. Property/Assets - None 6. Information Technology – None 7. Equality & Human Rights (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be Page 213 of 318
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4 published on the Council’s website. 8. Health & Safety – None 9. Procurement – None 10. Risk - None 11. Privacy Impact - None 12. Climate Risk – None 13. Children’s Rights – Although there are no direct implications the rights and wellbeing of children and young people is at the heart of our Service. We will continue to work together to promote equality and raise awareness of the United Nations Convention on the Rights of the Child (UNCRC) to make sure children and young people’s rights are promoted and reflected in all that we do. 14. Cosla Policy Position – None ___________________________________________________________________ Author: Jamie Gardyne, Community Justice Lead Officer Page 214 of 318
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5 Appendix 1 April 2024 Community Justice Scotland Ceartas Coimhearsnachd Alba Community Justice Outcome Activity Across Scotland Local Area Annual Return Template Reporting year April 2023 – March 2024 Page 215 of 318
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6 1. Background This reporting template has been developed in discussion with community justice representatives from local areas. This template is designed to enable local areas to report on progress towards the community justice outcomes. 2. Statement of Assurance and Data Usage The information submitted to CJS using this template will be used by CJS in its role to monitor, promote and support improvement in, and keep the Scottish Ministers informed about, performance in the provision of community justice. In line with provisions in the Data Protection Act 2018 and the General Data Protection Regulation (GDPR), CJS will use appropriate data to ensure that there is continuous reporting, development and progress towards the national outcomes. By providing data to CJS you are consenting to its use by CJS as indicated. Community Justice Partnerships should be aware that any information held by CJS is subject to statutory Freedom of Information obligations. Completion of the template can help local partnerships to fulfil their requirements under s23 (1b) of the Act by using the developed content to inform the production of the publicly facing summary statement of annual progress. 3. General principles of the template The template and guidance have been developed using the following principles: • Support CJS in developing the evidence base for local community justice activity and progress across Scotland within the reporting year • Support CJS to comply with their duties set out in the Act, Sections 26-30 • Support local partners to comply with their local reporting requirements set out in section 23 of the Act. Page 216 of 318
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7 4. How to fill in the template The return should be completed and consulted on with partners involved in community justice in your local area. In line with the Act this includes statutory partners, third sector bodies involved in community justice in relation to the area, and such community bodies other persons as partners consider appropriate. CJS expects that completion of this template will be a collaborative effort. This template incorporates guidance to support completion, with the text (in blue) providing reflective prompts to consider when developing your answer, which can be deleted and replaced with your response. These should be considered together through the development of your answer rather than addressed individually. There is no expectation that areas will return substantial numerical data. It is likely that local areas will not have the national data indicators set out by the Community Justice Performance Framework at the time they are completing this template. It is not anticipated that CJS will routinely use or refer to local level national indicator data in the context of the national outcome activity annual report. If in developing the national report it becomes apparent that local-level data may support further analysis of particular outcomes, for example in identifying potential recommendations, exploring data outliers, or areas for further development, we expect this to be taken forward in discussion with the relevant local areas and partners. Instead, we want partners to focus on the qualitative evidence drawn from their activity and insights about impact. Relevant local supporting evidence from the CJS improvement tool that will supplement the national indicator data has been specified under each national outcome in this template. We would encourage partners to develop the response to this template in conversation with each other and view it as an opportunity to reflect on your strengths and needs in partnership. Where the template asks for evidence, a written response will suffice and there is no expectation that you send additional supporting documentation – if there are any aspects CJS is unclear on, it will be our responsibility to request clarification where necessary. If any response or evidence requires details about people with lived experience (e.g. evidence in respect of someone’s life story) please DO NOT include any identifiable personal or sensitive information (as outlined in Schedules 2 & 3 of the Data Protection Act 1998) as CJS does not require such information. If this is unavoidable then please ensure that the data is fully anonymised. If you have any queries about completing the template, then please email CJSImprovement@communityjustice.scot. Page 217 of 318
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8 1. Community Justice Partnership / Group Details Name of local authority area/s Renfrewshire Council Name and contact details of the partnership Chair Name: John Trainer Email: john.trainer@renfrewshire.gov.uk Telephone: n/a Contact for queries about this report Name: Jamie Gardyne Email: Jamie.gardyne@renfrewshire.gov.uk Telephone: n/a 2. Template Sign-off from Community Justice Partnership / Group Chair Enter the name of the chair to confirm that the local community justice partnership representatives have agreed this return as an accurate record. It should be returned to CJS by 27 September 2024. For the purpose of submitting this return to CJS ensure you have agreement from community justice partners. For the purpose of publishing this template as part of your s23 duty (publish a public- facing annual report on progress towards national and local outcomes) you should follow local governance arrangements. Date:…………26 September 2024……….. Name:…John Trainer Page 218 of 318
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9 3. Governance Arrangements Last year, we asked partnerships to describe their governance structure for community justice arrangements and include links to wider community planning. Please describe any substantive changes since your previous answer. No change. 4. The year overall This section should be used to reflect some of the a) challenges/negative implications and b) opportunities/positive implications from the reporting year on the community justice partnership. This can include impact on the improvement activity, partner collaboration, and delivery of services. Challenges The Community Justice Lead Officer was appointed to the post in March 2023 following a 2-year vacancy. Service demands stemming from the Lead Officer’s previously role meant that they could not effectively transition to the new position until the end of June 2023. From then to September 2023 the Lead Officer was also responsible for completing statutory justice social work returns owing to broader system and resource challenges. This impacted the Lead Officer’s available capacity and extended the period for bedding in and orientation. Over the course of the year the prison population increased significantly. National data shows these largely related to the number of people sentenced and in custody, with significant increases in the numbers of individuals sentenced to short sentences less than one year. Short periods in custody can be disruptive and damaging, impacting jobs, housing, health and wellbeing, and relationships. Addressing this disruption is resource intensive and ultimately elective on the part of the person convicted. Accommodation challenges in the national prison estate have been well publicised in the media. This has resulted in a high degree of public awareness and interest in the impact of responsive measures. This narrative must be balanced with national messaging which promotes community justice as an early and effective approach in addressing the needs and behaviours of people who offend. The Bail and Release from Custody (Scotland) Act 2023 received Royal Assent on 1st August 2023. It makes provisions regarding the determination of bail, bail conditions, release arrangements and pre-release planning. The Act serves to better support decision making and processes for people who are accused and/or convicted, and justice partners support underlying policy objectives. Challenges relate to the resource and capacity implications on justice partners, and the potential impact of future standards and requirements. Page 219 of 318
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10 Proposed changes in relation to national throughcare commissioning arrangements aim to benefit a broader range of people transitioning from custody back into communities. Renfrewshire Community Justice Partnership supports this, however the specifics about how this will be delivered are not known. The challenge for local partnerships will be identifying how to work with commissioned delivery partners to delineate responsibility and add demonstrated value where possible. Positives / Opportunities On the 31st March 2023 published a revised Community Justice Performance Framework. The framework identifies 9 national outcomes and 10 associated indicators that guide improvement work among justice partners. In May 2023, Community Justice Renfrewshire published its local Outcome Improvement Plan, outlining a high-level response to how Renfrewshire’s community justice partners will work together to achieve national improvement outcomes. In July 2023 the Care Inspectorate published its revised guide to self-evaluation for community justice in Scotland. The guide identifies quality indications that help justice partners determine how effective our services are. Renfrewshire Community Justice Partnership supports self-evaluation and has made good progress in embedding this approach into its improvement activity. Our Strategic Group has incorporated indicators relating to leadership and direction into our Terms of Reference, making clear our vision for achieving the best possible outcomes for the people in Renfrewshire who are justice experienced. Over the course of 2023/24 Community Justice Scotland (CJS) responded to demand among local partnerships to produce guidance to support improvement activity. CJS facilitated several engagement and consultation sessions that ultimately led to the development of targeted resources aligned to specific milestones in the justice processes. The resources and extensive opportunities to engage with CJS over new or re-emphasised legislative and policy priorities has helped orientate local improvement activity in a national context whilst strengthening relationships and opportunities for learning. Page 220 of 318
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11 Priority Action One Enhance intervention at the earliest opportunity by ensuring greater consistency, confidence in and awareness of services which support the use of direct measures and diversion from prosecution Nationally determined outcome: More people successfully complete diversion from prosecution1 Local Evidence • Mechanisms are in place to understand the views of people undertaking diversion from prosecution and are used to support improvement. • Mechanisms are in place to understand the views of people supporting the delivery of diversion from prosecution and are used to support improvement. 5. What activity has taken place to increase successful completion of diversion? What impact has there been as a result? Early progress has been made to ensure that more people in Renfrewshire successfully complete diversion from prosecution. During 2023/24 our justice social work staff enhanced our early intervention services to improve capacity to support diversion and other community-based measures. This has improved the team’s responsiveness and resilience, instilling COPFS confidence that Renfrewshire is better placed to respond to the needs of people for whom diversionary options are being considered or agreed. Evidence suggests this work is leading to an increase in diversion referrals. Capacity has been created in the local third sector to provide support to people – including those on diversion – with space and time to have prevention and treatment- focused conversations in relation to alcohol, drugs and mental health issues. The provider – RCA Trust – has been commissioned to supplement local health and social care services and is readily utilised by our justice staff to provide people on diversion with accessible, responsive support. Our justice staff also ensure clients who might benefit from employability support and referred into provision offered by our core service and/or commissioned providers. We have continued to work closely COPFS and other stakeholders throughout the North Strathclyde Sheriffdom regional meetings. These support a shared context for diversion delivery, sharing learning, positive and negative, to refine our local offer. We have made progress in understanding the views of people supporting the delivery of diversion to support improvement. Feedback includes: 1 National Indicator: Number of diversion from prosecution: • assessments undertaken • cases commenced • cases successfully completed Page 221 of 318
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12 • There is good communication between social work and the Procurator Fiscal making it possible to question and clarify issues as they arise, especially for more complex cases • We are good at meeting assessment timelines • There is good joint working between both adult and children’s social work teams in the area to look at the person as a whole (and if appropriate their family) to identify their needs and circumstances. • Staff are our expert resource that are skilled in forming respective and trusting relationships with clients, ensuring interventions are person-centred and take cognisance each person’s characteristics and life events. Improvement work is underway to listen to service user’s views to better inform future practice and development needs. Evidence shows around 90% of those who commence diversion in Renfrewshire complete it, similar to the figures cited in the Joint Review of Diversion from Prosecution. This, combined with the evidence that local diversion referrals are increasing shows there is confidence and effectiveness in our provision. Over the course of 2024/25 we will engage with clients subject to diversion to understand the impact it has had for them. We will review the range of services we offer and refer in to, making sure there is a pathway of support to all those who need it. We will look at how we can foster better inter-agency understanding and response in respect of people’s circumstances, including people who have learning or behavioural needs. We will review the people who did not engage with the offer of diversion to understand if anything could have been done differently and adapt our approach if necessary. Page 222 of 318
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13 Priority Action Two Improve the identification of underlying needs and the delivery of support following arrest by ensuring the provision of person-centred care within police custody and building upon referral opportunities to services including substance use and mental health services Nationally determined outcome: More people in police custody receive support to address their needs2 Local Evidence: • There is an effective relationship between community justice partners, Alcohol and Drug Partnerships (ADPs) and police custody centres for local population. • pathways and support are in place from police custody centres for the local population, 6. What activity has taken place to support people in police custody to access support? What impact has there been as a result? There has been limited focused improvement activity to support people in police custody access support owing to the local prioritisation of other outcomes. Over this period work was being progressed nationally to develop a new arrest referral pathway for people arriving into police custody. This addressed issues regarding the basis for information exchange between Police Scotland staff and people in custody, and the scope for other agencies to offer arrest referral services on justice partner’s behalf. Community Justice Renfrewshire will consider if and how it can add value once pathways are established and learning can be reviewed. Over the course of 2023/24 links between community justice and Renfrewshire Alcohol and Drug Partnership was strengthened. Joint working between the Community Justice Lead Officer and Medication Assisted Treatment (MAT) Standards Lead Officer has helped delineate actions and tasks, making best use of capacity and resource. The Community Justice Lead Officer had engaged with local Police Custody Healthcare to understand the health-based services offered to people from Renfrewshire who find themselves in custody. Although there are good examples of people being successfully referred into local alcohol and drugs services, there are also challenges around interfacing systems which impede the flow of information and referrals. The MAT Standards Lead Officer has and will continue to oversee work to improve how information is shared and what can be done to improve links to local systems, although some aspects of this work will require to more significant changes at a national level. In terms of young people detained in custody over the last year police and social work discussions have developed about the suitability of a young person being detained for a prolonged period. Based on personalised assessment this has meant the use of secure care until court appearance. This is an ongoing area for future development. 2 National Indicator: • Number of referrals from custody centres Page 223 of 318
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14 Priority Action Three Support the use of robust alternatives to remand by ensuring high quality bail services are consistently available and delivered effectively Nationally determined outcome: More people are assessed for and successfully complete bail supervision3 Local Evidence • Mechanisms and support a high quality bail assessment • Referral pathways are in place that support identified needs of people on bail supervision • Consequently the number of bail supervision cases have been rising 7. What activity has taken place to increase the use of bail, and support people to access services to address needs while on bail? What impact has there been as a result? Renfrewshire Council justice social work implemented bail supervision in February 2024. Before this, justice social work teams undertook a significant amount of preparation work involving peer learning, stakeholder engagement and pathway mapping. We identified areas that had previously implemented bail supervision to identify what we could learn. We paid close focus to areas that shared demographic and structural characteristics with our own, increasing the transferability of lessons learned. Breach processes were scrutinised to identify thresholds for actions and responsibilities of those involved. Together, Justice SW and the CJ lead reviewed national guidance, templates, and associated research to identify the inputs and processes that would be required to deliver bail supervision in Renfrewshire. Interpreting and translating this information into practice and process was challenging and time intensive. We spoke with other justice stakeholders including COPFS and sheriffs to inform them of our development and implementation dates. We encountered instances where Court looked to impose bail supervision before our provision was operational but later addressed this though enhanced messaging and the local Court JSW team. Three full time staff members were recruited into the justice social work team to create essential delivery capacity, across early intervention areas such as diversion and bail. Justice SW also resource a children and families worker to support this within its wider wholes systems approach. We draw on exiting needs-based approaches and supports to create outcome-focused client action plans, case working with colleagues across 3 National Indicator: Number of: • assessment reports for bail suitability • bail supervision cases commenced • bail supervision cases completed Page 224 of 318
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15 other teams, services and organisations in the same way as other community-based justice work. Early consideration has been given to impact measures. Aside from service user outcomes, we will continue to develop some focus on the impact of bail supervision on the balance of social work service demand against the proportion of our population who are still remanded in custody. To be effective and sustainable we aim to support Court decisions around bail that offer the best information possible to assist it to address risk and need in a consistent way. Priority Action Four Strengthen options for safe and supported management in the community by increasing and widening the use of electronic monitoring technologies No nationally determined outcome. Progress in delivering this priority action should be evidenced with reference to any relevant local activity. 8. What activity has taken place in your area to increase the use electronic monitoring technologies? What impact has there been as a result? Electronic monitoring of bail was introduced in Renfrewshire in May 2023. As was the case with bail supervision, a period of learning, review and development was undertaken before go live to ensure we were informed, resourced and supported to deliver effectively. Unvalidated data from tor 2023/24 period suggests around one third of assessment reports for bail suitability submitted to the courts recommended bail with electronic monitoring. This demonstrates our efforts to identify all instances where electronic monitoring offers an opportunity for accused individuals to avoid remand and the disruption it brings to them and their families. After EM bail commences, there is little involvement with partners unless that person is also subject to bail supervision. Insight suggests the numbers of people subject to both is relatively small. Future improvement activity will be better informed through comparison of local and national evidence gathering. There will be value in looking at the relationships between electronic monitoring of bail and the impact this has on the remand population. This and other measures should be used to determine a national outcome that allows justice partnerships to prioritise improvement work and attribute responsibility. Page 225 of 318
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16 Priority Action 5 Ensure that those given community sentences are supervised and supported appropriately to protect the public, promote desistance from offending and enable rehabilitation by delivering high quality, consistently available, trauma-informed services and programmes Nationally determined outcome: More people access services to support desistance and successfully complete community sentences4 Local Evidence • Availability of local programmes to support desistance from domestic abuse and sexual offending. • Availability of referral pathways to support the needs of local population on community disposals. • Mechanisms are in place to understand the views of people with experience of community disposals to support improvement. • Mechanisms are in place to understand the views of the community justice workforce with regard to supporting the needs of people subject to community disposals to support improvement. 9. What activity has taken place that will support people serving sentences in the community to desist from offending, address their needs, and help them successfully complete their sentence? What impact has there been as a result? Following the Covid-19 pandemic, the number of people serving sentences in the community in Renfrewshire has increased, with number on 2022/23 recovering to around 75% of that experienced in 2019/20. The percentage successfully completed sits slightly higher than the trend leading up to the pandemic. Looking specifically at the proportion of Drug Treatment and Testing Orders completed, lasts figures show this to be around 35%. This is broadly in line with previous rates and applies to a relatively small total number of orders (17 in 2022/23). In Renfrewshire, people serving community sentences can access a wide range of services. These are being regularly reviewed and shaped through the partnership to make sure people benefit from all available supports. More detail of these can be found here Renfrewshire has a strong network of third sector organisations that make a huge difference in the communities they’re based. Just one example if the fantastic work 4 National Indicator: Percentage of: • community payback orders successfully completed • drug treatment and testing orders successfully completed Page 226 of 318
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17 delivered as part of the Scottish Government’s Community Mental Health and Wellbeing Fund, which has helped address issues around local health inequality. Engagement with justice staff has highlighted a drive to improve activity, awareness and coordination of justice-specific support services and community-based opportunities. This has potential to help people on community sentences develop the social and relational skills that help reduce offending behaviour. Staff have attended trauma informed practice sessions and this learning and culture is an area for continuous development and shared values. We have made good progress in promoting community justice as a linked, wider responsibility and culturally developing awareness of why it matters and where everyone fits in. Sharing not just the needs of those in conflict with the law but also the victims and communities affected to our local third sector organisations. More detail of how we’ve approached this it outlined in our engagement and communications work. This is being achieved through various partnership workshops, seminars and other events, all with the aim to increase awareness of how existing and developing projects can help the rehabilitation and reintegration of people who are justice experienced. An example has been the promotion of a health, wellbeing and cultural participation pathway. This supports people who are referred in from justice social work and other routes a ‘socially prescribed’ activity that helps them make progress towards health and wellbeing goals. Examples include gym membership, walking groups, gardening activity or cooking classes. A significant proportion serving community sentences experience problematic substance use. This can contribute to poor decision making and risk-taking behaviour that can result in offending behaviours. In Renfrewshire, we have a strong network of public and third sector support to help people in their treatment and recovery, that aligns to these needs. Clear referral pathways are in place and justice staff have good awareness of how and when to use them. We work well across social work and employability services (both public and third sector) to address barriers to employment. Social work staff ensure employability needs are identified through justice social work reports and those who are sentenced receive tailored support to help move them closer to work. More detail is provided in the employability section below. We have engaged with staff responsible for unpaid work and identified a need for a refreshed training programme for supervising staff. This will increase knowledge and awareness of trauma responsive practice and help staff be alert to health and wellbeing needs given their high degree of exposure to the client group. Early work has progressed in partnership with the NHS Greater Glasgow and Clyde Health Improvement Lead, drawing on learning from a similar approach taken in neighbouring Glasgow. For people subject to an unpaid work requirement, a creative approach to engagement is proposed through a participatory photography project. In partnership with Renfrewshire Alcohol and Drugs Partnership, the project will involve those undergoing unpaid work being offered therapeutic support to reflect on the behaviours and Page 227 of 318
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18 underlying factors that contributed to their offence(s) and explore how community interventions can help them recover. Learning and outputs for this will be produced in 2024/25. Priority Action 6 Ensure restorative justice is available across Scotland to all those who wish to access it by promoting and supporting the appropriate and safe provision of available services No nationally determined outcome. Progress in delivering this priority action should be evidenced with reference to any relevant local activity. 10. What activity has taken place to make restorative justice available to people and support them to access it, and what impact has there been as a result? We recognise that there may be value in progressing this further, particularly where it supports the victims’ need. Although not actively pursuing local approaches currently we recognise and would actively support future evidence-based developments. Priority Action Seven Enhance individuals' access to health and social care and continuity of care following release from prison by improving the sharing of information and partnership-working between relevant partners Nationally determined outcome: More people have access to, and continuity of, health and social care following release from a prison sentence5 Local Evidence • Health and social care circumstances/care plans are reflected in collaborative plans for release. • Referral pathways and information sharing arrangements are in place to support timely access to health and social care supports upon release. 5 National Indicator: Number of transfers in drug/alcohol treatments from: • custody to community Page 228 of 318
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19 11. What activity has taken place to support people to access health and social care support after release from prison, and what impact had there been as a result? Early work was undertaken during 2023/24 to understand the provision and processes that allow people leaving prison to access health and social care support. Engagement with health colleagues to understand this population has revealed that around 80-90% of people admitted to custody have an identified health or social care requirement. Insight shows 90% of the prison population are on prescribed medication and around 80% have addiction or alcohol issues. We have also identified that many people in custody use drugs like cocaine and street Valium recreationally and no not identify this behaviour as addiction. We acknowledge that people being released from custody have experience of unhealthy lifestyles. Many of their health needs are associated with poor social and economic circumstances. Having reviewed evidence of learning and behavioural needs, we understand that very few people in custody have a diagnosed learning disability. However, anecdotal evidence from health colleagues suggests that many people in custody struggle with problem solving and find difficulty in developing and implementing strategies to cope with stress. Building on this information, we have commenced some initial work to understand the provision and processes for people returning to Renfrewshire from custody. People who require opioid substitution therapy are referred into local alcohol and drug recovery services (ADRS). Processes are in place to ensure people who undergo planned liberations are provided with community appointments prior to liberation dates, supported by allocated and duty workers as required. People who are liberated following court appearances are contacted by court and other workers and encouraged to attend ADRS or the relevant third sector providers. Our health and social work partners have revealed that for some people leaving custody there is no prior notification. This makes it harder to engage with people and ensure they have provision in place to support their release. We also know there are limitations to our data which makes understanding this population quite challenging. Although we can see who is in receipt of a service or open to health or social work, we cannot easily identify people who have been offered support through ADRS and refused or who have not engaged. This makes it difficult to identify characteristics or circumstances that act as barriers to engagement/access. We also know there are challenges around people who are leaving custody from remand. Information sharing can be problematic with prisons and there is a greater onus on the individual to seek services out. We understand this is a national issue and one being considered within the current thematic review. Over the course of 2024/25 we will work to develop a better understanding of the justice population who who use local health and social care services while living in our Page 229 of 318
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20 communities. We have evidence that we have a strong offer of multi-agency support, such as that offered through our CIRCLE Recovery Hub, where people in recovery can access peer and professional support to aid relapse prevention, foster skills for independent living and improve socialisation though leisure and vocational activities. We also know that our mental health teams offer a broad range of tiered services that aim to provide accessible and proportionate help at times of need. Our local third sector organisations are also very active making a huge difference to people in their communities, such as the provision offered through the Community Mental Health and Wellbeing Fund mentioned earlier. We also acknowledge we need to review the pathways and evidence of people’s journeys to understand how well our justice population is served by current services and what can be done to improve, refocus or reshape them. Page 230 of 318
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21 Priority Action Eight Ensure that the housing needs of individuals in prison are addressed consistently and at an early stage by fully implementing and embedding the Sustainable Housing on Release for Everyone (SHORE) standards across all local authority areas Nationally determined outcome: More people have access to suitable accommodation following release from a prison sentence6 Local Evidence • SPS admissions and liberations information is shared with relevant partners to support suitable accommodation planning. • Proportion of admissions where housing advice was provided. • Percentage of people leaving prison who have been housed by the local authority and have maintained tenancy for more than 1 year 12. What activity has taken place to support people to access suitable accommodation following release from prison, and what impact had there been as a result? Good progress has been made to build a profile of the population of people who are released from custody and who require access to suitable accommodation. This comes from a variety of sources in both qualitative and quantitative ways. National indicators show that in Renfrewshire the number of homeless applications where prison was the property the main applicant became homeless form has reduced from a high of 105 in 2016/17 which was 13% of all homeless applications and the highest of all the local authorities in Scotland to 61 in 2023/24 which is 5.9% of all homeless applications. Although this is positive, our partnership worked to develop a broader understanding of the number of departures from Scottish prisons over the same period. This context showed that both the number of people leaving prison and the number of Renfrewshire homeless applications stemming from custody both reduced by a third, suggesting a relationship where one has impacted on the other. This has helped us realise that although we believe we have made good progress reducing the number of homeless applications for people liberated from prison, we may look to demonstrate this through additional measures. Our housing partners have established processes in place to offer support to people who arrive into custody and need support and advice with existing tenancies. When notified by Scottish Prison Service, our housing staff work closely with people new to custody who require help with housing related benefits to prevent or mitigate the accrual of arrears. For people who are sentenced, we take time to understand their 6 National Indicator: Number of: • homelessness applications where prison was the property the main applicant became homeless from Page 231 of 318
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22 circumstances and longer-term intentions. We also work closely with private rented tenants who understand the impact of their custodial period on their housing arrangements, supporting them with the necessary documentation if they need to declare their change in circumstances. In 2023/23, we helped 21 people sustain their tenancy while in prison and supported 9 people to end their tenancy appropriately. We also help people who are liberated from custody and transition back into our communities. When SPS notify us of people who are due to be liberated, or after receiving notification from prison-based support services or our outreach employability colleagues, we reach out to people who we understand have housing issues and who are at risk of homelessness. We contact the relevant prison and organise appointments with the person in question to understand their circumstances and build a relationship. We work collaboratively, drawing on insight from social work staff to understand risks and needs that might influence their housing solution. Local providers of temporary and supported accommodation understand the needs of this population well and assist with planning and administration for people arriving into their facilities and care. Our housing colleagues support people with their transition back into housing and our communities, often taking a key role in referring the client on to other health, social care and wellbeing supports. Specialist projects such as My Life Ahead – a partnership with Renfrewshire Council and Turning Point Scotland – help people whose tenancy is at risk due to behaviours stemming from alcohol and/or drug dependency. We know there are parts of this work we’d like to improve. We have good relationships and communication links with the prison establishments that service most of Renfrewshire’s prison population. For other establishments, these links could be strengthened. We also know that our support is more readily accessed by people serving long-term sentences where there is a higher degree of case management and transition planning, supported by National Standards and resourcing. People serving short-term sentences do not always engage with us in prior to liberation, and we need to understand what we can do to promote our offer of support in the right way. We now make contact with all those being released, however uptake of voluntary involvement is low and we require to understand why. This work will be developed, but within a context of overarching housing challenges where the number of local homeless applications is growing, and the turnover of social rented housing is slowing. Progress towards national improvement outcomes will remain in focus however this will be balanced with our response to other significant housing-related demands stemming from lack of suitable housing availability, resettlement programmes, asylum dispersal and the cost-of-living crisis. Page 232 of 318
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23 Priority Action Nine Enhance individual's life skills and readiness for employment by ensuring increased access to employability support through effective education, learning, training, career services and relevant benefit services Nationally determined outcome: More people with convictions access support to enhance their readiness for employment7 Local Evidence Employability Partnership (LEP) and Community Justice Partnership support i. local employment, education and training providers to respond to the needs of those with convictions ii. local employment, education and training providers are confident and competent in providing effective conviction disclosure support iii. local employers to develop more inclusive recruitment processes and employ people with convictions. • Referral pathways are in place to connect people to appropriate services and support: i. at commencement of, during and at the end of a CPO ii. following release from custody. 13. What activity has taken place to support people to access employability support, and what impact had there been as a result? Our partners have worked hard over the course of 2023/24 to improve access to employability support for people accused and convicted of offences. Renfrewshire Council’s employability service – Invest – have skilled and specialist staff who work with people accused or convicted of offences. Their involvement with people spans from early measures such as diversion from prosecution and bail supervision, people who have been sentenced and serving community orders, people who are nearing liberation from custody and those who live with historic convictions. Our Community Justice Lead Officer works closely with Renfrewshire’s Local Employability Partnership (LEP), chairing a dedicated justice subgroup to look at the specific needs and developing opportunities for people who are justice experienced. Over 2023/24, population analysis and self ’evaluation helped identify the extent to which providers respond to the needs of people with convictions. Client and partner feedback identified that although effective, core Invest support could be supplemented with pre-employment support to help justice clients improve their resilience, confidence and instil in them employability aspirations. This informed a commissioning specification, and the award of grants to West College Scotland and The Lennox 7 National Indicator: Percentage of: • those in employability services with convictions Page 233 of 318
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24 Partnership to deliver pre-employability programmes to justice clients over the course of 2024/25. This enhances provision that ran over the course of 2023/24, which was delivered solely by West College Scotland. The population analysis and self-evaluation activity also helped us gauge the confidence of local teams, services and organisations in providing disclosure support and the barriers around employing people with convictions. During 2023/24, we commissioned Apex to deliver specialist support to people with sexual convictions with a view to helping them into employment. Feedback from partners identified one of the biggest challenges was around the receptiveness of potential employers and training providers to provide opportunities to them. This meant that people with sexual convictions who had made progress and were job ready had nowhere to go. This is a complex area. Our LEP justice subgroup responded by developing a brief for a provider to work with people with complex convictions - including sexual offenders – whilst at the same time undertaking a work with local employers and providers to understand their knowledge and awareness of the disclosure process and the barriers that prevent them from recruiting people with sexual convictions. This work – progressing over 2024/25 – will provide useful learning that will help our local employability and justice partners provide targeted education to address gaps in knowledge and raise awareness of certain messages that might challenge stigma and misconception. One of the major strengths of our local employability provision is the efficiency of our referral pathways. Justice social work staff report having good knowledge of the core and commissioned employability support available to clients and trust in outcomes. Our staff readily make recommendations for employability provision at court report stage and make onward referrals into Invest for people who are sentenced (or subject to diversion). Invest coordinate the client’s support, utilising core and/or commissioned services where appropriate. Sideway referrals are made to our LEP’s other priority population subgroups, such as people who require mental health support, people who have disabilities, and young families, all of whom receive targeted help alongside employability supports. Monitoring takes place though employability measures and in accordance with the client’s case management. A concerted effort is made to work with people who are due to be liberated from custody and arrive back into our communities. Our Invest colleagues work closely with staff at Low Moss prison – which accommodates around half of people in Renfrewshire who are in custody – and undertake weekly outreach visits with people nearing the end of their sentence. Prison-based appointments help Invest staff establish relationships and build trust and start to plan what development and employability support that person might need or benefit from on release and provide an opportunity to secure involvement from other providers such as housing, community learning and benefits. We are aware that proposed nationally commissioned throughcare provision will commence in April 2025. We look forward to working with the provider/providers in extending the reach of our local employability supports. Page 234 of 318
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25 Priority Action Ten Enhance community integration and support by increasing and promoting greater use of voluntary throughcare and third sector services Nationally determined outcome: More people access voluntary throughcare following a short term prison sentence8 Local Evidence • Mechanisms are in place for partners to support people serving short term sentences. • Proportion of people liberated from short term custody: i. made aware of support ii. accepting support offer iii. with a co-ordinated pre-release plan in place. • Mechanisms are in place to understand the views of people accessing voluntary throughcare to support improvement. • Mechanisms are in place to understand the views of community justice partners in delivering voluntary throughcare to support the needs of people leaving short term custody. 14. What activity has taken place to support people to access voluntary throughcare? What impact had there been as a result? Throughout 2023/24 Renfrewshire’s justice social work staff have continued to offer voluntary throughcare to eligible people liberated from custody, in accordance with guidance. Prioritisation of other improvement outcomes has meant there has been little opportunity to undertake significant improvement planning in relation to voluntary throughcare. Initial analysis of data has shown a general decrease in the number of voluntary throughcare cases commenced in Renfrewshire, from 311 in 2016/17 to 98 in 2022/23. More extensive analysis is required to account for this number as a proportion of people leaving custody over this time, and the impact of other factors such as early measures like diversion from prosecution. Recruitment into our social work team over 2023/24 has created extra capacity to deliver voluntary throughcare services. This is an area of focus for 2024/25, combining other areas such as employability, housing and health to look at the overall experience of people as they transition from custody back into the community, As mentioned in previous sections, our partners have also continued to offer support to people who are liberated. 8 National Indicator: Number of: • voluntary throughcare cases commenced Page 235 of 318
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26 We know we need to critically review our voluntary throughcare offer and see it through the eyes of our clients. We need to know if our offer comes at the right time, through the right means, and promotes the right things. We are acutely aware we have huge potential to better involve and/or signpost our local third sector organisations who can be viewed as more accessible and approachable source of help. We are conscious that new national throughcare provision will be implemented in April 2025, offering support to a wider range of people than the population serviced under current arrangements. Our local voluntary throughcare offer must complement and add value to national arrangements. We will not be able to fully design our local provision until fuller details of the national offer is communicated and/or implemented. The Bail and Release from Custody (Scotland) Act 2023 presents another major influence in our local voluntary throughcare direction. The Act sets out a requirement for identified partners to engage in pre-release planning for individuals nearing liberation and sets out a deliverable relating to guidance for such planning alongside throughcare support standards. We recognise this as a critical component of our improvement work and await its delivery to inform our local approach. Priority Action Eleven Deliver improved community justice outcomes by ensuring that effective leadership and governance arrangements are in place and working well, collaborating with partners and planning strategically No nationally determined outcome. Progress in delivering this priority action should be evidenced with reference to any relevant local activity. Local evidence: • Mechanisms are in place to support engagement in each local authority, specifically: o a community justice outcomes improvement plan (CJOIP) o a participation statement o an annual report on progress towards nationally and locally determined outcomes. • Mechanisms are in place to support an effective interface between national partner organisations and their local representatives within Community Justice Partnerships. • Evidence of mechanisms to engage non-statutory partners in strategic planning • Use of the Care Inspectorate 'self-evaluation guide to support quality improvement for community justice in Scotland', with focus on Leadership and Direction Page 236 of 318
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27 15. How has your partnership worked to develop local leadership and enhance strategic planning and collaboration? What impact had there been as a result? Developing local leadership and enhancing strategic planning has been a key partnership priority over 2023/24. Prior to the arrival of the current officer, our lead officer post was vacant for a period of two years. This impacted our ability to plan and deliver coordinated improvement activity, with developments taken forward by individual teams, services and organisations. The arrival of the current officer coincided change at a national level following the revised National Strategy for Community Justice in 2022 and the publication of the Community Justice Performance Framework and Community Justice Improvement Tool in March 2023. We used these resources to support a reset and redirection of our partnership, driven by the national justice vision. We took time to consider how our work fits with local community planning priorities, following our Community Plan’s refresh in September 2022. This outlined the need for focused efforts to tackle health inequalities, particularly around reducing the impact of alcohol and drugs, providing mental health and wellbeing support and helping people live safely and independently at home and in the community. In May 2023 our partnership published Renfrewshire’s Community Justice Outcome Improvement Plan. The plan outlined our response to national improvement outcomes against a context of community planning priorities. We made a choice not to commit to improvement actions at this stage, instead deciding to take time to better understand our population, their needs, and the impact of our local provision. This follows the improvement approach advocated by Community Justice Scotland, with an expectation for targeted improvement delivery over 2024/25. An important part of this was strengthening relationships with our partners, many of whom had undergone significant organisational change since the departure of the previous lead officer. We took time to understand their own policy drivers and how they were responding to them. This let us identify common ground and show where justice improvement activity could serve their interests and expectations. Partners fed back they felt respected and listened to, which in turn prompted them to participate in developing our vision. We also took time to review the governance arrangements for other partnerships to understand what we could learn and implement to support effective decision making. We developed proposals to rename our previous Community Justice Renfrewshire Steering Group’ to Renfrewshire Community Justice Strategic Group’. This was backed up with a suggested terms of reference that clearly identified the group’s remit as identifying a shared vision for community justice in Renfrewshire, with partners tasked with promoting an ethos and culture that supports collaboration though effective leadership and direction. The group would be responsible for exploring new and enhanced ways of working by embracing learning and scrutiny and promoting an outcome-focused model matched to community needs. Our suggested terms of Page 237 of 318
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28 reference (later approved in June 2024) makes explicit reference to the Care Inspectorate’s quality indicators for ‘Leadership and Direction’, embedding these at the heart of our approach. We proposed to support the strategic group with operational sub-groups, responsible for undertaking improvement planning work such as gathering population and service impact insights and identifying suggested improvement opportunities. This separation of operational and strategic responsibilities will help us draw on the right people for the right conversations, making best use of our resources and expertise. Renfrewshire’s Community Justice Strategic group is aware of its commitment to Keep The Promise. We have noted the following key messages in relation to Community Justice from The Promise : • That we must do all we can to prevent the imprisonment of those with parenting responsibility • We must do all we can to prevent the imprisonment (either on remand or as part of a sentence) of those with parenting responsibility and progress the presumption against short custodial sentences. • The needs, views and rights of children must be taken into account as part of sentencing decisions. Failure to do that means that criminal courts do not have a holistic view of the impact of imprisonment. • That the Care Review had heard stories of a complete failure of planning and support for the children of parents facing imprisonment, leading to children being abandoned or going to an inappropriate place. • If parental imprisonment takes place there must be wraparound support for the family, with planning for the likelihood of imprisonment and clear support for children who are impacted. Parents facing imprisonment must be supported to make plans for their children and everything must be done to avoid emergency removal and a panicked response. • We must do more to ensure that children’s experience of a parent being in prison is as supportive as possible. There must be no reporting of anything that will identify or stigmatise the children and families of people who offend. • We must reduce the worry for children of imprisoned parents so that the experience of prison visiting is as positive and non-stigmatising as possible. Where it is safe to do so, the relationship between child and parent must be supported. • We must do all we can to avoid the imprisonment of pregnant mothers. For mothers who are in prison at the time of giving birth, there must be support for them to care for and remain with their babies for as long as possible where it is safe to do so. They must be fully involved in all decisions about their baby and be given all the support they need to nurture. Support must follow them when they leave prison so there is a smooth transition of care. The Promise will continue to inform our strategic direction and future plans. Representatives from Renfrewshire’s Community Justice Strategic group also sit on Page 238 of 318
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29 Renfrewshire’s Promise Strategic Oversight Group . The Chair of Renfrewshire’s Community Justice Strategic group is also chair of Renfrewshire’s Promise Strategic Oversight Group. This helps to ensure collaboration and appropriate alignment to The Promise. Priority Action Twelve Enhance partnership planning and implementation by ensuring the voices of victims of crime, survivors, those with lived experience and their families are effectively incorporated and embedded No nationally determined outcome. Progress in delivering this priority action should be evidenced with reference to any relevant local activity. 16. How has your partnership worked to understand and incorporate the voices of victims of crime, survivors, those with lived experience and their families into partnership planning and implementation? What impact has there been as a result? As part of our stakeholder mapping, we have sought out conversations with organisations that support the wider community of people impacted by the justice system. We have done this to broaden our understanding of people who may have had a negative experience of community justice, so that we may design our future communications activity sensitively and respectfully. We are especially interested in the views and experiences of women who have been impacted by gender-based violence and their attitudes towards a community justice approach in respect of the accused perpetrator. The organisations we have spoken to have provided candid accounts of how the justice system can cause amplify feelings of trauma and vulnerability for women affected by gender-based violence. For people convicted of such offences, related victims and survivors can be feelings of dissatisfaction with the sentencing outcome. Awareness and feelings associated with such outcomes can sometimes prevent other victims and survivor’s willingness to report such behaviour and pursue justice proceedings. We recognise women within the justice systems are often victims too. We also recognise different offending patterns and reasons behind this. Our justice social work service includes a specific women only service which supports women wherever they are within the system. Many women are supported through various statutory and 3rd sector organisations. Strategically these are issues considered within our GBV strategy group as are many crossovers in support required. The impact of these insights has and will continue to influence our engagement and communications strategy. Although we will seek to educate the public about community justice in terms of what it aims to do any why, we must acknowledge there may be a population of victims and survivors of crime who might not support it. In terms of lessons Page 239 of 318
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30 learned, we have had early discussions with organisations to consider what our partnership can do to scrutinise our own processes and outputs to ensure sentencing decisions have been informed by full and balanced insights. There may be scope at a national level for these insights to inform a broader approach to community justice messaging. Our community justice partnership has agreed to work closely with our gender-based violence strategic group as they refresh our local gender-based violence strategy. We have agreed to undertake joint engagement work with affected women to ensure we develop our activity in accordance with community justice and gender-based violence policy objectives. At a strategic level, we are grateful to have secured Victim Support Scotland as a decision-making voice at our Community Justice Renfrewshire Strategic Group. This will influence our approach to engagement and communications and help us consider the voices of a wider community of people with lived experience of justice as we design and deliver out improvement activity. Priority Action Thirteen Support integration and reduce stigma by ensuring the community and workforce have an improved understanding of and confidence in community justice Nationally determined outcome: More people across the workforce and in the community understand, and have confidence in, community justice9 Local Evidence • Community justice partner contribution to joint activity across policy areas to tackle stigma. 17. What partnership-driven activity has taken place to improve understanding of and confidence in community justice across the workforce and local community? Over 2023/24 our partnership developed an Engagement and Communications Plan. The plan identifies how our partners will work together to ensure more people across our workforce and community understand and have confidence in community justice. Increasing understanding and confidence in community justice will address the issue of stigma and make it easier for individuals subject to community justice interventions to look for, embrace and receive help from available supports. 9 National Indicator: Percentage of people who agree that: • people should help their community as part of a community sentence rather than spend a few months in prison for a minor offence Page 240 of 318
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31 At a local level, increasing understanding, confidence and addressing stigma presents an opportunity to understand what people know and what experience(s) have contributed to this. This informs communication approaches and our thinking around improvement and service design. It lets us test out innovative ideas and approaches to ensure they are aligned with people’s needs and expectations. One of the first things we did was consider lessons learned from previous engagement and communications activity delivered through our 2018-2021 Community Justice Outcome Improvement Plan. We noted that although there was lots of awareness raising and promotion, there is a gap in quantifiable evidence in how these activities improved knowledge and awareness. This has underlined the importance of future engagement activity having clearly defined outcomes/outputs and a clear picture of what it will inform. We took time to review national sources on information to help us understand what people feel about community justice. We also looked at research into the relationships between stigma and health and wellbeing outcomes, and the damaging impact of ‘criminal’ labelling. This revealed to us that there is a considerable proportion of the public who are not aware or are not convinced of the merits of a community justice approach in disrupting offending and supporting public protection. However, as discussed in the previous sections, sensitivity is needed around the experiences of victims of crime, particularly people who have been victim of domestic abuse and sexual offending. We progressed from this to having conversations with partners and stakeholders to gauge if this national picture was echoed locally. Feedback revealed that while there is a general acceptance of the benefits of rehabilitating people who have offended, there is also concern at how this affects victims of crime, particularly women, children and young people who have been subjected to domestic abuse. Our local partners who work people with convictions confirmed that stigma is prevalent in this population group. Partners who provide employability support to such individuals often need to spend time building up their confidence and self-awareness to help them consider their value and potential contribution to our communities. Unfortunately, anecdotal evidence suggests there is a limited understanding of convictions, disclosure, and the context around offending behaviour among employers and service providers. One thing that came through strongly was the feeling that more can be done to promote the work our partners deliver the and the positive impact it can have on the justice- experienced population. We recognised there were no recent examples of promotional or awareness raising activity highlighting good practice or partnership/service level improvements or developments. We gave thought to how we could use existing forums and panels to gather insight, making best use of collective resources. We found the greatest potential relates to the third sector and the routes they have to the voices of people who are justice experienced. However, we found that our third sector organisations sometimes don’t recognise how their work contributes to community justice outcomes, and that we need Page 241 of 318
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32 to do more to help our local organisations see the justice population as a subset of people already in receipt of provision. At the end of this information gathering process we identified three key audiences for engagement and communications activity over the duration of our outcome improvement plan: clients and people with lived experience; staff and providers, and the wider community. We have developed a programme of engagement activity over the course of the next 12 months that will introduce the concept of community justice through a person-centred, narrative-based approach that builds a picture of the needs and circumstances of people who have offended. 18. Look ahead for your local area. Please tell us what the next steps are for your partnership. Our partnership will continue with improvement planning across the priority areas identified by our strategic group. This direction is important as it is not possible to deliver equal progress against all community justice improvement outcomes given the breadth of coverage. We have embraced Community Justice Scotland’s suggested approach to planning, delivering and monitoring improvement activity. This approach is resource intensive and often involves significant work to create the right conditions with operational partners, though we believe outputs and outcomes it produces demonstrate best value. Where appropriate, we ask that the expectation around local partnership impact take cognisance of this. We hope to further strengthen our links with our third sector partners and make clear and measurable links between the work they do and our justice improvement outcomes. We want to make sure our third sector understand our local justice-experienced population by sharing our insight into their characteristics and needs and provide access to knowledge and support to ensure they are confident in balancing these against the needs and expectations of their wider communities. This will help us co-design and support and interventions that are evidence-led and leverage resource to best effect. This presents opportunities to provide a more varied and peer-led approach to rehabilitation and re-integration. The voices and experiences of people who are justice experienced are important in helping us understand where we can do better. We will deliver the activity outlined in our Engagement and Communications Plan, namely conversations with people who are subject to unpaid work requirements, people in custody and nearing liberation, and the wider of population of people who have been impacted by crime. We will be mindful of our social climate and use our resources to challenge stigma, particularly where this might impact people’s willingness to participate in integrative opportunities. Page 242 of 318
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33 We are conscious that we are dependent on the input form partners, and that we are fortunate to have secured the commitment from key influencer and decision makers at a strategic level. However, we are mindful that resource pressures and stemming from policy decisions, legislative requirements, and the resulting impact of service demand can have a bearing on the amount of discretionary resource that exists to support further change and improvement. We will continue to be informed by, and where appropriate, aligned to The Promise and as a partnership we will be directed by emerging statutory guidance in relation to the United Nations Convention on the Rights of the Child (Incorporation) (Scotland) Act 2024. Page 243 of 318
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___________________________________________________________________ To: Communities and Housing Policy Board On: 29 October 2024 ___________________________________________________________________ Report by: Director of Children’s Services ___________________________________________________________________ Heading: Community Justice Third Sector Grant Scheme ___________________________________________________________________ 1. Summary 1.1 This paper outlines a proposal to create a pilot Community Justice Renfrewshire Grant Scheme. The scheme will provide funding to third sector organisations whose local activities both promote and link to national community justice improvement outcomes. ___________________________________________________________________ 2. Recommendations 2.1 The Communities and Housing Board is asked: (a) To approve the proposed Community Justice Third Sector Grant Scheme outlined in Section 4 (b) Agree that authority is delegated to the Head of Children and Justice Social Work to grant awards in line with guidance that will be developed for the Community Justice Third Sector Grant Scheme _________________________________________________________ 3. Background Item 14 CHPB291024 Page 245 of 318
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3.1 The National Strategy for Community Justice Delivery Plan identifies a priority action to “enhance community integration and support by increasing and promoting greater use of… third sector services”. It also calls on justice partners to “strengthen the leadership, engagement, and partnership working of local and national community justice partners”. 3.2 Through our community justice partnership, we have made good progress in strengthening links with our third sector. We have achieved representation from third sector organisations at a strategic, decision- making level, and have worked to identify key providers who currently support our local justice population. 3.3 There are many local third sector organisations beyond those we have currently identified that deliver pro-social activities to people in their communities. Their work enables participants to build positive relationships, nurture a sense of self-worth and improve their connectivity to the community they live within by using approaches that are inclusive, accessible, and welcoming. 3.4 Our partnership is eager that Renfrewshire’s justice-experienced population better access and benefit from pro-social activities where it is safe and appropriate. Better participation in these activities can help address this population’s complex needs, which are often routed in trauma and stigmatising responses. 3.5 Some smaller, local organisations may not always fully recognise their importance and value in positively supporting our community justice aims. It is recognised they may benefit from advice or support to assist them recognise this and respond effectively to the needs of justice- experienced people. This might mean broadening the scope of their work, delivering it in a different way, or working more closely with statutory partners. 3.6 Part of the justice social work services ringfenced grant Renfrewshire Council receives from the Scottish Government provides the opportunity to commission third sector organisations. This is designed to bolster justice social work activity by creating third sector capacity to respond to local population need, as directed by justice partners. The funding allocated to this third-sector commissioning in Renfrewshire’s 2024/25 grant is £80,634. Approximately £20,000 is already allocated. _________________________________________________________ 4. Scheme Proposal Page 246 of 318
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4.1 The proposed pilot Community Justice Renfrewshire Grant Scheme will adopt a similar approach to recent schemes/funds such as the Winter Connections Fund, Community Food Fund and Summer of Fun Community Programme. It will issue grants to local organisations who are intent on improving outcomes for our justice experienced population and monitor its effectiveness. 4.2 The scheme will support activity that aligns to National Strategy for Community Justice aims, namely: ▪ Providing help to people subject to diversion and early intervention ▪ Supporting desistance for people serving community sentences ▪ Supporting the transition of people leaving custody as they reintegrate back into the community It is anticipated that individual grants will be awarded up to a value of £9,999.00. 4.2 The conditions of Renfrewshire’s social work services grant relating to third sector support requires allocations to be guided by partnership decision making. Community Justice Renfrewshire, our local strategic group comprised of decision makers from statutory public and third sector partners, presents a suitable forum to identify the parameters of the grant scheme, review applications and evaluate impact. 4.3 Recognising compliance with these conditions and the collective remit and authority of strategic group members, it is recommended that authority is delegated to Renfrewshire Council’s Head of Children and Justice Social Work, who serves as Chair of Community Justice Renfrewshire, to allocate the third sector commissioning element of Renfrewshire’s justice social work grant though the proposed scheme. 4.4 The scheme will run on a pilot basis for 1 year. Its impact and effectiveness will be reviewed towards the end of this period. _________________________________________________________ 5. Next Steps 5.1 Work is planned in the coming months to undertake focused outreach work with third-sector organisations who work with Renfrewshire’s justice-experienced population. This will map current resources and capacity and identify where it can be enhanced. This insight will form the basis of specific grant guidance and ensure the proposed grant scheme aligns to local need and national justice improvement outcomes. Page 247 of 318
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___________________________________________________________________ Implications of the Report 1. Financial – the proposed grant scheme will use third-sector specific allocations within justice social work service grant. These monies are ringfenced for specific spend within Justice delivery and cannot be utilised for other Council spend. 2. HR & Organisational Development - none 3. Community/Council Planning – The scheme outlined in this report has the potential to complement a broad range of community planning priorities 4. Legal – none 5. Property/Assets - none 6. Information Technology - none 7. Equality & Human Rights - (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - None 9. Procurement – None 10. Risk - None 11. Privacy Impact - None. 12. Climate Risk – None Page 248 of 318
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13. Children’s Rights – Supporting justice-experienced people who are parents or carers of children and young people support articles within UNCRC, particularly in relation to juvenile justice 14. Cosla Policy Position – none ___________________________________________________________________ Author: Jamie Gardyne, Community Justice Lead Officer Page 249 of 318
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To: Communities and Housing Policy Board On: 29 October 2024 _______________________________________________________________________ Report by: Chief Executive _______________________________________________________________________ Heading: Renfrewshire Community Learning and Development Partnership Plan 2024-2027 _______________________________________________________________________ 1. Summary 1.1 On 20 August 2024, members of the board received an update on the development of Renfrewshire’s Community Learning and Development Partnership Plan. It is a statutory requirement for the Council to co-ordinate and publish a plan every 3 years, which sets out how partners in Renfrewshire will seek to ensure that community learning and development activities meet the needs of local people and communities. 1.2 At the meeting of the Board, an early consultation draft was shared following an extensive programme of engagement with local partners. This had also been informed through an assessment of local data, information and consultation feedback from organisations including in relation to the Council’s own community learning and development services. 1.3 As agreed by the Board at that time, the draft plan was then subject to a period of wider consultation and has now been agreed in principle by the Community Learning and Development Partnership Executive Group, comprising of all key agencies and representative organisations in Renfrewshire. 1.4 Members are asked to endorse the final plan for submission to the Scottish Government, which is attached as Appendix 1 to this report. It is intended that the Partnership Plan will be a “live” document subject to regular updating, in order that partners can respond flexibly to emerging needs that are identified through regular engagement with all stakeholders, particularly people who would benefit from these supports. Item 15 CHPB291024 Page 251 of 318
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1.5 Section 4 of the report provides an overview of the Plan and the key priorities that have been identified. It also provides an overview of governance arrangements relating to the Plan and outlines how partners intend to continue to engage with local people and communities to identify and respond to local needs and barriers to access. 1.6 Section 5 of the report provides a closing summary of the current CLD Plan for information, with a more detailed summary of activities completed by the inhouse CLD team over the course of the last 6 months in particular attached at Appendix 2. 2 Recommendations 2.1 It is recommended that members: a) Endorse the Community Learning and Development Partnership Plan at Appendix 1 for submission to Scottish Government b) Note the closing summary in relation to the previous CLD Plan (2021-24) as outlined in Section 5 and Appendix 2. c) Note that an annual report will be provided to the Board in terms of delivery of the Partnership Plan 2024 – 2027 in 2025. 3. Background 3.1 Under the Requirements for Community Learning and Development (Scotland) Regulations 2013, local authorities in Scotland are required to consult on and publish a plan every three years which sets out how the local authority will co-ordinate provision of CLD across the area, what will be provided by the local authority and by partners, and any unmet CLD needs within the period of the plan. Each three year plan should be based on an assessment of need which has included consultation and engagement with service users and communities as well as analysis of data. There is an expectation of regular review of evidence to assess the impact of CLD activity and inform future planning. 3.2 The requirements also place an obligation on local authorities to ensure that: communities have access to the CLD support they need; that communities are enabled to express their needs for CLD provision and; that Community Planning Partnerships, local authorities and public service providers more generally respond appropriately to the expectations set out by CLD Strategic Guidance. 3.3 Partners in Renfrewshire have been working on the development of a new CLD Partnership Plan since early 2024 in line with the national guidance, and have also reflected the recommendations from the recently published national review of CLD delivery in Scotland. Page 252 of 318
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3.4 It has also been important to ensure that the Plan builds on key strengths but also areas for improvement identified by Education Scotland as part of their inspection progress visit which was undertaken early in 2024 for Renfrewshire. As previously reported to elected members, the inspection highlighted operational strengths such as the contribution of Street Stuff to reducing anti-social behaviour; the strong volunteering culture; effective safeguarding processes; success in removing barriers to participation in learning through a number of projects; and the role of Renfrewshire Youth Voice in helping young people have a say in issues affecting them. However, inspectors also found that the CLD strategy was focused on the delivery of council- led activity and needed to be wider in focus and ambition. They highlighted that partners were not sufficiently involved in the development of the strategy and there was no strategic partnership group in place. The strategy did not have a performance framework which could be used to measure progress. 3.5 In practice this has led to the development of new governance and partnership arrangements for community learning and development across Renfrewshire, with a new steering group and partnership forum being put into place. This has allowed the Plan to be shaped and agreed in principle by key partners and stakeholders in Renfrewshire. 3.6 Partners have worked together to consider all of the information that we currently have about provision in Renfrewshire, including data on specific needs relating to our communities and consultation feedback from people that have used community learning and development services locally. 3.7 Partners have consulted widely on the priorities that we need to work on together and have identified a number of actions for progressing this work going forward. This includes strengthening our approach to consultation and engagement, promoting more opportunities for voice and influence, to closer partnership working and monitoring the impact of what we are doing together. 3.8 A draft plan was shared with the Board in August 2024, which was then opened out to further final engagement ahead of the Plan being finalised in October 2024 by partners. 4. Renfrewshire’s Community Learning and Development Partnership Plan (2024- 27) 4.1 The Community Learning and Development Partnership Plan sets out the following vision for partners in Renfrewshire: “Working together to ensure our communities, people and families living in Renfrewshire have the capacity, support, resilience and opportunities they need to thrive” 4.2 Partners have identified 4 Priorities which are aligned to our 4 Community Planning Themes: Page 253 of 318
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Priority 1: Providing a programme of high-quality lifelong learning, accessible to all Priority 2: Building strong, connected communities where people can participate and influence in their local area Priority 3: Delivering targeted opportunities to reduce barriers and tackle inequalities Priority 4: Strengthening our CLD Partnership and developing our local workforce 4.3 The Partnership Plan contains a detailed action plan which sets out the key actions partners intend to progress to deliver on these priorities. Specific performance measures have also been included to allow impact to be tracked more robustly. This action plan is flexible and will continually evolve as partnership working strengthens further. 4.4 Partners recognise that they want to do more collectively to understand and assess need, and to listen to the voices of people throughout their life long learner journey. Partners agreed to embed this approach into our ongoing processes, and committed to jointly formally reviewing and reporting on progress at least once a year, and adding and updating actions and planned activities as required through the CLD Partnership Executive Group. 4.5 Partners also agreed a shared commitment to the Promise in the Plan, signalling a collective ambition for promoting the voice of care experienced young people in Renfrewshire. 4.6 It is intended that progress reports will be provided to the Renfrewshire Community Planning Partnership, and summaries also provided to learners, communities and wider stakeholders including through reports to the Communities and Housing Policy Board. Subject to the Plan being endorsed by the Communities and Housing Board, it will then be submitted to Scottish Government and published on partner websites including that of the Council. 4.7 Whilst the Council has the co-ordinating role to play, it would not have been possible to develop this Partnership Plan without the input of all key partners in Renfrewshire, and officers are grateful to everyone who played a part in shaping our local Plan. 5. Final Update - CLD Strategy 2021-2024 5.1 The submission of the new CLD Partnership Plan 2024-27 represents the next stage in the development of community learning and development activities and support in Renfrewshire. It is therefore appropriate for oversight and scrutiny purposes to “close off” or provide a final update on the previous CLD Strategy 21-24, which as highlighted in Section 3 above was much more focused on internal Council provision. Page 254 of 318
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5.2 The last update provided to elected members on the implementation of these services was provided in May 2024, and a detailed update covering the period to end October 2024 is provided for elected members as at Appendix 2 of this report. Implications of this report 1. Financial – None 2. HR and Organisational Development – The report includes updates on training and development activity of staff. 3. Community/Council Planning – the work of CLAD is aligned to Community Plan themes. 4. Legal – The Council has statutory duties in relation to the planning of community learning and development. The report details work underway to establish partnership governance arrangements. 5. Property/Assets – None 6. Information Technology – None 7. Equality & Human Rights – Renfrewshire’s CLD framework has equality and equitable access at its heart, with CLD services across Renfrewshire focused on narrowing the inequalities that exist locally. The data, intelligence and insight from the Equality Impact Assessment have informed the areas of priority within the Plan itself, as well as the action plan and performance framework. The Impact Assessment has identified that there are gaps in understanding around the demographic profile of people accessing CLD services across the partnership and a number of actions have therefore been identified to strengthen this information so it can inform the design of services moving forward, and to provide further confidence in the reach of available opportunities. A number of actions have also been identified to be reflected within CLD workforce planning arrangements moving forward. 8. Health and Safety – None 9. Procurement – None 10. Risk – The areas for improvement highlighted in the recent inspection report are risks; corrective actions are being delivered to address these risks. 11. Privacy Impact – None Page 255 of 318
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12 Climate Risk –.None 13. Children’s Rights - this report demonstrates compliance with Articles 2 (no discrimination), 5 (family guidance as children develop), 12 (respect for children’s views), 13 (sharing thoughts freely), 15 (setting up or joining groups), 17 (access to information), 19 (be safe from violence), 21 (best care if you are adopted, fostered or living in care), 31 (rest, play, culture and arts) and 42 (right to know about your rights). 14. COSLA Policy Position – None List of Background Papers: None Contact: - Laura McIntyre, Head of Policy and Partnerships Page 256 of 318
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Renfrewshire Community Learning and Development Partnership Plan 2024‐2027 “Working together to ensure our communities, people and families living in Renfrewshire have the capacity, support, resilience and opportunities they need to thrive” Appendix 1 Page 257 of 318
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1 Foreword Thank you for taking the time to read this Community and Learning Development Plan, which covers the period 2024- 2027. This is the first plan we have written since we set up our new partnership arrangements and it is only the first step in our new approach. As our partnership working gets stronger, we will update this plan. Community learning and development work in Renfrewshire has many strands and reaches many people. We recognise that our learners and our communities are at the heart of what we do, and as an initial priority, we will be looking at how we further strengthen local voice and lived experience in developing and shaping future activities and programmes of work. Our plan supports Renfrewshire’s four Community Plan themes - Thriving, Well, Fair and Safe – and reflects the priorities of our Community Learning and Development Partnership Forum. This plan sets out what we want to achieve as a partnership in the next three years, and details some of the shared actions we will take to support people to live their best possible lives. We are committed as partners to building on the strengths and brilliant examples of great partnership working we see in Renfrewshire every day. On behalf of Renfrewshire CLD Partnership Executive Group Alan Mc Niven Chair Chief Executive, Engage Renfrewshire Page 258 of 318
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2 Contents Foreword .......................................................................................................................................................................................................................................... 1 What is Community Learning and Development? .......................................................................................................................................................................... 3 Why do we need a Community Learning and Development Plan? ............................................................................................................................................... 3 How have we developed our local Community Learning and Development Plan? ...................................................................................................................... 4 What does Community Learning and Development look like in Renfrewshire? ........................................................................................................................... 5 Governance and Partnership working ............................................................................................................................................................................................ 6 Understanding local need ................................................................................................................................................................................................................ 7 In summary: ................................................................................................................................................................................................................................... 10 Our CLD Partnership Plan – Our Shared Priorities ....................................................................................................................................................................... 11 Priority 1: Provide a programme of high-quality lifelong learning, accessible to all ......................................................................................................... 12 Priority 2: Build strong, connected communities where people can participate and influence in their local area ......................................................... 14 Priority 3: Deliver targeted opportunities to reduce barriers and tackle inequalities ....................................................................................................... 16 Priority 4: Strengthening our CLD Partnership and developing our workforce .................................................................................................................. 18 Our Partnership commitment to The Promise ............................................................................................................................................................................. 20 How will we know what difference we are making?..................................................................................................................................................................... 21 Appendix 1 ‐ Our Partnership AcƟon Plan ..................................................................................................................................................................................... 22 Appendix 2 – More informaƟon about the role of partners in Renfrewshire ................................................................................................................................ 30 Appendix 3 ‐ Our local and naƟonal policy context ...................................................................................................................................................................... 33 Page 259 of 318
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3 What is Community Learning and Development? Community Learning and Development (CLD) is an approach to lifelong learning which aims to empower people and communities to take part in, and help shape, their own learning and development at all stages of life and in ways that suit a person’s needs. The identification of local priorities and the delivery of activity to meet those priorities should be an inclusive and collaborative process involving stakeholders including learners, young people, community members, community volunteers, local authorities, voluntary and charity sector organisations, educational institutions, and other organisations across the public and third sectors. The key principles of Community Learning and Development recognised nationally are: Inclusion and equality Empowerment Partnership and collaboration Lifelong learning Participation and engagement Inclusive learning Assets-based approach Why do we need a Community Learning and Development Plan? It’s important that all local partners involved in delivering community learning and development activities work together to understand the opportunities, challenges and barriers which exist to access these. It is a legal requirement for each local authority in Scotland to consult on and publish a plan every 3 years. This must set out how community learning and development activities will be organised and delivered within a local authority area (see Requirements for Community Learning and Development (Scotland) Regulations 2013). Whilst a local authority co-ordinates the development and monitoring of any Plan, many different partners are responsible for supporting and delivering community learning and development activities to local people and communities. As partners we need to be focused on supporting a Life-Long Learning Journey, ensuring that we work together to meet the specific needs of our communities and involve local people and partners in shaping this provision on an ongoing basis. Page 260 of 318
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4 How have we developed our local Community Learning and Development Plan? Our local Partnership Plan has been developed in line with national guidance published by the Scottish Government, and has also been informed by the recent national review of Community Learning and Development in Scotland. The local and national strategic context which we have also considered is set out in Appendix 3 of this Plan. Partners have worked together to consider all of the information that we currently have about provision in Renfrewshire, including data on specific needs relating to our communities, and consultation feedback from people that have used community learning and development services locally. Partners have consulted widely on the priorities that we need to work on together and have identified a number of actions for progressing this work going forward. This includes strengthening our approach to consultation and engagement, promoting more opportunities for voice and influence, to closer partnership working and monitoring the impact of what we are doing together. There is much ambition for the future of Community Learning and Development in Renfrewshire. Our Education Scotland CLD Progress Visit - Feb 2024 Our approach to developing this Partnership Plan has also been shaped by the feedback partners received from Education Scotland earlier this year. Inspectors asked us to focus on strengthening our partnership working, making sure that all partners involved in supporting or delivering CLD activities have been involved in shaping this plan and have ownership of local agreed priorities. We have put into place new partnership working structures to support this going forward which all partners have actively supported. We also have identified initial actions and indicators that will demonstrate the impact that our joint work is having, and this is something that we will continue to work on together. You can read more about the inspection findings here. Page 261 of 318
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5 What does Community Learning and Development look like in Renfrewshire? In Renfrewshire a range of different partners support community learning and development activities. Some of these may be direct services or supports whilst other partners contribute to support for a person or community as part of their lifelong learner journey. Renfrewshire also has mature partnership working arrangements, driven by partners who have a shared agenda and purpose. You can read more about what this will mean in our action plan at Appendix 1, or in Appendix 2 which provides further information about key partners and their roles. Renfrewshire has a rich landscape of third and voluntary sector community development organisations. Some of these are place based, like Tannahill Centre, Active Communities, Star Project or Erskine Arts, and some of these are community of interest, for example youth work such as Create Paisley, or supporting New Scots like Pachedu. There are also a whole network of community led groups such as parent groups, senior forums, growing grounds, community development trusts and community councils. Some of these organisations have professional CLD practice and approaches at their core, while others may not even consider themselves to be CLD providers – we recognise that all have an important role to play in shaping and delivering Renfrewshire’s CLD priorities, and should feel their contribution is reflected in this plan now and going forward. Lifelong learner journey HSCP Local Employability Partnership Voluntary and community sector Community Safety Partnership One Ren University of West of Scotland West College Scotland Childrens Services Partnership Connected Communities Service Engage Renfrewshire DigiRen Page 262 of 318
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6 Governance and Partnership working In mid-2024, more formal partnership arrangements were introduced for CLD in Renfrewshire. It was recognised that this new approach would create new opportunities to collaborate, to share information, to understand gaps in provision or where there may be duplication. This has led to two new groups being established. Our CLD Partnership Executive Group is made up of local strategic partners and is currently chaired by the Chief Executive of Engage Renfrewshire. Its role is to provide strategic co-ordination of community learning and development activity across Renfrewshire, to agree shared priorities, improvement actions and performance measures, and to oversee the planning, delivery and monitoring of these. It will report into the Community Planning Partnership on the progress being achieved. Our Renfrewshire CLD Partnership Forum is made up of groups and organisations who deliver some form of CLD activity in Renfrewshire. Its role is to inform the Plan on an ongoing basis, to ensure the voice of service providers and service users is reflected in the work of the CLD Partnership in Renfrewshire, and to strengthen local partnership working. As partners we have identified that we need to continue to strengthen the role that voice and listening to lived experience plays in terms of shaping what we do locally. This will be a key priority going forward. Community Planning Partnership Executive Group CLD Partnership Executive Group CLD Partnership Forum V O I C E Page 263 of 318
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7 Understanding local need In developing our shared priorities and action plan, partners have reviewed local data sources and information and considered consultation feedback gathered through the CLD Partnership Forum and other consultation mechanisms. We highlight some of the key factors driving our priorities in the infographics below: Page 264 of 318
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9 What learners and partners told us were emerging or continued priorities: Adult Literacies helping children with homework, practical support for things like driving theory tests, writing skills Personal and Social Development support around health and wellbeing, arts and crafts and confidence building Digital Skills job seeking, internet safety, social media ESOL and support for resettlement BSL Neurodiversity The Promise Skills for learning developing the young workforce Support for Volunteers Gaelic Education Young people told us there were key priorities about health and wellbeing, personal safety, alcohol and drugs, climate change and mental health Young people wanted to see more sports, outdoor and creative activities, trips and experiences, and youth groups being provided locally Page 266 of 318
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10 In summary: Partners have increasing evidence in Renfrewshire that there is a real deepening or widening of inequalities locally in Renfrewshire, as households continue to be impacted by the cost-of-living crisis. Renfrewshire’s population is growing; becoming more ethnically diverse and the age profile is changing too. One in 6 people live alone and may have less social connection. Child poverty remains a concern in Renfrewshire, as is the poverty-related gap in terms of educational attainment. Our economic profile confirms that Renfrewshire performs well compared with regional and national data on some key economic indicators but there are concerns about levels of economic inactivity in Renfrewshire. Local health and wellbeing survey data indicates that health inequalities in Renfrewshire are also deepening. There are high level of people experiencing challenges with their mental and physical health, which impacts wider wellbeing and activity. One in 4 people report that they provide care to someone on a regular basis. Alcohol and drug issues remain a concern for local partners with increasing levels of drug and alcohol related deaths in Renfrewshire. Feedback from people who use our services and from the wider CLD Partner Forum have identified a range of different areas of priority in response to the changing needs of Renfrewshire’s communities which are covered in the next few sections of this Plan. Page 267 of 318
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11 Our CLD Partnership Plan – Our Shared Priorities Through our engagement process we have identified four priorities which are aligned to our existing Community Planning Themes: Priority 1: Provide a programme of high-quality lifelong learning, accessible to all. Priority 2: Build strong, connected communities where people can participate and influence in their local area. Priority 3: Deliver targeted opportunities to reduce barriers and tackle inequalities. Priority 4: Strengthening our CLD Partnership and developing our local workforce. Page 268 of 318
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12 Priority 1: Provide a programme of high-quality lifelong learning, accessible to all Community Learning and Development builds on people’s existing skills and strengths, as well as supporting people at any point in their life to learn new skills - for work and for life. We know there are people in our communities who face barriers to economic activity, whether that’s because they are caring for children or another adult, because of their own health needs, or because they feel they don’t have the right mix of skills for the work they would be interested in. We want to continue to build our work across CLD and employability partnerships to provide a cohesive partnership offer that supports people facing these barriers. Case study: Caroline’s Adult Learning Journey Caroline has been taking part in Adult Learning groups for over 10 years. She originally sought out support with her literacies so she could help her grandchildren with their learning. Overtime with support from her tutor her goals have shifted and expanded. Caroline has said that thanks to coming to the group she has done things that she “never thought she would be able to learn or do.” For example, driving theory and negative numbers. Through attending the adult literacies group Caroline has built her confidence and has sought out other learning opportunities both within Adult Learning and beyond. She has joined the Talking Heads group in Southend, participated in various college course, including: Understanding Mental Health, Sewing and Knitting. She is now starting a psychology course with the Open University. Partners will focus on activities which: Help citizens to develop skills for work and life, enhancing employability and opportunities for anyone at any stage of the lifelong learner journey Engage and provide opportunities for young people to achieve the best possible learning outcomes Promote digital inclusion, providing opportunities to use digital in every aspect of day-to-day life safely. Provide safe, welcoming spaces for the delivery of CLD activity, making them accessible, stigma-free and trauma-informed. Page 269 of 318
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13 Children and young people remain a priority, and at the heart of our strategic partnership plans locally. We work hard through programmes such as Developing the Young Workforce, through attainment challenge initiatives and other vocational and extra-curricular opportunities. We will continue to offer community based youth work opportunities that build strength and capacity amongst young people, as well as offering Duke of Edinburgh and other wider achievement programmes to help every young person to achieve success and reach their potential.Digital developments have brought many benefits to society, but as more and more services move online, the risk of some people being left behind increases. Partners work very closely in Renfrewshire to promote digital inclusion – our DigiRen partnership continues to go from strength to strength and is making a real difference. We recognise the need for digital inclusion to be a golden thread through all our programmes, as well as continuing to work collectively on projects such as DigiZones. Finally – for all partners, we recognise that we need to ensure that people accessing CLD opportunities feel that these are safe, welcoming and supportive. This may mean working to make our spaces more inclusive, but also working with communities to make it better to move around and access things within their local area. Launch of DigiZones in Renfrewshire Page 270 of 318
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14 Priority 2: Build strong, connected communities where people can participate and influence in their local area We have a great track record locally of encouraging and supporting volunteering opportunities, and in providing community-based personal and social development opportunities for local people who want to be more active in their communities. As partners we want to do more to build community capacity and wider community connections – making it easier for people to get involved in things going on in their communities, shaping new ideas and plans, and taking part in decision making at all different types of levels. We’ve worked on a range of opportunities for people to contribute to decision-making, from participatory budgeting exercises to a range of fora dedicated to amplifying the voice, influence and lived experience of different communities. There are brilliant local organisations and often life changing opportunities available for people to get outdoors, meet new people and improve wellbeing, or to participate in a wide range of arts and cultural opportunities. We want to do more as partners to promote access to these and to make great links between all the great work that people are taking forward. This will ensure we make the best possible use of the resources that are available in Renfrewshire. Partners will focus on activities which: Support people to engage and participate in things taking place within their communities Provide mechanisms for citizens to contribute to decision-making; Promote opportunities for personal and social development through the rich network of opportunities across Renfrewshire Build capacity by facilitating and increasing access to arts, cultural and health and wellbeing opportunities Page 271 of 318
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15 Case Study: Community Capacity Building from HSCP As part of Renfrewshire's Community Food Framework, the Health Improvement team has committed to creating training opportunities for 24 local community chefs within the locality. To date, two "Train the Trainer" Community Cookery sessions have been held, resulting in 12 new Community Chefs who are now equipped to cook and work at local food events, such as those hosted at Winter Connections venues. The framework also aims to provide support and training opportunities to enhance potential employment options for local community members. Additionally, a Food & Health training session was held, providing individuals from five different community organisations with foundational knowledge on food and health and allows them to safely handle and prepare food at community events. The Community Food Framework is also focused on supporting organisations that work with people from ethnic minority backgrounds by targeting local organisations and initiatives to improve health and food access within these communities. Furthermore, the framework has a provision for exclusive training opportunities for the local voluntary sector, such as a Community Chef course, aimed at enhancing employability skills. Case Study: Friends of Howwood Park After the installation of a new park in Howwood, the Friends of Howwood Park group was set up hoping to make the park more relevant to village life. The group have organised regular fitness classes, an Easter Egg hunt, outdoor bingo, a mini library, a Halloween Scavenger Hunt and a Christmas Tinsel Walk. The group have also taken on ownership of the Pavilion within the park and use it to host a breakfast club, a children’s library, and provide changing facilities and storage for football and other events in the park. Through the Green Spaces, Parks and Villages Investment Fund, the group secured £21,000 to create a large shelter in the park, which now provides a space for park users to meet and socialise regardless of the weather. The group has also received funding for tools which help them keep the park clean and tidy. The Chair of the Friends of Howwood Park said: “The Parks and Villages Investment Fund really has changed the landscape of Howwood Park, offering an exciting experience for users of all ages. Footfall has without a doubt increased; we are all so proud of what we have collectively achieved, especially with the new group looking specifically after the interests of the Park! With our new shelter, and new seating and benches in the village, the Green Spaces and Village Investment Fund has been a great catalyst for bringing our communities together.” Page 272 of 318
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16 Priority 3: Deliver targeted opportunities to reduce barriers and tackle inequalitiesWe are committed to actively promoting CLD services to diverse communities in Renfrewshire. Our goal is to ensure that all individuals and communities can access these services without facing additional barriers, providing targeted support where needed to support those who experience inequality and disadvantage. We know that some groups face greater barriers in accessing learning and other opportunities, and this could be about health needs, about poverty, about being care-experienced, or about being perceived by others as different. In recent years, we have welcomed growing numbers of New Scots to Renfrewshire, and our engagement in the development in this plan has demonstrated this needs to be a real priority for local partners. We are building partnerships with support agencies to understand the specific needs of the communities they serve and to raise awareness of available CLD resources. Part of this work will include developing culturally inclusive communications, ensuring that information about CLD services is accessible in languages and formats suitable for all. We will regularly assess the effectiveness of our efforts to promote access and use feedback from local community-led organisations to continually improve our approach. A key priority will be to review youth work activities across the partnership and exploring gaps for some geographical communities or communities of interest, as well as the need for further targeted support for young people who may become involved in high-risk behaviours. Partners will focus on activities which: Remove barriers for people accessing learning and development opportunities Specifically target communities of interest or localities where specific needs have been identified. This includes in relation to BSL, neurodiversity, disability or caring responsibilities. Recognise the increased diversity of our local communities, welcoming and supporting new Scots to settle in the local area. Support young people to participate and engage in their local community – ensuring they are safe, well and supported to access opportunities which support them to thrive and develop. Page 273 of 318
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17 Case Study: Summer of Fun In May 2024, funding of £100,000 was allocated through the Fairer Renfrewshire programme to support the development of a summer holiday programme, with a focus on providing support over the holiday period to low-income families. A programme of multi-agency, universal and targeted work delivered across Renfrewshire throughout the summer holidays as part of the 2024 Summer of Fun. This included: Summer camps for young people aged 5-14 delivered by Youth Services and Street Stuff Summer ASN provision in Mary Russell and Riverbrae schools, as well as through KLAS Care funded by Whole Family Wellbeing Fund Evening activities delivered by Street Stuff A family programme delivered by Adult and Family Learning and funded by Multiply A small grants fund funding 21 community and voluntary organisations to deliver activities in their local area A libraries summer programme delivered by OneRen, including a programme of mobile library activities delivered from the Skoobmobile Family fun days, delivered by Adult and Family Learning Page 274 of 318
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18 Priority 4: Strengthening our CLD Partnership and developing our workforce We think it is important for the CLD Plan to have a cross-cutting priority focussed on strengthening our partnership working in relation to Community Learning and Development. Stronger partnerships will allow us to maximise opportunities to make a difference, to enhance our information sharing, reduce duplication and help us make the best use of our resources. It will help with identifying unmet need and gaps in provision and target resources in a joined-up way. We have recently established a CLD Partnership Executive Group to provide collective strategic leadership, and a Partnership Forum to facilitate information sharing and delivery of joint priorities. As these are new governance structures, there will be a strong focus in Year 1 of this plan in developing these groups and ensuring that the right mechanisms are in place to deliver community learning and development activity as a true partnership. This will include agreeing how we represent learner and citizen voice within our governance structures, and how our third sector and community partners are best represented on the Executive Group. We will also agree a communications approach and establish arrangements for enhanced information sharing and joint working. This would also include identifying ways to raise the profile of CLD and generate wider awareness of what’s available. We consider workforce development to be a key component in strong partnership working. Training is already shared for some practice elements, including Renfrewshire’s inter-agency child protection training, and CPD delivered with one other council and local CLD partners. It is important that CLD practitioners are supported to undertake training, and that there are clear pathways to progress through the profession. As we embed our governance arrangements, we will look for opportunities to share learning and development opportunities. By amplifying the voices of partners, learners and citizens within our governance structures, we will also create development opportunities for staff and volunteers looking to work in different ways. Page 275 of 318
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19 We will also raise awareness of the CLD services available by exploiting existing networks, online platforms and publications. We will leverage the existing influence of the various partnerships and boards we are involved in to reach a broad spectrum of the community. For example: Health & Social Care: We will promote CLD activities that enhance well-being, resilience, or offer educational components tied to health and social care. Alcohol & Drugs Partnership: We will highlight recovery-based learning opportunities, targeting those with lived experience and their families. INVEST/Developing Young Workforce: We will focus on youth-targeted opportunities like skills development and career readiness programs. To further promote the CLD service locally we will collate stories that showcase the benefits of participating in CLD activities — including testimonials and case studies from local community members. We will also where possible develop short videos showing how CLD activities have benefited individuals and communities. We will seek to co-opt our partners’ newsletters to include updates on upcoming CLD learning opportunities, key service developments, and successes. Page 276 of 318
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20 Our Partnership commitment to The Promise Renfrewshire is committed to keeping The Promise and listening to the voices and needs of our care-experienced community. The delivery of The Promise in Renfrewshire requires a strongly committed multi-agency partnership working approach and demonstration of a collective understanding, commitment, and activity in relation to The Promise across all the partners. Our Partnership recognises our key role to deliver on The Promise and are a key active partner in Keeping The Promise in Renfrewshire. Delivering The Promise in Renfrewshire is part of a wider vision on improving outcomes for Children and Young People who are more likely to face poorer outcomes because of experience of child poverty, other inequalities, trauma and adversity. The Promise approach in Renfrewshire is clearly aligned with significant other policy areas and part of a wider ambition that Renfrewshire’s children and young people are happy, healthy, safe and thriving. The Promise aligned policy areas include United Nations Convention on the Rights of the Child, Getting it right for every child, National Trauma Transformation Programme and wider equalities strategies and legislation. As partners we will ensure that we make every effort as Community Learning and Development professionals or wider delivery partners to adopt a loving, nurturing approach that encourages a culture where our service users are empowered to ask us about any aspect of our services. Central to our approach to The Promise and our wider policy development work is actively listening to our Children, Young People and Families. In all our Community Learning and Development activities we are ambitious for our Care Experienced children and The Promise is a key priority for us to ensure children who are Care Experienced have all they need to thrive, while recognising that they may experience unique challenges. Case Study: Promise Arts and Culture Programme The Promise Arts and Culture Programme aims to build social and cultural capital amongst Renfrewshire’s Care Experienced young people and Young Carers, ultimately improving outcomes for these disadvantaged and marginalised groups in the short and longer-term. Since its beginning in March 2022, the Promise arts and Culture programme has brought Care Experience young people from across Renfrewshire to work with artists from different disciplines such as Film Making, Animation, Graffiti and Street Art, Design, Photography and Fashion and Textiles in order to create dynamic creative environments where young people could explore their creative voices. The success in engaging Care Experienced young people and Young Carers across Renfrewshire in diverse creative projects has already resulted these young people moving onto the Youth Services project Art Boss. Here these young people will continue to have creative and artistic experiences that respond directly to their needs. Page 277 of 318
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21 How will we know what difference we are making? Partners have developed an action plan which sets out the key actions we intend to progress to deliver on the priorities which have been identified in this Partnership Plan. We are developing a set of indicators to measure the effectiveness and inclusivity of our approach. These indicators are designed to help us track progress as well as identify areas for improvement. At this stage, these indicators remain under review, allowing for feedback and input from key stakeholders, including community organisations, partner agencies, and service users. The proposed indicators may evolve over time to reflect emerging needs and challenges. While individual Community Learning and Development services across Renfrewshire use the How Good is our Community Learning and Development framework, we will explore how we can use this at a partnership level to more fully understand our strengths and any areas for improvement. We recognise as a partnership that we want to do more to understand and assess need, and to listen to the voices of people throughout their lifelong learner journey. We need to embed this into our ongoing processes, and we therefore commit as partners to formally reviewing and reporting on progress at least once a year and adding and updating actions and planned activities as required. This process will be overseen by the CLD Partnership Executive Group. We will also report our progress into the Renfrewshire Community Planning Partnership Executive Board, and provide summaries to learners, communities, and wider stakeholders. Page 278 of 318
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22 Appendix 1 ‐ Our Partnership AcƟon Plan Ref What do we want to do Actions Due Who is responsible? How will we measure? Priority 1 - Provide a programme of high-quality lifelong learning, accessible to all 1.1 Help citizens to develop skills for work and life, enhancing employability and opportunities for anyone at any stage of the life long learner journey 1.Review support and opportunities for volunteering across Renfrewshire as part of our wider employability pipeline 2.Explore opportunities for closer joint working with Local Employability Partnership, particularly around supporting parental employability and supporting NOLB approaches 3.Development of a collaborative family learning offer with CLD partners Year 1 Year 1 Year 2 Engage Renfrewshire Connected Communities – CLD Local Employability Partnership Invest in Renfrewshire Number of adults receiving completed nationally recognised awards through CLD activity (SCQF levelled and awards such as Adult Achievement Award including sectional certificates) Number of adults gaining wider achievement awards, local awards and those not nationally recognised, through CLD activity (e.g., Health Issues in the Community and Keystone Award) Page 279 of 318
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23 Number of children and young people receiving completed nationally recognised awards through CLD activity Number of adults engaged in family learning through CLD activity Number of children and young people engaged in family learning through CLD activity 1.2 Engage and provide opportunities for young people to achieve the best possible learning outcomes 4.Partners to work together to increase the number of opportunities available for young people to access appropriate curricular pathways 5.Develop a strengthened framework of support with SDS and Invest Renfrewshire to ensure pupils are supported to enter and sustain positive destinations Year 1 Year 1 Childrens Services Connected Communities – CLD Skills Development Scotland Invest in Renfrewshire Percentage of school leavers in a positive destination Number of children and young people engaged in CLD activity Number of children and young people received completed nationally recognised awards through CLD activity Page 280 of 318
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24 West College Scotland University of West of Scotland Number of young people gaining wider achievement awards, local awards and those not nationally recognised, through CLD activity 1.3 Promote digital inclusion, providing opportunities to use digital in every aspect of day-to-day life safely. 6.Consider opportunities for all partners to promote digital inclusion and the work of the wider DigiRen Partnership 7.Support the roll out of Digizones, particularly across community venues Year 1 Year 1 DigiRen Network Connected Communities Number of people supporting around digital Number of digital courses delivered Number of devices / connectivity issued 1.4 Provide safe, welcoming spaces for the delivery of CLD activity, making them accessible, stigma-free and trauma-informed. 8.Partners to commit to delivery of trauma informed awareness raising and training across respective organisations 9.Explore provision of Safe spaces to access support through further engagement with learners and the wider community Year 1 Year 2 Renfrewshire Trauma Champion Connected Communities Childrens Services New indicators as part of annual stakeholder survey Page 281 of 318
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25 Priority 2 - Build strong, connected communities where people can participate and influence in their local area 2.1 Support people to engage and participate in things taking place within their communities 10.Develop community capacity and resilience by supporting community groups to form, grow and connect 11.Support the development of local place plans as these emerge across local communities Year 1 Year 2 and 3 Engage Renfrewshire Connected Communities – Community Partnerships RC Economy and Development Local Partnerships Number of adults and young people taking part in influence and engagement activity through CLD Number of community groups receiving capacity building support through CLD activity Percentage of adults who have done formal volunteering in last 12 months (SHS) 2.2 Promote opportunities for personal and social development through the rich network of opportunities across Renfrewshire 14.Work with partners to review existing information and advice sources for people in Renfrewshire, to ensure that information on local and national support is available to people when they need it and in the format they need. 15.Through our CAHSC (Culture, Arts, Health and Social Care) group, One Ren will lead work with colleagues and Year 1 and 2 Year 1 HSCP OneRen Culture Arts Health and Social Care Group Engage Renfrewshire Develop indicators around improved health and wellbeing relating to CLD support through survey Page 282 of 318
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26 partners involved in the Future Paisley programme, to develop a range of arts and culture-based activities in a variety of settings to improve health and wellbeing 16.We will provide a tailored range of health and wellbeing programmes for older people; people with a disability; and identified excluded groups with health improvement needs. Year 1 and 2 Future Paisley 2.3 Provide mechanisms for citizens to contribute to decision- making; 17.Explore options to develop a CLD Voice Forum / forum arrangements to inform future planning 18.Explore options for further roll-out of participatory budgeting and decision making opportunities in Renfrewshire 19.Progress the Local Plans, Local Voices, Local Priorities campaign through Local Partnerships Year 1 Year 2 Year 1 Connected Communities Local Partnerships Number of adults and young people reached and engaged with through one off promotional events / drop-ins / community events / engagements / etc. Total budgets allocated using Participatory Budgeting and other participatory approaches Page 283 of 318
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27 Priority 3 - Deliver targeted opportunities across the CLD Partnership to reduce barriers and tackle inequalities 3.1 Promoting equity and equality by removing barriers to access 20.Support delivery of BSL action plan, including opportunities for delivery of activities in Renfrewshire for targeted groups such as young people 21.Ensuring greater representation of the Care Experienced Community in all activity concerned in delivering The Promise 22.Carry out a mapping exercise of youth work activity across Renfrewshire to identify gaps in provision either geographically or for communities of interest Year 1 and 2 Year 1 Year 1 Connected Communities Promise Oversight Group Our Children Forum for Empowering Communities Street Stuff Develop indicators around improved health and wellbeing relating to CLD support through survey 3.2 Delivering targeted support to address disadvantage linked to poverty in our communities 23.Review school holiday provision to ensure it reaches target groups 24.Support development of Whole Family Wellbeing / Locality development approach to provide appropriate family supports and focussing on early intervention, providing opportunities for children, young people, parents and carers to shape the services that impact them Year 1 Year 2 and 3 Connected Communities Children Services Whole Family Wellbeing HSCP Uptake of school holiday provision from families from target groups Page 284 of 318
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28 25.Support community led needs assessment process in Gallowhill including any subsequent development activity Year 1 3.3 Ensure there is a co- ordinated approach to welcoming and supporting new Scots in Renfrewshire 26.Undertake a partnership review of ESOL activity as part of our wider New Scots plan Year 1 Connected Communities IN-Ren West College Scotland Number of people accessing ESOL provision across Renfrewshire 3.4 Exploring options for outreach work that engages with young people who may become involved in high-risk behaviours 27.Undertake outreach pilot exercise and develop proposals for additional supports and activities for young people Year 1 Community Safety Partnership Connected Communities Childrens Services Street Stuff Measures to be developed as part of development of proposals Page 285 of 318
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29 Priority 4 - Strengthening our partnership and developing the workforce 4.1 Strengthening the way we work 28.Progress of Connected Communities model in Renfrewshire Year 1 CLD Partnership Executive Group 4.2 Develop shared framework for understanding impact of CLD activities across the partnership 29.Undertake an annual partnership survey of stakeholders and service users 30.Review how partners evaluate performance and use this data, and explore shared evaluation tools 31.Explore opportunities to share information on the reach and value of CLD approaches locally 32.Undertake an annual needs assessment exercise to inform any changes to the Partnership Plan including targeting of needs/communities Year 1,2 and 3 Year 1,2 and 3 Year 1,2 and 3 Year 1,2 and 3 CLD Partnership Forum Survey results and action plan Self-evaluation against quality indicators in How Good is our Community Learning and Development? framework 4.3 Develop opportunities for CLD workforce and volunteers to develop their skills and confidence 33.Develop local CLD Partnership workforce planning priorities 34.Partners to identify opportunities for local people to gain work experience and career progression opportunities across respective organisations. Year 1 Year 1 CLD Partnership Executive Group CLD Partnership Forum Page 286 of 318
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30 Appendix 2 – More informaƟon about the role of partners in Renfrewshire In Renfrewshire, community learning and development work is delivered by a range of partners including a wide range of third sector and community groups. We provide some further information on these organisations below: Renfrewshire Council In Renfrewshire, the Council is leading on the Connected Communities programme. The aim of the programme is to strengthen partnership working with communities and the third sector, to have a locality model where services are closer to their community and are more joined- up. As part of this, the Council will establish its Connected Communities Service in late 2024, which will include the Council’s Community Learning and Development function (including adult and family learning and youth services), the Fairer Renfrewshire programme, and bring together a range of Council functions which support communities including community capacity building, volunteering, participatory budgeting, Local Partnerships, and a range of activities carried out as part of community planning and partnerships. Engage are particularly able to support volunteering, help groups get constituted, and provide a community hub which can host training and networking and provide a shared space for other third sector groups. Engage has, since 2022, delivered over £1.5 million worth of funding to the third sector via Scottish Government's Communities Mental Health and Wellbeing Fund. This funding has supported a range of programmes and community groups in developing community learning and increasing capacity within the sector. Some examples of funded work include: a participatory photography project with New Scots, learning photography and language skills in a relaxed environment; an outdoor learning school for adults in Inchinnan, learning foraging skills, basket weaving, and bushcraft; woodworking skills for men at new Men’s Sheds in Renfrew and Lochwinnoch; personal development courses for women with experience of domestic violence and a creative programme of arts and crafts for older adults across sheltered housing complexes in Renfrewshire. In tandem with this funded work Engage have also delivered or co-ordinated training in relation to the fund and its associated work, including Outcomes Training, Application Writing, Mental Health First Aid and Self-Harm Awareness. Page 287 of 318
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31 Employability in Renfrewshire is delivered via the Local Employability Partnership, a strategic group of 10-12 key partner agencies and services supported by 6 thematic groups with around 50 additional partner staff working collectively to ensure that services meet local needs, that the participant voice is at the centre of service design and that services are genuinely joined up and offer a place-based, person- centred employability support in Renfrewshire. Services are aimed at those with additional disadvantages or barriers to work and our current priority groups are unemployed or low-income parents, those with long term health issues or disabilities, care experienced young people, BAME groups, those with criminal justice backgrounds. Renfrewshire Children’s Services Partnership launched its Whole Family Wellbeing service in 2024, with several aims, including reducing inequalities in relation to family wellbeing, reducing the number of families needing crisis interventions, and increasing the number of families accessing wider support services. A Family Wellbeing Hub will be developed as a central, physical, location for joined-up supports and services; this creates an opportunity to align with the Connected Communities work and generate more opportunities for partnership delivery as well as reducing duplication. One Ren delivers positive outcomes for the people and communities they serve. OneRen is the local charity established by Renfrewshire Council to provide culture, leisure and sporting opportunities to help people enjoy active and healthy lives. The charity provides a range of affordable, accessible and ambitious services that are open to all and designed to improve personal, social and economic outcomes. Renfrewshire Health and Social Care Partnership deliver adult social care services and all community health services for adults and children, with a core objective of shifting the balance of care from acute settings to supporting people in their communities and closer to home wherever possible. The HSCP works closely with partners to ensure that services are planned and delivered collaboratively and on a ‘whole system’ basis. This includes, for example, the Renfrewshire Alcohol and Drug Partnership, Integrated Children’s Partnership and working closely with Housing Services. This helps to ensure that adults and young people are able to access support that is joined up and shaped around them rather than by organisational structures. Page 288 of 318
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32 University of the West of Scotland has five campuses across the UK, including one in Paisley. The University is committed to inclusive higher education, providing learning opportunities to students from a wide range of backgrounds. The University offers a significant choice of access, degree, CPD, postgraduate, full-time and part-time courses and applies a contextualised admissions approach to ensure students with varied learning experiences are provided with the opportunity to join UWS courses. The University of the West of Scotland works particularly closely with West College Scotland and can support learners who wish to articulate between the organisations as part of a seamless tertiary education experience. This approach could extend to creating pathways based on CLD activities. West College Scotland is a community-based College committed to providing educational opportunities to anyone who wants to learn. You don't have to come to a College building to study! West College Scotland's Ferguslie Learning Centre has earned a reputation as a focal point in the Renfrewshire community. Today, it is an important contributor in providing for, guiding, and assisting learners in Renfrewshire to seek qualifications, acquire employability and life skills, and gain personal and professional confidence. This extends to helping vulnerable individuals to overcome social and professional barriers as well as personal challenges, including unemployment, addiction, low self-esteem, stigma, lack of social connections, isolation, or –in case of international learners – cultural restraints. Our long-running partnership approach to digital inclusion – through our DigiRen group jointly chaired by the Council and Engage Renfrewshire – showcases the benefits of partnership working to tackle inequality. The DigiRen group has focused on low-cost internet tariffs, digital banking, online safety, intergenerational work and the promotion of digital skills training. Through this partnership working, over 800 digital-related courses have been delivered, 50 businesses have been supported, and almost 700 devices or connectivity have been provided to tackle digital poverty. Page 289 of 318
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33 Appendix 3 ‐ Our local and naƟonal policy context As set out above, partners are operating within a complex environment with a range of local and national policy considerations which we need to consider and deliver on as required. We have highlighted these within the diagram below: Legislative Community Empowerment (Scotland) Act 2015 UNCRC (Incorporation) (Scotland) Act 2024 Requirements for Community Learning and Development (Scotland) Regulations 2013 Fairer Scotland Duty National National Youth Work Strategy 2023-2028 The Case for Change: Adult Learning Strategy 2022-2027 National Improvement Framework Community Wealth Building The Promise Developing the Young Workforce New Scots Refugee Integration Strategy No-one Left Behind Volunteering Action Plan Getting It Right For Every Child Local Page 290 of 318
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34 Renfrewshire Community Plan 2017-2027 Renfrewshire Children's Services Partnership Plan 2023-2026 Renfrewshire Council Council Plan 2022-2027 Renfrewshire's Plan for Net Zero Local Employability Partnership Plans Trauma Informed and Responsive Renfrewshire Annual Education Improvement Plans Fairer Renfrewshire Renfrewshire Council Digital Strategy Shaping our Future: Renfrewshire Health and Social Care Partnership Strategic Plan 2022-2025 Renfrewshire Council British Sign Language Plan Renfrewshire's Gaelic Language Plan Local Child Poverty Action Plan Page 291 of 318
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Appendix 2 – Final Progress Update on CLD Strategy 2021-24 ( 6 month period to end October 2024) 1. The Community Learning and Development (CLD) team offers a variety of services to support and nurture Renfrewshire’s communities: Youth Services: Encourages participation in initiatives like the Duke of Edinburgh, Young Scot, and Renfrewshire Youth Voice, helping young people build confidence, experience, and knowledge. Street Stuff Programme: An award-winning initiative providing free activities for young people during evenings, weekends, and holidays, aimed at reducing youth antisocial behaviour. Adult and Family Learning: Helps individuals improve their reading, writing, numeracy, and English language skills with adult literacy and English for Speakers of Other Languages (ESOL) classes and the Multiply programme, supports digital inclusion through IT upskilling, and builds skills and confidence through personal and social development activities. Community Capacity: Focuses on supporting council participatory budgeting projects, particularly the Celebrating Renfrewshire fund, and manages other funds like the Green Spaces and Villages Investment Fund. 2. Service Achievements 2.1 A summary of progress in the last six months is presented below, under each of the three focus areas. Children and Young People 2.2 The findings from the Youth Consultation and survey which was carried out over the Autumn/Winter 2023 have been presented and now form the next steps from the data collected. Young people have identified 8 priorities which are being used as the basis for future development of Youth Voice and the response to these. 496 young people completed the online survey and through community consultation we reached a total of 1243 young people across Renfrewshire. The priorities identified by young people are Safety, Substance Use including vaping and tobacco products, Health & Wellbeing, Cost of Living, Life Skills, Transport, Violence & Sustainability. 2.3 Support for the rollout of free travel for 11–22-year-olds continues, and a process is in place to ensure that the next cohort becoming eligible are signed up. Around 87% of young people in Renfrewshire have their cards which is above the national average of 83%. 86% of those using the Young Scot Card have the free travel element enabled. 2.4 Duke of Edinburgh programmes continue to run in schools and the community including ASN Groups in Mary Russell School and open groups. A total number of 192 young people completed their practice and qualifying expeditions over the expedition season. Since August 123 young people recently signed up for Duke of Edinburgh following on from a record year which was completed in March 2023. Page 292 of 318
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2.5 Renfrewshire Youth Voice (RYV) are now planning this year's Positive About Youth Awards which will take place on Thursday7th November. Positive About Youth (PAY) Awards celebrates the achievements of young and youth groups across Renfrewshire and is designed and delivered by RYV. These awards were set up to respond and to the negative press and stereotypes young people receive and show the positives about being a young person. PAY Awards are now in its 12th year and young people can be nominated in the following categories, Young Fundraiser, Eco, Forging Your Own Path, Youth Group of the Year, Ferran Hart Young Artist, Eilish Herron Young Sports Person and Unsung Hero Award. Renfrewshire Youth Voice (RYV) are well in the planning stages with nominations now open and information sent across our networks and youth organisations in Renfrewshire. RYV will be in touch with those who have nominated once the nomination period has closed on 17th October 2024. 2.6 There has been specific work focused on promoting gender equality and the prevention of violence against women. This has included participation in this year’s Reclaim the Night and 16 Days of Action, workshop-based learning in schools on tackling misogyny, an ongoing groupwork project to develop a social media resource intended to influence positive attitudes and reduce targeting of women and girls, and two pilots delivering group work to young men in two schools which looks at coercive behaviour and attitudes towards women and girls. In addition to the Mentors in Violence Prevention work undertaken across Renfrewshire secondary schools, CLAD have also established a Young and Equally Safe in Renfrewshire pilot groupwork programme, with two groups of young men focussing on positive masculinity. This is intended to tackle attitudes and be an earlier intervention than the MVP programme. 2.7 Training and professional development remains a focus for the team, and staff have recently undertaken training that includes Bookbug, digital champion refresher, trauma informed practice, the impact of trauma, Partnership Intelligence Portal training, Tobacco & Vaping, Promoting Positive Behaviour, VR in use for Youth Work and Mentors in Violence Prevention. 2.8 The Jupiter+ programme is powered in partnership with Future Paisley by the belief that everyone regardless of socio-economic circumstance should have access to the wellbeing benefits of culture at their doorstep. Alongside the artwork, JUPITER+ Creative Learning Programmes open pathways to young people into creative industries, especially those adversely affected by the pandemic and by changing labour demands in Scotland. We have recruited 18 young people, 16-to-18 years of age, from across Renfrewshire to join the JUPITER+ ORBIT Youth Council. 2.9 In April, our first Promise Champs residential took take place during Spring break at Lapwing Lodge, on Tuesday 2nd April until Wednesday 3rd April and was attended by 24 young people. Our Promise Champs youth clubs ran from April to June with 38 young people attending. Our Promise Champs summer programme was co-designed with care experienced young people, young people who are on the edges of care and young carers to tackle feelings of social isolation, holiday hunger and to promote positive wellbeing during the summer holiday period. Our Promise Champs Programme delivered on 8 weekly themed youth club sessions with 29 attendances. We also facilitated 5 Promise Champs summer trips with 61 attendances and held a Sunshine Vibez event for young people and community members at Gallowhill Community centre with 24 attendances The Promise Champions Present Drive will run again this year with more information nearer the time. Page 293 of 318
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2.10 The Summer of Fun camps ran over a 5-week period initially targeted at families who receive the school clothing grant. They were delivered by Street Stuff with the support of CLD Youth Services staff with a total of 2,776 children and young people engaging. These camps, held at Gleniffer High, West Johnstone Campus, Glencoats Primary, St. Catherine’s Primary, Linwood High, and St. James’s Primary (Renfrew), offered a variety of activities including multi-sports, dance, and outdoor play. Each day participants were offered a free lunch. Additionally, the children and young people were consulted on local development plans, and the Fire & Rescue service conducted water safety workshops. 2.11 Renfrewshire Council’s Youth Participatory budgeting fund, Celebrating Renfrewshire, had another successful year. The funding themes chosen by the youth steering group this year were mental and physical wellbeing, cost of living, employability, and life skills, staying safe, substance use and addiction, violence-diversionary projects for young people. There were 58 applications from 56 different organisations, leading to 174 possible choices across 7 Local Partnership areas. A total of 1161 young people participated in the voting process, casting 1120 valid votes. In total, 3360 choices were made by the participants. This demonstrates a significant level of involvement from young people in the decision-making process for their communities. 2.12 The Renfrewshire Council Youth Team delivered the annual Safe Kids event held at St Mirren Stadium over a period of 3 weeks in May and June. Close to 2000 Primary 6 aged children took part in the community safety workshops delivered by The Council’s Youth Team, Warden Service, Road Safety, Civil Contingencies and RADAR Police Scotland British Transport Police Scottish Fire & Rescue Service Themes covered this year included, water safety, internet safety, how to ride your bike safely, anti-social behaviour in the community, littering, what to do in an emergency, impact of drug taking and playing on the railway tracks. Children rated the event 4 out of 5 with 57% of those who filled in the evaluation saying they learned something new. Street Stuff 2.13 Street Stuff have recently received de-escalation training, Mentors in Violence Prevention training and are participating in the PDA for Youth work course in partnership with Youthlink Scotland and Youth Services. 2.14 Street Stuff has been delivering activities in areas most in need including the provision of healthy food in evenings across Renfrewshire. They are also working across a number of schools as part of the Street to School programme with a view to closing the attainment gap and improving attendance at school. The demand from schools for this work has grown since the new term has begun. 2.15 Street Stuff participated in the recent Care Inspection for children at risk of harm in Renfrewshire. Whilst the final report has still to be published the work delivered by Street Page 294 of 318
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Stuff was welcomed in respect of the partnership approach to contextual safeguarding working with some of the most vulnerable young people in our communities. Adult and family learning 2.16 Adult learning has had a strong focus on numeracy and digital skills. There have been 16 Multiply courses delivered, and 15 ICT courses targeted at those with little or no digital experience. There has also been ongoing delivery of family learning activities in 3 primary schools and 4 nurseries that increase parental engagement with children’s numeracy learning, including Fun with Numbers and Talk, Learn, Do both funded by the Multiply programme. 2.17 There continues to be high demand for ESOL courses, and several learners have taken up volunteer opportunities within CLD. Renfrewshire’s New Scots community have accessed learning programmes that increase language skills, reduce social isolation and support wellbeing. English language classes are available in Paisley, Renfrew and Johnstone in partnership with the Resettlement Team. A conversation-based group focusing on the integration and wellbeing of Resettlement Team service users has grown considerably in Gallowhill and is now known as the “Chatty Café”. One Ukrainian Displaced Person and one Arabic speaker joined the team as Invest Trainees for 26 weeks and helped with the facilitation of language groupwork. 2.18 A new ESOL with Numeracy group is being established in Williamsburgh PS to encourage language practice and parental engagement with the school community. Funding has been applied for to allow them to visit the Glasgow Science Centre, which will not only help with their numeracy skills but also help with integration and social skills. 2.19 A second evening group for autistic adults called “Creative Minds” has been established in Paisley as a partnership between CLAD and Renfrewshire Health and Social Care Partnership. Participants are working on producing artworks for the upcoming Through the Autism Lens exhibition which is part of the Renfrewshire Mental Health Arts Festival in October. 2.20 Support for employability has included supporting two Invest trainees with work experience on the ESOL programme and providing a weekly adult literacies session within Invest premises in the Russell Institute, Paisley as well as 3 trainees in Youth Services and 2 in Community Capacity. Plans are also underway for engaging with Justice-experienced people currently in HMP Low Moss who are due for imminent release back into Renfrewshire to identify and address literacy issues. 2.21 A family learning programme took place over the summer across 5 learning centres and reached 54 families: 58 adults and 137 children. This provided fun activities and ideas for parents to encourage children’s numeracy learning as well as prepare and share healthy lunches. Community Capacity Page 295 of 318
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2.22 Team Up to Clean Up, launched in 2017, has evolved to become so much more than a litter campaign. Feedback from volunteers offers evidence of greater positive outcomes such as combatting social isolation, bringing communities together, offering purpose, improved physical health and mental wellbeing. The initiative has also encouraged and nurtured individuals to take the next steps in creating new community groups benefitting local people and neighbourhoods. 2.23 The Campaign has many umbrella projects with young people identified as a target audience for behaviour change; presentations are delivered in school’s linking litter to climate change, wildlife and civic pride; increased bin provision offered, and wrapping bins to ensure they are more noticeable, as well as stencilling “The Sea Starts Here” at gulleys near schools. The Bin to Win project launched in in June 2024 with the awarding of vouchers to schools and young people for their action in putting their litter into the bin and logging it on the Bin to Win portal. An awareness raising campaign is to be launched to further the message of the chance to win and a video explaining the process of how to do it. 2.24 The Environmental Taskforce has been actively working to reduce fly tipping. Key actions include: Proactive visits to hotspots: 428 Reports investigated: 343 Fly tipping removed: 51 tonnes Sites secured: 0 Letters to private landowners: 9 Business visits for waste disposal checks: 17 Fixed Penalty Notices issued: 16 2.25 Taskforce cameras have been relocated to hotspot areas to gather visual evidence, proving effective as a deterrent. However, securing sites remains the most effective prevention method. Measures like soil bunding, bollards, hoarding, fencing, and CCTV have been implemented at 12 hotspot locations. 2.26 Since October 2018, the Green Spaces, Parks and Play Areas Fund has supported 58 community projects. The remaining funding is divided into three streams: general improvements, school-based developments, and Team Up to Clean Up initiatives. Currently, the fund has £13,000 for community projects, £20,000 for school projects, and £13,000 for Team Up to Clean Up. 2.27 The Villages Investment Fund has supported 81 projects since 2018, with 11 new projects funded since May 2024. 3. Next 6 Months 3.1 Over the next 6 months CLD will deliver a number of projects for the benefit of Renfrewshire’s communities: Page 296 of 318
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October holiday activities will again be delivered as part of a wider programme activity in collaboration with Street Stuff. The Community Learning & Development Team will build on Phase 1 of the CLD Partnership Youth Development Initiative. The Big Spring Clean and the Bin to Win programme will be delivered by the Team Up To Clean Up team. The Community Safety Youth Team will be in secondary schools delivering talks to S1 young people on the implications of negative behaviour and choices in the community. Multiply will offer Family Learning STEM Activities for families after school as part of the Fun with Maths programme to support adults in their children’s learning improving numeracy skills. Collaboration will take place with Invest about adult learning targeting groups and individuals with criminal records. A full programme of adult learning will take place across its 6 centres and outreach points including: literacies, ESOL, personal development and IT. Continue Youth Voice Development for Care Experienced young people through the Promise Champions and include them in the new format of delivering care experienced engagement in communities. Youth Voice themes will be taken to a Youth Assembly being held on Tuesday 26th November, planned, and facilitated by young people, supported by Youth Services. This will link to the delivery under UNCRC (United Nations Convention of the Rights of the Child) and include young people in democratic empowerment processes. Street Stuff will review activities being delivered in the evenings, weekends and during the school day to explore wider learning opportunities to enhance current service delivery with CLD Partners. Page 297 of 318
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___________________________________________________________________ To: Communities and Housing Policy Board On: 29th October 2024 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Community Funding Update ___________________________________________________________________ 1. Summary 1.1 As agreed previously by the board, the Policy and Partnerships service now prepares and submits a paper for consideration each cycle in relation to Council led community funding available for allocation through the Greenspaces, Villages Investment and Sustainable Communities Fund(s). This paper represents the most recent update for members in relation to these funds. 1.2 Whilst the Greenspaces and Villages Investment Fund are well established, elected members will be aware that the Sustainable Communities Fund was launched in early October 2023. The response in relation to the Sustainable Communities Fund continues to be very positive with a strong pipeline of applications under development. 1.3 An officer panel reviews all applications for the Sustainable Communities Fund and makes recommendations on funding awards to members of the Communities and Housing Board. The panel met in September and October to consider applications received through the fifth funding round which closed on 31st August 2024. Item 16 CHPB291024 Page 299 of 318
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1.4 Section 4 of the report provides an overview of the Sustainable Communities Fund and sets out recommendations for consideration by the board in relation to this funding round. Three applications are recommended for approval, and seven applications are recommended to be deferred at this time to allow for further information gathering and engagement on applications with the community organisations concerned. Eight applications are not recommended for funding, as these were not assessed as meeting the funding criteria by the officer panel. Two applications have been withdrawn following submissions during previous funding rounds. 1.5 Full detail on all applications and related recommendations relating to the Sustainable Communities Fund is provided in Appendix 1 of this report. 1.6 Members are asked to note that where projects are not recommended for award, this does not reflect the quality and value of these projects and associated organisations at a local level, and officers will work with wider partners to signpost to other appropriate funding mechanisms. 1.7 Section 5 of this report sets out recommendations in relation to Villages Investment funding. 1.8 The Sustainable Communities Fund has been very popular since its launch and has attracted a significant number of applications. As the Fund has now been in operation for one year, it is recommended that a formal review of the guidance is carried out. This review will provide an opportunity to reflect learning points from the first year of operation and clarify guidance to support applicants as well as officers applying guidance when developing recommendations. It is further recommended that a review of Villages Investment Fund guidance and operation is carried out simultaneously, to ensure alignment of both funds and their processes. 1.9 Recognising there are several applications currently in the process of being assessed for the fund, it is recommended that both funds are paused for new applicants at this time to allow the review to be completed. 1.10 Section 6 of this report details the context and arrangements for the review of guidance and operation for both funds. Full details on the review of the operation and guidance of the Sustainable Communities Fund will be reported to the next Communities and Housing Board on 14th January 2025. Page 300 of 318
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2. Recommendations 2.1 It is recommended that members of the Board: Approve the funding recommendations detailed in Section 4 and Appendix 1 of this report in relation to the proposed allocation of the Sustainable Communities Fund Note the Villages Investment Fund update detailed in Section 5, with one recent award highlighted under delegated authority arrangements previously agreed. Note the planned review of the Sustainable Communities Fund and Villages Investment Fund guidance and processes. Agree to pause both the Sustainable Communities Fund and Village Investment Fund to new applications pending the revision of guidance for the funds. 3. Background 3.1 To strengthen monitoring and oversight of funding recommendations made in relation to a number of specific Council funding streams, the Policy and Partnerships service now submits a community funding paper to each cycle of the Communities and Housing Board. This includes recommendations from officers in relation to funding awards through the Greenspaces Fund, Villages Investment Fund and the Sustainable Communities Fund. 4. Sustainable Communities Fund 4.1 In March 2023, Council agreed to combine the remaining monies from the Community Empowerment Fund and Climate Change Action Fund to create a single Sustainable Communities Fund. This was further boosted by £650,000 from the UK Shared Prosperity Fund, Communities and Place for the support and improvement of community assets and infrastructure. £1.5m is available as funding to support projects and organisations through this Fund. 4.2 On 20th September 2023, Leadership Board approved the key objectives and criteria of the fund and agreed that recommendations in relation to funding applications would be submitted to the Communities and Housing Board for final approval, following assessment by a cross service officer panel. Page 301 of 318
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4.3 The Sustainable Communities Fund utilises a tiered funding model to reflect different-sized community projects as well as the varying levels of support required at different stages of development. A tiered approach helps to ensure ease of access to a proportionate application process to enable a range of initiatives that align with community empowerment: Small - awards up to £10K: capital and revenue funding to develop local projects and initiatives which are targeted at enabling community participation and promoting community collaboration and which build resilience within our communities. This level would be targeted at groups where a small amount of money can make a significant difference to enabling community participation. Intermediate – awards of £10K to £25K: capital and revenue funding to develop projects or organisations with a focus on improving community infrastructure and/or community wellbeing and which have the potential to be replicated in other areas; and Large – awards up to £100K: larger capital grants with the aim of supporting communities that aspire to take ownership or develop land or buildings in local communities. 4.4 The UK Shared Prosperity Fund (UKSPF), which makes up part of the Sustainable Communities Fund, comprises a clear split between capital and revenue funding with set amounts allocated over financial years 2023-24 and 2024-25. UKSPF will be allocated to approved projects which meet the criteria and to maximise drawdown within each financial year. 4.5 The Fund officially opened to applications on 10 October 2023, and the most recent funding round closed on 31st August 2024. A cross service officer panel met on two occasions in September and October 2024 to assess new applications against the funding guidance and criteria. The Panel also held follow up discussions on all deferred applications at that time. 4.6 In summary the panel recommends that: 3 applications be recommended for award 7 applications be deferred to gather further information and to allow for further engagement to be undertaken 8 applications are not recommended for funding awards as these were assessed as not meeting the criteria of this particular funding stream. Page 302 of 318
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Applications recommended for approval 4.7 Three applications have been submitted which are recommended for approval, as detailed below: Loud n Proud (£80,000) Loud n Proud have applied for £80,000 for a project to create soundproof rooms within The Kerr Building, as part of a wider vision to create a Community Music Hub within this space. Loud n Proud are a registered youth music charity based in Paisley. They provide opportunities for young people to learn to play musical instruments and in addition to providing music tuition, have a track record for using music to help support and enhance the lives of people in need. The Kerr Building (formerly Woodside House) was gifted to Loud n Proud in 2022, with a condition that the building is used for the good of the people of Paisley and at the same time giving Loud n Proud a permanent home. Loud n Proud has used this opportunity to create a community music hub providing a progression route into the music industry for young people in Renfrewshire. The project represents a fourth phase of capital works carried out to date, including making good following extensive fire damage, creation of three business incubator spaces (now leased by three independent music production companies), and interior building works to create four music tuition studios and one workshop space. The project will provide 5 soundproof rooms that would enable the organisation to cater for group and ensemble music, recording music, loud instruments such as brass, bag pipes and drums. This will increase the range and amount of opportunities for local people to take part in music. A key outcome of this project is that Loud n Proud would be in a stronger financial position to become more self-sufficient and less reliable on short-term funding, as they would be in a position to generate more income from their activities. Page 303 of 318
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The total cost of this project is estimated to be £99,710. The group have secured £13,500 of external funding from a range of different sources. The group have engaged with a range of Council services including economic development, planning etc as part of the development of their business plan. Funding of £20,000 was previously allocated from CODF to support organisational development, with a range of small awards made through Local Partnerships and Celebrating Renfrewshire to deliver specific targeted activities. Thorn Athletic Community Trust (£24,840) Thorn Athletic are well-established, grassroots football, multi-sport and community wellbeing club in West Johnstone. Thorn deliver football training sessions, fitness groups, weight management and healthy activity groups for different age/gender/interest groups including organised team sports from pre-school to pensioner groups (550+ active members). The organisation works to support people across the community to become more active and healthier, resilient and able, doing more for themselves, their families and community. As the organisation continues to grow it has consulted with local people and the community, and has recognised the need to develop a formal business plan which sets out what will be delivered going forward, what investment can be progressed in infrastructure and identifies future funding opportunities to support these developments. Funding is being sought through the Sustainable Communities Fund to appoint consultants to work with the organisation, who would develop a business plan, undertake an options appraisal exercise and deliver a feasibility study/report to RIBA Stage 1, on how to create the most appropriate facilities and projects to meet local needs. Your Community Your Space (£20,000) Your Community, Your Space is a recently constituted Paisley-based organisation that aims to improve the well-being and quality of life for individuals and communities locally. The organisation intend to progress a community asset transfer application in relation to Beechwood Community Centre and have identified that in order to develop the Centre as a viable community asset, they intend to engage with a business planning consultant to co- produce a business development strategy for the Centre. Page 304 of 318
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This will include a deliverable plan to realise income generation potential for the Centre and an Energy Audit. Deferred applications 4.8 Seven applications were submitted where further information requires to be gathered and evaluated before officers are able to make recommendations on these applications to the Board. To allow for further work to be carried out with groups relating to their proposals, it is recommended that applications are deferred as follows: Friends of Barshaw Park Houston Old School Trust Houston Community Council Finding Your Feet Life Church Renfrew Cricket Club Sculpture House Collective 4.9 As mentioned in Section 1 of this report, applicants are strongly advised to engage with co-ordinating officers as early as possible in the application development process. Applications not recommended for award 4.10 Finally, following assessment by the officer panel, the following applications are not recommended for a funding award, as they do not meet the criteria of the fund: Caledonia Bowling Club Feis Phaislig Paisley Model Yacht Club Studio FV Afghan Scottish Families Association Renfrew Development Trust St Mirren Charitable Foundation Lochwinnoch Community Development Trust 4.11 Members are asked to note that where projects are not recommended for award, this does not reflect the quality and value of these projects and associated organisations at a local level, and officers will work with wider partners to signpost to other appropriate funding mechanisms. 4.12 More detailed information in relation to each application is provided in Appendix 1. Page 305 of 318
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Overview of funding 4.13 The residual balance of available funding within the Sustainable Communities Fund is £205,964 of revenue funding, and £514,635 of capital funding. This includes the contribution from the UK Shared Prosperity Fund, but does not include the recommendations detailed within this paper. 4.14 Subject to the approval of recommendations as set out in Appendix 1, £124,840 would be allocated to successful projects through Round 5 of the fund (£80,000 Capital, £44,840 Revenue). 5. Villages Investment Fund 5.1 Since the last update to board in August 2024, one Villages Investment Fund project has been funded under the Delegated Approval process. Community Group Project Sum Awarded Langbank Bowling Club Rendering Repair to Perimeter Wall £3,500 5.2 Langbank Bowling Club operate and maintain their asset which is part of a larger community facility. The entire site is divided internally, offering a community operated and accessible multi-use games area, as well as the private members bowling green. 5.3 The site has historically operated as a private tennis and bowling club for over 100 years. Records show it was gifted to the community of Langbank in the 1980’s. Renfrewshire Council do not have any part in the maintenance or operation of either facility. 5.4 Bowling Club members, as well as passers-by, contacted the Club concerned with the condition of the deteriorating exterior boundary wall, which separates the Green from the public, council adopted footpath. Left untreated this deterioration could impact the wall’s structure and safety, potentially requiring a significant spend to repair over time. 5.5 Following the approval of the above, £160,799 of Villages Investment Funding is remaining for future allocation. Page 306 of 318
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6. Proposed Review of funding guidance 6.1 The Policy and Partnerships service now reports several funding streams in a single community funding paper in order to strengthen monitoring and oversight of funding recommendations. This has been supported by the establishment and development of a cross-service officer panel which provides corporate oversight of grant applications in advance of making recommendations for elected members to consider. 6.2 As part of the development of the Connected Communities service, further work will be undertaken by officers to consider the Council’s grant funding and investment as part of its commitment to supporting a strong local community sector. This work will consider how the Council can best support local community organisations, making sure the Council maximises the impact of its investment for local people, and improving clarity and consistency for the local voluntary and community groups who seek to work with the Council. 6.3 The Sustainable Communities Fund has been very popular since its launch and has attracted a significant number of applications. As the Fund has now been in operation for one year, it is recommended that a formal review of the guidance is carried out. This review will provide an opportunity to reflect learning points from the first year of operation, and clarify guidance to support applicants as well as officers applying guidance when developing recommendations. This will be critical to ensuring that the remaining funding can be targeted to ensure maximum benefit for all local groups and organisations. 6.4 It is also suggested that officers also take the opportunity at this time to review guidance for the Villages Investment Fund, to ensure that guidance of both funding streams is closely aligned, with funding routes for applicants more clearly defined. As part of this review, consideration will also be given to how these two funds interact with other funding sources, such as Local Partnership funding, and consider how to best support organisations to navigate the local funding landscape. 6.5 The reviews will focus on the guidance and operation of funds, and will not review or seek to recommend any changes to allocated budgets or funding levels for either fund. 6.6 Recognising there are several applications currently in the process of being assessed for both funds, it is recommended that both funds are paused for new applicants at this time to allow the review to be completed. Officers will continue to work with all deferred applicants to progress information and proposals proactively over the coming months during this pause. Page 307 of 318
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6.7 Full details on the review of the operation and guidance of both the Sustainable Communities Fund and Villages Investment Fund will be reported in the next Board cycle in early 2025. It is anticipated that the funds will be reopened to new applicants as soon as practicable following the approval of any updated guidance. Implications of the Report 1. Financial – This paper recommends the allocation of £124,840 of funding from the Sustainable Communities Fund (£80,000 capital funding, £44,840 Revenue). The paper also reports the allocation of a further £3,500 from the Villages Investment Fund under delegated authority. 2. HR & Organisational Development – none. 3. Community/Council Planning – the Fund set out in the paper supports engagement and collaboration with local communities on a range of activities which align with the new Council Plan 2022-2027; Our Renfrewshire Community Plan and/or Renfrewshire’s Plan for Net Zero. 4. Legal - none. 5. Property/Assets – there are a number of applicants to this fund seeking to pursue community asset transfers, and where there are relevant property or asset issues these are covered as part of discussions at the officer panel. 6. Information Technology – none. 7. Equality and Human Rights – the Recommendations included within this report are considered to have a positive impact on equality and human rights. The fund continues to attract applicants seeking to make community assets more accessible for communities, for example in this round there are recommended awards to support disabled access and facilities in community venues, dedicated projects for older people, as well as a number of projects seeking to address poverty and socio-economic disadvantage faced within some local communities. 8. Health and Safety – none. 9. Procurement – none. 10. Risk – none. 11. Privacy Impact – none. 12. Climate Risk – the Sustainable Communities Fund aligns with the themes within Renfrewshire’s Plan for Net Zero and the delivery of relevant projects will assist the local response to the climate emergency. Page 308 of 318
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13. Childrens Rights – while there are no specific children’s rights implications associated with the recommendations for this round Sustainable Communities Fund, there are applications in the pipeline which seek to widen opportunities for children and young people to actively participate within their communities. 15. COSLA Policy Position – none. Appendix 1: Summary of applications with Officers recommendations ___________________________________________________________________ List of Background Papers: Sustainable Communities Fund Guidance Author: Laura McIntyre, Head of Policy and Partnerships Page 309 of 318
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Appendix 1 – Sustainable Communities Fund APPLICATIONS RECOMMENDED FOR AWARD Name of organisation Project description Tier Grant Application Amount Recommended Award Comments Loud n Proud The purpose of the project is to create a community music hub, incorporating 5 soundproof rooms that would cater for group and ensemble music, recording music, loud instruments such as brass, bag pipes and drums. This will increase the range and number of opportunities for local people to take part in music and it will increase revenue generation opportunities (which are used to cover free music classes for young people) to make the organisation more sustainable. Large £80,000 £80,000 The total cost of the project is £99,700, and approximately £15,000 has been secured from other external funders. Loud and Proud operate from the Kerr Building following a fire at their previous premises. Their current premises have been gifted by the owner. The group provide a range of free activities for local people and it is intended that the revenue generating opportunities from the new facilities can support the ongoing financial sustainability of wider provision. Thorn Athletic Community Trust Funding is sought to create a business plan, options appraisal and feasibility to RIBA 1 on how to create Intermediate £24,840 £24,840, subject to receipt of three quotes The organisation has provided a single quotation for this work, and as such this award remains subject to the receipt of three quotes. Page 310 of 318
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the most appropriate facilities and projects to meet local needs. Your Community Your Space To develop the Beechwood Community Centre as a viable community asset, YCYS will engage with a business planning consultant to co-produce a business development strategy for the Centre. This will include a deliverable plan to realise income generation potential for the Centre and an Energy Audit. Intermediate £23,045 £20,000, subject to receipt of three quotes The organisation has provided a single quotation for this work, and as such this award remains subject to the receipt of three quotes. The award is recommended to be capped at £20,000 rather than the full requested amount, to remove the inflationary contingencies line within the proposed project budget. DEFERRED APPLICATIONS Name of organisation Project description Tier Grant Application Amount Recommended Award Comments Houston Community Council The project will deliver a Local Place Plan for the area covered by Houston Community Council. Intermediate £23,500 N/A Recommendation to defer to allow for further engagement and clarification on the application. Friends of Barshaw Park The group have requested support from the Fund for a range of capital works as well as a project manager and contingency to maintain structural support of the wall and bring buildings back into use as workshops and venues for activities. Large £80,000 N/A Note application deferred from previous round. Recommendation to defer to allow for further engagement and clarification on the application. Finding Your Feet (FYF) Further to a Business Energy Scotland (BES) energy audit, funding is sought to work alongside a Small £6,534.00 N/A Recommendation to defer to allow for further engagement and clarification on the application. Page 311 of 318
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contractor to identify key actions to be undertaken and cost up a programme of work and engage potential contractors. The audit outlined a range of recommendation to lower running costs/reduce the carbon emissions of the FYF Charity Hub in central Paisley. Houston Old School Trust Replacement of one of the Centre's gas central heating boilers. This boiler provides the heating for four of the rooms available for let and the hot water for the Kitchen. Small £4,000 N/A Note application deferred from previous round. Recommendation to defer to allow for further engagement and clarification on the application. Life Church The Lighthouse Project aims to transform the 1929-30 Henry Wilson Art Deco building at Paisley Cross, Paisley, Scotland, into a vibrant community hub featuring a café and public worship space. This initiative seeks to create a new home for the Church, preserving the architectural heritage of this iconic structure while addressing community needs such as socialisation, poverty alleviation, and addiction support. Large £100,000 N/A Recommendation to defer to allow for further engagement and clarification on the application. Page 312 of 318
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Renfrew Cricket Club The purpose of the project is to enhance the security and safety of the cricket club's grounds by installing 3-meter high fencing around the perimeter. Large £57,298.20 N/A Recommendation to defer to allow for further engagement and clarification on the application. Sculpture House Collective The purpose of the project is threefold. 1: To provide a more environmentally sustainable home for the organisation. Upgrading the energy efficiency of the building by installing insulation and replacing sub-standard and failing windows, enhancing the quality of the spaces within and reducing the carbon footprint. 2: To improve social sustainability by creating a new, community-accessible ceramic facility from two smaller existing spaces. Ceramic activities are in high demand from partners, and this work will provide more capacity and better facilities for existing and projected programmes. 3. To strengthen financial sustainability, ensuring the organisation’s long- term presence as a key cultural organisation in Ferguslie Park. The proposals will reduce energy overheads by around £3,000 (or Large £93,417.60 N/A Recommendation to defer to allow for further engagement and clarification on the application. Page 313 of 318
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3200kg of CO2) annually. A new ceramic facility will enable us to generate additional income via paid- for evening classes and increased public commissions. APPLICATIONS NOT RECOMMENDED FOR AWARD Name of organisation Project description Tier Grant Application Amount Recommended award Comments Caledonia Bowling Club The purpose of the project is to improve the Club's internal and external facilities to provide a safe and inclusive environment for members (playing & social), wider community groups and visitors. Small £10,000 No award Note application deferred from previous round. The application did not meet the core funding criteria, as a member-based organisation it was felt the application did not sufficiently demonstrate wider community benefit. Fèis Phàislig The purpose of the project is to upgrade instrumental equipment to ensure high-quality learning experiences. Small £10,000 No award Note application deferred from previous round. The application did not meet the core funding criteria, as a member-based organisation it was felt the application did not sufficiently demonstrate wider community benefit. Page 314 of 318
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Paisley Model Yacht Club The project is requesting funds to procure a suitable stairway in wood or steel and its installation in the Clubhouse. Small £2,000 No award Note application deferred from previous round. The application did not meet the core funding criteria, as a member-based organisation it was felt the application did not sufficiently demonstrate wider community benefit. Studio FV The purpose of the project is to deliver film production services and workshop training in the use of the mobile community cinema kit (which they are caretakers of) to 3 organisations in Renfrewshire delivering social activities to people facing isolation and health inequalities. Intermediate £23,485 No award Note application deferred from previous round. The application did not meet the core funding criteria, as a member-based organisation it was felt the application did not sufficiently demonstrate wider community benefit. Afghan Scottish Families Association The purpose of the project is to integrate newly arrived Afghan Families in the society, well-being programs, bring them out from anxiety and depression, English Language supporting classes, bring the families together by contacting and celebrating their culture events. Small £10,000 No award The application did not meet the core funding criteria as it focused on recurring revenue costs with no identified plan for sustainability. The group is working with Engage on an alternative application and officers have made contact with the group to link to other local services and partnership opportunities. Renfrew Development Trust The organisation wants to acquire an unused, falling into disrepair building and develop into a Intermediate £23,200 No awards The application did not meet the core funding criteria as it focused on Page 315 of 318
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multipurpose, community designed hub. recurring revenue costs with no identified plan for sustainability. Lochwinnoch Community Development Trust This project is to save Lochwinnoch’s category A listed octagonally designed parish church. It was built in 1806 and subsequently extended and closed to the public in March 2020. Since then, it has suffered from water damage and all ongoing repairs were suspended. The organisation will purchase the church and the attached halls from the Church of Scotland, and sensitively repair and adapt it. Large £100,000 N/A The applicant has already received an award from the large tier of this fund for an alternative project, which is being progressed. St. Mirren FC Charitable Foundation The project will provide a health and wellbeing hub for the deprived community of Ferguslie Park in Paisley as well as a stand-alone base for charity staff - to: deliver activities from Large £100,000 N/A This application did not demonstrate sufficient wider community benefit. It was not considered that a base for staff was in line with the guidance for this fund. Page 316 of 318
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reduce operating costs and become more sustainable and self- sufficient The area is under the away stand, used to be a community area but has been left for a long time and in a state of disrepair. They offer a range of services to the community and being within the Club gives service users anonymity for programmes that require this. They need a space that is functional on a daily basis and also accommodate a lot of people, e.g. 60 for Alzheimer’s Scotland. WITHDRAWN APPLICATIONS Name of organisation Name of organisation Name of organisation Name of organisation Recommended Award Name of organisation Langbank Bowling Club The purpose of the project is to sustain Langbank Bowling Club by restoring the main brick retaining wall between the raised bowling green and Langbank Main Road. Small £3,500 N/a The Panel were supportive of elements of this project but noted that the project as a whole could be supported through Villages Investment Funding. Ralston Out of School Care The purpose of the project is to identify if the building of a purpose build family centre is needed and possible in the area between Ralston Primary School and the Ralston Community sports football pitches. Small £8,500 N/a Options have been discussed with ROSC who are keen to pursue an alternative CAT proposal and wish to withdraw their SCF application at this time. Page 317 of 318
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