Agenda Document Pack - Communities and Housing Policy Board - 13/05/2025
Renfrewshire Council · 13 May 2025
Back to Communities and Housing Policy Board — 13 May 2025 and its agenda
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Notice of Meeting and Agenda Communities and Housing Policy Board Date Time Venue Tuesday, 13 May 2025 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 James MacLaren: 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: 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. 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 MARK CONAGHAN Head of Corporate Governance
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Webcasting of Meeting This meeting will be filmed for live or subsequent broadcast via the Council’s internet site – at the start of the meeting the Convener will confirm if all or part of the meeting is being filmed. To find the webcast please navigate to https://renfrewshire.public-i.tv/core/portal/home Hybrid Meeting Please note that this meeting is scheduled to be held in the Council Chambers. However, it is a hybrid meeting and arrangements have been made for members to join the meeting remotely should they wish.
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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 & Rescue Services Sub-committee Minute of meeting of the Police and Fire and Rescue Services Scrutiny Sub-committee, held on 11 March 2025. 1 - 4 2 Service Update Report Report by Director of Environment, Housing & Infrastructure. 5 - 14 3 Environment, Housing and Infrastructure Service Improvement Plan 2024/27 - Outturn Report Report by Director of Environment, Housing & Infrastructure. 15 - 46 4 Environment, Housing and Infrastructure - 2025/28 Service Improvement Plan Report by Director of Environment, Housing & Infrastructure. 47 - 82 5 Environment, Housing and Infrastructure Annual Health and Safety Plan 2024/25 – Year End Update Report by Director of Environment, Housing & Infrastructure. 83 - 96 6 Environment, Housing and Infrastructure Health and Safety Plan 2025/28 Report by Director of Environment, Housing & Infrastructure. 97 - 112 7 Social Housing Charter Performance 2024/25 and 2025 Engagement Plan Report by Director of Environment, Housing & Infrastructure. 113 - 136 8 Housing Landlord Compliance – Bi-annual Performance Report Report by Director of Environment, Housing & Infrastructure. 137 - 156
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9 Housing Landlord Compliance - Fire Safety and Lift Safety PolicIes Report by Director of Environment, Housing & Infrastructure. 157 - 184 10 Homelessness and Housing Support 2024/25 Report by Director of Environment, Housing & Infrastructure. 185 - 196 11 Housing Asset and Investment Programme 2024/25: Update Report by Director of Environment, Housing & Infrastructure. 197 - 214 12 Housing Revenue Account (HRA) Acquisitions and Disposals 2024/25 Update Report by Director of Environment, Housing & Infrastructure. 215 - 220 13 Private Sector Housing Investment Programme 2025/26 Report by Director of Environment, Housing & Infrastructure. 221 - 226 14 Participatory Budgeting - "Tenants Decide" Fund Report by Director of Environment, Housing & Infrastructure. 227 - 234 15 Community Funding Update Report by Chief Executive. 235 - 244 16 Community Learning and Development - Six Monthly Update Report by Chief Executive. 245 - 254
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Minute of Meeting Police and Fire and Rescue Scrutiny Sub-Committee Date Time Venue Tuesday, 11 March 2025 15:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Present: Councillor Robert Innes, Councillor Kenny MacLaren, Councillor Janis McDonald, Councillor Cathy McEwan, Councillor Iain McMillan Chair Councillor Innes, Depute Convener, presided. In Attendance G Hannah, Head of Climate, Public Protection & Roads (Environment, Housing & Infrastructure); and C MacDonald, Senior Committee Services Officer and Donna Cunningham, Committee Services and Licensing Officer (both Finance & Resources). Also in Attendance Chief Superintendent R Fraser and Chief Inspector A Marshall (both Police Scotland); 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 Depute Convener intimated that this meeting of the Sub-committee would be filmed for live or subsequent broadcast on the Council’s internet site. Declarations of Interest and Transparency Statements There were no declarations of interest or transparency statements intimated prior to the commencement of the meeting. Appendix Item 1 CHPB130525 Page 1 of 254
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1 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 to 31 December 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. It was highlighted that a series of preventative educational initiatives which included personal safety, sextortion awareness, cybercrime, anti-social behaviour, bullying prevention and fire safety training would be delivered across schools and community centres. An Adult Protection Awareness Day was also being planned and key road safety initiatives would be launched. The Chief Superintendent updated the Sub-committee that 19 new officers had recently been deployed across the Division, a further 15 recruits were due to complete their training at the end of May 2025 and an additional 10 new recruits were planned. DECIDED: That the contents of the report and verbal updates be noted. 2 Local Issues Councillor McMillan queried the Pavement Parking Ban which would be implemented from 17 March 2025. The Head of Climate, Public Protection & Roads advised that enforcement would be conducted in a targeted approach by wardens. Councillor McMillan requested an update on Paisley Police Office. The Chief Superintendent advised that there were no imminent plans to relocate this office as an alternative location had not yet been identified. The Chief Superintendent advised that any further developments on this matter would be submitted to a future meeting of this Sub-committee. Councillor McMillan expressed concern regarding anti-social behaviour at Asda car park, and speeding drivers on Linwood Road, beside the Phoenix Retail Park. He also asked whether any initiatives were planned to deter groups gathering and the resulting damage which could occur with nights getting lighter. The Chief Superintendent responded that Police Scotland were aware of the issues and problem areas referred to and that action had been taken alongside road policing colleagues. Police Scotland would continue to gather information on hot spot areas to deploy resources accordingly and encouraged the continued reporting of any concerns to facilitate this. Councillor K MacLaren highlighted a new car parking location at Bankfood Road and Crawford Drive in Ferguslie which had resulted in increased parking and anti-social behaviour. The Chief Inspector requested the continued reporting of any issues to enable Police Scotland to gather data and deploy resources accordingly. Page 2 of 254
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The Group Commander outlined the recent Fire Skills Programme to Members which had recently run in Renfrewshire for school children in conjunction with partner agencies such as the Scottish Ambulance Service and the Airport Fire Service, this initiative had been well received by those who had attended and their families and it was hoped that this could be continued. The Area Commander, Scottish Fire and Rescue Service, advised that a consultation on their Service Plan for 2025-2028 was open until 2 April 2025 and they would appreciate any feedback from members. The Area Commander also advised that Group Commander Paul Storrie was leaving Renfrewshire to move to a new role and thanked him for his work in Renfrewshire. DECIDED: That the verbal updates be noted. Valedictory The Depute Convener and Members thanked Group Commander Storrie for his contribution to the work of the Police and Fire and Rescue Sub-committee and wished him well in his new role. Page 3 of 254
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____________________________________________________________ To: Communities and Housing Policy Board On: 13 May 2025 _________________________________________________________________ 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. 1.2 Specifically, the report requests that the Policy Board homologate the decision of the Head of Housing Services, in consultation with the Convener, to accept Scottish Government grant funding to support the delivery of housing led regeneration programme and Rental Off The Shelf (ROTS) open market purchases and accept the offer of grant funding of Scotland Heat Network Fund (SHNF). __________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: - 2.1 Note the contents of this report. 2.2 Homologate the decision of the Head of Housing Services, in consultation with the Convenor, to accept grant funding of £1,788,382.00 from the Scottish Government’s Scotland Heat Network Fund (SHNF) as set out in paragraph 3.4.5 of this report. 2.3 Authorise the Head of Housing Services to oversee the delivery and operational management of the project. 2.4 Homologate the decision of the Head of Housing Services, in consultation with the Convener, to accept Scottish Government grant funding totalling £1,062,750 to support the delivery of housing led regeneration programme open market purchases as set out in paragraph 3.5.1 of this report. Item 2 CHPB130525 Page 5 of 254
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Updates for Communities and Housing Policy Board 3. Housing Services 3.1 Housing Management Neighbourhood Environmental Training Team (NETT) 3.1.1 Council agreed to increase the neighbourhood improvement teams as part of the budget approvals this year. Officers have been working in partnership pooling expertise across, Housing Services, Neighbourhood Services, and Invest in Renfrewshire to increase existing teams from 2 to 4; to enhance this provision. This expansion will not only increase the opportunity for targeted activity across housing areas, it also increases the opportunity for traineeships within the teams from 20 to 38. Initial recruitment is now complete and there is a structured implementation plan in place, working towards an increased onsite presence by May 2025. 3.1.2 Known by local teams as the Neighbourhood Environmental Training Team (NETT), the squads provide environmental support across housing areas, with a flexible and responsive approach there will be increased capacity to deal with known ‘hot spots’ across the neighbourhoods. It is a development opportunity contributing to improving environmental conditions across the area. In addition to the benefits within communities, the employability outcomes are positive, with trainees gaining practical experience and training in environmental maintenance including use of related machinery, in addition to extensive employability support and training to improve their opportunities to move to sustainable employment within the Council or one of many other employers. As trainees move on to employment, traineeships vacated are open to other Invest in Renfrewshire clients seeking employment. It is a rolling programme contributing to improving conditions in housing areas, employability and economic outcomes in Renfrewshire and workforce planning, development, and delivery outcomes across Neighbourhood Services. Income Advice 3.1.3 Information from advice interviews at the end of March 2025 confirms that over 6,899 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. 3.1.4 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, full details of which were shared with members of the policy board following the meeting in March. In monetary terms this equates to £8.579 million between April 2024 and 31 March this year. 3.1.5 Between April 2024 and March 2025 there have been 294 tenants referred for Tenant Support Fund assessment, which have the added value of full income assessment and advice provision. Page 6 of 254
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Of the referrals 225 have engaged with Specialist Income Advisors and 201 have qualified for assistance from the fund. In monetary terms this equates to £41,287. Officers continue to engage with tenants to maximise access to any underlying entitlement to benefits and funds available. Housing Advice 3.1.6 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 March 2025, we have 3,296 applications received via the online process and 2,668 applications via the more traditional methods. 3.1.7 Staff are available to assist in completing online forms. For those applicants who apply online, we offer a follow up housing options discussion. The housing options discussion is an important part of the process, with the aim of assisting those making a housing enquiry to gain a realistic understanding of the choices available to suit their circumstances. 3.1.8 The online housing application is available alongside existing ways to apply, such as telephone, video conferencing (Near Me), and in person as requested. Tenancy Management 3.1.9 A pilot project to test the use of the ‘ASB App’ has recently concluded. The App provides additional functionality, it is an all-round tool which enables users to collect and submit noise recordings, diary sheets and videos at the time of an incident. The App is available across all App stores and where a user cannot access the App for any reason a web-based version is available. It is not intended to replace the traditional methods, which are still available, including telephone, email, in writing and in person as requested, as an addition to existing ways of reporting anti-social behaviour. 3.1.10 There was mixed feedback from officers and customers on ease of use of the App. Comments ranged from customers liking the accessibility of the App and feeling that we were taking their complaints seriously, to others feeling disappointed, that their expectations are raised when submitting information via the App, expecting a guaranteed result due to information being submitted. Whilst the information may assist in investigations, like all other forms of information, it may not always result in action being taken or resolution of issues that exist. Based on this feedback, work is progressing to further develop communications and guidance for customers and staff on processes and expectations. 3.1.11 Training will be rolled out over the next few months, with a view to extending access to customers engaging with the housing service in relation to Anti-social behaviour across all areas. When use of the App is extended across the areas, a demonstration will be arranged, and invites issued to Elected Members. Page 7 of 254
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3.2 Housing Innovation Project (HIP) 3.2.1 The Housing Innovation Project to replace the housing management ICT systems continues to progress well with staffing resources for the project team in place including the recent recruitment of two additional module team members. 3.2.2 Good progress continues to be made on the Allocations, Estates, Housing Advice, Rents and Service Charge Modules – with solution design and build advancing as planned. 3.2.3 Work will also commence on the following modules between April 2025 and July 2025 – Customer Services, Customer Relationship Management, Anti-Social Behaviour, Property Lifecycle and Support Services. 3.3 Homeless & Housing Support Services Refugee Resettlement 3.3.1 An update on the number of households being supported to resettle in Renfrewshire was provided at the last Policy Board. 3.3.2 The Refugee Resettlement team have been working in partnership with Skills Development Scotland to find a route to recognise and convert qualifications gained in Ukraine to be recognised in Scotland. This involved working with interpreters to convert documents and identify modules which when completed would allow these qualifications to be recognised by the SQA, and employment and training opportunities have now been improved for a number of those displaced from Ukraine. 3.3.3 A new post of Health and Wellbeing Coordinator will soon join the team and the new postholder will further develop, promote, and deliver a variety of health and wellbeing activities and events for refugees in Renfrewshire. 3.3.4 The Co-ordinator will champion dignity, choice, rights, and fulfilment by introducing culturally relevant activities, aligning with the Scottish Government’s New Scots Refugee Integration Strategy (2024). Importantly, refugee community members will have the chance to play an active role in designing and delivering these person-centred services. 3.4 Housing Asset and Investment Stock Condition Survey 3.4.1 The first year of the stock condition survey is now complete. Just over 4,000 homes were in scope to be surveyed, and access was gained to around 51% of them for full SHQS surveys. Although the ‘no access’ rates of 49% is quite high, the contract aims to survey all stock in three years with a further two years available to try and survey ‘no access’ properties from the first three years sweep. We will also clone the internal elements of any remaining ‘no access properties, in order to update all our stock by contact end date. As well as stock condition data, dimensioned floor plans have been created and pictures taken as evidence of external and internal condition. Page 8 of 254
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We also carried out around 1,300 up to date Energy Performance Certificates and over 1,000 lockups were surveyed. The one-year data is being analysed within Apex, our housing asset management database, to ascertain any patterns and extent of changes from the existing data we held. 3.4.2 Year 2 surveys will commence soon, with another circa 4,000 homes identified for survey. The homes are spread throughout the authority but are mainly based around the areas of Paisley East & West, Lochfield, Gallowhill, Ferguslie and Kirklandneuk. The areas will be split into phases and tenants will be lettered prior to surveyors visiting their area. Updates are also notified on the Council web page. 3.4.3 The data gathered from the stock condition surveys is used to inform our SHQS position and help inform future programmes of work to comply with regulatory standards and meet tenant expectations. Gallowhill Court and Glencairn Court Ground Source Heat Pump Array 3.4.4 In October’s service update report, we provided details of our proposals for an innovative ground source heat pump array solution to replace gas boilers at Gallowhill Court and Glencairn Court. 3.4.5 After an extensive application process, the Council has received a formal offer of £1,788,382 grant funding from the Scottish Government’s, Scotland Heat Network Fund (SHNF). 3.4.6 This project will see gas removed as a heat and hot water source from the blocks and tenants will benefit from a cleaner heating solution where heat is extracted from the ground and upgraded to be used within each home. 3.4.7 Through a tender process Kensa have already been selected as the contractor to deliver the project, works are expected to take 12 months to complete and will begin on site once building warrant and other approvals have been obtained. 3.4.8 The Board is asked to homologate the decision of the Head of Housing Services, in consultation with the Convener of the Communities and Housing Policy Board, to accept grant funding of £1,788,382.00 from the Scottish Government’s Scotland Heat Network Fund (SHNF) and authorise the Head of Housing Services to oversee the delivery and operational management of the project. Council House Adaptations 3.4.9 The Housing Repairs and Maintenance Team have improved the turnaround time for Council house adaptations and there is currently no backlog of jobs waiting to be carried out. The average timescale for completion has reduced from 50 days in 2023/2024 to 43 in 2024/2025. We have completed 424 adaptations compared to 386 in the previous year. With continued co-operation from all stakeholders involved, we hope to improve timescales further in the coming year. Page 9 of 254
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2022/23 2023/24 2024/25 No. of medical adaptations completed 191 386 424 Average timescale for completion (days) 119 50 43 No. of households awaiting adaptation at year end 177 58 27 3.5 Regeneration Update Housing-Led Regeneration and Renewal Programme 3.5.1 The Board is asked to homologate the decision of the Head of Housing Services, in consultation with the Convener of the Communities and Housing Policy Board, to accept Scottish Government grant funding of £432,500.00 and £117,500.00 for acquisitions at Springbank Ph1 and Ph2 respectively and also grant funding of £125,000 for acquisitions at Broomlands and £387,750.00 for open market purchases, subject to compliance with the relevant grant conditions. 3.5.2 Positive progress continues with voluntary acquisition of properties where acquisition is necessary to facilitate demolition across the regeneration and renewal programme. 61 of 89 properties have now been acquired by the Council, with a further 12 owners in agreement with a voluntary acquisition, with some being assisted to find suitable alternative accommodation where this is required. The remaining 16 owners continue to have active communication with officers, with each transaction at different stages of the negotiation process, dependant on the timescale and phasing of the programme of works across each regeneration area. 3.5.3 Significant progress is being made in the Auchentorlie area with the appointed demolition contractor now on site to take down the 3 blocks at 5, 7 and 9 Auchentorlie Quadrant. This work is anticipated to take around 12 weeks to complete. 3.5.4 Utility disconnections are ongoing in the Thrushcraigs area and for two further blocks in the Springbank regeneration area, in advance of demolition. Rehousing priority continues on a phased basis in these areas to effectively manage the clearing of blocks in advance of further demolition. 4. Public Protection 4.1 Trading Standards 4.1.1 Renfrewshire Trading Standards led on a national project investigating the prevalence of - and detriment caused by - short weight solid fuel products. The cost-of-living crisis has increasingly seen citizens investigate and use alternative sources of energy as gas and electricity prices have increased. Packs of coal, wood and other solid fuel products were weighed at retailers throughout Scotland to ensure that each pack contained the correct quantity of product. The key findings of the project were; Short weight packs were found in one third of premises visited – 43 out of 130. 70 product lines were checked – 28 (40%) contained at least 1 pack below the legal limit of error. Page 10 of 254
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A total of 2164 packs were checked – 317 (15%) of these were below the legal limit of error. The largest deficiency found was 3.52kg on a 14kg pack of logs – this same pack also led to the largest financial detriment to consumers of £3.77 per pack. The largest percentage deficiency was 57% on packs of supermarket kindling. 4.1.2 Trading Standards have been liaising with businesses to provide advice, and to support them into compliance. Further action will be taken across Scotland, as part of a comprehensive programme of activity to ensure citizens are getting what they pay for. This includes testing baggage weighers at Airports, medical weighing equipment in healthcare settings, packaged goods checks; and checks on measuring equipment such as petrol pumps. 4.2 Community Safety Firework Control Zones 4.2.1 A multi-agency group meeting, consisting of Police Scotland, Scottish Fire and Rescue as well as representatives from a number of Council Services, was convened in early March to consider applications from communities where they were requesting a Firework Control Zone is implemented. Of the six applications received, only one was competent to be considered by the group however, it was agreed by all members of the group that the application did not present evidence to support the implementation of a control zone. 4.2.2 To assist groups with future applications, the Council website will be updated with additional information and the application period will commence between November 2025 and the end of January 2026. Pavement Parking 4.2.3 In advance of enforcement activities commencing, officers issued warning notices to vehicles which were parked in contravention of the Transport (Scotland) Act 2019. The warning notices were applied to vehicles in blue adhesive envelopes to raise awareness of the introduction of the new legislation and were well received by motorists who were largely happy to engage and be educated. 4.2.4 Enforcement of the Act commenced on the 1st of April with this being driven by community intelligence, in addition to Community Support Officers dealing with incidents which they come across during their regular patrols. The public is encouraged to make use of the Renfrewshire website portal Report a parking incident - Renfrewshire Website 4.3 Environmental Health 4.3.1 Officers were alerted to a Food Alert – For Action on 14th March from Food Standards Scotland which concerned the possible presence of Listeria monocytogenes in a brand of ice cream, yoghurts and mousses. Page 11 of 254
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Local Authorities were directed to contact all private hospitals and other healthcare settings in their area who serve food, including care homes to establish if they serve any of the affected products, request that they are not served and are placed on hold and quarantine. Within 2 hours of receiving the Food Alert- For Action, officers had contacted all relevant premises and confirmed that they did not have these products. The Alert was further extended by Food Standards Scotland on Tuesday 18th March to include further products. Local Authorities were again directed to contact all private hospitals and other healthcare settings in their area who serve food, including care homes to establish if they serve any of the affected products, request that they are not served and are placed on hold and quarantine. Officers contacted all relevant premises that day, a number of premises had these products and agreed to quarantine these. Information of these products and suppliers was fed back to Food Standards Scotland. 4.3.2 Licenses for home boarding of dogs, commercial day boarding of dogs, kennels, catteries, pet shops, rehoming centres for animals and horse-riding establishments have all been issued for the current period. The licenses for pet shops and rehoming centres are inspected by Environmental Health Officers and are generally granted for a period of 3 years. Officers also inspect horse-riding establishments where licences are granted for a period of 12 months. Premises for home boarding of dogs, commercial day boarding of dogs, kennels and catteries are inspected by Community Support Officers and are granted for a period of 12 months. There are a number of new applications received for home boarding and kennels that are currently being assessed for compliance and thereafter, if appropriate, will be issued with a licence. 4.3.3 Generally, it has been found there is a good level of compliance with conditions within the various animal licensed premises, however where contraventions are identified appropriate and proportionate action is taken to ensure future continued compliance. 5. Connected Communities Service Update 5.1 Information in terms of Community Learning and Development provision is reported in each of these service updates as elected members will be aware. Every 6 months, the service provides a standalone paper on the agenda for consideration by members which summarises the key activities being progressed by our local teams. The most recent 6 monthly update is therefore provided as a separate item on the Board’s agenda and provides a more detailed summary of the work to implement a new Connected Communities Service, the Good Vibes project and the findings from our recent follow up partnership inspection of CLD activities in Renfrewshire. ___________________________________________________________________ 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. Page 12 of 254
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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 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 13 of 254
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___________________________________________________________________ To: Communities and Housing Policy Board On: 13 May 2025 ___________________________________________________________________ Report by: Director of Environment, Housing, and Infrastructure ___________________________________________________________________ Heading: Environment Housing and Infrastructure Service Improvement Plan 2024-2027 - Outturn Report ___________________________________________________________________ 1. Summary 1.1 The Environment Housing Infrastructure Service Improvement Plan 2024- 2027 was approved by the Communities and Housing Policy Board on 21 May 2024. 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 describes 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 action which will ensure continuous improvement across the service and the performance indicators which ensures the impact can be measured. Therse reflect the priority themes of the Council Plan which was refreshed in June 2024. 1.4 Full details of Environment, Housing and Infrastructure performance and achievements over the period 1 April 2024 to 31 March 2025 are appended to this report. The main purpose of the report is to provide: details of the key achievements of the service over the period. a progress update on implementing the action plan linked to the 2024- 2027 Service Improvement Plan; and an assessment of performance in relation to the service scorecard of core performance indicators. 1.5 During 2024/2025, 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 also other areas of activity which did not form part of the Service Improvement Plan actions which have subsequently arisen during 2024/2025. Item 3 CHPB130525 Page 15 of 254
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1.6 A new Service Improvement Plan covering the period 2025/2028 is also being presented to this meeting of the Communities and Housing Policy Board. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the contents of this report. 2.2 Note the progress to date on delivering the actions contained within the Environment, Housing and Infrastructure - Service Improvement Plan. 2.3 Note the current performance of the service as measured by the scorecard indicators. 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. It contains an action plan and performance indicators against which progress can be measured. This outturn report provides an update on progress against the 2024-2027 plan. 4. Service Update and Key Achievements April 2024 to March 2025. 4.1 Environment, Housing & Infrastructure continue to deliver essential frontline services across Renfrewshire. Key achievements for Environment, Housing & Infrastructure under the remit of the Communities and Housing Policy Board are detailed throughout the action plan and performance indicators in the appendix. 5. Areas where action have been delayed or cancelled. 5.1 We await confirmation and announcement by the Scottish Government in order to work with partners to deliver the new duties in relation of prevention of homelessness. 5.2 The animal licensing work will be carried forward to include the proposed new animal licensing requirements. 5.3 The Implementation on the proposed ban on the sale and supply of single use nicotine vaping products has been moved by law to 1 June 2025 to allow for a harmonised date across the Four Nations. Page 16 of 254
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5.4 It was announced in March 2025, that the draft Heat in Buildings Strategy (HiBS) is now going to be re-written by the Scottish Government prior to it being made a Bill and therefore we are still awaiting the final agreed Scottish Housing Net Zero Standard (SHNZS). 5.6 There are 252 properties that have Electrical Installation Conditions Report (EICR) overdue. All of these are due to be accessed within April. There is expected to be a small number remaining at the end of April which will have forced access arranged in May. There, are also a small number of cases (currently 44) with environmental issues where engagement with the tenants is ongoing. 5.7 The work to establish and embed an enquiry system for Housing Services within Environment, Housing & Infrastructure is progressing, staff have been recruited, work has commenced on complaints and investigations and in the first quarter for 25/26 work will commence on elected member enquiries. 6. Progress against performance measures 6.1 Environment, Housing and Infrastructure has 19 performance indicators. 6 are reported annually and 13 are reported quarterly. Of the quarterly indicators there are ‘data only’ indicators which do not have targets. ___________________________________________________________________ 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 for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact – None. Page 17 of 254
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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: Communities and Housing Policy Board; 21 May 2024 - Environment, Housing and Infrastructure – Service Improvement Plan 2024/27 – Agenda item 4 Communities and Housing Policy Board; 29 October 202 - Environment, Housing and Infrastructure - Service Improvement Plan 2023/26 Mid-Year Monitoring Report – Agenda item 4 _______ __________________________________ Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Email: Gordon.mcneil@renfrewshire.gov.uk Page 18 of 254
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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 Outturn Report May 2025 Communities and Housing Policy Board Page 19 of 254
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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 OUTTURN REPORT • This update reflects progress over the last year 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 Quarterly figures throughout 2024/25 and annual figures for 2024/25. Page 20 of 254
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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 2025 the housing stock being managed is 12,078 • 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 21 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Many of our Business as Usual functions are determined by reports approved at board. For Environment, Housing & Infrastructure, reports are presented to different Policy Boards depending on the topic. Papers and access to video recordings of past meetings are available on the Council’s website. KEY PLANS, STRATEGIES AND REPORTS APPROVED DURING 2024/25 A revised Scheme of Assistance for Private Homeowners Fireworks Control Zones Process Local Heat and Energy Efficiency Strategy Delivery Plan A revised Temporary Accommodation Charging Policy The CCTV Installation Policy Roads Adoption Policy A new Cemetery Management & Memorial Safety Policy A revised Waste Operations Policy Pavement Parking Policy/ Orders Page 22 of 254
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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 Housing Estate Manager (Council Housing) in post and joint working firmly established; as the post holder has become the single point of contact for many internal partners. This partnership working is the foundation upon which new and emerging initiatives will be develop. A joint project team involving housing and neighbourhood services is currently working on estate based, initiatives which will be delivered in the period 25/26 The deployment of temporary staff funded via our RRTP to assist homeless applicants to transition from temporary accommodation to their own tenancy has been effective in maintaining the length of time to complete duty towards those who are homeless at a level that compares well with other Scottish local authorities and has not increased despite the increase in homeless applications in recent years Advising on Net Zero and correct disposal of batteries and electrical equipment continues to be part of Trading Standards visit to any trader. Green claims have been investigated, and eco refill shops have been advised and supported into compliance. Team Up to Clean Up volunteers have collected 19,025 bags of litter through the year with this activity being supported by Neighbourhood Services and Community Support Officers engaging with the public to reinforce that littering as an offence. During the 2024/25 period five Fixed Penalty Notices for littering were issued. Page 23 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level PLACE The use of the Housing First approach continues to be deployed, and the MyLA (My Life Ahead) project - funded via the Alcohol & Drug Commission Programme Board - has supported 89 service users since its launch in May 2022. We are on target to increase the number of Council properties let to homeless applicants. There has been a similar positive response from local RSL’s. The Regeneration and Renewal programme across the eight areas is making positive progress across all areas where the agreed timeline shows, works scheduled in year 4 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. . Achievements By 18 March 2025 Operational and Management void numbers had been reduced to 335 and void rent loss had been reduced to 4.01%. By 31 January 2025 net void turnaround time had been reduced to 37.9 days. The Anti-Social Behaviour App pilot project has recently concluded. Work is underway to integrate the learning from the pilot period into training and communications to enable full roll out across the Local Housing Teams. The App will exist alongside all other methods of reporting, such as email, telephone and in person Page 24 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level ECONOMY Achievements • The two Modern Apprenticeships (MA) are well embedded in the service and have commenced their training with Ayr College. The Assessor has set a workplan with them, and the MAs are working with Officers across all Teams to compile their portfolio evidence. • We continue to support the implementation of Short Let Licensing Scheme, This is an ongoing, and now business as usual activity. During the 2024/25 year, Officers were consulted on 26 applications and of these, there were none which had been recommended for refusal, based on property condition/standards. The Operational Services, have partnered with Economic Development to provide employment, training and apprenticeship opportunities including: • 3 new apprenticeships with recruitment underway to recruit underway to recruit a 4th • 3 apprentices successfully completed their programme and have secured full time roles with Renfrewshire Council • 2 administration internships • 15 one-year HGV apprenticeships to upskill existing staff Within Climate, Public Protection and Roads service we also currently have a young person sponsored by Invest In Renfrewshire employed in the road safety field in schools • Two Housing Modern Apprentices (MA’s) joined the Service in January this year. The MA’s will gain experience across the range of housing functions, including - housing allocations, housing options, tenancy management, repairs, homelessness and regeneration. The apprentices will work towards achieving an SVQ Housing (SQA) SCQF level 6, enhanced by Chartered Institute of Housing (CIH) Scottish Certificate in Housing Practice. They are current working on their first module within CIH following induction to the course in March. A great opportunity for the individuals involved and the service alike. Page 25 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level FAIR Achievements We continue to work with partners on national Serious Organised Crime and CONTEST (Prevent) agendas. A strong multi-agency approach has been adopted involving various stakeholders and supported by actively engaged senior leaders. Key areas of activity include mandatory Prevent training being rolled out, Dedicated Prevent leads in education and completion of the Prevent Annual Assurance Return. Access to specialist income advice for Council Tenants experiencing financial issues is provided through dedicated Income Advice available for Council Tenants and digital referral process in place. Ensure effective participation and support for all refugee programmes. Advice, assistance, support - and a focus on integration - continues to be provided to those who have resettled in Renfrewshire via the various programmes. . We continue to reduce inequalities with projects continuing to be targeted to where they can make most impact to citizens and families on low income. National initiatives around pricing, website compliance, short measure and consumer product safety have been completed. . No permanent or transit Gypsy Traveller 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, Children's Services etc. Projects continue to be targeted to where they can make most impact to citizens and families on low income. National initiatives around pricing, website compliance, short measure and consumer product safety have been completed. . Delivery of the Strategy Action Plan continues, key highlights for the past year include: This year saw 19 inspections by all of the Quality Circles The Estate Management Quality Circle has carried out inspections in seven areas, Sheltered Housing and Health & Wellbeing service now delivering a broader, enhanced service Page 26 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level GREEN • Advising on Net Zero and correct disposal of batteries and electrical equipment continues to be part of Trading Standards visit to any trader. Green claims have been investigated, and eco refill shops have been advised and supported into compliance. • Team Up to Clean Up volunteers have collected 19,025 bags of litter through the year with this activity being supported by Neighbourhood Services and Community Support Officers engaging with the public to reinforce that littering as an offence. During the 2024/25 period five Fixed Penalty Notices for littering were issued. • Priority projects continue to be identified, costed and progressed in partnership with key service areas including Waste, Transport and OneRen. Projects include Sustainable Travel, and Local Heating and Energy Efficiency (LHEES). Achievements Page 27 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living our Values Achievements • Environment, Housing & Infrastructure continue to proactively support and encourage development of new ways of working where possible including the widespread use of technology, such as M365 and GIS mapping, to improve collaborative working and streamline processes. • Robust and up to date business continuity arrangements are in place across all services and are supported with ongoing training, scenario planning and exercises • Work has been undertaken to complete actions identified from Audit reports (Internal Audit and External Audit) and accreditations, including maintaining British Standards ISO 9001 for identified services, have been retained • The Environment, Housing & Infrastructure Health and Safety Plan 2024/25 end of year report and an updated Environment, Housing & Infrastructure Health & Safety Plan 2025 – 2028 will also be considered by the appropriate Board in May/June 2025. Work has taken place across services throughout 2024/25 to review health and safety and risk assessments. • Teams from Environment, Housing and Infrastructure have completed Level 1 (Trauma informed) and Level 2 (Trauma Skilled) Training with almost 100 staff participating in 2024/25. 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 E,H&I 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 Page 28 of 254
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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 May 2025 Page 29 of 254
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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 Progress UpdateStatus Due DateWhat we will do The deployment of temporary staff funded via our RRTP to assist homeless applicants to transition from temporary accommodation to their own tenancy has been effective in maintaining the length of time to complete duty towards those who are homeless at a level that compares well with other Scottish local authorities and has not increased despite the increase in homeless applications in recent years. The number and proportion of lets by the Council and RSL’s has remained high in order to ease the homelessness pressures The use of the Housing First approach continues to be deployed, and the MyLA (My Life Ahead) project - funded via the Alcohol & Drug Commission Programme Board - has supported 89 service users since its launch in May 2022. An independent qualitive assessment on MyLA is almost complete. 31 March 2025 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. The Scottish Government have still to introduce this legislation . To be confirmed once it is decided that the Housing Bill should become an Act Deliver any new duties, with partners, in relation to prevention of homelessness. Draft strategy currently being updated to reflect changes to legislation and other clarification. It is intended to be presented to a future Communities & Housing Policy Board31 March 2025 Implement revised Housing Asset Management Strategy. Positive progress is being made across all areas where the agreed timeline shows, works scheduled in year 4 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. 31 March 2026 Progress the Regeneration and Renewal programme across the eight Areas. Page 30 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Progress UpdateStatusDue DateWhat we will do By 31 March 2025 Operational and Management void numbers had been reduced to 334, void rent loss had been reduced to 3.97% and net void turnaround time had been reduced to 37.27 days.31 March 2025. 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. Legal duties continue to be met, and we are on target to increase the number of Council properties let to homeless applicants. There has been a similar positive response from local RSL’s. There has been an increase in the stock of furnished properties used as temporary accommodation for those who are homeless. Support is being provided to those who have resettled in Renfrewshire via the Ukraine, Afghan etc programmes 31 March 2025 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. Housing Estate Manager (Council Housing) in post and joint working firmly established; as the post holder has become the single point of contact for many internal partners. This partnership working is the foundation upon which new and emerging initiatives will be develop. A joint project team involving housing and neighbourhood services is currently working on estate based, initiatives which will be delivered in the period 25/26 31 March 2025 Improve connections with services involved in the delivery of estate management related activity in and around the Council’s Housing stock. The Pilot project has recently concluded. Work is underway to integrate the learning from the pilot period into training and communications to enable full roll out across the Local Housing Teams. Note: The App will exist alongside all other methods of reporting, such as email, telephone and in person 31 March 2025 Extend the ways tenants impacted by Anti-social Behaviour (ASB) can make reports and log incidents using systems such as the ‘ASB app’. This work remains ongoing to review and refresh the approach to tackling dog fouling. Officers from relevant service are participating with the review. This action will be supported by the provision of £30,000 for a dog fouling awareness campaign through 2025/2026 budget settlement. 31 March 2025 Review our current approach to dog fouling enforcement and use community engagement and data to map out ‘hot spots’ to target enforcement. DELIVERING THE SERVICE IMPROVEMENT PLAN– PLACE Page 31 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Explanation of performance 2024/25Q4 Q3Q2 Q1 2024/252023/242022/2023Current Status Indicator ValueValueValueValueValueTargetTargetValueTargetValue As required under statute, all Regulated Private Water Supplies were sampled and risk assessed during the reporting year 100%Not measured for quarters100%100%100%100%100% Private Water Supplies – 100% of type A supplies risk assessed and sampled The average value is significantly below the target for the year due to the statutory reporting process this annual value will not be available until June 2025, and an update will be provided at this time. TBCNot measured for quarters18ug/m318ug/m312.78ug/m318ug/m314.2ug/m3 Air Quality - Annual average PM10 value across all continuous monitoring sites Preliminary data indicates there were no exceedances of the target value of 40ug/m3 at any monitoring location during the reporting period. However, due to the statutory reporting process this annual value will not be available until June 2025, and an update will be provided at this time. TBCNot measured for quarters40ug/m340ug/m30ug/m340ug/m30ug/m3 Air Quality - average nitrogen dioxide value of monitoring sites, within AQMA(s) exceeding limits DELIVERING THE SERVICE IMPROVEMENT PLAN– PLACE Page 32 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Explanation of performance 2024/25Q4 Q3Q2 Q1 2024/252023/242022/2023Current Status Indicator ValueValueValueValueValueTargetTargetValueTargetValue Of the 28820 reactive repairs carried out in 24/25, 25967 were completed right first time. This is just short of a 3%- point improvement compared to last year. 90.1%Not measured for quarters93%93%87.3%93%90% Percentage of reactive repairs carried out in the last year complete right first time (Housing) Year-end performance has improved compared to the previous year 93.2%90.2%94.36%95.37 %94.5%95%95%92.1%95%93.43% Percentage of Overall Repairs Completed Within Target (Housing Services) This year just over 29259 non- emergency repairs were completed in an average of 6.9 days. This is an improvement in the average time from last year (7.9 days). 6.9 days8.1 days6.6 days5.98 days 6.5 days15 days15 days7.9 days15 days6.1 days Average length of time taken to complete non- emergency repairs (days) (Housing Services) Please note the Q4 figure remains to be verified by the Scottish Government. TBC23.2321.222.4121.1262621.332421.74 Average time from household presenting themselves as homeless to completion of duty (number of weeks) DELIVERING THE SERVICE IMPROVEMENT PLAN– PLACE Page 33 of 254
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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 Progress UpdateStatusDue DateWhat we will do The Operational Services, have partnered with Economic Development to provide employment, training and apprenticeship opportunities including: • 3 new apprenticeships with recruitment underway to recruit underway to recruit a 4th • 3 apprentices successfully completed their programme and have secured full time roles with Renfrewshire Council • 2 administration internships • 15 one-year HGV apprenticeships to upskill existing staff Within Climate, Public Protection and Roads service we also currently have a young person sponsored by Invest In Renfrewshire employed in the road safety field in schools The two Modern Apprenticeships (MA) are well embedded in the service and have commenced their training with Ayr College. The Assessor has set a workplan with them, and the MAs are working with Officers across all Teams to compile their portfolio evidence. Most recently the MA have been working within the Environmental Taskforce and Private Landlord enforcement areas. Feedback from Officers within the teams is positive with them adding value to the teams. In addition to the two MAs, there has also been two Invest trainees working within Public Protection, one being developed within pest control and the second within an enforcement role dealing with private landlord registration. It is anticipated that these two officers will take on appropriate permanent positions within the Council prior to their traineeship ending. 31 March 2025 Provide employment, training, and apprenticeship opportunities for identified groups of young people in Renfrewshire. This work remains ongoing and will be carried forward to 2025/26 which will also include proposed new animal licensing requirements. 31 March 2025 Complete the review of animal license conditions across all licences. Page 34 of 254
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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 Progress UpdateStatusDue DateWhat we will do Service Plan delivery is ongoing. Food sampling programme has been completed for the year 2024/25. Health and safety interventions on target for being completed 31 March for 2024/25.31 March 2025Deliver The Business Regulation Service Plan. This is an ongoing, and now business as usual activity. During the 2024/25 year, Officers were consulted on 26 applications and of these, there were none which had been recommended for refusal, based on property condition/standards. 31 March 2025 Continue to support the implementation of Short Let Licensing Scheme. Implementation date has been moved by law to 1 June 2025 to allow for a harmonised date across the Four Nations. Work has commenced to advise businesses on the incoming legislation, and Officers have been undertaking training as well as preparing documentation for the delivery of new powers. 31 March 2025 Implement the proposed ban on the sale and supply of single use nicotine vaping products. Page 35 of 254
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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 Progress UpdateStatusDue Date What we will do No Gypsy/Travellers 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. Ongoing Liaise with Gypsy/Travellers who are staying in Transit Sites. Projects continue to be targeted to where they can make most impact to citizens and families on low income. National initiatives around pricing, website compliance, short measure and consumer product safety have been completed.31 March 2025 Reducing inequalities by ensuring proactive regulatory activities are targeted where they can support the wellbeing or financial security of citizens. Work continues at both strategic and operational levels to address current and emerging threats in serious organised crime and counter terrorism. A strong multi-agency approach has been adopted involving various stakeholders and supported by actively engaged senior leaders. Key areas of activity include mandatory Prevent training being rolled out, Dedicated Prevent leads in education and completion of the Prevent Annual Assurance Return. 31 March 2025 Work with partners on national Serious Organised Crime and CONTEST (Prevent) agendas. Delivery of the Strategy Action Plan continues, key highlights for the past year include: This year saw 19 inspections by all of the Quality Circles The Estate Management Quality Circle has carried out inspections in seven areas, Throughout the year the Tenants’ Scrutiny Panel has continued to meet online using the Microsoft TEAMS platform. The 2025-27 Rent Consultation process was conducted using an online survey and in total over 1,000 tenants participated. More than 5,300 tenants have provided their email contact to receive updates from us. This channel is used to provide important information, including about preparing your home for winter weather and accessing council services over the festive period. The rent consultation for 2025–2028 advised tenants of the participatory budgeting initiative. Tenants will be involved in deciding how some funding is spent in council housing areas. Details of this initiative are the subject of a separate report to this Policy Board. 31 March 2025 Deliver the Action Plan outcomes outlined in the Tenant Participation Strategy 2022‐2027. Page 36 of 254
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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 Progress UpdateStatusDue DateWhat we will do Advice, assistance, support - and a focus on integration - continues to be provided to those who have resettled in Renfrewshire via the various programmes. 31 March 2025 Ensure effective participation and support for all refugee programmes. Sheltered Housing and Health & Wellbeing service now delivering a broader, enhanced service 30 June 2024 Fully implement the improvements to our Sheltered Housing and Health & Wellbeing service. Dedicated Income Advice available for Council Tenants and digital referral process in place.31 March 2025 Simplify access to specialist income advice for Council Tenants experiencing financial issues. We have completed 2911 Electrical Installation Conditions Reports (EICRs) have been completed in 2024/25. There are 252 properties that have EICRs safety checks overdue. All of these are due to be accessed within April. There is expected to be a small number remaining at the end of April which will have forced access arranged in May. There, are also a small number of cases (currently 44) with environmental issues where engagement with the tenants is ongoing. 31 March 2025 Ensure council housing properties are fully compliant with electrical safety and smoke detection. Page 37 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level GREEN Progress UpdateStatusDue DateWhat we will do Advising on Net Zero and correct disposal of batteries and electrical equipment continues to be part of Trading Standards visit to any trader. Green claims have been investigated, and eco refill shops have been advised and supported into compliance. 31 March 2025 Supporting the local economy towards Net Zero; ensuring proper and informed consumer choice, both through effective advice and regulation. It was announced in March 2025, that the draft Heat in Buildings Strategy (HiBS) is now going to be re-written by the Scottish Government prior to it being made a Bill and therefore we are still awaiting the final agreed Scottish Housing Net Zero Standard (SHNZS). 31 March 2025 This needs to tie in with Scottish Government timelines 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). Priority projects continue to be identified, costed and progressed in partnership with key service areas including Waste, Transport and OneRen. Projects include Sustainable Travel, and Local Heating and Energy Efficiency (LHEES). A project register will be finalised within the new Carbon Management Plan, outlining our approach to reducing carbon emissions over a 3-year period. Once agreed the Carbon Management Plan will go to the ILE Board for approval in August. 31 March 2026 Develop costed delivery plans to support zero journey within the Council and working in partnership with key stakeholders. Team Up to Clean Up volunteers have collected 19,025 bags of litter through the year with this activity being supported by Neighbourhood Services and Community Support Officers engaging with the public to reinforce that littering as an offence. During the 2024/25 period five Fixed Penalty Notices for littering were issued. This action will continue into 2025/26 with renewed focus on enforcement activity to support the work of the Team Up to Clean Up team. 31 March 2025 Deliver a programme of enhanced operational environmental and community support activities for environment and place. Page 38 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level GREEN Explanation of performance 2024/25Q4Q3Q2Q1 2024/252023/242022/23Current Status Indicator ValueValueValueValueValueTargetTargetValueTargetValue The percentage of stock meeting SHQS has increased significantly to 79.9% from 68.6%, performance for this indicator changed to include compliance with the 5-yearly Electrical Installation Condition Report (EICR), as well as the new smoke and heat detector standard. 79.9%Not measured for quarters100%100%68.55100%68.31% Percentage of Council housing stock which meets the Scottish Housing Quality Standard Performance remains similar to 2023/24. Whilst energy improvements have been made through our housing investment programmes, changes in stock through agreed demolition programmes along with improved EPC data mean the percentage remains almost the same. 87.68%Not measured for quarters95%95%87.75%95%85.07% Percentage of homes meeting the EESSH 2020 standard Page 39 of 254
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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 Progress UpdateStatusDue DateWhat we will do Prioritising employee engagement and communication actions identified through the organisational workplace survey and insights from staff comms pulse survey, including forums for direct employee feedback and working with managers to develop effective approaches to communications and engagement with frontline operational teams. 31 March 2025 Continue to develop new approaches to staff communication and engagement across all areas of the service. Robust and up to date business continuity arrangements are in place across all services and are supported with ongoing training, scenario planning and exercises31 March 2025Ensure robust and up to date business continuity arrangements are in place and maintained. The enquiry system for public and elected members is established and embedded across Environment and Infrastructure Services and supports ongoing work to identify recurring issues or concerns and service improvement. The work to establish and embed an enquiry system for Housing Services within Environment, Housing & Infrastructure is progressing, staff have been recruited, work has commenced on complaints and investigations and in the first quarter for 25/26 work will commence on elected member enquiries. 31 March 2025 Embed the enquiry systems for public and elected members across Environment, Housing & Infrastructure services. The Environment, Housing & Infrastructure Health and Safety Plan 2024/25 end of year report and an updated Environment, Housing & Infrastructure Health & Safety Plan 2025 – 2028 will also be considered by the appropriate Board in May/June 2025. Work has taken place across services throughout 2024/25 to review health and safety and risk assessments 31 March 2025 Review Health & Safety and Risk Assessments. Regular financial monitoring discussions with Senior Management and the Finance Team are well established to support ongoing monitoring and planning of resources with the financial position reported to the Board on a regular basis 31 March 2025 Ensure robust financial monitoring. Work has been undertaken to complete actions identified from Audit reports (Internal Audit and External Audit) and accreditations, including maintaining British Standards ISO 9001 for identified services, have been retained 31 March 2025 Review and maintain continuous improvement frameworks. Page 40 of 254
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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 Progress UpdateStatusDue DateWhat we will do Environment, Housing & Infrastructure continue to proactively support and encourage development of new ways of working where possible including the widespread use of technology, such as M365 and GIS mapping, to improve collaborative working ad streamline processes. 31 March 2025 Support the Council in developing New Ways of Working. . All employees are supported to manage their attendance, health and wellbeing including the use of Occupational Health referrals and Counselling where appropriate. 31 March 2025 Provide our employees with the appropriate support to manage their attendance, health, and wellbeing. Better use of data and technology underpins our drive to improve service performance and delivery. Work in 2024/25 has included supporting the Waste & Recycling Service with a rerouting project, Roads & Transportation to implement a new system and GIS mapping for our trees and using robotic cleaning machine to ensure our resources are allocated efficiently and effectively. 31 March 2025 Better use of data and technology to improve services performance and delivery. EH&I has completed the Right for Renfrewshire Programme 31 March 2025Implement the next phase of transformation as part of Right for Renfrewshire. Teams from Environment, Housing and Infrastructure have completed Level 1 (Trauma informed) and Level 2 (Trauma Skilled) Training with almost 100 staff participating in 2024/25. 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 E,H&I 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. 31 March 2025 Engage and participate in trauma informed and responsive Renfrewshire programme. Work has been undertaken to engage with services to identify opportunities for digitisation and business improvement of our processes so that they continue to meet and exceed the needs of our customers. 31 March 2025 Work with Services across EH&I to support further digitisation and business improvement of our processes to meet the needs of our customers. Page 41 of 254
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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.’ Progress UpdateStatusDue DateWhat we will do Head of Housing (or nominated representative) continues to be a member Renfrewshire’s Promise Strategic Oversight Group. There continues to be ongoing connection and dialogue between The Promise Manager and the Homeless & Housing support Services Manager. There is currently activity taking place to review the Throughcare Partnership Agreement. The new draft agreement has been updated to reflect the inclusion of “care leavers in the transition of moving on from local authority care”. 31 March 2025 EH&I will work towards keeping The Promise Page 42 of 254
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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 Explanation of performance 2024/25Q4Q3Q2 Q1 2024/252023/242022/23Current Status Indicator ValueValueValueValueValueTargetTargetValueTargetValue The Tenant’s Support Fund in addition to additional service provision in the form of Specialist Income Advice to allow for exclusive support to tenants experiencing financial hardship. Legislative changes allowed recommencement of legal procedures as part of recovery action. There is an established officers working group to develop improvements including ongoing training and development of staff in addition to proactive work in conjunction with partner services to maximise rental income. In light of cost-of-living pressures on households and the Department for Work and Pensions Universal Credit Migration Plans, which includes the transition of legacy benefits such as Income Support and Employment Support Allowance, it is expected that pressures will continue in rent collection. 7.1%7.1%9.12%8.89%7.95%7.5%7.5%8.32%7.5%9.28% Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year. Rent collected continues to be slightly better than target.100.7%100.7%98.9%98.4%99.5%98%98%100.42%98%100% Rent collected as percentage of total rent due in the reporting year. The Single Voids Team implemented measures to minimise the time taken to re-let properties.37.2735.5235.0739.4237.63535350.406060.59 Average length of time taken to re-let properties in the last year (in days) Page 43 of 254
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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 Explanation of performance 2024/25Q4Q3Q2Q1 2024/252023/242022/23Current Status Indicator ValueValueValueValueValueTargetTargetValueTargetValue The Single Voids Team reduced the volume of voids and therefore void rent loss. 1.30%1.30%1.42%1.53%1.58%1.8%1.8%1.45%1.8%1.86%Percentage of rent loss due to voids Awaiting on Quarter 4 figure from HRTBCTBC4.063.584.15TBCTBC14.9113.715 Number of workdays lost through sickness absence per full time equivalent (FTE) employee (cumulative) Environment, Housing & Infrastructure dealt with 645 Freedom of Information requests in 2024/25, of which 636 (98.6%) were responded to within timescale. 215 of these requests were cross departmental and 430 were departmental. 98.6%99.2%98%97%99%100%100%100%100%99% % of FOI Requests completed within timescale by EHI Environment, Housing & Infrastructure received 6,659 members enquiries in 2024/25, of which 89.2% were responded to within timescale. 89.2%92%89%94%92%85%85%92%85%93% % of Members enquiries completed within timescale by EHI Page 44 of 254
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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 Explanation of performance 2024/25Q4Q3Q2Q1 2024/252023/242022/23Current Status Indicator ValueValueValueValueValueTargetTargetValueTargetValue Environment, Housing & Infrastructure received 10,820 front line resolutions in 2024/25, of which 62.3% were responded to within timescale. 62.3%84.2%68%58%40%85%85%85%85%87% % of frontline resolution complaints dealt with within timescale by EHI* Environment, Housing & Infrastructure received 361 complaint investigations in 2024/25, of which 50.4% were responded to within timescale. 50.4%64.5%47%40%45%85%85%89%95%93% % of investigation complaints dealt with within timescale by EHI* A number of staff are undertaking training relevant to their roles and qualifications which are either required or significantly support their work. This includes Modern Apprenticeships in Regulatory Services, Trainee Environmental Health Officer and a Trainee Food Safety Officer. Other staff have undertaken training to maintain competencies through participation in continuing professional development. 100%100%100%100%100%100%100%100%100%100% Training – Percentage of staff training undertaken in relation to qualifications (Public Protection) Page 45 of 254
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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 For more information, please contact: Douglas.morrison@renfrewshire.gov.uk Outturn Report May 2025 Page 46 of 254
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___________________________________________________________________ To: Communities and Housing Policy Board On: 13 May 2025 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Environment, Housing and Infrastructure - 2025-2028 Service Improvement Plan ___________________________________________________________________ 1. Summary 1.1 The Service Improvement Plan for Environment, Housing and Infrastructure is a three-year plan covering the period 2025-2028. The purpose of the Plan is to identify the priorities being addressed, the key tasks to be implemented, the implementation timetable and our measures of success. 1.2 The Service Improvement Plan is part of a suite of documents which describe the strategic direction for 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 is appended to this report and includes performance indicators, and an action plan grouped under the Council Plan themes. A mid-year progress update on the Service Improvement Plan will be submitted to the Communities and Housing Policy Board in the autumn of 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Approves the attached Service Improvement Plan; and 2.2 Notes that mid-year progress of this Service Improvement Plan will be reported to this Board in the Autumn of 2025, with updates to the performance indicators and action plan. ___________________________________________________________________ Item 4 CHPB130525 Page 47 of 254
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3. Background 3.1 Environment, Housing, Infrastructure delivers a wide range of vital services to the people, communities and businesses of Renfrewshire, including environmental health services, trading standards and public protection. We manage 12,078 Council houses and support vulnerable people experiencing homelessness and those threatened by homelessness. Our service has also played a critical role in supporting the Council’s response to the asylum and refugee programmes over the last three years. 4. Service Improvement Plan 2025-2026: What do we want to achieve? 4.1 Council services continue to operate in a challenging context. The Council and services remain ambitious for our people and our place, and the Service Improvement Plan process ensures a clear focus on delivering our priorities. The Service Improvement Plans process allows us to describe where activity is targeted, and through the 6-monthly updates described below, provide a balanced view on progress. 4.2 Our Service Improvement Plan sets out actions for the next three years, and in 2025/26 our particular areas of focus for those areas under the remit of the board will be: • Continue to deliver the £400m housing investment including a £100m Housing-led regeneration programme across 8 areas in Renfrewshire. • Invest in current housing stock to ensure that stock continues to meet SHQS and other legislative or regulatory standards. • We will support and advice on the new Housing (Scotland) Bill which will be introduced during 2025/2026 with new duties in relation to homeless prevention, ‘ask and act’. • 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. • We will ensure the lessons learned from the independent assessment of MyLA (My Life Ahead) are incorporated to the support provided to those whose settled housing may be affected by drug/alcohol use. • Deliver repairs and maintenance to 12,078 Council housing properties, including re-letting/void properties and produce a robust business plan that looks at the short, medium and long term. • Support Council services to implement the proposed Protect Duty once it becomes law. The proposed legislation will ensure parties are prepared, ready to respond and know what to do in the event of a terrorist attack. • Further develop training and communications in which tenants can choose to report Anti-Social Behaviour using the ASB App online reporting accessible 24 hours a day, 7 days a week. Page 48 of 254
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• Implement the NEC Housing Management System as part of the Housing Innovations Project in 2 phases – which will incorporate Rents, Repairs, Service Charges, Allocations, Tenancy Management, ASB, Customer Relationship, Customer Services, Property Lifecycle, Servicing, Homelessness and Support Services modules. • Complete the review of animal licence conditions across all licences. • Supporting the local economy towards Net Zero; ensuring proper and informed consumer choice, both through effective advice and regulation. • Continue to support the Council's various refugee and asylum programmes including the provision of settled accommodation. • Through workforce and succession planning, we will support our staff to ensure they have the right skills to deliver our services now, and in the future. • Modernisation of business processes and more efficient use of management data, steering the focus of service delivery. • Explore how modern technologies and innovations could improve service delivery, such as the use of robotics. 5. Monitoring progress 5.1 Progress on the implementation of the Service Improvement Plan is regularly monitored by the Senior Management Team and will be reported to the Communities and Housing Policy Board on a six-monthly basis. A mid-year review of progress will be brought to this Board in Autumn 2025 and an annual outturn report in Spring 2026. 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 – Service Improvement Plans reflect the contribution of each service to the Council and Community Plans. 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. Page 49 of 254
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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 Improvement 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 50 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Environment, Housing, Infrastructure Service Improvement Plan 2025 -28 Page 51 of 254
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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 Service Improvement Plan As Director of Environment, Housing & Infrastructure,I’mdelighted to introduceour new Service Improvement Plan which covers the period 2025 to 2028. This plan describes how our team will focus our efforts to deliver thestrategic outcomes described in the Council Plan of Place, Economy, Fair,Green and LivingOur Values. Environment, Housing & Infrastructure delivers a wide range of vital services to the people, communities and businesses of Renfrewshire. This includes universal provision such as waste collection, road maintenance, environmental health services and facility management across our housing stock and public buildings. We manage 12,078 Council houses and support vulnerable people experiencing homelessness and those threatened by homelessness. Our service has also played a critical role in supporting the Council’s response to the asylum and refugee programmes over the last three years. This is a challenging time for local governmentand we are committed to delivering the Reshaping Renfrewshire transformation programme and financial savings required to support the Council achieve to maintain financial sustainability. However, we are still ambitious for Renfrewshire and our service lead on the over £100m Housing led regeneration programme, which forms part of our £400m investment in our housing stock across all of Renfrewshire over the next 30 years. We will alsoinvest £90m in our roadsinfrastructure over the next ten years and we lead on the council’s Plan for Net Zero, which sets out how the area will work towards net zero by 2030. Environment, Housing & Infrastructure also supports strategic Council projects such as the City Deal programme, the refurbishment and new school build programmes and town centre projects including the new museum. We will have a particular focus on Workforce development during 2025/26 and I know the dedication of our colleagues across all areas of the service will ensure the ambitious agenda outlined within the Service Improvement Plan is delivered to support individuals, communities and businesses across Renfrewshire to flourish. Page 52 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level About us • Climate, Public Protection & Roads responsibilities include the Council’s Roads, Public Transport, Parking & Active Travel services, as well as leading the response to Climate Change and Ren Zero, along with Energy Management, Regulatory & Public Protection services. This includes partnership working with police, fire and other multiagency partners. • Operations & Service Development responsibilities include Waste Services, Fleet & Social Transport, Neighbourhood Services, Grass, Grounds & Cemeteries Maintenance, Burials & Country Park Management, Civil Contingencies and Service Development. Environment, Housing & Infrastructure 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. • Facilities Management & Property Services covers four key service areas: soft facilities, hard facilities, support services and property services. Soft facilities cover janitorial, cleaning, catering, housekeeping and school crossing patrollers. Hard services cover building services operations, repairs and maintenance for housing and public buildings and streetlighting maintenance. Support services is responsible for compliance in schools and public buildings, life cycle maintenance in schools & public buildings, PPP contract management. Property Services is a multi- disciplinary design consultancy commissioned by Council Departments to deliver projects. • Housing Services responsibilities include managing and investing in our housing stock of 12,078 properties and providing services to Council tenants, alongside housing advice and support, assisting homeless people and those threatened with homelessness and ensuring people have safe and healthy places to live, and supports the council’s response to migration and asylum. Page 53 of 254
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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 -Our service Page 54 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Facts and Figures The Environment, Housing & Infrastructure Services revenue budget for 2025/26 is approximately £61.925m (excluding HRA). Income and expenditure in relation to a local authority's direct provision of housing must be recorded separately within a Housing Revenue Account (HRA). TheHRA Budget and Rent Levels was presented to Council on 27 February 2025 with total rental and other income for 2025/26 of£65.492m. The gross value of the Housing Capital Investment Plan for the 5-year period from 2025/26 to 2029/30 is £292.432m. We provide Waste and Recycling collection to over 92,000households and businesses. Supporting more than 862kmof roads and transport infrastructure across the whole of Renfrewshire –and we will be investing £90m in this infrastructure over the next ten years. Environment, Housing and Infrastructure Services deliver universal services for over 186,000Renfrewshire residents, helping to run our schools and care homes, providing 12,078homes 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. Our services are delivered by a diverse, skilled and committed workforce of around1,800 (FTE)* who deliver services 24 hours a day, 7 days a week and 365 days a year. *Please note this doesn’t include casual/sessional staff Page 55 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Renfrewshire Council’s Service Improvement Context Reflecting our values Delivering financially sustainable services Promoting equality, diversity and inclusion Delivering Best Value Aligning to our Council Plan and the Community Plan Page 56 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Supporting Renfrewshire Council’s objectives Along with the other Services within the Council, Environment, Housing and Infrastructure will support continuous improvement through a number ofkey strategic areas detailed in the following slides including - Transformation–supporting the Reshaping Renfrewshire programme -to ensure the Council continues to address the ongoing financial challenge but also to ensure the Council continues to respond proactively to new and emerging opportunities to develop, modernise and change how the Council delivers for Renfrewshire’s communities Our workforce –We will build on the work already done across the service to date and use the outputs from Workforce Survey and the Cultural Assurance Model to inform further improvements during 2025/26. Data Strategy -Local data strategies will be developed and aligned with the development of the new Digital Strategy in 2025. Risk Management –proactively managing our Corporate, Strategic and Service risks to minimise negative impact on the service and the council. Page 57 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Transformation Following on from the Right for Renfrewshire programme the next phase of transformation, to be branded ‘Reshaping Renfrewshire’, will continue to deliver progressive internal transformation, maintaining the long- term journey to adapt and reshape the organisation and how the Council delivers services. Environment, Housing and Infrastructure will support the Reshaping Renfrewshire programme, especially within the following key areas of transformation- • Digital – we will utilise current and future data and digital technologies, including the Internet of Things, robotic process automation, artificial intelligence, machine learning and data analysis to transform services. • Income Generation - growing existing sources of income and generating new income streams, to ensure the Council continues to secure financial stability. • Transformation of our Placed Based Assets – which includes the Strategic Property Review and the Strategic Learning Estate Strategy. • Transport Infrastructure – including the £90m investment in our roads and footways and implementing the Local Transport Strategy for Renfrewshire. • Economic Regeneration – including the work to deliver the housing regeneration investment programme. • Net Zero - with the focus on ‘Heat and Fleet’ to transform the approach to the provision of clean energy and sustainable transport in Renfrewshire. Page 58 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Our Workforce Our People Strategy has three priorities – improving our employee experience; workforce planning; equality, diversity and inclusion. The strategy covers the period 2021-2026 and work will begin this year to develop a new strategy. In early 2025, Audit Scotland published the results of their Scotland-wide thematic Best Value review on workforce innovation. The report on Renfrewshire Council had many examples of good practice and presented us with three areas for improvement, which our People and OD will progress in partnership with other Council services. Each service will now include some key performance indicators relating to the workplace experience in their Service Improvement Plans and will agree specific actions on workforce challenges in their service area which align to the priorities of the People Strategy and the improvement actions from the Best Value review. For Environment, Housing and Infrastructure (EHI), our focus will be to roll out Personal Development Plan (PDP) for all EHI employees, to widen our Employee Engagement Forum to provide opportunities for all employee groups to participate and to improve visibility of Senior Management and Leadership across the Department. Page 59 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Data Strategy • The Council's Digital Strategy includes a Smart Data Workstream tasked with improving the management and exploitation of data in a consistent way across all our services, leading to the improvement of the Council's capabilities around data. EHI are a key part of this work • As part of the Smart Data Workstream an organisation-wide data governance group has been created which includes data specialist representatives from all services. Service data strategies are being developed across Environment, Housing and Infrastructure to address gaps and improve the management and exploitation of business-critical data. • Action plans will be developed to progress strategy implementation at a service level and local data strategies will be aligned with the development of the new Digital Strategy in 2025. Page 60 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Our risks RISK MANAGEMENT - The Council’s risk management arrangements are well established with all strategic, corporate and service risks being reported to the Audit, Risk and Scrutiny Board with the last update being in May 2025. Here is a list of the Risks sitting within EHI reported to the board. All risks are evaluated using the Council’s adopted risk matrix; this involves multiplying the likelihood of a risk event occurring by its potential impact. Risks are then evaluated as either ‘low’ (green), ‘moderate’ (yellow), ‘high’ (amber) or ‘very high’ (red). Page 61 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Key Priorities Ensure implementation of legislative changes, with appropriate strategies and plans Deliver the agreed priorities within the Council’s Costed Delivery Plans for Net Zero Better use of data and technology to improve service performance and delivery Deliver the 2025/26 capital investment Asset Management programmes across Public Buildings, Housing, Roads, Fleet and Open spaces. Continue to develop our service models to support the Council’s ”Reshaping Renfrewshire” transformation programme including financial sustainability and to maximise income Support staff and apprenticeship development to ensure they have the right skills and training to meet the needs of the service, now and in the future Deliver the improvement actions resulting from the Improving our Workplace Employee Survey and the Cultural Assurance Model Supporting the most vulnerable members of our communities, including people experiencing and those threatened by homelessness Page 62 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level • We will focus on delivering the improvement actions arising from the Employee Survey Results and the Cultural Assurance Model, ensuring mandatory training for frontline employees is delivered and working with Soft FM around “job characteristics”. • Provide a focus on training, absence management, PDP’s/appraisals and workforce planning across EHI. • Continue to deliver a “right first time” approach across all services, delivering key capital projects and delivering on investment made as part of the 2025/26 Council budget. • We will continue to deliver investment in schools and public buildings across Renfrewshire including the new Paisley Grammer School. • Continuing with housing-led regeneration and housing investment programmes • Continuing implementation of replacement housing management systems • We will finalise and implement our new Local Transport Strategy. • New Sustainability team in place – will drive the focus of “Fleet and Heat” across all areas of the Council. • Deliver year 1 of the £90m 10 year roads investment strategy. • We will review and implement a revised waste collection rerouting programme aiming to have full implementation by autumn 2025. • Expand our workforce training and development and improve our customer correspondence response times to meet targets. • EHI & Council -We will shape the delivery of our services, in line with the council Net Zero aspirations. Our focus for 2025-26 Page 63 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Appendix: Actions and Performance Indicators relevant to the remit of the Communities and Housing Policy Board Page 64 of 254
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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 When will we do it by? What difference will we make?What will we do? March 2026 There are likely to be new duties on a range of public bodies to ‘ask and act’ and support homeless prevention. We will be required to provide support and advice to these public bodies on the steps they can take. It is very likely that the new provisions will result in a significant increase in referrals to Homeless Services. The new Housing (Scotland) Act will be introduced during 2025/26, and this will include new duties in relation to homeless prevention. March 2026 Ensure the Council : can meet legal duties towards those who are statutorily homeless, assess housing support needs and ensure those needs are met, minimise the use of B&B This may require additional temporary accommodation. Continuing to meet the challenges of the local/ national pressures around homelessness. April 2026 New charges and recovery procedure will be applied for everyone provided with temporary accommodation Implement new rent charging policy for temporary accommodation Page 65 of 254
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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 When will we do it by? What difference will we make?What will we do? March 2026Tailored support being provided to those who require assistance to ensure they can access / sustain settled housing. Review the findings from independent assessment of MyLA (My Life Ahead) project, and ensure the lessons learned are incorporated in the support provided to those whose settled housing may be affected by drug / alcohol use. March 2026Ensure those who have nowhere to stay are provided with suitable temporary accommodation, are provided with the support they need, and are assisted to transition into settled accommodation – including the use of Housing First wraparound support and decommission of Thrushcraigs staffed accommodation. Deliver the key outputs from the 7th 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 homeless pressures and the Council plays its part in relation the provision of accommodation in response to changes in national migration and resettlement policies and programmes. June 2025An extension of the ways in which tenants can choose to report Anti-social behaviour, the ‘ASB app’ enables on-line reporting and is accessible 24 hours a day, 7 days a week. Further develop training and communications on the ASB App based on learning from the pilot project and extend use across all Local Area Housing Teams. Page 66 of 254
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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 When will we do it by? What difference will we make?What will we do? The Housing Asset Management Strategy is currently being reviewed and will be brought to a future meeting of the policy board for approval. An effective strategy for managing housing assets will ensure that decisions relating to management and investment in the housing stock are based on sound principles which take account of stock condition, sustainability and value for money. The revised Housing Asset Management Strategy will be presented to the Communities and Housing Policy Board this year. Review to be completed in 2025. Actions may continue beyond this timescale. The review leads to options being presented to EHI Directorate for consideration. The self-assessment exercise which is underway will assist in identifying areas for improvement. The void review is already well established with a new single void team being piloted. Ongoing work on the housing repairs operating model. March 2026 Investment will ensure that stock continues to meet SHQS and other legislative or regulatory standards. Improvements in energy efficiency will contribute to reducing fuel poverty and tenants’ will be positively impacted by overall improvements to their living conditions. Improved stock should lead to a reduction in reactive maintenance. Investment in current housing stock including for 2025/26 • Kitchen, bathroom, and rewiring replacement – 600 properties • Window and door improvement programme – 250 properties • Heating renewals – 750 properties • External improvements – 500 Page 67 of 254
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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 When will we do it by? What difference will we make?What will we do? March 2026 Achieve Statutory Approvals ahead of commencement of construction of new build projects at Gallowhill and Howwood Road. Commence and progress construction with a view to initial handovers Spring 2026. Howwood Road (70 units) and Gallowhill (65 units) new build developments on site and underway March 2026 The Housing-Led Regeneration and Renewal Programme continues positively against the approved timeline for acquisition of private properties approved for demolition, tenant rehousing and phased delivery of demolition across several regeneration areas as programmed. In terms of the acquisition of the 89 private properties identified for demolition, 61 have been acquired by the Council to date, with 12 others agreed and with legal services to conclude. Demolition is progressing well within the Auchentorlie, Springbank, Thrushcraigs and Waverley Road areas. Continue with year 4 of the 10-year Housing-led regeneration programme. The Single Voids Team pilot has been extended until 30 June 2025 We will drive down the number of void properties, the void rent loss and the average nett number of days taken to re-let. 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. March 2026 This work remains ongoing to review and refresh the approach to tackling dog fouling. Officers from relevant service are participating with the review. This action will be supported by the provision of £30,000 for a dog fouling awareness campaign through 2025/2026 budget settlement. Review our current approach to dog fouling enforcement and use community engagement and data to map out ‘hot spots’ to target enforcement Page 68 of 254
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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 When will we do it by?What difference will we make? What will we do? Ongoing review of council owned lock-up estate to be completed in 2025. Actions emerging from review may continue beyond this timescale. Vacancy levels within lock-ups will be reduced. Rental charges will reflect the costs of managing and investing in lock-ups. Lock-ups will be managed in line with revised policies and procedures. A review of Council owned lock ups and associated policy and procedures is being undertaken The Participatory Budgeting will be utilised over the next three years. Details of this initiative are set out in a report to the May 2025 meeting of the Communities and Housing Policy Board. Provide Tenants with opportunity to influence expenditure for environmental and neighbourhood projects Through the HRA, £600k will be used for Participatory Budgeting for environmental and neighbourhood projects. This will be split with £150k for each of the local area housing teams Page 69 of 254
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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 FrequencyTargetPerformance Indicator Annual100%Private Water Supplies – 100% of type A supplies risk assessed and sampled Annual18ug/m3Air Quality - Annual average PM10 value across all continuous monitoring sites Annual40ug/m3Air Quality - average nitrogen dioxide value of monitoring sites, within AQMA(s) exceeding limits Annual93%Percentage of reactive repairs carried out in the last year completed right first time (Housing Services) Quarterly95%Percentage of Overall Repairs Completed Within Target (Housing Services) Quarterly15 daysAverage length of time taken to complete non-emergency repairs (days) (Housing Services) Quarterly26 daysAverage time from households presenting themselves as homeless to completion of duty (number of weeks) Page 70 of 254
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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 - ECONOMY When will we do it by? What difference will we make?What will we do? June 2025 Improved targeting of environmental improvements in areas surrounding Council Housing Work in partnership with teams across the Council to expand the Neighbourhood Environment Trainee Teams - increasing capacity from 2 squad to 4. March 2026 This work remains ongoing and will be carried forward to 2025/26 which will also include proposed new animal licensing requirements Complete the review of animal license conditions across all licences. March 2026 Implementation date has been moved by law to 1 June 2025 to allow for a harmonised date across the Four Nations. Work has commenced to advise businesses on the incoming legislation, and Officers have been undertaking training as well as preparing documentation for the delivery of new powers. Implement the proposed ban on the sale and supply of single use nicotine vaping products. Page 71 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Deliveringthe Council Plan -FAIR When will we do it by? What difference will we make?What will we do? March 2026 and on-going Compliance with resettlement programmes, refugees provided with the support they need, with a strong focus on integration, and a new range of health and wellbeing measures / events / activities. Ensure effective participation and support for all refugee programmes. March 2026 Care Inspectorate registration completed, and service being provided will meet the Health & Social Care Standards Obtain Care Inspectorate registration for Refugee Resettlement team March 2026 Keep sheltered tenants informed, enhance the methods used to advise and assist tenants and their families on the services available. Pilot the installation of ‘digital noticeboards’ at the reception areas of sheltered complexes and obtain feedback from tenants. March 2026 Entitlement to benefits and other financial / household assistance schemes is maximised. Work with Advice Services to maximise opportunities for Council tenants to access specialist income advice. March 2026Tenants feel supported through changes and potential loss of housing cost contributions is prevented as far as possible. Work with relevant stakeholders and Council Tenants scheduled to migration to Universal Credit to mitigate against avoidable delays and loss of housing cost contributions. The strategy will be complete by Dec 2027 Maximise consultation and participation. Provide opportunities for consultation that suits tenants. Deliver the Action Plan outcomes outlined in the Tenant Participation Strategy 2022‐2027 Page 72 of 254
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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 - FAIR When will we do it by?What difference will we make?What will we do? Phase 1 May 2026 Phase 2 and 3 to be complete by 2027. Stock condition survey information will ensure that decisions on future investment are based on accurate and up to date information on stock. Continue with next phase of stock condition survey. The SHIP is a rolling programme that covers a five- year period and is refreshed annually. This annual review takes account of Scottish Government funding availability and progress in delivering existing affordable housing sites and provides an opportunity to add new sites in order to meet the housing needs of Renfrewshire’s residents. Each year a draft SHIP is prepared and submitted to the Communities and Housing Policy Board in August for approval for public consultation. The final SHIP is presented back to Board in October for approval before being submitted to the Scottish Government. The SHIP supports the delivery of new build affordable homes, predominantly for social rent across Renfrewshire. These homes are owned and managed by registered social landlords such as the Council or its housing association partners. New homes delivered through the SHIP will add to the affordable housing supply and provide high quality energy efficient homes that meet people’s current and future housing needs. Over the last 5 years (2019/20 to 2023/24), 1,054 new affordable homes were delivered through the SHIP which includes 315 new council homes. Update the SHIP to set out Renfrewshire’s new build affordable housing investment priorities utilising grant funding made available from the Scottish Government’s Affordable Housing Supply Programme’ Page 73 of 254
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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 -FAIR When will we do it by? What difference will we make?What will we do? Phase 1 May 2026 The current Housing Management system has reached end of life, the replacement NEC Housing System will be cloud based. Once fully implemented NEC Housing will replace the repairs and maintenance system, AVD, Prevent 1 and the Asset Management System (APEX). • The solution will be fully integrated and provide resident information to staff from wherever they are working. This will enable a more personalised service for demographic groups and individuals. The Council’s aim is to deliver a more proactive service that costs less and yields higher resident satisfaction. Implement NEC Housing Management System as part of the Housing Innovations Project in 2 phases – which will incorporate Rents, Repairs, Service Charges, Allocations, Tenancy Management, ASB, Customer Relationship Management, Customer Services, Property Lifecycle, Homelessness and Support Services modules. Phase 1 will comprise of Rents, Service Charges, Allocations, Tenancy Management, ASB, Customer Relationship Management, Customer Services, Property Lifecycle, Servicing and Support Services modules. Phase 2 July 2027 The current Housing Management system has reached end of life, the replacement NEC Housing System will be cloud based. Once fully implemented NEC Housing will replace the repairs and maintenance system, AVD, Prevent 1 and the Asset Management System (APEX). • The solution will be fully integrated and provide resident information to staff from wherever they are working. This will enable a more personalised service for demographic groups and individuals. The Council’s aim is to deliver a more proactive service that costs less and yields higher resident satisfaction. We will implement Phase 2 of the NEC Housing Management System. Page 74 of 254
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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 -GREEN When will we do it by? What difference will we make?What will we do? 31 March 2026 This action will continue into 2025/26 with renewed focus on enforcement activity to support the work of the Team Up to Clean Up team. Deliver a programme of enhanced operational environmental and community support activities for environment and place. March 2026Increased recycling tonnages leading to reduction in emissions and cost savings for the Council as well as behaviour change and leading by example in the workplace Implement full recycling facilities within Renfrewshire House March 2026Expansion of renewables will deliver reduction in the Councils emissionsExploring expansion of solar PV and other renewables on council buildings including schools. Summer 2025Investment Grade Business Cases will identify the optimum technical solution to deliver low carbon heat, as well as the preferred delivery model, including collaboration and partnership working opportunities to deliver large-scale heat networks to provide low carbon heat and cost saving and revenue generation opportunities for the Council. Development of investment grade business cases for 2 potential district heating networks. 1 Paisley central, 1 expansion of AMIDS. March 2026Drive efficiencies within utility usage and therefore have a positive impact on the Councils carbon emissions Looking to expand Building Management Systems to reduce energy use and water use. March 2026 Adaptation Plan - will help to respond to and address the local impacts of climate change and prepare for future climate risks across Renfrewshire area Circular Economy Strategy – will set out a transformational approach to accelerate more sustainable use of resources across the waste hierarchy to reduce emissions associated with resources and waste, and identifying and optimising associated opportunities. Carbon Management Plan - a strategic document outlining RCs approach to reducing carbon emissions. The decisions within the plan will have a significant impact on our ability to meet stated reduction targets and working towards net zero. Develop the following strategies and plans - • Renfrewshire’s Adaptation Plan • Renfrewshire’s Circular Economy Strategy • Renfrewshire Council’s Carbon Management Plan March 2026 A support tool to provide value in determining how decision making will impact emissions, the main climate impacts and benefits of any given decision and measure how these decisions align with our net zero commitment principles in practice and the impact on our targets and progress. Develop Climate Change Impact Assessments process across appropriate projects. Page 75 of 254
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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 –GREEN FrequencyTargetPerformance Indicator Annual100%Percentage of Council housing stock which meets the Scottish Housing Quality Standard. Page 76 of 254
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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 –LIVING OUR VALUES When will we do it by? What difference will we make?What will we do? March 2026 The Service Development Team will support EHI services through: A focus on mandatory training for frontline employees through “toolbox talks” A focus on mandatory training for those accessing the network learning platform i-learning Working with Soft FM to develop the pilot project around “job characteristics” to identify training needs within the service We will continue to develop and support our workforce through training and development demonstrating our value as a learning organisation. March 2026 Work, as directed by the Director and Heads of Service, to deliver the improvement actions resulting from the Employee Survey 2024. Lead wider work and promote health and wellbeing across EHI though the Health & Wellbeing Group We will support wider employee health and wellbeing across Environment, Housing, Infrastructure. March 2026 Conduct a thorough review and revision of the EHI Quality, Health and Safety manual and all related documentation to ensure continued alignment with current standards. Roll out a training programme for IOSH Managing Safely to key managers, supervisors and employees across EHI. Conduct six quality, health and safety Internal Audits across Operations and Service Development. We recognise that Health & Safety is an integral part of our business. We will deliver our actions outlined in the Environment, Housing & Infrastructure (EHI) Health & Safety Plan 2025 – 2028. Page 77 of 254
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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 –LIVING OUR VALUES FrequencyTargetPerformance Indicator QuarterlyTBCAverage number of workdays lost through sickness absence per employee (FTE) (cumulative) Quarterly85%% of Members enquiries completed within timescale Quarterly85%% of frontline resolutions dealt with within timescale Quarterly85%% of complaint investigation completed within timescale Quarterly100%% of FOI request completed within timescale Quarterly100%Training – Percentage of staff training undertaken in relation to qualifications (Public Protection) Quarterly7.5%Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year Quarterly98%Rent collected as percentage of total rent due in the reporting year Quarterly45 daysAverage length of time taken to re-let properties in the last year (in days) Quarterly1.5%Percentage of rent loss due to voids Page 78 of 254
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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 –LIVING OUR VALUES FrequencyTargetPerformance Indicator Annual *see note below % of corporate induction completed within 30 days of starting employment with the Council * Annual *see note below % of mandatory training courses for frontline employees completed * Annual *see note below % of mandatory training courses for employees with access to the Council’s network completed * Annual *see note below % of Personal Development Plans completed * * These are four new indicators. Evaluation of progress will take place midway through 2025/26and this will help inform the creation of targets/ timescales across the whole service. Progress will be reported annually. Page 79 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Data Strategy: Priority Activities When will we do it by? What difference will we make?What will we do? March 2026 Senior Management visibility ensures data activities will be prioritised. Strategic: We will align service data activities with the Digital Strategy for Renfrewshire objective: Data is a critical asset. Ensure visibility of data activities at Directorate (Director & Head of Service Level) March 2026 Ensure the workforce has appropriate capabilities to improve the effectiveness of our data. Skills: We will identify skills gaps (eg data input, data analysis) and training needs across EHI and address through our Workforce Development plan in line with the Renfrewshire Council People Strategy. December 2025 Increase in data accuracy and improved data available to support services to make data driven decisions. Data Quality: We will review data quality in key business systems and processes and develop an improvement plan. December 2025 Improve how data is presented to decision makers.Analysis: We will further define analysis requirements to improve decision-making and build capabilities locally within services where required. March 2026 Improve access to data within the ERP.ERP: We will work with Corporate Teams to promote and increase the use of standard dashboards as business as usual. March 2026 Our representation at the DAG will ensure data is used collaboratively across services to support the Council’s strategic outcomes. Ensure consistency of approach to data improvement activities. Data Advisory Group (DAG): We will ensure EHI representation at the DAG to ensure our data activities align with the Data Strategy Framework; cross-service data sharing opportunities are identified and that data improvement activities are carried out in a consistent manner across the organisation. Page 80 of 254
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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 When will we do it by? What difference will we make?What will we do? 31 March 2026 We along with our partners will continue to work towards Housing pathways for Care Experienced young people that will include a range of affordable options that are specifically tailored to their needs and preferences. Our overall aim is that all youth homelessness will be eradicated. As a service we will continue to support the work of Renfrewshire’s Promise, the work of Renfrewshire’s Promise Team, Renfrewshire’s Promise Oversight Group and provide active representation on appropriate groups and workstreams. We are committed to raise awareness of ‘The Promise’ within the homeless service and across our teams. Across EHI we will raise awareness and promote Renfrewshire’s “Promise Keeper Network”, “Renfrewshire’s Language Policy”, and encourage our team members to complete “The Promise i-learn” module. As part of our ongoing commitment to continuous improvement we will review our arrangements and practices to ensure we are informed by the needs of our Care Experienced Community We will create opportunities to obtain feedback on our services from existing service users who are Care Experienced. We will support, where applicable, council initiatives around the recruitment of Care Experienced young people into our service. EHI will work towards Keeping The Promise and support our Care Experienced Community. 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.’ Page 81 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Environment, Housing & Infrastructure Service Improvement Plan 2025 –28 For more information, please contact: douglas.morrison@renfrewshire.gov.uk Page 82 of 254
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________________________________________________________________ To: Communities and Housing Policy Board On: 13 May 2025 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Environment, Housing and Infrastructure Annual Health and Safety Plan 2024/25 – Year End 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 an update on the Environment, Housing and Infrastructure Health and Safety Plan 2024/25 and Appendix 2 provides a brief update for actions contained in this Plan for the areas within the remit of the Communities and Housing Policy Board. 1.4 It should be noted that a similar Report (Appendix 1) and Action Update (Appendix 2) will be considered by the Communities and Housing Policy Board on 13th May 2025, the Infrastructure, Land and Environment Policy Board on 21st May 2025 and the Finance, Resources and Customer Services Policy Board on 12th June 2025 in respect of the elements covered by those Boards’ remits. _________________________________________________________________ Item 5 CHPB130525 Page 83 of 254
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2. Recommendations 2.1. It is recommended that the Communities and Housing Policy Board: (I) Notes the Environment, Housing and Infrastructure (EHI) Annual Health and Safety Plan 2024/25 update (Appendix 1) as specific to the areas of activity delegated to this Policy Board; (II) Notes the Environment, Housing and Infrastructure (EHI) Annual Health and Safety Plan 2024/25 action update (Appendix 2) as specific to the areas of activity delegated to this Policy Board: and (III) Notes that a similar Report and update on the Action 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 3.1. Environment, Housing and Infrastructure (EHI) Department is responsible for the provision of everyday essential services, directly to the public of Renfrewshire, to other services within the Council and to community planning partners. These services are delivered by around 1,800 Full Time Equivalent (FTE), with an estimated net expenditure of £61.925 (excluding Housing Revenue Account) for 2025/26. The Housing Revenue Account (HRA) budget and Rent Levels for total rental and other income for 2025/26 is £65.492m. 3.2. The Department provides the following key frontline services: Operations: Neighbourhood Services, Fleet and Social Transportation, Waste and Recycling (to over 92,000 households and businesses Climate, Public Protection and Roads: supporting our communities through our Regulatory and Community Safety Services and supporting more than 862 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: Management and investment in housing stock (12,078 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 186,000 Renfrewshire residents, helping to run our schools and care homes, providing 12,078 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. Page 84 of 254
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3.4 Our services are delivered by a diverse, skilled and committed workforce of 1,800 FTE 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). __________________________________________________________________ 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 – EHI 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 – EHI 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 (e.g. 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. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. Page 85 of 254
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8. Health & Safety – This report supports and demonstrates Environment, Housing and Infrastructure’s commitment to ensuring effective Health and Safety management across the Department. 9. Procurement – None. 10. Risk – This report supports the overarching management of risk within Renfrewshire Council. 11. Privacy Impact – None. 12. COSLA Policy Position – None. 13. Children’s Rights – This report is for noting and has no direct implications on children’s rights. 14. Climate Risk – None. List of Background Papers a) Background Paper 1: 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 Gill Darbyshire, Senior Service Development Manager E-mail: Gordon.mcneil@renfrewshire.gov.uk Gill.darbyshire@renfrewshire.gov.uk Page 86 of 254
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Renfrewshire Council Environment, Housing and Infrastructure Health and Safety Plan 2024/25 – Year End Update Communities and Housing Policy Board 1st April 2024 – 31st March 2025 May 2025 Appendix 1 Page 87 of 254
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This annual report is prepared by Environment, Housing and Infrastructure (EHI) in accordance with Renfrewshire Council’s Health and Safety Policy and Plan, the purpose of which is to evaluate the health and safety performance of the Department. 1. Management of health and safety within the Department Broad context of health and safety policy 1.1 The Director of Environment, Housing and Infrastructure (EHI) has overall responsibility for the application of Health and Safety Policy and welfare at work of employees within the Department. The Leadership Team of EHI, comprising four Heads of Service and Senior Managers, take a lead and active role in the monitoring and application health and safety policy. 1.2 The objective of EHI is to ensure that health, safety and wellbeing are an integral part of the business and all services areas continually seek to develop a positive culture and attitude amongst employees to achieve this. 1.3 As outlined below, regular discussion takes place on a wide range of health and safety policy areas and this allows the opportunity to ensure that arrangements are in place to reflect the service fully and to monitor the effectiveness of current arrangements, updating as required. 2 Organisation for implementing health and safety management Health and Safety Planning Group/Committees 2.1 EHI is represented on the Corporate Health and Safety Committee (CH&SC) by the Senior Service Development Manager who attends the quarterly meetings. The Head of Operations and Service Development Chairs the Council’s Resilience Management Team (CRMT) which covers all services across the Council. Health and Safety is lead across EHI by the Senior Service Development Manager supported by Service Co-ordination Assistant and officers across all Services. 2.2 A monthly meeting of EHI Senior Leadership Team is chaired by the Head of Operations and Service Development, arranged to align with the quarterly meeting cycle of the CH&SC, which discusses a wide range of health and safety work including: (a) Accidents - statistics, trends, investigations and other information to identify causes and provide so far as is practicable solutions for their prevention. (b) Workplace inspections (internal) and audits (Corporate and external) (c) The planning, performance management and review of EH&I’s approach to Health and Safety (d) The monitoring and implementation of the Health & Safety Action Plan Page 88 of 254
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(e) The identification, assessment and recording of risks (f) Actions arising from the Corporate Health & Safety Committee (CHSCM) (g) Actions arising from the corporate and service Risk Management and planning arrangements, and (h) New developments in Health & Safety arising from legislation and Government and Council policy 2.3 The Health and Safety Policy continues to reflect and provide a guidance framework for the management of Health and Safety across EHI. Consultation Mechanisms 2.4 Information on health and safety issues are communicated to employees using a wide range of internal channels such as strategic meetings, operational meetings, Trade Union meetings, workload reviews, “toolbox talks,” emails and noticeboards. 2.5 It is particularly important to note that a significant number of EHI employees do not have access to electronic communications and therefore, as set out above, a range of approaches are taken in this area including joint working arrangements for employee and Trade Union consultation. Although the Department has an ability to communicate digitally with frontline employees through digital messaging, enabling a quick and effective way to communicate important information, this relies on employees providing a personal mobile number and signing up to receive notifications through “RenTalk”. 2.6 Regular meetings take place with EHI Directorate and Trade Union Representatives where key health and safety issues may be discussed, supporting ongoing awareness and practice of health and safety, management of risks, prevention of accidents and ill health and the maintenance of safe working practices. 3 Environment, Housing & Infrastructure (EHI) Annual Health and Safety Plan 2024/25 – Year End Update 3.1 A wide range of work has been undertaken between 1st April 2024 – 31st March 2025 to promote and address health and safety areas or concerns and a high- level summary of this is outlined below: 3.2 Housing Services A review of Housing Services properties tagged as requiring two officer visits has been undertaken to ensure that information is up to date. All members of staff from the local area Housing Services team participated in learning about ‘Trauma-informed’ practice, to learn more about the causes of trauma and the impacts of trauma on people. The learning is intended to assist our staff in their roles when working with people and each other, to recognise causes and behaviours which may relate to previous or current trauma in their life, to respond in a supportive manner, and to connect with and support those affected when manifesting stress and distress. Page 89 of 254
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Two Officers from the Local Area Housing Services teams are now Mental Health First Aiders. Work has progressed within Housing Services to renew the contract for an enhanced Lone Worker App, which includes features such as check-in/check- out – which is a management tool to confirm people have logged into the APP at the start of their duties out-with the office and then logged out at the end. All Housing Services officers have attended Fire Safety Workshops. The workshops included advice on excessive fire loading, where fires can occur, how fires start and general fire safety. Fire Safety courses will be extended to Concierge and Caretaking staff during April 2025. Concierge and Caretaking staff within Housing Management Services have completed refresher training and training is ongoing for new team members. 3.3 Climate Change, Public Protection and Roads In response to increased reports of verbal abuse against our employees, “Conflict Resolution” awareness and training, delivered by Police Scotland, has been successfully completed by the Wardens Service. As a result of verbal and physical assaults on the Trading Standards team during enforcement duties a new process for joint working with Police Scotland has been developed. 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 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 the national tobacco detection dog resource, which has assisted in making recoveries safer and quicker. 4 Monitoring and Support Services 4.1 The ongoing health, safety and wellbeing of employees and service users continues to be a priority for EHI. The focus to promote an open, positive health and safety culture and to encourage employees and management to report all incidents, accidents and occurrences. 4.2 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. 4.3 From 1st April 2024 – 31st March 2025 across EHI there were 218 incidents, accidents and near misses reported. The table below (Figure 1) shows the breakdown of these incidents by service area. Page 90 of 254
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Figure 1 – EHI 2024/25 – Total number of incidents/accidents and near misses reported per Service Area (01/04/2024 – 31/03/2025) 4.4 There has been a slight increase across EHI in the number of accidents, incidents and near misses reported in 2024/2025. There were 188 in 2023/24, and 218 in 2024/25 an increase of 30 (Figure 2). There has been a significant increase in the number of violence and aggression incidents being reported which now make up 34% of the overall incidents recording by our employees. Considerable work, previously noted within this report, has resulted in a sight decease of reported incidents of Violence and Aggression in the later part of 2025. Work is ongoing to monitor this situation and to work collaboratively with Corporate Health & Safety as part of the new Violence and Aggression Working Group. Figure 2 - EHI 2024/25 – Comparison of incidents/accidents and near misses reported per Service Area (01/04/2023-31/03/2024) & (01/04/2024 – 31/03/2025 Page 91 of 254
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4.5 Under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013 (RIDDOR) there were 18 accidents across EHI between 1st April 2024 – 31st March 2025 comprising 1 dangerous occurrence, 3 specified injury, 1 specified employed by someone else and 13 “over 7-day absences”. 5 Review of Support Services 2024/25 5.1 Supporting our employees and attendance continues to be a key priority for EHI and arrangements are in place to utilise the services of the Council’s Occupational Health provider. During 2024/25 a number of referrals have been made and systems and processes are in place for manager or employee self- referrals to the Occupational Health Service or employee counselling service. The key elements used have included: Early intervention programme Employee counselling service Treating employees referred to the Service Physiotherapy and Cognitive Behaviour Therapy (CBT) for employees Statutory Occupational Health Benchmarking (eg Hand Arm Vibration Syndrome (HAVS), Audiometry) 5.2 The updating of the “Work ‘n’ Life mental Health Awareness Directory has been completed and distributed to all EHI employees. To compliment the directory a “Z card” has also been created for easy use and reference with includes all the important contact numbers and agencies and this has also been distributed to EHI employees. 6 Environment, Housing & Infrastructure (EHI) Health & Safety Plan 2024/25 - Actions Update (Appendix 2) 6.1 The Environment, Housing and Infrastructure Health and Safety Action Plan 2024/25 set out a range of key actions that were to be undertaken in 2024/25. A short update on each of these actions, for areas under the remit of the Communities and Housing Policy Board, is set out as Appendix 2 to this report. 6.2 The Environment, Housing and Infrastructure Health and Safety SLT will continue to review Health and Safety management across EHI respective areas of responsibility and a revised EHI Health and Safety Plan 2025 – 2028 has been developed to continue this work. Page 92 of 254
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Environment, Housing and Infrastructure Annual Health and Safety Action Plan 2024/25 (Year End Update) Climate, Public Protection and Roads Service Area Title of Action Due date Update (March 2025) Open/Closed Climate and Public Protection Review and transfer all risk assessments for Public Protection to the new risk assessment template. 31/03/2025 Work to review and transfer risk assessments for Public Health is ongoing. It is anticipated that this work will be completed by October 2025. Open - This action has been included in the new 2025- 2028 Health and Safety Action Plan (EHIH&S.02.15) Climate and Public Protection All public facing staff in Public Protection to complete violence and aggression training. 31/03/2025 The mandatory training is complete and the majority of public facing staff have completed the violence and aggression training on I-Learn. Team talks for frontline staff will be delivered on a regular basis in future years. Closed Climate and Public Protection Develop and implement a staff induction pack 31/12/2024 Public Protection have finalised the staff induction plan and this is being used routinely as new starts come into the Service. Closed Climate and Public Protection Stress management training to be carried out. 31/03/2025 A bespoke “Conflict Management” course was delivered by Police Scotland to both shifts within the Community Support Service during September and October 2024. The course was well received by all staff. Closed Climate and Public Protection Complete specific risk assessment for handling XL Bully Dogs. 30/06/2024 The risk assessment has been drafted for staff who may come into contact with XL Bully type dogs as part of their remit in undertaking enforcement of the Control of Dogs Act 2010 and dealing with stray dogs. Open - This action has been included in the new 2025- 2028 Health and Safety Action Plan (EHIH&S.02.16) Appendix 2 Page 93 of 254
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Housing Services Service Area Title of Action Due date Update (March 2025) Open/Closed Housing Services Undertake a regular programme of risk assessment and safe systems of work reviews. 31/03/2025 Risk assessments are up to date but continually refreshed as and when required. Closed Housing Services Compile departmental risk assessment and safe systems of work register. 31/03/2025 Work is ongoing to compile a risk assessment and safe systems of work register. This will be continued into 2025/26. Open - This action has been included in the new 2025-2028 Health and Safety Action Plan (EHI.002.08 – Risk Register – EHI.003.06 (b) Develop, update and maintain the department’s Risk Register) Housing Services 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. Closed Housing Services Undertake violence aggression training for all at risk employees. 31/03/2025 Complete. I Learn module in place for relevant employees. Closed Page 94 of 254
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Housing Services Service Area Title of Action Due date Update (March 2025) Open/Closed Housing Services Monitor accident trends and statistics to identify risk and provide, as far as possible, for its prevention/reduction. 31/03/2025 Accident information is reviewed to ensure opportunities to implement changes to prevent or reduce recurrence are identified and implemented. Closed Housing Services Promote the use of Mental Health First Aiders within Housing Services 31/03/2025 2 Officers from the Local Area Housing Services teams are now Mental Health First Aiders. Closed Housing Services Record and report on all health and safety related training. 31/03/2025 Training records, including i-Learn courses, are held in Business World and individual team records on file. Closed Page 95 of 254
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To: Communities and Housing Policy Board On: 13 May 2025 Report by: Director of Environment, Housing and Infrastructure Heading: Environment, Housing and Infrastructure Health and Safety Plan 2025 – 2028 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 sets out Environment, Housing and Infrastructure Department’s approach to Health and Safety with a Health and Safety Plan 2025 - 2028 (Appendix 1) and a detailed Health and Safety Action Plan 2025 – 2028 (Appendix 2) as it relates to the remit of the Communities and Housing Policy Board. 1.3 It should be noted that a similar Report and Plan will be considered by the Communities and Housing Policy Board on 13th May 2025, the Infrastructure, Land and Environment Policy Board on 21st May 2025 and the Finance, Resources and Customer Services Policy Board on 12th June 2025 in respect of the elements covered by those Boards’ remits. 2. Recommendations It is recommended that the Communities and Housing Policy Board: (I) Approves the Environment, Housing and Infrastructures Health and Safety Plan 2025-2028 (Appendix 1) and Action Plan (Appendix 2) as specific to the areas of activity delegated to this Policy Board; and (II) Notes that this Plan is also being presented to the Infrastructure, Land and Environment Policy Boar and the Finance, Resources and Customer Services Policy Board to approve the elements covered within those Boards’ remits Item 6 CHPB130525 Page 97 of 254
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3. Background 3.1. Environment, Housing and Infrastructure (EHI) Department is responsible for the provision of everyday essential services, directly to the public of Renfrewshire, to other services within the Council and to community planning partners. These services are delivered by around 1,800 Full Time Equivalent (FTE), with an estimated net expenditure of £61.925 (excluding Housing Revenue Account) for 2025/26. The Housing Revenue Account (HRA) budget and Rent Levels for total rental and other income for 2025/26 is £65.492m. 3.2. The Department provides the following key frontline services: Operations: Neighbourhood Services, Fleet and Social Transportation, Waste and Recycling (to over 92,000 households and businesses). Climate, Public Protection and Roads: supporting our communities through our Regulatory and Community Safety Services and supporting more than 862 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: Management and investment in housing stock (12,078 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 186,000 Renfrewshire residents, helping to run our schools and care homes, providing 12,078 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 1,800 FTE* 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). Page 98 of 254
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Implications of the 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 – EHI 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 – EHI 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 (e.g. 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. 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 – This report supports and demonstrates Environment, Housing and Infrastructure’s commitment to ensuring effective Health and Safety management across the Department. 9. Procurement - None. 10. Risk – This report supports the overarching management of risk within Renfrewshire Council. 11. Privacy Impact - None. 12. COSLA Policy Position – None. 13. Children’s Rights – This report is for noting and has no direct implications on children’s rights. 14. Climate Risk – None. Page 99 of 254
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List of Background Papers (a) Background Paper 1: Audit, Risk and Scrutiny Board (20th May 2024), Risk Report – May 2024 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 Gill Darbyshire, Senior Service Development Manager E-mail: Gordon.mcneil@renfrewshire.gov.uk Gill.darbyshire@renfrewshire.gov.uk Page 100 of 254
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Appendix 1 Renfrewshire Council Environment, Housing and Infrastructure HEALTH AND SAFETY PLAN 1st April 2025 – 31st March 2028 (Communities & Housing Policy Board) May 2025 Page 101 of 254
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This three-year Health and Safety Plan 2025 - 2028 is prepared by Environment, Housing and Infrastructure (EHI) Department in accordance with Renfrewshire Council’s Health and Safety Policy and Plan, the purpose of which is to evaluate the health and safety performance of the Service and set future health and safety objectives aligned to the Environment, Housing and Infrastructure Service Improvement Plan 2025 – 2028. 1. Management of health and safety within the Service 1.1 Broad context of health and safety policy The Director of Environment, Housing and Infrastructure (EHI) has overall responsibility for the application of Health and Safety Policy and welfare at work of employees within the Department. The Senior Leadership Team of EHI, comprising four Heads of Service and Senior Managers, take a lead and active role in the monitoring and application health and safety policy. The objective of EHI is to ensure that health, safety and wellbeing are an integral part of the business, and all services areas continually seek to develop a positive culture and attitude amongst employees to achieve this. As outlined below, regular discussion take place on a wide range of health and safety policy areas and this allows the opportunity to ensure that arrangements are in place to reflect the service fully and to monitor the effectiveness of current arrangements, updating as required. 2. Organisation for implementing health and safety management Health and Safety Planning Group/Committees Environment, Housing & Infrastructure (EHI) is represented on the Corporate Health and Safety Committee (CH&SC) by the Senior Service Development Manager who attends the quarterly meetings. The Head of Operations and Service Development Chairs the Council’s Resilience Management Team (CRMT) which covers all services across the Council. Health and Safety is lead across EHI by the Senior Service Development Manager supported by the Service Co-ordination Assistant and officers across all Services. A monthly meeting of EHI Senior Leadership Team (SLT) is chaired by the Head of Operations and Service Development, arranged to align with the quarterly meeting cycle of the CH&SC, which discusses a wide range of health and safety work including: (a) Accidents - statistics, trends, investigations and other information to identify causes and provide so far as is practicable solutions for their prevention. (b) Workplace inspections (internal) and audits (Corporate and external) (c) The planning, performance management and review of EHI’s approach to Health and Safety (d) The monitoring and implementation of the Health & Safety Action Plan (e) The identification, assessment and recording of risks Page 102 of 254
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(f) Actions arising from the Corporate Health & Safety Committee (CHSCM) (g) Actions arising from the corporate and service Risk Management and planning arrangements, and (h) New developments in Health & Safety arising from legislation and Government and Council policy The Health and Safety Policy continues to reflect and provide a guidance framework for the management of Health and Safety across EHI. Consultation Mechanisms Diagram - Health & Safety Communication Process Other Information on health and safety issues are communicated to employees using a wide range of internal channels such as strategic meetings, operational meetings, Trade Union meetings, workload reviews, “toolbox talks,” emails and noticeboards. It is particularly important to note that a significant number of EHI employees do not have access to electronic communications and therefore, as set out above, a range of approaches are taken in this area including joint working arrangements for employee and Trade Union consultation. Although the Department has an ability to communicate digitally with frontline employees through digital messaging, enabling a quick and effective way to communicate important information, this relies on employees providing a personal mobile number and signing up to receive notifications through “RenTalk”. Regular meetings take place with EHI Directorate (Director and four Heads of Service) and Trade Union Representatives where key health and safety issues may be discussed, supporting ongoing awareness and practice of health and safety, management of risks, prevention of accidents and ill health and the maintenance of safe working practices. Page 103 of 254
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3. Planning and setting standards: 3.1 Setting of health and safety objectives The Council’s Health and Wellbeing Plan sets the Council’s strategic aims in this area and together with, “Our People, Our Future 2021- 2026”, provides a high- level guide on which EHI bases all health and safety objectives to support with wider outcomes. Across EHI there is a clear understanding of the wide range of services and the risks associated with these. When setting health and safety objectives the EHI and Health and Safety Senior Leadership Team (SLT) consider matters such as: Developments or changes in the regulation of health and safety in the workplace or in working practices: The identification of areas where there is a need for improvement that may entail the implementation of safe working practices or investment in equipment; and the need for training and raising awareness in relation to health and safety. A summary of the significant risks, including potential occupational health risk faced by EHI employees is outlined below. 3.2 Health and Safety Risk Management Update The Annual Risk update 2025 sets out the key area of risk for Renfrewshire Council. Risks are evaluated used the Council’s risk matrix multiplying the likelihood of a risk occurring by its potential impact. Risks are then evaluated as “low,” “moderate”, “high” or “very high”. Following the integration of Housing Services into EHI all risks were revisited. The latest report outlines a number of risks carried by EHI and the actions proposed to mitigate these. The work outlined in this report contributes to wider health and safety objectives and the minimisation of risk in this area. 3.3 Roles and Responsibilities Senior Leadership Team The Senior Leadership Team (SLT) recognises the power of leading by example. Through visual felt leadership, we are committed to actively engaging with our teams, building strong personnel connections, and demonstrating purposeful actions that drive positive safety behaviours, enhance risk controls, and prevent incidents. Managers Managers have the responsibility for ensuring that EHI objectives are translated into operational effectiveness and high standards of quality, health, and safety performance. They are accountable for the outcomes of their service areas and implementing the requirements of the 9001-quality management system. They are also responsible for complying with corporate procedure for reporting injuries, diseases and dangerous occurrences to the Health and Safety Executive as required by regulations. They are responsible for ensuring that all incidents are recorded and investigated in accordance with established procedures. Page 104 of 254
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Supervisors Supervisors are responsible for managing the day-to-day operations. They are also responsible for conducting skills training, providing toolbox talks and ensuring that work is conducted in compliance with safe working practices, risk assessments and other arrangements. They are responsible for reporting unsafe conditions, behaviours, and incidents to their line managers. Employees Employees are individually responsible for ensuring that they understand their role in achieving standards, expectations and outcomes and then putting these principles into practice. Staff are required to report any problems they may identify in accordance with established arrangements. 3.4 Health and Safety EHI is committed to the objectives of attaining a high standard of health and safety performance in the delivery of its services by implementing and maintaining a Quality, health and safety management system. EHI is committed to the prevention of injury and health, and continual improvement of the quality health and safety management system and performance, so far as reasonably practicable. EHI general statement of health and safety policy takes all responsible steps to ensure the health, safety and welfare at work of its employees and all other persons who may be affected by its undertaking. The Director of EHI has overall responsibility for the application of this policy. All staff and persons working under the control of EHI are responsible for implementation and adherence to the policy, procedures, risk assessments and other controls referenced in applicable documents within the integrated management system. 3.5 Wellbeing Initiatives The Health and Wellbeing Forum, comprising of representatives from service across EHI and meets regularly to discuss a wide range of initiatives and support implementation of these across the Department. The completion of all display screen assessment (DSE) due to refreshed will be monitored and reported on a quarterly basis to proactively ensure compliance. Renfrewshire Council has signed up to the Unite Unions workplace “Gambling Charter” which has been created to provide a framework for employers and unions to assist workers who have or may be concerned about, gambling issues. This will involve working in partnership with RCA Trust to deliver training to managers, union representatives and Renfrewshire Council “mental health first aiders”. To ensure that this is accessible for all employees there will be an I-Learn course alongside a Toolbox Talk which will be delivered to our frontline staff who cannot access I-Learn courses. The “Walk and Talk” group continue to meet regularly on a Sunday to promote health and wellbeing with a particular focus on mental health. Page 105 of 254
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The number of people attending varies but this is an important option to those wishing to informally meet with colleagues and friends (and their dogs) in a health and positive way. 3.6 Occupational Health Usage EHI has a wide range of measure to support the health and wellbeing of our workforce. This includes health surveillance (annual assessments) around “hand arm vibration” (HAVS) and noise for those potentially exposed to these risks. The School Crossing Patrollers were all invited to attend a role specific medical assessment. Findings from any assessment are actively followed up and referral to the appropriate medical professional if required is put in place. 3.7 Health and Safety Training EHI recognise that health and safety training is a key factor in the reduction of accidents, incidents and the prevention of ill-health. Services actively support, organise and carry out such training on a regular basis as required. Across EHI the current management system which assists with monitoring of health and safety training and performance has reached the end of the contract. Work, supported by the Project Management Unit and ICT, is already underway to support this area of work and provide a longer-term business management approach with the transfer of all training records to the ERP Business World. This will, in due course, allow for increased monitoring and reporting of training requirements across EHI. 3.8 Service Drive Health and Safety Audits/Inspections The Operation Service (Neighbourhood Services, Fleet and Sustainable Transport, Waste and Recycling), Service Development Team and Roads and Infrastructure maintained the British Standards Institute ISO 9001 – Quality Management Systems that supports the teams to monitor and continually improve the quality of our services. 4. Measuring performance The Annual Health and Safety Plan is monitored on a regular basis and quarterly reports are discussed to review and monitor performance against the key actions detailed in the Plan. 4.1 Active monitoring The EHI Health and Safety Senior Leadership Team (SLT) monitor the health and safety performance to identify any trends and implement initiatives to address these. This work considers both internal and external HSE inspections, accident reviews and investigations, wellbeing information and legislative and industry guidance. All services continue to undertake a range of work to ensure statutory compliance. A Corporate Health and Safety programme of planned workplace inspections for 2025/26 is currently being developed. Page 106 of 254
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4.2 Re-active monitoring The ongoing health, safety and wellbeing of employees and service users continues to be a priority for EHI. The focus to promote an open, positive health and safety culture and to encourage employees and management to report all incidents, accidents, and occurrences. All reported incidents, accidents and occurrences are reviewed on a weekly basis, resulting in more accurate data. Every incident, accident or occurrence is investigated and associated risk assessments reviewed and amended where necessary. 5. Review of support services Supporting our employees and attendance is a key priority for EHI and arrangements are in place to utilise the services of the Council’s Occupational Health provider. Systems and processes are in place for manager or employee to self- referral to the Occupational Health Service or employee counselling service. The key elements that can be used are: Early intervention programme Employee counselling service Treating employees referred to the Service Physiotherapy and Cognitive Behaviour Therapy (CBT) for employees Statutory Occupational Health Benchmarking (e.g. Hand Arm Vibration Syndrome (HAVS), Audiometry) 6. Health and Safety Action Plan 2025/28 (Appendix 2) The EHI Health and Safety Action Plan 2025/28 sets out the key actions that will be undertaken. The EHI Health and Safety Senior Leadership Team (SLT) will continue to review Health and Safety management across EHI respective areas of responsibility. Page 107 of 254
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Appendix 2 Environment, Housing and Infrastructure Health and Safety Action Plan 2025/2028 Context Leadership, Management and Inspections Statement Owned by EHIH&S.01 – Leadership, Management and Inspections The Senior Leadership team are committed to spending more time with all employees, communicate their safety expectations and model safe behaviour. Workplace Inspections Workplace Inspections play an important role in active monitoring. The aim of workplace inspections is to prevent work related accidents and ill health by identifying new hazards and checking that preventative and protective control measures are implemented and effective. Internal Audits This is a systematic process of evaluating and examining our Health and Safety policies, procedures, documentation and workplace practices. Re-active Monitoring Taking a pro-active approach to monitoring incidents/accident a departmental incident/accident report will be developed in 2025/2026. This will be an interactive report which our Senior Management Team (SLT) and other managers/supervisors within Environment, Housing & Infrastructure will be able to utilise to monitor incidents/accidents within their service area and ensure a healthier and more productive environment. Directorate (Director & Heads of Service) Developing a culture of trust that empowers our employees. Action Codes Actions Latest Note Assigned To Overall Target Target 2025/2026 Year Status EHIH&S01.01 The Senior Leadership Team (Directorate) are committed to conducting at least six visible felt leadership visits over the next three years. Director and 4 Heads of Service 100% 35% March 2028 EHIH&S01.02 We will conduct comprehensive workplace inspections across all Environment, Housing and Infrastructure over a three- year cycle. . All 100% 35% March 2028 Page 108 of 254
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EHIH&S01.02 Create an interactive incident/accident report for managers, enabling data-driven decision making based on reactive monitoring insights. Senior Service Development Manager 100% 100% Dec 2025 Page 109 of 254
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o Leadership, Management and Inspections Statement Owned by Content Health and Safety Owned By EHI.002 - Health and Safety Our health and safety philosophy is built on the principles of prevention. We understand that a resilient workplace is one where potential hazard are identified and addresses before they can cause harm. Directorate (Director & Heads of Service) Reducing the risk of error and increasing resilience through prevention Action Codes Actions Latest Note Assigned To Overall Target Target 2025/2026 Year Status EHIH&S.02.01 Design a dedicated health and safety Share Point site to facilitate the comprehensive review and monitoring of incidents/accidents, enabling the implementation of targeted preventative actions. Senior Service Development Manager 100% 100% March 2026 EHIH&S.02.02 Conduct a thorough review and revision of the departmental quality, health and safety manual and all related documentation to ensure alignment with current standards. Senior Service Development Manager 100% 100% July 2025 EHIH&S.02.07 Review and complete the Asbestos Management Plan for Environment, Housing & Infrastructure duty holders which include Housing and Property Services and incorporates Building Services. Asbestos Working Group 100% 50% March 2027 EHIH&S.02.15 Review all risk assessments across the business and update as required. Environmental Health & Community Safety Manager 100% 100% Sept 2025 EHIH&S.02.16 Complete specific risk assessment for handling XL Bully Dogs. Environmental Health & Community Safety Manager 100% 100% March 2026 Page 110 of 254
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Context Health and Wellbeing Statement Owned by EHI.003 - Health and Wellbeing We prioritise the preventative measures necessary to ensure both occupational health and safety, and the overall well-being of our employees. We are committed to creating a work environment where potential hazards are mitigated, and employees feel supported in all aspects to their well- being. Directorate (Director & Heads of Service) Focusing on occupational health and safety and enhancing employee wellbeing Action Codes Actions Latest Note Assigned To Overall Target Target 2025/2026 Year Status EHIH&S.03.01 To meet legal requirements, several display screen assessments (DSE) will be refreshed during 2025/26. Quarterly compliance will be monitored using the Council’s Business World reporting system. Health and Well- being Group 100% Q1 – 34% Q2 – 27% Q3 – 11% Q4 – 28% March 2026 EHIH&S.03.03 EH&I will focus on the implementation of key priorities within the Corporate Health and Wellbeing Plan 2024/2029. SLT 100% 35% March 2028 Page 111 of 254
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Context Compliance & Training Statement Owned by EHI.004 – Compliance & Training We are committed to unwavering legal and regulatory compliance. Through targeted training and development, we empower our employees to uphold the highest standards. Directorate (Director & Heads of Service) Strengthening our legal and regulatory compliance through training and development Action Codes Actions Latest Note Assigned To Overall Target Target 2025/2026 Year Status EHIH&S.04.01 Roll out a training programme for IOSH Managing/Leading safely to all managers and supervisors within Environment, Housing & Infrastructure. Senior Service Development Manager 100% 50% March 2027 Page 112 of 254
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___________________________________________________________________ To: Communities and Housing Policy Board On: 13 May 2025 __________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Social Housing Charter Performance 2024/25 and 2025 Engagement Plan ___________________________________________________________________ 1. Summary 1.1 Local Authorities and Registered Social Landlords are required to submit an Annual Return on the Charter relating to service performance to the Scottish Housing Regulator (SHR). 1.2 The Annual Charter Return consists of 32 performance indicators and 14 contextual indicators and is submitted to the SHR at the end of May each year. This report provides an update on performance against the Charter indicators for the year 2024/25. 1.3 There are three Indicators (one relating to RSLs and two relating to Gypsy travellers) that are not applicable to Renfrewshire. Since April 2024, of the 29 remaining indicators, the majority – seventeen– have improved, four have dipped in performance and eight have remained unchanged. 1.4 Each year the Scottish Housing Regulator publishes an Engagement Plan for all Local Authority Housing Services and Registered Social Landlords. A summary of our Engagement Plan is provided within this report. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the 2024/25 report on Scottish Social Housing Charter Performance attached as Appendix 1; and 2.2 Note the 2025 Engagement Plan from the Scottish Housing Regulator. ___________________________________________________________________ Item 7 CHPB130525 Page 113 of 254
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3. Charter Report for 2024/25 3.1 The Scottish Social Housing Charter report provides information for 2024/25 on: Section 1 – performance information against the Charter indicators along with comparative data for the last three years and the average figure for the past three years, where this is applicable; Section 2 – information on contextual indicators collected by the Scottish Housing Regulator; and Section 3 – management information for key areas of the housing service – allocations and managing tenancy change; repairs; homelessness and housing advice; and rent arrears. 3.2 The Charter data for 2024/25 displays improved or stable performance in most indicators, with seventeen indicators improving from last year. There have been significant levels of improvement particularly notable in relation to void property management, rent arrears performance, emergency repairs and adaptations. The indicators with improved performance are: Indicator 6 – Percentage of stock meeting the Scottish Housing Quality Standard (SHQS); Indicator 8 – Average length of time taken to complete emergency repairs (hours); Indicator 9 – Average length of time taken to complete non- emergency repairs (days); Indicator 10 – Percentage of reactive repairs carried out in the last year completed right first time; Indicator 11 – How many times in the reporting year did you not meet your statutory obligations to complete a gas safety check within 12 months of a gas appliance being fitted or its last check? Indicator 12 – Percentage of tenants who have had repairs or maintenance carried out in last 12 months satisfied with the repairs and maintenance service; Indicator 14 – Percentage of tenancy offers refused during the year; Indicator 17 – Percentage of lettable houses that became vacant in the last year; Indicator 18 – Percentage of rent lost to properties being empty during the last year; Indicator 19 – Number of households currently waiting for adaptations to their home; Indicator 20 – Total cost of adaptations completed in the year by source of funding (£); Indicator 21 – Average time to complete adaptations; Indicator 22 – Percentage of the court actions initiated which resulted in eviction and the reasons for eviction; Indicator 24 – Homelessness (LAs only) – the percentage of homeless households referred to RSLs under section 5 and through other referral routes; Page 114 of 254
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Indicator 26 – Rent collected as percentage of total rent due in the reporting year; Indicator 27 – Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year; and Indicator 30 – Average length of time taken to re-let properties in the last year (days). 3.3 Within the data for 2024/25 there are also areas where performance has declined, reflecting the challenges faced by the Council in continuing to provide core housing services. Indicator 3 – The percentage of all complaints responded to in full at Stages 1 and 2; Indicator 4 – The average time in working days for a full response at Stages 1 and 2; Indicator 15 – Percentage of anti-social behaviour cases reported in the last year which were resolved; and Indicator 29 – Percentage of factored owners satisfied with the factoring service they receive. 3.4 Work is ongoing to address Stage 1 complaints performance against a five working day target timescale, including: Additional training focusing on complaints handling and using the complaints system; Support to officers where required; and A regular summary overview of Stage 1 complaints to help with focus on those nearing the target timescale. 3.5 Stage 2 investigations are often complex and require considerable work to achieve a resolution or an appropriate response against a 20-working day target timescale. In addition to the additional training mentioned above, work to address current performance will include new reporting to increase the visibility of ongoing performance so that additional support can be provided where necessary. 3.6 There has been a reduction in cases of Anti-Social Behaviour reported to Housing this year, from 437 in performance year 2023/2024 to 344 in 2024/2025, suggesting that incidences of anti-social behaviour are reducing. The proportion of cases resolved has reduced from 99.3% to 96.8%, which is a reduction of eight cases compared to the previous year. We have recently concluded a pilot project to extend the ways those engaging with the Housing team can report Anti-Social Behaviour, which includes the “ASB app,” The app will exist alongside the traditional reporting methods, including telephone, email, in writing and in person as requested. Page 115 of 254
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Operating within the context of public protection and in partnership with relevant community safety partners and in recognition of the impact on a victim’s quality of life, we always take cases of Anti-Social Behaviour seriously and make a collective effort to address any issues reported within the options available across the partner organisations. Proactive joint briefings and joint tasking continues, particularly with Police Scotland, Scottish Fire and Rescue Service and the Community Mental Health team to ensure resources are targeting identified areas of concern. 3.7 The Contextual indicators at Section 2 are returned annually to the SHR. Of note, the number of voids at the year-end has reduced considerably by 200 properties to 346 and the number of lets has increased to 1,032 compared to 949 last year, as has the number of applicants on the housing list at the year end. There has also been a noticeable reduction in the number of abandonments over the year. 3.8 Management information in Section 3 notes the following: In regard to allocations and managing tenancy changes, it is of note that there is a continued increase in lets associated with the housing-led regeneration programme and there has been a significant increase in lets to homeless applicants. This is in line with the current position of increasing homelessness, both locally and nationally, which has previously been reported to this Policy Board; Repairs completion remains relatively stable and there is some improvement in repairs call handling in the Customer Contact Centre; In homelessness and housing advice, satisfaction levels remain high despite increased pressure on the service. Despite pressures on the service the proportion of assessments increased to 97.8% this year from 95.2%; and There is an improved picture with rent arrears with a reduction of £400,000 in current rent arrears from last year. 4. Service Improvement Plan, reporting performance to tenants and benchmarking performance 4.1 The Environment, Housing and Infrastructure Services 2025-2028 Service Improvement Plan is presented to this Board. Three indicators on service performance are included in the plan and the performance of each is reported accordingly. The indicators are: a. percentage of reactive repairs carried out in the last year completed first time, included in ARC report, Indicator 12; b. percentage of overall repairs completed within target; included in the management information appendix, table 7; and Page 116 of 254
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c. average length of time taken to complete non-emergency repairs (days), included in the ARC report, Indicator 9 4.2 This year’s performance against the ARC indicators will be reported to the Scottish Housing Regulator no later than 30 May 2025, following this the Scottish Housing Regulator publishes all social landlords’ performance on its website in August each year. In common with other Councils and RSLs, the Council will be required to report its performance against the Charter to all tenants by the end of October 2025. 4.3 In accordance with guidance from the Scottish Housing Regulator and practice over previous years, tenants will be consulted with on the preferred format for the Tenants’ Report. A report will be presented to a future meeting of this Policy Board which benchmarks Renfrewshire Council’s performance in 2024/25 against other Social Landlords 5. Scottish Housing Regulator Engagement Plan 2025 5.1 Each year the Scottish Housing Regulator publishes an Engagement Plan for all local authority landlords and Registered Social Landlords. This year the Engagement plan has asked the Council to: 5.2 Homelessness services – send information required in relation to its homelessness service; tell the Regulator about any emerging issues preventing it from fulfilling its statutory duty to provide temporary accommodation when it should and comply with the Unsuitable Accommodation Order. 5.3 Tenant safety – complete the outstanding electrical and fire safety work as quickly as possible. The Regulator had required that by 30 April 2025 we submit a plan outlining how we would complete the outstanding electrical and fire safety work, including timescales, and how we would maintain future compliance – this has been done. Monthly updates on progress on achieving compliance with electrical safety and fire detection requirements should be sent to the Regulator. The Regulator met with us to discuss handling asbestos management cases. It is engaging with us to seek further information and assurance about our asbestos management processes and planned improvements and by 30 September 2025 we are to provide the Regulator with an update on the actions we are taking in relation to asbestos management. 5.4 A copy of the Engagement Plan can be found at the following address: https://www.housingregulator.gov.scot/landlord- performance/landlords/renfrewshire-council/. ___________________________________________________________________ Page 117 of 254
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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. 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. COSLA Policy Position – N/A. 13. Climate Risk – None. 14. Children’s Rights – None. _________________________________________________________ Background Papers 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. Page 118 of 254
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Report to the Communities and Housing Policy Board on 20 August 2024, ‘Scottish Social Housing Charter: Annual Return 2023/24.’ ___________________________________________________________________ Author: Ray Walkinshaw, Housing Regeneration and Development Manager E Mail: ray.walkinshaw@renfrewshire.gov.uk. Page 119 of 254
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Scottish Social Housing Charter Outturn Report 2024/2025 Page 120 of 254
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1 Table of Contents 1. Outturn Report ................................................................................... 2 1.1 Overall Satisfaction ............................................................................... 2 1.2 The Customer Landlord Relationship ................................................... 2 1.3 Housing Quality and Maintenance ........................................................ 2 1.4 Neighbourhood and Community ................................................................. 4 1.5 Access to Housing and Support ................................................................... 4 1.6 Getting Good Value from Rents and Service Charges ............................... 5 1.7 Other Customers; Gypsies/ Travellers ................................................... 6 2. Core Contextual Indicators ................................................................. 7 3. Management Information .................................................................. 8 Page 121 of 254
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2 Outturn Report 1.1 Overall Satisfaction No. Indicator 22/23 23/24 24/25 3-year average Notes 1 Percentage of tenants satisfied with the overall service provided by their landlord. (a)82.4%(b)72%0(b)72.0% 77.2% The most recent data relates to the survey conducted in 23/24. The average is the average of the previous two surveys. Sources: (a) 2022 Tenant Satisfaction Survey (b) 2024 Tenant Satisfaction Survey 1.2 The Customer Landlord Relationship Communication No. Indicator 22/23 23/24 24/25 3-year average Notes 2 Percentage of tenants who feel their landlord is good at keeping them informed about their services and decisions. (a)91.1%(b)75.1%(b)75.1% 83.1% The most recent data relates to the survey conducted in 23/24. The average is the average of the previous two surveys. Sources: (a) 2022 Tenant Satisfaction Survey (b) 2024 Tenant Satisfaction Survey Complaints No. Indicator 22/23 23/24 24/25 3-year average Notes 3/4 The percentage of all complaints responded to in full at Stage 1 97.9% 93.1% 90.0% 93.5% There were 1,236 Stage 1 complaints received. 1,114 were responded to in full, in an average of 14.4 days. Last year there were 977 stage 1 complaints. The average time in working days for a full response at Stage 1 5.8 days 7.6 days 14.4 days 9.5 days The percentage of all complaints responded to in full at Stage 2. 84.6% 71.7% 88.0% 83.7% There were 142 stage 2 complaints received. 125 were responded to in full, in an average of 28.9 days. Last year there were 53 stage 2 complaints. The average time in working days for a full response at Stage 2. 14.5 days 18.9 days 28.9 days 25.2 days Participation No. Indicator 22/23 23/24 24/25 3-year average Notes 5 Percentage of tenants satisfied with the opportunities given to them to participate in their landlord’s decision- making processes. (a)99.0%(b)83.6%(b)83.6% 91.3% The most recent data relates to the survey conducted in 23/24. The average is the average of the previous two surveys. Sources: (a) 2022 Tenant Satisfaction Survey (b) 2024 Tenant Satisfaction Survey Page 122 of 254
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3 1.3 Housing Quality and Maintenance Housing Quality No. Indicator 22/23 23/24 24/25 3-year average Notes 6 Percentage of stock meeting the Scottish Housing Quality Standard (SHQS). 67.9% 68.6% 79.9% 72.1% The percentage of stock meeting SHQS has increased significantly to 79.9%. Excluding EICR and smoke detector failures we would be 87% compliant with SHQS 7 Percentage of tenants satisfied with the quality of their home. (a)79.9%(b)71.6% (b)71.6% 75.6% The most recent data relates to the survey conducted in 23/24. The average is the average of the previous two surveys Sources: (a) 2022 Tenant Satisfaction Survey (b) 2024 Tenant Satisfaction Survey Repairs, Maintenance and Improvements No. Indicator 22/23 23/24 24/25 3-year average Notes 8 Average length of time taken to complete emergency repairs (hours). 9.8 5.6 5.2 7.0 hours This year just over 15,000 emergency repairs were completed in 2024/25. The average time to complete continues to improve from 5.6 hours to 5.2 hours. 9 Average length of time taken to complete non- emergency repairs (days). 6.1 7.9 6.9 7.0 days This year 29,259 non- emergency repairs were completed in an average of 6.9 days. This is an improvement in the average time from last year (7.9 days). 10 Percentage of reactive repairs carried out in the last year completed right first time. 90.0% 87.3% 90.1% 89.2% Of the 28,820 relevant reactive repairs carried out in 24/25, 25,967 were completed right first time. This is just short of a 3% improvement on last year. 11 How many times in the reporting year did you not meet your statutory obligations to complete a gas safety check within 12 months of a gas appliance being fitted or its last check? 58 11 5 N/A Renfrewshire Council has always followed the Scottish Government guidance and the more detailed guidance from Gas Safe and HSE. All these services have been completed and there are no outstanding gas services. 12 Percentage of tenants who have had repairs or maintenance carried out in last 12 months satisfied with the repairs and maintenance service. 73.3% 76.7% 77.2% 76.3% 2,146 tenants responded to the satisfaction survey. Of those, 1,657 said they were satisfied or very satisfied. (12) Source: Point of service survey Page 123 of 254
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4 1.4 Neighbourhood and Community Estate Management, Anti-Social Behaviour, Neighbour Nuisance and Tenancy Disputes No. Indicator 22/23 23/24 24/25 3-year average Notes 13 Percentage of tenants satisfied with the landlord’s contribution to the management of the neighbourhood they live in. (a)87.0%(b)75.1%(b)75.1% 81.0% The most recent data relates to the survey conducted in 23/24. The average is the average of the previous two surveys. 14 Percentage of tenancy offers refused during the year. 39.3% 37.4% 37.0% 37.9% From 1,557 formal offers there were 568 refusals. 15 Percentage of anti-social behaviour cases reported in the last year which were resolved. 98.0% 99.3% 96.8% 98.1% 333 of the 344 cases were resolved. Sources: (a) 2022 Tenant Satisfaction Survey (b) 2024 Tenant Satisfaction Survey 1.5 Access to Housing and Support Tenancy Sustainment and Tenancy Turnover No. Indicator 22/23 23/24 24/25 3-year average Notes 16 Percentage of new tenancies sustained for more than a year, by source of let. These figures relate to tenancies which commenced between April 2023 and March 2024. Overall sustainment has remained relatively stable over this period. Despite showing a slight dip in percentage terms the actual number of homeless applicants sustaining their tenancy increase to 334 from 275 for the previous reporting year. Existing tenants 95.2% 94.1% 95.6% 95.0% Homeless applicants 91.6% 86.5% 85.4% 87.8% Housing List applicants 94.5% 91.8% 91.6% 92.7% Other 0.0% 89.4% 0.0% 89.4% Overall 95.3% 90.5% 90.3% 91.5% 17 Percentage of lettable houses that became vacant in the last year. 7.2% 7.8% 7.0% 7.3% The number of lettable houses that became vacant in the year reduced to 793 compared to 896 last year. 18 Percentage of rent due lost through properties being empty during the last year. 1.90% 1.45% 1.30% 1.51% This indicator continues to improve. Page 124 of 254
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5 Housing Options and Access to Housing No. Indicator 22/23 23/24 24/25 3-year average Notes 19 Number of households currently waiting for adaptations to their home 177 58 27 77 During 2024/25 the Service completed 318 adaptations, 38 more than last year. At the end of March 2023/24 there were 27 households waiting for an adaptation compared to 58 in the previous year. The average time to complete adaptations improved to 43 days from 50.4 days. 20 Total cost of adaptations completed in the year by source of funding (£) £769,216 £702,435£649,895 £707,182 21 Average time to complete adaptations 96.0 50.4 43.0 58.6 22 Percentage of the court actions initiated which resulted in eviction and the reasons for eviction. 5.0% 35.5% 23.5% N/A In the last year 136 court actions were initiated. From these 29 properties were recovered due to non-payment of rent and a further 3 recovered due to anti-social behaviour. Non-payment of rent 4.4% 34.0% 21.3% Anti-social behaviour 0.6% 1.4% 2.2% Other 0.0% 0.0% 0.0% Homelessness No Indicator 22/23 23/24 24/25 3-year average Notes 24 Homelessness (LAs only) – the percentage of homeless households referred to RSLs under section 5 and through other referral routes. 28.2%30.9%31.6% 30.3% The Council continues to work with RSL partners to refer households through the section 5 and Nomination Agreement routes. The actual number of houses let to homeless applicants by RSLs increased in 2024/25 and has improved, in line with our Rapid Rehousing Transition Plan. Note: Indicator 23 is for RSLs only 1.6 Getting Good Value from Rents and Service Charges Value for Money No. Indicator 22/23 23/24 24/25 3-year average Notes 25 Percentage of tenants who feel that the rent for their property represents good value for money. (a)83.4% (b)70.3% (b)70.3% 76.7% The most recent data relates to the survey conducted in 23/24. The average is the average of the previous two surveys. Sources: (a) 2022 Tenant Satisfaction Survey (b) 2024 Tenant Satisfaction Survey Page 125 of 254
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6 Rents and Service Charges No Indicator 22/23 23/24 24/25 3-year average Notes 26 Rent collected as percentage of total rent due in the reporting year. 100.0%100.4% 100.7% 100.4% Last year £54,161,465 rent was collected which was more than the amount due (£53,757,235). 27 Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year. 8.6% 8.3% 7.1% 8.0% There has been a reduction in the level of gross rent arrears over the past year. 28 Average annual management fee per factored property. £108 £108 £108 £108 The Annual management fee remained the same as last year. 29 Percentage of factored owners satisfied with the factoring service they receive. 71.2% 72.8% 63.8% 67.2% 207 owners responded to our annual survey, 132 were either satisfied or very satisfied with the service they received. 30 Average length of time taken to re-let properties in the last year. (days) 60.6 50.4 37.3 48.8 There were 1,017 re-lets in 2024/25. There has been improvement in the average re-let times. Our void turnaround times and processes remain an area of primary focus for the service, and we will continue to look for improved ways of working. (29) Source: Annual owners services survey 1.7 Other Customers: Gypsies/Travellers No. Indicator 22/23 23/24 24/25 31 Gypsies/travellers – Average weekly rent per pitch. Currently there are no gypsy/traveller sites in Renfrewshire. 32 For those who provide sites – percentage of gypsies/travellers satisfied with the landlord’s management of the site. Page 126 of 254
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7 Core Contextual Indicators 2.1 Last year the Scottish Housing Regulator reduced the number of contextual indicators from 32 to 6, these relate to the stock and profile of our service users. Not all of these are reported by local authorities. The core contextual indicators are included in the table below: No. Indicator 22/23 23/24 24/25 C2 Number of lets during the reporting year, by source of let Existing tenants 270 215 247 Housing List applicants 291 297 324 Mutual Exchanges 10 0 0 Other sources 66 46 11 Homeless applicants 318 391 450 Total number excluding exchanges 945 949 1,032 C3 Number of lets during the reporting year General Needs 898 900 983 Supported Housing [sheltered housing only] 47 49 49 C14 Types of tenancies granted for the reporting year Occupancy agreements 0 0 0 Short SST 4 1 5 SST 941 948 1,027 C15 Housing Lists New applicants 2,694 2,964 4,089 Applicants on list at end of year 4,951 4,964 5,425 Suspensions 46 64 64 Cancelled 3,163 2,994 3,107 C4 Abandoned properties 101 114 93 C30 Number of notices of proceedings issued 622 501 583 The number of orders for recovery of possession granted during the reporting year 38 78 55 C29 Average number of reactive repairs completed per occupied property 3.6 3.1 3.6 C16 The Landlord’s wholly owned stock 12,216 12,305 12,078 C17 Stock by house type House 2,755 2,789 2,758 High Rise 1,002 1,005 1,005 Tenement 4,601 4,610 4,578 4 in block 2,795 2,825 2,678 Other flat/maisonette 1,063 1,076 1,059 C20 Number of self-contained properties void at the year end 546 546 346 Void for more than 6 months 207 146 104 C5 Rent increase 5.5% 6.0% 7.5% C6 Number of households for which landlords are paid housing costs 7,377 7,119 7,204 Value of direct housing cost payments received during the year £27,539,258 £29,505,217 £32,626,787 C7 Percentage of former tenant rent arrears written off at the year end 27.48% 26.99% 40.60% Page 127 of 254
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8 Management Information 3.1 Allocations and Managing Tenancy Change There were just under 5,500 applicants applying for housing in 2024/25 (Graph 1). This is around 500 more than the previous year. The origins of their applications remained proportionally similar to the previous year (Graph 2). Graph 1 (Applicants on housing list) Graph 2 (Source of application) In 2024/25, 1,032 properties were let by the Council. Most of these lets (85%) were made through the group system (Graph 3), this is an increase of almost 10% points from last year (76%). The decrease in lets outwith the group system can be attributed to the relative decrease of lets through the regeneration programme (114 in 23/24 to 43 in 24/25). (Graph 4) Graph 4 (Lets out with the Group system) Graph 3 (Number of lets) Within the group system, 52% of lets went to Group 1 (Homeless) applicants (Graph 5). This is around the same as last year 54%. 0 1000 2000 3000 4000 5000 6000 22/23 23/24 24/25 Applicants on Housing List Number of applicants on housing list - at 31st March 2024 Of which number who have their application on hold 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% Source of allocation 22/23 % 23/24 % 24/25 0 200 400 600 800 1000 22/23 23/24 24/25 Lets Lets outwith group system Lets through group system 0 100 200 300 22/23 23/24 24/25 Lets outwith group system Sheltered Special Lets Regeneration Page 128 of 254
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1 Graph 5 (Lets and targets) Lets by property type is broadly similar to the previous year with tenement flats accounting for around 50% of lets. (Graph 6). Graph 6 (percentage of lets by property type) Council nominations for RSLs reduced from 19 in 2021/22 to 12. The number and percentage of Section 5 Lets was broadly the same as 2021/22 (Table 1, Graph 7). Nomination & S5 Lets Council nomination lets % of overall lets to Council nominations Section 5 lets % lets to Section 5 % overall lets to Council General stock Specialist/sheltered/supported Total stock 22/23 48 11 7.6% 171 26.5% 29.6% 23/24 19 3 3.5% 183 36.8% 32.4% 24/25 12 6 2.8% 207 39.4% 35.4% Table 1: Nominations and Section 5 = general stock only (excludes specialist) 0% 10% 20% 30% 40% 50% 60% Statutory Homeless Mobility General Applicants (not landlord’s own tenant) Transfer Applicants (with housing need) Transfer Applicants (no housing need) Lets and Targets 23/24 24/25 Targets 0 10 20 30 40 50 60 22/23 23/24 24/25 Lets by property type Tenement Flat Own Door Flat Multi-storey Flat House Other Page 129 of 254
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2 Graph 7 Nominations and Section 5 = general stock only (excludes specialist) 25.00% 30.00% 35.00% 40.00% 0 100 200 300 22/23 23/24 24/25 Nominations and Section 5 Council nomination lets General stock Council nomination lets Specialist/sheltered/supported % of overall lets to Council nominations Section 5 lets Total stock % lets to Section 5 % overall lets to Council Page 130 of 254
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3 3.2 Repairs In 2024/25 just over 43,500 repairs were carried out and 93.2% were completed within the target timescale. This is around the same as 2023/24 where over 43,700 repairs were complete with 93.1% completed within the target timescale. 98% of Emergency repairs were completed within target time and just under 91% of non-emergencies met their target time. Graph 8 provides information on Customer Contact Centre performance in relation to housing repairs calls. This shows the volume of calls in 2024/25 and the outcomes for calls received. Just under 70,000 calls were made to report repairs and 93% of these were answered, which is the same as last year. 58% of all attempted calls were answered within the 40 second target (Graph 9), which is 5 percentage points below last year. Graph 8 (CCC Calls answered/abandoned) Graph 9 (CCC Calls answered in 40 seconds) 3.3 Homelessness and Housing Advice 2024/25 saw a similar number of the number of people presenting as homeless that require assessment, whilst there was an increase in the number threatened with homelessness and a similar rise in the number of applications where the Council has a statutory duty to re-house. This is symptomatic of the pressures faced with e service and reflected nationally. The proportion of assessments completed within 28 days remains high at 97.8%, an increase from last year (95.2%) (Graph 10). 0 20,000 40,000 60,000 80,000 24/25 Contact Centre Calls Total Calls Attempted Calls Answered Calls Abandoned 50% 55% 60% 24/25 Calls answered in 40 seconds % answered calls answered within 40 sec target % of all attempted calls answered within 40 sec target (service level) Page 131 of 254
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1 Graph 10 (Homelessness, applications and decision making) Satisfaction with the quality of advice (96.6%), the quality of temporary accommodation (94.7%) and the overall quality of service received (95.5%) remains high. (Graph 11). Graph 11 (Homeless Services satisfaction) 92.00% 94.00% 96.00% 98.00% 100.00% 102.00% 0 1000 2000 3000 4000 22/23 23/24 24/25 Application and Decision Making Number of homeless applications requiring assessment Total number of service users – those who were homeless, threatened with homelessness, or requiring housing options advice. Number of applications assessed as ‘homeless or threatened with homelessness’ (i.e., the Council had a duty to rehouse) Proportion of assessments completed within 28 days 90.00% 92.00% 94.00% 96.00% 98.00% 100.00% 22/23 23/24 24/25 Homeless Satisfaction % pleased with the quality of advice and information they were given % pleased with the overall quality of the service they received. % Satisfied with temporary accommodation Page 132 of 254
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2 3.4 Rent Arrears Arrears performance has continued to improve, graph 12 that the annual rental income due to be collected is over £53.7 million. At the end of March 2025, just over £1.7 million was owed in arrears which is an improvement on the previous year’s figure of £2.1million. Graph 12 Rent arrears value Graph 13 shows the recovery action taken, last year saw an increase in the number of notices called to court and a small increase in the number of evictions. Average calling times to court have increased by just under one week, Graph 14. Graph 13 Recovery action Graph 14 Court calling time 5,000 6,000 7,000 8,000 9,000 10,000 11,000 12,000 13,000 £0 £10,000,000 £20,000,000 £30,000,000 £40,000,000 £50,000,000 £60,000,000 22/23 23/24 24/25 Current Tenant Rent Arrears Annual Rental Income Total Arrears Owed All Number of Tenants 0 200 400 600 800 22/23 23/24 24/25 Recovery Action NPRP issued All Cases calling at Court Decrees Granted Evictions enforced S/Officer 0 2 4 6 8 10 12 14 22/23 23/24 24/25 Recovery Action, Court Time Average time first calling (weeks) Average time recalled at court (weeks) Page 133 of 254
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Graph 15 highlights the status of debt from post and pre court. The amount of debt pre court has decreased whilst there has been a slight increase in the post court debt. Overall the amount of debt is reducing. Graph 15 Status of rent debt Graph 16 provides a profile of arrears by value. There has been reduction in total arrears across all the value bandings. Graph 17 shows the amount owed by tenants by age profile again shows that there has been a reduction in arrears across all the age bandings. Graph 16 Arrears by value Graph 17 Arrears age bands £0 £500,000 £1,000,000 £1,500,000 £2,000,000 £2,500,000 £3,000,000 £3,500,000 22/23 23/24 24/25 Status of rent debt Arrears Pre-Court Arrears Post Court Arrears Rent Direct TOTALS £0 £500,000 £1,000,000 £1,500,000 £2,000,000 £2,500,000 22/23 23/24 24/25 Arrears by value Over £1,000 Between £500 & £1,000 Between £250 & £500 Under £250 TOTALS £0 £500,000 £1,000,000 £1,500,000 £2,000,000 £2,500,000 22/23 23/24 24/25 Arrears by Age Under 25 years Between 25 & 49 years Between 50 & 60 years Over 60 TOTALS Page 134 of 254
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1 Graph 18 provides summary information on benefit levels comparing with previous years. Benefit uptake remains high with 77% of our tenants in receipt of some form of benefit. Graph 18 Housing Benefit 75% 76% 76% 77% 77% 78% 0 2,000 4,000 6,000 8,000 10,000 12,000 22/23 23/24 24/25 Housing Benefit Number of tenants Tenants with benefit Tenants without benefit % in receipt of Housing Benefit Page 135 of 254
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Scottish Social Housing Charter Outturn Report 22/23 2 Environment, Housing and Infrastructure Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR Page 136 of 254
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___________________________________________________________________ To: Communities and Housing Policy Board On: 13 May 2025 ___________________________________________________________________ Report by: Director of Environment, Housing, and Infrastructure ___________________________________________________________________ Heading: Housing Landlord Compliance – Bi-annual Performance Report ___________________________________________________________________ 1. Summary 1.1 All social landlords must ensure they meet all duties in relation to tenant and resident safety and have an effective system in place to ensure compliance with statutory, legislative and regulatory responsibilities. 1.2 The Housing Landlord Compliance Strategy 2025-2028 was approved by the Policy Board on 11th March 2025 and Section 7 of the strategy provided details of the internal governance arrangements for performance management, which includes a bi-annual report to be presented to the Communities and Housing Policy Board. 1.3 This report is the first bi-annual performance report for the twelve-month period from April 2024 to March 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Notes the content of the Landlord Compliance Performance Report and the suite of Key Performance Indicators (KPIs) at Appendix 1 of the report. Item 8 CHPB130525 Page 137 of 254
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_________________________________________________________ 3. Background 3.1 The Housing Landlord Compliance Strategy 2025-2028, which sets out the strategic approach to compliance across the six key areas of compliance relating to Council Housing assets (gas safety, electrical safety, fire safety, lift safety, asbestos management and water safety) was approved by the Communities and Housing Policy Board on 11th March 2025. 3.2 There are six landlord compliance policies in place to support the Housing Landlord Compliance Strategy, each with a suite of key performance indicators and detailed performance reporting arrangements which include a bi-annual report to the Communities and Housing Policy Board. Each of the policies is reviewed on a regular basis and further policies will be created for any new areas of compliance regulation that are introduced. 3.3 Following a review of housing compliance which was undertaken by Savills consultancy in 2020/21, it was recommended that a dedicated compliance team be established within Housing Services. Prior to this team being created, responsibility for housing compliance was complex, with various services across the Council having different elements of responsibility. The housing compliance team structure was developed and the majority of posts filled during 2023/24. The Statutory Compliance Data Officer post is vacant and expected to be filled in 2025. The structure of the team is set out below: 3.4 Staying informed about changes in legislation or regulations in relation to housing compliance is essential and this is achieved through subscribing to industry newsletters, participating in training sessions and workshops, engaging with other local authorities and utilizing online resources that provide updates on legislation and best practice. Page 138 of 254
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Renfrewshire Council joined the Social Housing Safety Network (Scotland) in November 2023 which, as an organisation dedicated to tenant and resident safety in Scotland, provides a forum for keeping members updated and aware of changes to legislation, regulations or regulator requirements with the opportunity to share resources and knowledge. The housing compliance team also actively engage with the Council’s Health and Safety Team and participate in corporate compliance related working groups. 3.5 Data management is a key aspect of the statutory compliance team and due to the multiple systems in place for recording information and a reliance on manual record keeping for some data, it is essential that robust audit arrangements are in place. The Housing Innovations Project (HIP) to replace the housing management system is expected to significantly enhance and assist the data management for compliance with this phase of the system anticipated to go live in mid-2027. The compliance team carry out their own audits on data and are seeking to engage external agencies to carry out further audit checks. 4. Housing Landlord Compliance Performance Report 4.1 The first bi-annual housing Landlord Compliance Performance Report 2024/25 is set out in Appendix 1 of this report. There are 26 key performance indicators covering the six compliance areas. 23 indicators showing greater than 85% compliance. Of these 18 (69%) are indicating greater than 99% compliance. 5 we have designated as amber status showing compliance between 85-98% compliance and 3 (12%) designated as a red status indicating a compliance level lower than 85%. All compliance indicators rated amber or red have actions in place for improvement. The 3 indicators with red status are: Common area Electrical Installation Condition Report (EICR) Re-inspections of common areas with asbestos containing materials Actions outstanding from notices received from Scottish Fire and Rescue Services These areas are prioritised for improvement during 2025/26 with actions already underway to achieve full compliance which are set out in each of the relevant paragraphs below in section 4.2. All indicators will be continually reviewed and it is expected that additional indicators will be added in line with recommended practice. 4.2 The key points to note for each area of compliance are as follows: Gas Safety The Council are required to carry out annual gas safety inspections on all 10469 residential properties that have a gas supply. Page 139 of 254
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Within 2024/25 there were 5 properties where the gas service was not completed within the 12-month timescale. All five are now complete. Instances where services are not complete within the 12-month timescale are always investigated to determine the reason and assess whether any lessons can be learned to prevent similar cases re-occurring. All communal heating systems with gas boilers have had their annual safety checks completed within timescale. Electrical Safety The focus of attention in the past year has been to continue with the programme of domestic electrical checks (EICRs) that became overdue as a result of the change from a 10-year cycle to a 5-year cycle and to ensure that any checks due in 2024/25 were carried out prior to the anniversary date. 2911 EICRs were completed during 2024/25 and there were 252 tenanted properties with EICRs overdue at 31st March, all of which are scheduled to be carried out in April. Following this, there may be a small number of cases which will require forced access which will be arranged in May, in line with our usual procedures. There are currently 44 cases which cannot be completed due to environmental issues, for example in cases where significant hoarding has been identified. The compliance team are engaging with colleagues across housing services and other service areas to support tenants to ensure the EICR can be completed as quickly as possible. Any follow on work identified during the inspection which is classed as C1(danger present) is always addressed immediately to make safe. Where follow on work is identified and classed as C2 (potentially dangerous), in the majority of cases this is carried out at the same appointment as the electrical check with just a small number that require a new appointment to be arranged. There were two properties with outstanding C2 work at the end of March requiring additional appointments. The housing compliance team have developed robust record keeping systems to ensure that data and monitoring is accurate and this will be further improved with the introduction of the new housing management system in 2027. With the position for domestic electrical checks having improved significantly, it was possible to commit resources to commencing a programme of common area electrical checks. This programme started in November 2024 and at the end of March approximately 21% of the 953 common areas had been completed. The remainder are programmed for completion over the course of 2025/26 to ensure full compliance with this indicator by March 2026. Page 140 of 254
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Fire Safety Fire Risk Assessments (FRAs) are required for multi-storeys, sheltered complexes, HMOs and common areas of flatted blocks. All FRAs are in place, apart from 2 Homeless Person Units which have appointments arranged. Ongoing review will continue in line with the legislative requirements and any actions identified from fire risk assessments are followed up promptly with repairs instructed where required. Ongoing review will continue with some requiring 6 monthly review and others 12 monthly. Where actions are identified from FRAs, these are followed up promptly with repairs instructed where required. In addition to the internal FRAs, Scottish Fire and Rescue Service aim to carry out quarterly inspections of all high-rise blocks providing us with any notifications of defects for consideration. There were 7 defects outstanding at the end of March all of which have been instructed for repair and will be completed to ensure full compliance. Along with the EICR programme, the rollout of the fire safety detection interlinked alarms in domestic properties has been ongoing with only those with outstanding EICRs still to be completed. Robust processes have been introduced to ensure that these are checked during the annual gas service and that expiry dates are updated to enable future replacement programmes to be programmed. The Head of Housing Services chairs a quarterly meeting with Strathclyde Fire and Rescue Service and other Council teams to discuss fire safety. The compliance team are currently reviewing the Grenfell recommendations from the UK Government’s response to the Grenfell Tower Inquiry published in February 2025 to consider any actions that may be required. There are major capital investment works planned within the multi storey blocks over the next five years, which will include considering what, if any, further fire safety measures should be introduced. A cross departmental thematic group is being established to consider and prioritise the future investment requirements. The compliance team have assisted in developing a fire safety ILearn module for staff which has been rolled out across the Council. They also deliver fire safety training to staff across Housing Services. Lift Safety All lifts within multi storeys have recently been upgraded. The compliance team have been pro-active in ensuring that access is ensured for all regulatory lift examinations carried out by our appointed insurance contractor. Examinations and maintenance are ongoing, up to date and fully compliant. Page 141 of 254
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Water Safety Statutory legislation requires Legionella Risk Assessments (LRAs) to be in place with water safety management plans and monitoring in place for those identified as high risk. This includes carrying out temperature checks where communal water tanks or heating cylinders are present such as in sheltered complexes and multi-storeys. Responsibility for management of water safety responsibilities was transferred from Facilities Management Services to Housing Services in April 2025. Current performance indicators show full compliance with water safety management and a review of the data held on remedial works will be undertaken. There is a contract in place for water sampling and LRAs. Building Services carry out the monthly, quarterly, six-monthly and annual monitoring of all sites as prescribed within the guidance. The water safety policy is undergoing review and will be brought to a future Policy Board. Asbestos Management Landlords managing common areas have a responsibility to ensure there are comprehensive surveys, routine monitoring, safe management practices and good record keeping to comply with UK asbestos regulations. Surveys are in place for common areas and where asbestos has been identified and is in good condition or encapsulated routine checks must be carried out. A contract for common area asbestos management is in the process of being procured which will engage a suitably qualified contractor to carry out the common area asbestos monitoring. To mitigate any risks whilst this contract is procured, Housing Services have ensured that common areas known to have asbestos containing materials have been visited and checked to ensure appropriate measures are in place to maintain safety such as restricting access and labelling. For domestic properties Housing Services have contracts in place with specialist and suitably qualified contractors for the provision of asbestos surveying, asbestos removal and analytical services within domestic properties. Properties due to have internal or external investment works and all void properties that do not have an existing suitable refurbishment survey have a survey arranged prior to works commencing. The surveys are held on a database accessible to all staff that require them. Asbestos removals are arranged where required and survey data updated accordingly. Page 142 of 254
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The Housing Innovations Project (HIP) to replace the housing management ICT system will incorporate a new asbestos management database which will assist in streamlining the internal asbestos processes and it is anticipated this will be available mid-2027. In advance of this, an action plan is in development to identify where there may be scope for improvements in relation to asbestos management. Housing Services participate in a corporate Health and Safety-led asbestos working group which oversees the Council’s approach to asbestos to ensure consistency and good practice. The housing compliance team have assisted in developing a corporate online ILearn course for staff on asbestos awareness. There is an ongoing training programme to ensure that staff who are likely in the course of their duties to encounter asbestos, or who may have responsibility for managing it, are appropriately trained. The asbestos safety policy is undergoing review and will be brought to a future Policy Board. 5. 2025/26 Key Actions 5.1 The Scottish Housing Regulator engagement plan for 2024/25 required us to provide regular updates on progress with domestic EICRs and fire detection. We have provided this monthly and have met with representatives from the Scottish Housing Regulator to discuss progress. 5.2 The 2025/26 Scottish Housing Regulator engagement plan notes that in October 2024 in our annual assurance statement that we said were taking steps to review and consolidate our tenant and resident safety responsibilities. In addition to further updates on EICR and fire detection compliance, the Regulator is seeking further information and assurance about our asbestos management processes and planned improvements. Further information will be provided to the Regulator during 2025/26 in line with their requirements. 5.3 Key priority actions for landlord compliance during 2025/26 include: The Water Safety and Asbestos Safety Policies will be brought to a future Policy Board in 2025. Procurement of suitably qualified contractor for common area asbestos management. Completion of all common areas electrical checks Establishment of an asbestos management action plan. Completion of the outstanding EICR and smoke detection installations. Page 143 of 254
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Ongoing engagement with the HIP team to ensure the new ICT system reflects the requirement for more electronic record keeping linked to each property Review of the Grenfell recommendations and participation in the Housing Asset and Investment Thematic group reviewing multi-storey investment. Ongoing review of policies, procedures and processes including the identification of new policy requirements such as a Damp and Mould policy which will be developed in 2025. ___________________________________________________________________ Implications of the Report 1. Financial – Compliance costs are met from the HRA budget. 2. HR & Organisational Development – None. 3. Community/Council Planning – Our Renfrewshire is safe – ensuring tenants have a safe place to live. To manage risk to for staff, contractors or members of the public within council housing properties. 4. Legal – None. 5. Property/Assets - Ensuring assets are protected from risk. 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 - The strategy and policies align with the Council’s Corporate Health and Safety Policy. 9. Procurement – None. 10. Risk - Failing to meet KPIs could put the Council at risk of failing to comply with statutory duties for landlord compliance and could be reputationally damaging. 11. Privacy Impact – None. Page 144 of 254
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12. Climate Risk – None. 13. Children’s Rights – None. 14. COSLA Policy Position – None. _____________________________________________________ List of Background Papers (a) Appendix A – Housing Landlord Compliance Performance Report 2024/25 ___________________________________________________________________ Author: Karen Sillars, Housing Asset & Investment Manager Email: karen.sillars@renfrewshire.gov.uk Page 145 of 254
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P a g e | 1 Performance Monitoring Report Housing Landlord Compliance 2024/25 Page 146 of 254
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P a g e | 2 Contents 1. Position summary at year end 2024 - 2025. ........................................................................................................................................................................... 3 2. GAS .......................................................................................................................................................................................................................................... 4 3. ELECTRICAL .............................................................................................................................................................................................................................. 5 4. ASBESTOS ................................................................................................................................................................................................................................ 7 5. FIRE .......................................................................................................................................................................................................................................... 8 6. WATER ..................................................................................................................................................................................................................................... 9 7. LIFTS ...................................................................................................................................................................................................................................... 10 Page 147 of 254
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P a g e | 3 1. Position summary at year end 2024 - 2025. Category Total Number of KPI’s Gas 3 3 0 0 Electrical 8 5 2 1 Asbestos 3 1 0 1 Fire 4 1 2 1 Water 4 4 0 0 Lifts 5 4 1 0 26 18 5 3 >99% Pass rate 85-99% Pass rate <85% Pass rate Page 148 of 254
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P a g e | 4 2. GAS Cat Indicator Q1 Q2 Q3 Q4 24/25 23/24 Notes KPI G.01 Number of times in current reporting year Housing failed to meet statutory obligation to complete a Gas Safety Check within 12 months of a gas appliance being fitted or last checked (Charter Indicator 11) 1 0 1 3 5 11 Q1 Decant Property Q3 Police Crime Scene Q4 Dog behind door Q4 Barricaded door to prevent access. Q4 Eng attended wrong property KPI G.02 Landlord’s Gas Installations with a valid LGSR (CP12) within its due date in the last 12 months as a % of Total Landlord Requirement 99.9% 99.9% 99.9% 99.9% 99.9% 99.9% KPI G.03 Number of Communal / District Boilers with valid certification as a % of Total Landlord Requirement 100% 100% 100% 100% 100% 100% Page 149 of 254
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P a g e | 5 3. ELECTRICAL Indicator Q1 Q2 Q3 Q4 24/25 23/24 Notes KPI E.01 Domestic properties with a satisfactory EICR within its due date as % of total dwellings requiring an EICR.(Electrical Installation Condition Report) 80% 80% 89% 94% 94% 82% Of those outstanding, 3% are due for demolition, 2% are tenanted properties and 1% are void properties. All tenanted properties due for completion by end of May. All void properties will have EICR carried out during the void period. KPI E.02 Non-domestic properties (including Common Areas) with a satisfactory EICR within its due date as % of total non-dwellings requiring an EICR - - 4% 21% 21% 0% Programme commenced in November 2024 and is scheduled for completion by March 2026. KPI E.03 Percentage of domestic properties with No outstanding C1, C2, F1 works. 99.9% 99.9% - Data only available from Quarter 4. 2 properties have outstanding C2s. KPI E.04 Percentage of non-domestic properties with no outstanding C1, C2, F1 works 100% 100% 100% 100% 100% 95% Sheltered Housing, High Rise and Laundrettes. Page 150 of 254
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P a g e | 6 Indicator Q1 Q2 Q3 Q4 24/25 23/24 Notes KPI E.05 Percentage of Sites with Portable Appliance Tests (PAT) completed. 100% 100% 100% 100% 100% 100% Covers Housing owned appliances in Sheltered Housing & High Rise. KPI E.06 Percentage of properties with Lightning Protection Systems (LPS) inspected and tested. 100% 100% 100% 100% 100% 100% KPI E.07 Percentage of properties with automated doors, gates, and barriers with a valid Risk Assessment. 100% 100% 100% 100% 100% 82.14% FRA takes account of equipment KPI E.08 Percentage of properties with automated doors, gates, and barriers where Maintenance visits have been completed. 96% 96% 96% 96% 96% 96% One domestic property outstanding – tenant engagement ongoing. Page 151 of 254
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P a g e | 7 4. ASBESTOS Cat Indicator Q1 Q2 Q3 Q4 24/25 23/24 Notes KPI A.01 Non-Dwellings (common areas) with a valid asbestos survey and re-inspections of all Asbestos Containing Materials (ACMs) where required, within its due date as a % of non-dwellings requiring one. 75% 75% 75% 75% 75% 72% Common area surveys have been undertaken and are in place for all sites. Re-inspections are required for some sites and will be undertaken on appointment of a suitably qualified contractor. KPI A.02 Number of safety occurrences - including any reported asbestos related occurrence reporting (e.g., to the HSE or Regulator) during the reporting period. 0 0 0 0 0 0 Page 152 of 254
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P a g e | 8 5. FIRE Cat Indicator Q1 Q2 Q3 Q4 24/25 23/24 KPI F.01 % Of Properties with a Completed and In Date Fire Risk Assessment (FRA) where required. 99% 99% 99% 99% 99% 100% All High flats, Sheltered, and common areas for all blocks are completed and reviews ongoing. Access being arranged for 2 outstanding Homeless Person units. KPI F.02 Total No. of Fire Risk Assessment Actions Outstanding 2 2 9 15 15 (94%) 252 258 repair actions were identified through the fire risk assessments during 2024/25. Of these 243 are complete with 15 still in progress. KPI F.03 % of Buildings with Fire Safety Systems/Equipment present where all Systems/Equipment has been Tested/Maintained in accordance with Policy 100% 100% 100% 100% 100% All fire safety equipment tested by certified appointed contractors. KPI F.04 Number of Notices received from the Fire and Rescue Services Actions outstanding. 3 1 20 4 2 0 3 2 28 7 10 75% of defects have been rectified. Repairs have been raised for the remainder and are targeted be completed within the first quarter of 2025/26. Page 153 of 254
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P a g e | 9 6. WATER Cat Indicator Q1 Q2 Q3 Q4 24/25 23/24 KPI W.01 % of Priority Scheme Properties (against the stated Total Landlord Requirement) with a valid Legionella Risk Assessment 100% (41/41) 100% (41/41) 100% (41/41) 100% (41/41) 100% 100% KPI W.02 % of General Needs Properties (against the stated Total Landlord Requirement) with a valid desktop Risk Assessment. 100% 100% 100% 100% 100% 100% `KPI W.03 % of Properties (against the stated Total Landlord Requirement) with a valid Written Scheme where a requirement has been identified. 100% 100% 100% 100% 100% 100% KPI W.04 % of Properties (against the stated Total Landlord Requirement) within a Legionella Maintenance Regime 100% (41/41) 100% (41/41) 100% (41/41) 100% (41/41) 100% 100% Page 154 of 254
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P a g e | 10 7. LIFTS Cat Indicator Q1 Q2 Q3 Q4 24/25 23/24 KPI L.01 Assets with a Passenger Lift having valid Thorough Examination within its Due Date as a % of total assets with a Passenger Lift 100% 100% 100% 100% 100% 100% KPI L.02 Assets with a Passenger Lift where all Maintenance and Inspection activity is within its Due Date as a % of total assets where a Passenger Lift is present 100% 100% 100% 100% 100% 100% KPI L.03 Assets with Vertical Through Floor Lifts having valid Thorough Examination within its Due Date as a % of total assets with other Lifts 100% 100% 100% 100% 100% 100% KPI L.04 Assets with Vertical Through Floor Lifts where all Maintenance and Inspection activity is within its Due Date as a % of total assets where other Lifts are present 100% 100% 100% 100% 100% 100% KPI L.05 Assets with Actions arising from Thorough Examinations, Inspection or Maintenance activity that are Overdue as a % of total assets where a Lift is present 10% 33/34 97% 32/34 94% 32/34 94% 94% 20.5% Contractor awaiting materials to complete outstanding actions Page 155 of 254
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___________________________________________________________________ To: Communities and Housing Policy Board On: 13 May 2025 ___________________________________________________________________ Report by: Director of Environment, Housing, and Infrastructure ___________________________________________________________________ Heading: Housing Landlord Compliance – Fire Safety and Lift Safety Policies ___________________________________________________________________ 1. Summary 1.1 All social landlords must ensure they meet all duties in relation to tenant and resident safety and have an effective system in place to ensure compliance with statutory, legislative and regulatory responsibilities. 1.2 The Housing Landlord Compliance Strategy 2025-2028, which sets out the strategic approach to compliance across the six key areas of compliance relating to Council Housing assets (gas safety, electrical safety, fire safety, lift safety, asbestos management and water safety) was approved at the Communities and Housing Policy Board on 11th March 2025 along with the first two of six policies – the Gas and Carbon Monoxide Safety Policy and the Electrical Safety Policy. 1.3 This report presents a further two of the six policies associated with the Strategy; the Fire Safety Policy and the Lift Safety Policy, which describe how Renfrewshire Council will meet the statutory, contractual, and regulatory requirements in relation to fire safety and lift safety relating to our housing assets. 1.4 Details of an independent external review of the policies by the Social Housing Safety Network Scotland are included within the report. ___________________________________________________________________ Item 9 CHPB130525 Page 157 of 254
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2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Approves the Fire Safety Policy, set out at Appendix A of this report. (note this is Appendix 4 of the Landlord Compliance Strategy). . 2.2 Approves the Lift Safety Policy, set out at Appendix B of this report. (note this is Appendix 6 of the Landlord Compliance Strategy). _________________________________________________________ 3. Background 3.1 The Housing Landlord Compliance Strategy and associated policies were completed in 2021 and are subject to 3 yearly review. An internal review of the fire safety and lift safety policies was completed which was followed up with an independent external review. 3.2 The independent external review has been undertaken by Ryan Hodgson of the Social Housing Safety Network Scotland, who provided feedback in March 2025. Mr Hodgson is suitably qualified to conduct such a review and is the appointed policy and procedure specialist providing policy reviews, feedback and updates, re-writes, development and support for a number of other social housing providers across Scotland. The following documents were sent to the network to be reviewed: Fire Safety Policy Lift Safety Policy Minor changes were noted and incorporated within the revised document. 3.3 The remaining two policies will be reviewed in 2025 and brought to future meetings of the Communities and Housing Policy Board for approval. 4. Housing Landlord Compliance Policies 4.1 The Fire Safety Policy is set out in Appendix A of this report, outlining how the commitment to fire safety will be met and how assurance of compliance will be provided to the duty holder. The policy sets out the scope, processes, data management and performance monitoring. 4.2 The Lift Safety Policy is set out in Appendix B of this report, outlining how the commitment to lift safety will be met and how assurance of compliance will be provided to the duty holder. The policy outlines the scope, processes, data management and performance monitoring. _____________________________________________________________ Page 158 of 254
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Implications of the Report 1. Financial – Employee costs associated with the Housing Landlord Compliance team and maintenance costs associated with carrying out statutory and regulatory compliance works are included within the Housing Revenue Account (HRA) approved budget each year. 2. HR & Organisational Development - None. 3. Community/Council Planning – Our Renfrewshire is safe – ensuring tenants have a safe place to live. To manage risk to for staff, contractors or members of the public within council housing properties. 4. Legal – None. 5. Property/Assets - Ensuring assets are protected from risk. 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 - The strategy and policies align with the Council’s Corporate Health and Safety Policy. 9. Procurement – None. 10. Risk - The absence of policies could put the Council at risk of failing to comply with statutory duties for landlord compliance and could be reputationally damaging. . 11. Privacy Impact – None. 12. Climate Risk – None. 13. Children’s Rights – None. 14. Cosla Policy Position – None. _______________________________________________________ Page 159 of 254
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List of Background Papers Appendix A – Housing Fire Safety Policy Appendix B – Housing Lift Safety Policy ___________________________________________________________________ Author: Karen Sillars, Housing Asset & Investment Manager Email: karen.sillars@renfrewshire.gov.uk Page 160 of 254
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1 Housing Landlord Compliance Strategy Appendix 4 – Fire Safety Policy Page 161 of 254
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Housing Landlord Compliance Strategy – Appendix 4 - Fire Safety Policy 2 Table of Contents 1. Introduction ....................................................................................... 4 2. Statement of Intent ............................................................................ 4 3. Policy .................................................................................................. 6 3.1 Process: .............................................................................................. 6 3.2 Delivery .............................................................................................. 6 3.2.1 Fire Safety Checks ...................................................................................... 6 3.2.2 Remedial Works ......................................................................................... 7 3.2.3 Testing, Maintenance and Repair of Fire Safety Equipment ...................... 7 3.2.4 Domestic Smoke Detectors Detection Systems ........................................ 7 3.2.5 Responsive and Planned / Upgrade Works ................................................ 8 3.3 Additional Safety Measures:............................................................... 8 3.3.1 Electrical Safety ................................................................................................................. 8 3.4 Contractors Competency: .................................................................. 9 3.5 Internal Competency: ........................................................................ 9 3.6 Data: ................................................................................................... 9 3.7 Assurance: ........................................................................................ 10 3.8 Fire Safety Group ............................................................................. 11 Page 162 of 254
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Housing Landlord Compliance Strategy – Appendix 4 - Fire Safety Policy 3 3.9 Communication ............................................................................... 11 4. Implementation ............................................................................... 11 5. Consultation .................................................................................... 12 6. Equality Impact Analysis (EIA) .......................................................... 12 7. Monitoring Performance .................................................................. 12 8. Policy Review ................................................................................... 13 9. Amendment Log/Version Control .................................................... 13 Page 163 of 254
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Housing Landlord Compliance Strategy – Appendix 4 - Fire Safety Policy 4 HOUSING LANDLORD COMPLIANCE STRATEGY Appendix 4 Fire Safety Policy 1. Introduction 1.1 At the time of Policy approval Renfrewshire Council (Renfrewshire) owns and manages in the region of 12,200 residential properties for let. Approximately 2850 of these Properties are Blocks of which around 50% have Communal/Common Areas. 1.2 Renfrewshire has a responsibility to maintain firefighting appliances & early warning detections systems, to required statutory, legislative, and regulatory standard, to minimise the risk of fire damage within the housing stock. 1.3 This Policy explains how the maintenance requirements for Fire Safety within housing stock will be met. Renfrewshire Council has a duty to ensure all properties have a full fire risk assessment conducted, and assessments are reviewed on a regular basis. Individual Procedures and processes are contained in the associated fire safety management plan. 1.4 It will also cover how Renfrewshire Council’s Director of Environment, Housing and Infrastructure as Duty Holder, will receive assurance of statutory, legislative, and regulatory compliance. 2. Statement of Intent 2.1 This Policy covers properties that fall within relevant legislation, regulation, and guidance to Social Landlords in Scotland in relation to Fire Safety (e.g., MSFs, Sheltered Housing, Blocks with enclosed communal areas). 2.2 The Policy includes:- The undertaking of Fire Risk Assessments, Fire Safety Checks and the remedial works and actions arising from them. Cyclical maintenance of Page 164 of 254
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Housing Landlord Compliance Strategy – Appendix 4 - Fire Safety Policy 5 - Fire safety systems and equipment - Automatic fire detection and alarm systems - Emergency lighting - Automatically opening smoke vents or smoke control systems - Portable fire-fighting equipment 2.3 Renfrewshire will comply with all current and relevant legislation, regulation and guidance and specifically as detailed in the following: Health and Safety at Work Act (HASAWA) 1974, Fire (Scotland) Act 2005 Fire Safety (Scotland) Regulations 2006 (FSSR) The Civic Government (Scotland) Act 1982 Scottish Government: Practical Fire Safety Guidance for existing High Rise Domestic Buildings (December 2019) (March 2021). Building (Scotland) Act 2003 The Housing (Scotland) Act 1987, 2001, 2010 & 2014 Building (Scotland) Regulations. Building Standards 2.4 Regulation 23 of FSSR requires the Duty Holder to maintain premises and any facilities, equipment, and devices for the use of fire-fighters. Regulation 24 of the FSSR applies the maintenance provision above to the common parts of properties. 2.5 In addition, as a landlord and provider of Social Housing, they must meet the requirements of the Scottish Housing Regulator’s (SHR) Regulatory Standards. 2.6 It is essential to ensure that customers, tenants, residents, employees, contractors, and visitors remain safe in Renfrewshire’s premises (both individual homes and offices). Failure to properly discharge our statutory, legal, or regulatory responsibilities may also result in: Prosecution by the Health and Safety Executive under Health and Safety at Work Act 1974. Prosecution under Corporate Manslaughter and Corporate Homicide Act 2007. SHR’s scrutiny and potential determination of a breach of Regulatory Standards and serious detriment having been caused/potentially caused. Reputational damage. Loss of confidence by stakeholders in the organisation. Page 165 of 254
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Housing Landlord Compliance Strategy – Appendix 4 - Fire Safety Policy 6 3. Policy In order to comply with statutory, legislative, and regulatory standards and obligations, and to ensure the safety of our customers, tenants, residents, employees, contractors and other visitors to our properties, Renfrewshire will: 3.1 Process: Provide clear lines of responsibility for all properties, appliances, and systems within the scope of this Policy supported by written guidance in the Fire Safety Management Plan. Ensure that a clear and consistent process including front-line engagement and enforcement is in place to obtain access to properties to conduct the Safety Checks and works, which shall include legal action when required. Assess available data for relevant information about the customer to help gain access (disability, vulnerability, local connections, etc.). Maintain a process for dealing with unsafe situations in accordance with the Regulations. 3.2 Delivery 3.2.1 Fire Safety Checks Renfrewshire will ensure that a suitable competent person(s) will manage the Fire Risk Assessments (FRA) process and Fire Safety within the organisation. Competent person(s) are registered on a recognised Fire Risk Assessors register. A fire safety specialist or engineer may be consulted where technical, or specialist advice may be required. To ensure continuous improvement of the risk assessment process, the Statutory Compliance Coordinator (Fire, Lifts & Legionella) will audit the assessment process and the competencies of the assessor(s) by either spot checking the premises/paperwork or accompanying the assessor(s) during an assessment of premises. a Fire Risk Assessment (FRA) has been conducted where applicable on the premises annually and is made readily available for inspection at any time. Renfrewshire will carry out regular Fire Safety Checks to ensure the adequate maintenance of all properties within the scope of this policy and any facilities, equipment, or devices for the use by or the safety of fire-fighters. Page 166 of 254
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Housing Landlord Compliance Strategy – Appendix 4 - Fire Safety Policy 7 As part of this exercise, we will liaise closely with the Scottish Fire and Rescue Service (SFRS). Ensure that residential properties receive further checks which contribute to reducing the risk of fire, including annual gas and other heating installation checks, electrical safety checks, and portable electrical appliance checks. 3.2.2 Remedial Works Ensure that priorities and completion targets for remedial actions are defined by the competent person undertaking the fire safety checks. Any changes will be agreed by the Fire Safety Group. All fire safety remedial work should be carried out in accordance with the relevant British Standard, approved code of practice or associated best practice guidance. 3.2.3 Testing, Maintenance and Repair of Fire Safety Equipment Test and maintain all fire safety equipment within the scope of this policy in accordance with regulatory and statutory requirements and manufacturer’s requirements. 3.2.4 Domestic Smoke Detectors Detection Systems Ensure there is an ongoing programme to install /upgrade Smoke and Heat Alarms to meet current Scottish Government standards. The new Fire Safety and Smoke Alarm Regulations, identifies that every home in Scotland must have interlinked smoke & heat alarms. Check smoke detection annually as part of the gas servicing contract or, where properties are not part of heating contracts, through other cyclical maintenance contracts. Where access is refused for works/inspection by a customer, Renfrewshire will treat the situation sensitively but will be clear that the works/inspection must be completed to ensure their health and safety and that of others in the property and will take action as appropriate under the terms of the Tenancy Agreement and, where necessary, take legal action to gain access to undertake required works/inspection. Page 167 of 254
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Housing Landlord Compliance Strategy – Appendix 4 - Fire Safety Policy 8 3.2.5 Responsive and Planned / Upgrade Works Ensure that contractors (internal and external) have a general awareness of fire safety and undertake a risk assessment considering fire safety when undertaking responsive repairs that may have an impact on fire safety. Repairs to be carried out in accordance with the relevant British Standard, approved code of practice or associated good practice guidance. Ensure contractors submit method statements relating to fire stopping and compartmentation. Carry out ‘during’ and ‘post work’ inspections to ensure compliance. Risk assesses planned maintenance or upgrade programmes to consider impact on fire safety. Reports, examinations and FRAs should be provided together with any historic works records, both responsive and planned. Ensure that a post project fire safety check is completed by a competent person, independent to the contractor, where the risk assessment indicates a likely impact on existing fire safety measures in a building. 3.3 Additional Safety Measures: Do not give permission for tenants to install gas fires, wood burning stoves or open fires. Any unauthorised installations will be required to be removed by Renfrewshire’s appointed contractor at the tenant’s own expense. Other tenant alterations, including external doors, should be subject to prior notification, agreement, and appropriate landlord’s permission from Renfrewshire to proceed before they are undertaken – as is required by the Tenancy Agreement. Permission will not be unreasonably withheld. Smoking is not permitted by staff in areas where staff work. (see Renfrewshire Council, Control of Smoking at work Policy) 3.3.1 Electrical Safety Electricity continues to be the biggest cause of fires. Much can be done to prevent fires of electrical origin simply by good maintenance and routine inspection of equipment. Where Renfrewshire have a direct responsibility, we will: arrange for testing and inspection of the fixed electrical installations and portable appliances in accordance with the current edition of the Institution of Electrical Engineers' Regulations for Electrical Installations, where the council have provided the electrical equipment. Page 168 of 254
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Housing Landlord Compliance Strategy – Appendix 4 - Fire Safety Policy 9 Ensure that managers have arrangements in place for the inspection of housing common areas (within sheltered housing and multi storeys) and offices on a monthly basis which includes visually checking electrical equipment. Electrical extension leads will not be daisy chained (linked) together or overloaded. Any portable heaters provided by Renfrewshire Council to be visually inspected before use and manufacturer’s instructions to be followed at all times. (radiant bar electric fires are prohibited under any circumstances). 3.4 Contractors Competency: only engage with companies assessed and registered under BAFE SP205-1 in providing Fire Safety Check services. External Fire Safety Check providers (whether individuals or companies) should be able to demonstrate reasonable experience undertaking Fire Safety Checks in Housing stock. only engage with contractors assessed as being suitably competent to undertake the work for which they are being considered. Contractors, where possible, should be third party accredited to a nationally recognised scheme, such as BAFE SP203 (relevant part) for Fire Alarm contractors, BAFE SP101 for fire-fighting equipment etc. Carry out an assessment of contractor competencies annually or at change of contract/contractor, as detailed within the Fire Safety Management Plan. 3.5 Internal Competency: Maintain a Skills/Training Matrix, through the Individual Development Plan (IDP) process, to ensure that all staff undertaking key roles within the scope of this Policy have appropriate training. 3.6 Data: Maintain an up-to-date Master Database of all properties where it has a responsibility to undertake fire safety checks and/or maintain fire safety equipment as set out in the scope of this policy. Page 169 of 254
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Housing Landlord Compliance Strategy – Appendix 4 - Fire Safety Policy 10 Where a requirement exists, hold information including but not limited to: o UPRN, o property designation, o construction type, o building management, o shared responsibilities, o risk profile, o evacuation strategy, o type of equipment, o manufactures requirements and associated testing/servicing frequency. o date of the last two fire risk assessments. o next fire risk assessment due date. Maintain current up to date records of remedial works for the entire portfolio which will detail all recommendations from the fire safety checks. The records will include. o address and risk profile of the property, o detail of the work item required, o priority and target completion, o person responsible, o when the work was completed, o who it was signed off by, o evidence of completion Hold fire safety maintenance records electronically in the Master Database or in another approved system as detailed in the Fire Safety Management Plan with other Landlord Compliance records. There may be instances where a hard copy is kept on site, and these will be detailed in the Fire Safety Management Plan. Where required, and in agreement with SFRS, provide specific site information within a Gerda Box on site. 3.7 Assurance: Ensure that all persons involved with the management of fire safety are properly trained and accredited in accordance with this policy. Where necessary, operate a permit to work system when safety critical work is being carried out. Page 170 of 254
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Housing Landlord Compliance Strategy – Appendix 4 - Fire Safety Policy 11 Carry out works-based assurance activity including checks on certification and post-inspection of onsite works to the level stated within the Fire Safety. Management Plan. A proportion of such checks will be carried out by an independent party. Set a timetable for the review of the Fire Safety Policy and the associated Fire Safety Management Plan. 3.8 Fire Safety Group Establish and operate a Fire Safety Group comprising of a cross-organisational team of staff. Terms of Reference of the Group will be included in the Fire Safety Management Plan. 3.9 Communication Communicate with staff through training, fire drills, appropriate signage, and the intranet. Communicate with residents through appropriate ‘Fire Action’ signage in conjunction with other forms of communication provided on a regular basis such as website, newsletters, leaflets, social media, and tenant information packs. Engage in a regime of regular communication with SFRS to ensure good lines of communication and operational familiarity. Encourage customers, through the provision of publicity information on the importance of Fire Safety, to allow access to carry out Safety Checks and maintenance works. 4. Implementation 4.1 This Policy is effective from the date of approval by Communities and Housing Policy Board. 4.2 Appropriate staff will be made aware of the Policy and a copy will be available on the Intranet. The Policy will also be uploaded to the Renfrewshire Council website. 4.3 This Policy should also be read in conjunction with the Housing Landlord Compliance Strategy and the associated Fire Safety Management Plan. Page 171 of 254
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Housing Landlord Compliance Strategy – Appendix 4 - Fire Safety Policy 12 4.4 Appropriate training will be provided for all staff involved in operational delivery and implementation of Housing Landlord Compliance requirements and obligations in respect to Fire Safety detailed within this Policy. 5. Consultation 5.1 This Policy is based on statutory, legislative, and regulatory requirements and, as such, consultation with customers has not taken place. There has been consultation with relevant officers within the Council. 6. Equality Impact Analysis (EIA) 6.1 We believe all people should be treated with dignity and respect regardless of them. Age, Disability, Gender Gender reassignment, Race, Religion and belief, Pregnancy and maternity Marriage and civil partnership Sexual orientation By association with someone with any of these characteristics or perception of having any of these characteristics. 6.2 An Equalities Impact Assessment was undertaken to identify the likely or actual effects of this policy. This includes identifying where there will be a positive impact and further opportunities to further promote equality. Where there are any potential negative impacts identified, we have identified actions required to eliminate or mitigate these negative impacts. (See the full EIA document for full details) 7. Monitoring Performance 7.1 The following KPIs will be subject to reporting: % of buildings with a valid fire safety check renewed within their due date Total no of outstanding and overdue remedial actions % buildings with outstanding and overdue remedial actions % of buildings with fire safety systems/equipment present where all systems/equipment has been tested/maintained in accordance with this policy Number of notices received from the SFRS in the reporting period. Page 172 of 254
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Housing Landlord Compliance Strategy – Appendix 4 - Fire Safety Policy 13 Number of outstanding notices received from SFRS. 7.2 Commentary will be provided for any overdue requirements to include the date they became overdue, days overdue, and proposed action to bring them back into a compliant position. 7.3 To provide additional context commentary will also include information on the proportion of activities within the reporting period that were undertaken before and after their due date. 7.4 A detailed Performance Indicator suite will be defined within the associated Fire Safety Management Plan. 7.5 The following Quality Assurance (QA) activity will be undertaken and reported in line with the Fire Safety Management Plan: Internal Audit. Strategic Review. 3rd Party Assurance. 8. Policy Review 8.1 The Policy will be reviewed every 36 months or earlier if deemed necessary though the Performance Monitoring process. 9. Amendment Log/Version Control 9.1 Revision Detail/Record: Date of Revision: Record of Amendments: Reason for Revision: By Whom: Name and Title 31.3.25 Minor amendments held on file. External review SHSN external review 9.4.24 Minor amendments held on file. Final review KS & GH Page 173 of 254
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14 Environment, Housing and Infrastructure Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR Page 174 of 254
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1 Housing Landlord Compliance Strategy Appendix 6 – Lift Safety Policy Page 175 of 254
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Housing Landlord Compliance Strategy - Appendix 6 – Lift Safety Policy 2 Table of Contents 1 Introduction ....................................................................................... 3 2 Statement of Intent ............................................................................ 3 3. Policy .................................................................................................. 4 3.1 Process ............................................................................................... 4 3.2 Delivery .............................................................................................. 5 3.3 Contractors Competency ................................................................... 6 3.4 Internal Competency ......................................................................... 6 3.5 Data .................................................................................................... 6 3.6 Assurance ........................................................................................... 7 3.7 Communication ................................................................................. 7 4. Implementation ................................................................................. 7 5. Consultation ...................................................................................... 7 6. Equality Analysis (EIA) ........................................................................ 8 7. Monitoring Performance .................................................................... 8 8. Policy Review ..................................................................................... 9 9. Amendment Log/Version Control ...................................................... 9 Page 176 of 254
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Housing Landlord Compliance Strategy - Appendix 6 – Lift Safety Policy 3 1 Introduction 1.1 At the time of policy approval Renfrewshire Council owns and manages in the region of 12,200 residential properties for let. 1.2 Passenger lifts and other lifts and lifting equipment, which are assets owned by Housing Services within blocks of flats and in individual dwellings need to be inspected and kept safe for use and must be regularly maintained. 1.3 This policy explains how Renfrewshire Council’s commitments to lifts and lifting equipment safety will be met within the housing stock. It will be supported by a lift safety management plan providing more detailed guidance and procedures. 1.4 It will also cover how Renfrewshire Council’s Director of Environment Housing and Infrastructure will receive assurance of statutory, legislative and regulatory compliance. 2 Statement of Intent 2.1 The scope of this policy includes passenger lifts and other housing owned lifting equipment (e.g. vertical (‘through-floor’) lifts). At the time of policy approval there are 42 Passenger Lifts and 1 Vertical (Through-Floor) Lift within the HRA housing stock. Within Renfrewshire Council all other lifting equipment aids and adaptations are supplied and owned by Renfrewshire Council Social Work Services who are responsible for installation, maintenance and inspection. 2.2 Renfrewshire will comply with all current and relevant legislation and specifically as detailed in the following: LOLER (Lifting Operation and Lifting Equipment Regulations) 1998. The Health & Safety at Work Act 1974. The Management of Health & Safety at Work Regulations 1999. Approved Code of Practice L113 (Second Edition 2014, amended 2018) Safe Use of Lifting Equipment PUWER (Provision and Use of Work Equipment Regulations) 1998 Approved Code of Practice L22 (Fourth Edition 2014, amended 2018) Safe Use of Work Equipment. The Housing (Scotland) Act 1987, 2001, 2010 and 2014 Page 177 of 254
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Housing Landlord Compliance Strategy - Appendix 6 – Lift Safety Policy 4 Building (Scotland) Regulations. 2.3 PUWER and LOLER apply in workplaces and non-workplace communal parts that may be used by workers. They may also apply in properties that contain equipment used by people in a work capacity. Renfrewshire Council will assess each situation within individual dwellings to determine if it is classified as a workplace. 2.4 Renfrewshire also acknowledges its obligations under the Health and Safety at Work Act (HASAWA) 1974. Which has general duty to ensure, (so far is reasonably practicable) the health & safety and welfare of employees and others (tenants, visitors, contractors and members of the public). 2.5 In addition, landlords and providers of social housing must meet the requirements of the Scottish Housing Regulator’s (SHR) regulatory standards. 2.6 It is essential to ensure customers, tenants, residents, employees, contractors and visitors remain safe in Renfrewshire’s premises (both individual homes and offices). Failure to properly discharge our statutory, legal or regulatory responsibilities may result in: Prosecution by the Health and Safety Executive under HASAWA 1974. Prosecution under Corporate Manslaughter and Corporate Homicide Act 2007. SHR’s scrutiny and potential determination of a breach of Regulatory Standards and serious detriment having been caused/potentially caused). Reputational damage. Loss of confidence by stakeholders in the organisation. 3. Policy In order to comply with statutory, legislative and regulatory standards and obligations, and to ensure the safety of our customers, tenants, residents, employees, contractors and visitors to our properties, Renfrewshire Council will: 3.1 Process Provide clear lines of responsibility for the management of lift safety supported by written guidance in the Lift Safety Management Plan. Page 178 of 254
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Housing Landlord Compliance Strategy - Appendix 6 – Lift Safety Policy 5 Ensure that a clear and consistent process including front-line engagement and enforcement is in place to obtain access to properties to undertake lift safety checks, which shall include legal action when required. Assess available data for relevant information about the customer to help gain access (disability, vulnerability, local connections, etc.). 3.2 Delivery Ensure a thorough examination is undertaken, where applicable, to all lifts and all its associated equipment by a competent person. Regulations stipulate that the thorough examination will be undertaken at no more than 6-monthly intervals for lifts that carry people. Thorough examinations will be undertaken throughout the lifetime of the equipment, as follows. o Before use for the first time. o After assembly and before use at each location. o Regularly, while in service. o Following exceptional circumstances (damage or failure/major changes etc.). Ensure the thorough examination report contains information compliant with LOLER Schedule1. Undertake supplementary testing in accordance with the Safety Assessment Federation (SAfed) Guidance if requested by the Competent Person. Thorough examination duties notwithstanding, ensure all equipment is maintained for the continued safety of staff, customers, contractors and visitors and that it remains in a state of good repair. The frequency and nature of maintenance will be based on a risk assessment which considers the following. o The manufacturer's recommendations. o The intensity of use. o The operating environment (e.g. the effect of temperature, corrosion, weathering), user knowledge and experience. o The risk to health and safety from reasonably foreseeable failure or malfunction. Page 179 of 254
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Housing Landlord Compliance Strategy - Appendix 6 – Lift Safety Policy 6 New passenger lifts will be installed in accordance with the BS EN 81 Series of Standards (81-20 and 81-50) and the Equality Act 2010 and as amended. 3.3 Contractors Competency For all thorough examinations and supplementary testing, use companies that are UKAS Accredited to ISO/IEC17020 Standard. Ensure that all lifting equipment works will be undertaken by trained and competent contractors with appropriate practical and theoretical knowledge and experience of the lifting equipment and have an element of independence and impartiality. Use Lift and Escalator Industry Association (LEIA) affiliated contractors for all repairs, servicing and new installations. Carry out an assessment of all contractor competencies annually or at change of contract/contractor, as detailed within the Lift Safety Management Plan. 3.4 Internal Competency Maintain a skills/training matrix, through the Individual Development Plan (IDP) process, to ensure that all staff undertaking key roles within the scope of this policy have appropriate training. 3.5 Data Maintain a master database of all properties where Renfrewshire Council have a responsibility to provide lift safety checks and maintenance. For each relevant property, record and maintain up to date data confirming which lifting systems and appliances within the scope of this policy exist and the organisation’s associated responsibility. Where a requirement exists hold data and certification as defined within the legislation, which is generally for the lifetime of the system/equipment. Hold lift safety maintenance records electronically in the master database (OHMS) or in another appropriate file system by the relevant operational department (to be specifically identified in the Lift Safety Management Plan), with other housing landlord compliance records. There may be instances where a hard copy is kept on site, and these will be detailed again in the Lift Safety Management Plan. Page 180 of 254
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Housing Landlord Compliance Strategy - Appendix 6 – Lift Safety Policy 7 Where a requirement does not exist hold appropriate evidence. 3.6 Assurance Ensure that all persons involved with lift safety are properly trained and accredited. Carry out works-based quality assurance/quality control (QA/QC) activity including checks on certification and post-inspection of on-site works to the level stated within the Lift Safety Management Plan. A proportion of such checks will be carried out by an Independent 3rd Party. Our appointed lift maintenance contractor conducts monthly inspections of lifting equipment and attends to call outs where applicable. HSB conduct six monthly insurance inspections of lifting equipment. Housing Services review reporting metrics KPI’S, Repairs & Maintenance, & Statutory compliance. Set a timetable for the review of the Lift Safety Policy and the associated Lift Safety Management Plan. 3.7 Communication Encourage customers, through the provision of publicity information, to allow access to carry out lift safety checks, inspections and remedial works. 4. Implementation 4.1 This policy will be effective from the date of approval by the Communities and Housing Policy Board. 4.2 The policy will be uploaded to Renfrewshire Council website. 4.3 This policy should also be read in conjunction with the Housing Landlord Compliance Strategy and Lift Safety Management Plan. 4.4 There will be training provided for staff involved with the operational delivery and implementation of the housing landlord compliance requirements and obligations in respect to lift safety detailed within this policy. 5. Consultation 5.1 This policy is based on statutory, legislative and regulatory requirements and as such consultation with customers has not taken place. There has been consultation with internal teams within Renfrewshire Council. Page 181 of 254
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Housing Landlord Compliance Strategy - Appendix 6 – Lift Safety Policy 8 6. Equality Analysis (EIA) 6.1 We believe all people should be treated with dignity and respect regardless of their: - Age, Disability, Gender Gender reassignment, Race, Religion and belief, Pregnancy and maternity Marriage and civil partnership Sexual orientation or by association with someone with any of these characteristics or perception of having any of these characteristics. 6.2 An Equalities Impact Assessment was undertaken to identify the likely or actual effects of this policy. This includes identifying where there will be a positive impact and further opportunities to further promote equality. Where there are any potential negative impacts identified, we have identified actions required to eliminate or mitigate these negative impacts. 7. Monitoring Performance 7.1 The following Key Performance Indicators (KPIs) will be reported: % of Passenger Lift LOLER Inspections (against the stated Total Landlord Requirement) completed on time. % of overdue Passenger Lift LOLER Inspections. % of Vertical Lift Service Inspections (against the stated Total Landlord Requirement) completed. % of overdue Vertical Lift Service Inspections completed. 7.2 Commentary will be provided for any installations out of date to include the date they became overdue, days overdue, and their position within the access legal process to bring them back into a compliant position. Commentary will also be provided if any installations have outstanding overdue actions or are out of use. Additional context commentary will also include information on the proportion of activities within the reporting period that were undertaken before and after their due date. 7.3 A detailed PI suite will be defined within the Lift Safety Management Plan. 7.4 The following Quality Assurance (QA) activity will be undertaken and reported in line with the Lift Safety Management Plan: Page 182 of 254
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Housing Landlord Compliance Strategy - Appendix 6 – Lift Safety Policy 9 Internal audit. Strategic review. 3rd party assurance. 8. Policy Review 8.1 This policy will be reviewed every 36 months or earlier if deemed necessary though the performance monitoring process. 9. Amendment Log/Version Control 9.1 Revision Detail/Record: Date of Revision: Record of Amendments: Reason for Revision: By Whom: Name and Title 31/3/25 Minor amendments held on file. External review SHSN – External review Page 183 of 254
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10 Environment, Housing and Infrastructure Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR Page 184 of 254
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___________________________________________________________________ To: Communities and Housing Policy Board On: 13 May 2025 ___________________________________________________________________ Report by: Director of Environment, Housing & Infrastructure ___________________________________________________________________ Heading: Homelessness & Housing Support – 2024-25 ___________________________________________________________________ 1. Summary 1.1 This report provides the Policy Board with a summary of the homeless and housing support pressures across Renfrewshire during 2024/25 and the measures that have been taken to address the increase in homelessness in recent years and the associated increase in demand for housing support. 1.2 An update on progress with the implementation of the Rapid Rehousing Transition Plan for Renfrewshire (RRTP), and the Scottish Government funding which has been received to assist with its implementation is also provided, along with a summary of performance in key areas and the issues / challenges that are likely to be faced this year. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the continuing local and national pressures that have led to the increase in homeless applications and demand for housing support and the impacts these increases are currently having and may have in the future. 2.2 Note the measures being taken by the Council and partners to mitigate the impacts of these pressures. _________________________________________________________ Item 10 CHPB130525 Page 185 of 254
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3. Background 3.1 As previously reported to the Policy Board, 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 annual number of applications in both 2023/24 and 2024/25 exceeding 1,000 as set out in Table 1, below: Table 1 – annual number of homeless applications Year Total annual number of homeless applications in Renfrewshire 2024/25 1027 2023/24 1026 2022/23 935 2021/22 909 2020/21 834 2019/20 874 2018/19 849 2017/18 860 2016/17 777 2015/16 843 2014/15 838 3.3 The Policy Board has been provided with regular updates throughout the past two years, which have detailed the reasons behind the increase in homelessness and the more recent social 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 various migration and asylum humanitarian programmes, a general slowing down in the turnover rate of social rented housing particularly in some RSLs, pressures in the private rented sector and the impact in Renfrewshire since the suspension of the ‘local connection’ criteria for homeless applicants in December 2022. 3.4 Whilst the number of homeless applications has steadily increased, the most common reasons given for becoming homeless remain the same, which are ‘asked to leave’ and ‘relationship breakdown (non-violent)’ which together account for over half of all applications in Renfrewshire. Page 186 of 254
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3.5 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. 3.6 Renfrewshire continues to experience higher levels of homelessness and demand for housing support in line with this national trend, and it is clear that our Homeless and Housing Support Services and partners will continue to face significant challenges in providing both temporary and permanent accommodation for everyone in housing need on a timely basis, and providing the support they require, in line with our statutory duties. 3.7 This mirrors the national picture with the Scottish Government’s declaration of a National Housing Emergency in May 2024, and 13 local authorities who have declared local housing emergencies. Whilst the challenges are significant and are likely to remain so, 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, which are covered within this report. 4. Lets to those who are homeless 4.1 An increase in the number / proportion of general lets to those who are statutorily homeless by the Council and RSLs has been an important factor in recent years in meeting the needs of those who are statutorily homeless within a reasonable time and minimise the use of hotels / Bed & Breakfast as temporary accommodation. See table 2, below. Table 2 - number / proportion of lets via Group system to homeless applicants Year No. of Council lets to homeless % of Council general lets to homeless No. of RSL lets to homeless % of RSL general lets to homeless Total Council and RSL lets to homeless 2019/20 362 33 % 138 21 % 490 2020/21 245 49 % 164 32 % 409 2021/22 368 43 % 172 24 % 540 2022/23 316 41 % 169 26 % 485 2023/24 390 55 % 183 37 % 573 2024/25 451 52% 207 39 % 658 4.2 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. Page 187 of 254
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4.3 The total number of Council lets to homeless applicants in 2024/25 was 451, which is the highest number since our Rapid Rehousing Transition Plan was launched in 2019/20. 4.4 This strong focus on lets to homeless applicants has supported the effort to minimise both the use of hotels / B&B as a form of temporary accommodation and the length of time people are without settled accommodation. 4.5 Whilst the target of 55% of Council lets to homeless applicants in 2024/25 was not quite met, the increase in the number of actual lets from the Council from 362 in 2019/20 to 451 in 2024/25, and RSL lets from 138 in 2019/20 to 207 in 2024/25 has significantly helped to ensure those in housing need were provided with settled housing as early as possible. 4.6 This has helped to ensure that the average length of time to complete duty has remained at around 22 weeks, which has consistently been better than the national average. 4.7 The target of 55% for Council lets to homeless applicants has been retained for 2025/26 and will be monitored throughout the year. 5. Temporary accommodation 5.1 As would be expected, the demand for temporary accommodation has substantially increased in line with the increase in homeless applications, and as a response the stock of temporary accommodation has similarly been increased, as detailed in Table 3, below. Table 3 – temporary accommodation stock No. Temporary accommodation type Landlord No of flats – April 2019 No. of flats – April 2025 1 Individual furnished flats across Renfrewshire Renfrewshire Council 116 156 2 Staffed accommodation at Gallowhill and Thrushcraigs Renfrewshire Council 33 33 3 Individual furnished flats across Renfrewshire Various RSL’s 24 39 4 Supported accommodation Williamsburgh HA, Paisley HA, Sanctuary HA, Renfrewshire Council 53 53 TOTAL NUMBER OF FLATS 226 281 Page 188 of 254
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5.2 This planned increase in temporary accommodation has helped to ensure that the use of hotel / B&B as temporary accommodation has been minimised, and in particular has ensured that those homeless households with children are provided with furnished temporary accommodation in the community. Children living in temporary accommodation. 5.3 The most recently published Scottish Government statistics show that the number of children living in temporary accommodation in Renfrewshire at the end of September 2024 was 30, from across 20 different households. The figure for 31 March 2025 was 28 children across 16 households. 5.4 The same figure for September 2023 was 45 children living in temporary accommodation, which in itself was a reduction from the 60 children in temporary accommodation at the end of September 2022. 5.5 This reduction in the snapshot number of children staying in temporary accommodation between 2023 and 2024 is in comparison to a national increase of 5% in the same time period, and our reduction in the total number of children in temporary accommodation (which has always been low compared to other Councils) is despite the continuous high overall number of homeless applicants requiring temporary accommodation. Renfrewshire’s approach to ensuring the availability of good quality early housing options advice is helping many families prevent homelessness, which is reflected in the lower than average numbers of children in temporary accommodation compared to many other Councils. 5.6 One of the other key areas of media focus associated with this issue has been the number of children living in temporary accommodation which is hotel / B&B. Across Scotland, there were 420 children living in B&B accommodation on 30 Sept 2024, an increase from 130 in September 2023. 5.7 In Renfrewshire, we only ever use self-contained furnished flats as temporary accommodation for homeless households with children – no child is ever placed into a hotel/B&B. Rent charging policy for temporary accommodation 6.1 The introduction of the new rent charging policy from April 2025 was approved by the Policy Board in January 2025. This provides an updated framework that the Council can use for the charging of rent and service charges to homeless households for the provision of furnished accommodation. 6.2 The new policy will also assist the Council to meet the needs of those who have nowhere to stay whilst fully reflecting the increase in costs in recent years and help ensure rent and service charges for furnished temporary accommodation are set at an affordable level for all and allow the Council to continue to provide good quality furnished accommodation for those in housing need. Page 189 of 254
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6.3 The Policy Board will be provided with an annual update on performance relating to these new temporary accommodation charges. Impact of migration / resettlement programmes 7.1 As previously reported, Renfrewshire has a strong track record in terms of supporting people who have come to live and settle in the area through different humanitarian programmes or routes, such as the resettlement schemes for Syrian and Afghan nationals and those displaced from Ukraine. 7.2 The Council, HSCP and partners have all played key roles in supporting people who arrived in Renfrewshire over the last 3 years and there have now been a significant number of social rented tenancies provided to Ukrainian Displaced Persons by the Council and Registered Social Landlords as well as UDP households being supported to access private rented sector tenancies or to live with ‘hosts’. 7.3 The total number of UDP households living in the community, with a ‘host’ or in their own tenancy in Renfrewshire is now 217 households (505 individuals), and it is anticipated that moving forward there will be a demand for more accommodation from Scottish local authorities for those being resettled via the UK Government’s Afghanistan Resettlement Programme. 7.4 As regards those seeking asylum, more people are now being served with positive decisions whilst being accommodated in hotels across the UK, and whilst this is positive for the individuals concerned, this has led to an increase in the numbers of people then presenting as homeless and / or seeking support and who are entitled to be provided with temporary accommodation and the right to apply for a social rented tenancy. 7.5 There have been 74 homeless applications in Renfrewshire from former asylum seekers in the last 12 months - the annual number of applications for previous years had been in single figures. This figure includes those former asylum seekers who had been living in surrounding areas presenting as homeless in Renfrewshire, as is their right. Private rented sector 8.1 Measures which have been in place nationally to protect tenants living in the private rented sector (PRS) has initially limited the number of homeless applications from those leaving that sector over the last few years. 8.2 In late 2021, three frontline posts were temporarily established to enhance access to support, housing options advice, advocacy for tenants in the private rented sector and the enforcement of regulations related to private landlords. 8.3 The officers in these temporary roles have successfully built strong and effective connections across Council services, improving collaboration and information sharing between support services, housing options, advocacy, and enforcement teams. Page 190 of 254
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8.4 As a result, updated and more effective procedures and referral pathways have been implemented and are now well-integrated across Council services. 8.5 There are still two of these temporary posts still in place for 2025/26, after which it is anticipated that the responsibilities can be incorporated into the wider homeless and housing support teams as part of a ‘business as usual’ approach 9. Housing Support 9.1 The Housing Support service continues to experience high referral volumes, with 1,196 new referrals received during 2024/25 – an average of 100 per month. This represents a significant increase over the past few years. 9.2 The primary sources of referrals come from Homeless Services, local Housing Teams, Social Work and Addiction Services, Registered Social Landlords, Citizens Advice Bureau (CAB) and similar community advocacy services. 9.3 The Housing Support team is now supporting over 450 individuals at any one time, in temporary accommodation, their own tenancies or within the Private Rented Sector, with support being provided directly by the team or via commissioned specialist support providers. 9.4 The range of initiatives in collaboration with third-sector providers across Renfrewshire continues to expand, and includes: WRAP Service – Developed in partnership with Blue Triangle Housing Association to provide wraparound support in line with the Housing First model. Mental Health Support – commissioned via RAMH Tailored ‘floating’ support – Turning Point Scotland now provides flexible support based on low, medium, and high levels of need. Plans are in place to work with support provider(s) in 2025/26 to develop a pilot project that seeks to help those whose settled housing may be at risk due to issues with gambling. 9.5 A new initiative called MyLA (My Life Ahead) for individuals and families living in Renfrewshire whose daily lives were impacted by drug and alcohol use and who would benefit from support to sustain/access settled housing was launched in 2022 using funding from the Alcohol & Drug Commission Programme Board. MyLA provides enhanced housing support to some of the most complex, challenging, and vulnerable people within Renfrewshire, who can at times be hard to reach. Page 191 of 254
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The service has worked with partners across Renfrewshire including, Renfrewshire Health and Social Care Partnership, ADRS, RCA Trust, local and national housing providers as well as a broad range of voluntary organisations. Referrals were received directly from clients or from friends and family members of vulnerable people who are struggling in the community due to drugs and or alcohol. A’ Complex Cases Working Group’ was established with membership including representatives from Housing Support, Addictions Services, and Mental Health Services. This group is now well established and has become a highly effective example of partnership working developing staff knowledge and understanding of the challenges MyLA service users are facing. To date, 89 people have received support from the MyLA service, with strong evidence of service users reporting a reduction in alcohol and drug use, improved access to health care, reduction in anti-social behaviour complaints, improved income maximisation and reduction in rent arrears, which are all combining to help sustain the MyLA service users housing situation. Case Study 1 – CM “MyLA staff noticed that X’s injecting sites were abscessed and extremely inflamed. X was displaying a high temperature and had trouble breathing. MyLA worker advised CM to present at A&E immediately. CM refused to attend A&E and continued to be resistant however staff persevered highlighting the risks of further infection. X agreed to present at A&E and was diagnosed with Sepsis, a result of bad injecting practises. CM was admitted to hospital and was placed on a high dose of intravenous anti-biotics”. The MyLA service is currently the subject of an independent assessment / evaluation, and the lessons learned to date are being incorporated / mainstreamed within the Council’s Housing Support team. The Complex Cases Working Group that was established with key partners continues to review and agree actions to support those whose daily lives are impacted by drug and alcohol use and require support to help them sustain or access settled housing. 10. Rapid Rehousing Transition Plan for Renfrewshire 10.1 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 from 13 at any one time in 2019 to 87 by April 2025, as well as minimising the time those who are homeless have to spend in temporary accommodation, and supporting a stepped increase in the number of lets to homeless applicants from the Council and RSL’s. Page 192 of 254
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10.2 An announcement of further funding from the Scottish Government to support the delivery of RRTPs for a further year in 2025/26 is anticipated soon and is understood to be along the same lines as previous years. If, as expected, this level of funding is in line with that awarded in the previous six years, this will allow the continuation of established initiatives which have been detailed in previous Policy Board reports and are in line with the RRTP guidance: temporary frontline posts which focus on resettling homeless applicants transitioning from temporary accommodation to new tenancies, Upscaling and developing 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. 10.3 Statistics on homelessness performance across all Scottish local authorities in 2024/25 will not be published by the Scottish Government until later in 2025, however an initial internal analysis of key statistics for Renfrewshire indicates that: Renfrewshire experienced a 10% increase in homeless applications in 2023/24 against a 4% increase nationally, however the number of applications in 2024/25 has remained almost exactly the same as 2023/24. The average length of time spent in temporary accommodation for all homeless households in Renfrewshire in 2023/24 was 114 days, compared to a national average of 226 days. The figure for 2024/25 will not be published until later this year, however it is anticipated it will be much the same as the previous year. No households with children in Renfrewshire were placed in B&B accommodation. The average length of time for the Council to complete duties towards those who are statutorily homeless (the length of time people are homeless) was 22 weeks in 2024/5, again, no change from 2023/24. As highlighted in paragraph 4.5, the number of homeless households moving into a social housing tenancy in Renfrewshire increased from 573 in 2023/24, to 658 in 2024/25. A full report summarising all benchmarking information on homelessness will be provided to the Policy Board later this year once these are published by the Scottish Government. Page 193 of 254
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11. Housing (Scotland) Bill, 2024 11.1 A new Housing Bill was published by the Scottish Government in March 2024 which aims to, amongst other things, help prevent homelessness. 11.2 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 of them having nowhere to stay (currently, local authorities can consider homeless applications up to 2 months ahead of settled accommodation being likely to be lost). 11.3 There is a degree of concern that the provisions in the Bill may lead to an increase in referrals for help, advice, information and temporary accommodation to local authorities homeless teams, and the provisions are currently at Stage 2 of the scrutiny process at the Scottish Parliament to become an Act - 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. 11.4 A report on all the new duties will be provided to a future Policy Board meeting once the Bill becomes an Act. 12. Summary 12.1 The demand for homeless and housing support services remains high. Whilst there may appear to be the first signs that the recent regular annual increases in homeless applications have plateaued, the number of homeless applications in Renfrewshire in April was high, and this is something that will be closely monitored and reported on during 2025/26. 12.2 Whilst the performance of all Scottish local authorities on key indicators relating to homelessness is not published until later this year, the areas where it has been possible to provide comment on suggest that Renfrewshire will continue to generally compare well with other Scottish local authorities. 12.3 The increase in both the stock of temporary accommodation and number of lets to homeless applicants, along with the deployment of additional temporary frontline post have all helped considerably in ensuring that the Council and partners continue to respond positively and promptly to those in housing need during the current pressures on social rented housing across Scotland. Page 194 of 254
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12.4 Renfrewshire’s RRTP and the continued funding from the Scottish Government helps to ensure the continued strong focus on: providing suitable temporary accommodation, giving the support that’s needed to those who are homeless, and transitioning homeless applicants from temporary to settled accommodation as quickly as possible. 12.5 The Policy Board will continue to receive regular updates, particularly when national statistics are published, the Housing Bill becomes law, and the impacts of the new Housing Act in relation to homeless prevention become known. _________________________________________________________________ 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 and it is for noting only 8. Health & Safety – None. Page 195 of 254
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9. Procurement – None. 10. Risk - None. 11. Privacy Impact - None. 12. Climate Risk – None. 13. Children’s Rights – None. 14. Cosla Policy Position – None. _______________________________________________________ List of Background Papers (a) Background paper 1 ‘Homelessness in Renfrewshire and Review of Rapid Rehousing Transition Plan’ Communities &Housing Policy Board on 29 October 2024 (b) Background paper 2 ‘Homelessness in Renfrewshire – Update ’Communities &Housing Policy Board on 21 May. 2024. (c) Background paper 3 ‘Homelessness in Renfrewshire – Update ’Communities & Housing Policy Board on 16 January 2024. (d) Background paper 4 ‘RRTP and Homelessness Update’, Communities & Housing Board on 25 October 2022. (e) Background paper 5 ‘ Homelessness Update’ Communities, Housing & Planning Policy Board on 15 March 2022. (f) Background paper 6 ‘Rapid Rehousing Transition Plan and Homelessness Update’ Communities, Housing & Planning Policy Board on 17 August, 2021. (g) Background Paper 7 ‘Rapid Rehousing Transition Plan – funding update’ Communities, Housing & Planning Policy Board on 19 January 2021. ___________________________________________________________________ Author: Tom Irvine, Homeless & Housing Support Services Manager. Tom.irvine@renfrewshire.gov.uk Page 196 of 254
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___________________________________________________________________ To: Communities and Housing Policy Board On: 13 May 2025 ___________________________________________________________________ Report by: Director of Environment, Housing, and Infrastructure ___________________________________________________________________ Heading: Housing Asset and Investment Programme 2024/25 Update ___________________________________________________________________ 1. Summary 1.1 The Housing Revenue Account (HRA) Capital Investment Plan is approved each year by the Council and sets out a range of investment programmes for our housing assets. 1.2 Renfrewshire Council’s Housing Asset and Investment Team is responsible for the implementation and management of the Housing Asset Management Strategy and the delivery of housing capital investment projects throughout Renfrewshire. 1.3 In April 2024 a Housing Asset and Investment Programme Board was established to provide strategic oversight, governance and scrutiny, ensuring programme objectives align with corporate initiatives and housing investment works comply with the relevant legislative and regulatory standards for social housing. 1.4 The policy board are provided with regular updates on the capital investment programme in the service update reports throughout the course of the year. This report is the first annual report which provides an overview of the projects delivered within the housing asset and investment programme in 2024/25 and also provides information around the governance structure in place with regards to officer membership and reporting methods for the Programme Board. 1.5 The report also outlines the plans for the 2025/26 investment programme. 1.6 Appendix A provides some photos of completed works. Item 11 CHPB130525 Page 197 of 254
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___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Notes the progress made in the housing asset and investment programme 2024/2025. 2.2 Notes the establishment of the Housing Asset and Investment Programme Board and the associated governance structure that has been put in place. 2.3 Notes the proposed plans for the 2025/26 housing asset and investment programme. ___________________________________________________________________ 3. Background Programme Governance 3.1 The HRA Capital Investment Plan is approved by the Council each year as part of the annual budget and rent level setting process. Significant amounts of expenditure are set out within the capital plan, both for new build housing and investment in existing housing stock. 3.2 Financial monitoring of the capital plan is reported to the policy board throughout the year and the board also receives an annual update on the Housing-Led Regeneration and Renewal Programme, as well as regular updates within the service update report throughout the year. 3.3 It was recognised that the significant level of investment in our existing housing stock, which has increased in recent years, and which will continue at similar high levels in the future, required a governance and reporting structure similar to that which was already in place for the Regeneration and Renewal programme. 4. Housing Asset and Investment Programme Governance 4.1 Renfrewshire Council’s Housing Asset and Investment Programme Board was established in April 2024 to oversee the performance and delivery of the Housing Asset Management Strategy and investment projects within the Housing Revenue Account (HRA) capital investment portfolio. Although still in its early stages, the board provides a central governance structure to guide investment decisions and monitor programme delivery. As it matures, the programme board will take on an expanded remit to incorporate other aspects of the Housing Capital Programme. 4.2 A structured framework has been established that defines decision making authority, accountability and oversight of the Housing Asset and Investment Programme chaired by the Director of Environment, Housing and Infrastructure and comprising of Chief Officers and Senior Officers. Clear roles and responsibilities are assigned across the project team and regular governance reviews, risk management and performance monitoring are embedded within each project. Page 198 of 254
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It should be recognised that the Housing Asset and Investment Team are also responsible for the delivery of regeneration projects in existing housing stock within the designated regeneration areas, and these are governed by the Regeneration and Renewal Programme Board. 4.3 The governance structure incorporates thematic groups, bringing together representatives from various council departments, serving as a collaborative forum designed to facilitate and promote discussion. The housing asset management thematic group’s primary role is to ensure that all relevant perspectives, expertise, and resources are considered in the planning and implementation of improvements A mixed tenure block thematic group was established by the Housing-led Regeneration and Renewal Programme Board and due to the shared interest in this area, it is now a joint thematic group. 4.4 There are currently three key housing investment programme workstreams which are reviewed by the programme board: External Housing Investment Internal Housing Investment Investment in High-Rise Blocks 4.5 This annual report presents an overview of the progress and performance of the Housing Asset and Investment Programme for 2024/25 and an outline of the plans for the 2025/26. Page 199 of 254
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The programme continues to focus on enhancing the external fabric of properties, improving energy efficiency and extending the lifespan of Renfrewshire Council’s homes, in addition to ensuring internal components are modernised and continue to meet regulatory standards. Appendix 1 of this report contains photographs of some examples of works which have been completed over the course of the last year. 5. 2024/25 Housing Investment Programme Progress Summary: 5.1 The HRA Budget and Rent Level paper approved by the Council on 29th Feb 2024 set out the following targets for housing investment in 2024/25. External Fabric Upgrade 700 properties Kitchen, bathroom & rewiring replacement 220 properties Heating Renewals 300 properties 5.2 External Housing Investment The external housing investment programme continues to focus on improving energy efficiency across Renfrewshire homes with the installation of External Wall Insulation (EWI) that reduces heat loss and lower carbon emissions, contributing to the national Net-Zero ambitions set out by the Scottish Government. Properties within Renfrewshire have received EWI that aligns with the Scottish Governments Energy Efficiency Standard for Social Housing (EESSH) and Scottish Housing Quality Standard (SHQS) . This programme also involves essential works that may include all or some of the following’ roof and gutter replacement, replacement rendering, solar PV, loft insulation and common windows and doors. ECD Architects were appointed in May 2022 as a multi-disciplinary design team responsible for the design and specification of retrofit and regeneration works for the Housing Asset and Investment Programme. They have responsibility for submitting building warrant applications to ensure that work specifications and drawings meet required building standards. From April 2024 to March 2025, the external investment, retrofit works programme has successfully delivered the work elements in the below number of properties across Renfrewshire. Page 200 of 254
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Main Works – Retrofit Programme 24/25 Upgrade Element Johnstone & Villages Paisley Renfrew Council Owner Council Owner Council Owner External Wall Standard Render 6 6 3 1 6 2 Cavity Wall InsulaƟon (CWI) & Solar PV 9 External Wall InsulaƟon (EWI) Only 44 12 3 7 EWI full envelope & chimney removal 20 14 EWI full envelope & chimney render 33 31 14 10 8 6 EWI full envelope & chimney render, Including Common Windows and Doors 1 1 4 4 EWI full envelope & chimney render, PV, Including Common Windows and Doors 2 2 EWI Full envelope, PV & chimney removal 17 2 8 1 EWI Full envelope, PV & chimney removal, Including Common Windows and Doors 22 2 8 28 EWI Full Envelope, PV & chimney render 3 1 EWI full envelope, PV & Including Common Windows and Doors 2 2 EWI Full envelope, PV & Comm windows, stair wall removal and rebuild 8 Roof Only 1 3 Total: 146 69 50 25 52 11 Total Council Properties Benefited from Upgrades 248 Total Owner Properties Benefited from Upgrades 105 Total Benefited Properties 353 Page 201 of 254
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A separate programme of investment was also delivered to properties which required a reduced number of external fabric measures including the installation of windows, Solar PV and loft insulation. From April 2024 to March 2025, the external windows, solar PV and loft insulation programme has successfully completed various combinations of the following elements in the properties listed below. Window Replacement/Solar PV/Loft Insulation Programme 24/25 Investment Area Upgrade Element: Windows Upgrade Element: Loft Insulation Upgrade Element: Solar PV Johnstone & Villages 211 120 235 Paisley North 21 1 7 Gallowhill 33 4 18 Paisley South 181 35 86 Renfrew 19 15 21 Total: 465 175 367 Total upgrades complete: 1007 Total No of Properties Benefited from Upgrades 568 5.3 Internal Housing Investment Internal investment in Renfrewshire’s housing stock includes the replacement of kitchens, bathrooms, heating systems and electrical rewiring where required. Kitchen, bathroom, heating replacements and rewires have been carried out by Building Services and external appointed contractors on a reactive basis through the void works programme and other adhoc reactive works including as a result of fire damage, rotworks or heating failures. The numbers carried out in 2024/25 through these work programmes are noted below: Upgrade Element: No of Upgrades: Kitchens 174 Bathrooms 104 Rewires 91 Gas Boiler only 64 Full GCH systems 249 Total upgrades complete: 682 Total Properties Benefited from Upgrades 449 Page 202 of 254
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In addition to this, Bell Group UK were appointed for one year in October 2024 to undertake internal housing investment works with property survey activities commencing in November 2024 and running concurrently with installs which started in January 2025. This project is anticipated to complete in September 2025 consisting of 179 new kitchens; 107 new bathrooms; 80 electrical rewire and 20 boiler replacements. Whilst this contact is in the early stages, there has been positive progress with 76 property surveys carried out and 18 properties completed to date. A small number of pilot projects for air source heat pumps have also been carried out with 3 installed in 2024/25. 5.4 Contractor Performance The Housing Asset and Investment Programme Board recognise the need for effective management of contractors involved in the programme’s delivery. Each contract is managed by the Housing Asset & Investment Team in conjunction with procurement and performance is reported to the Project Board. The inclusion of key performance indicators enables the assessment of contractor performance against clearly defined standards, ensuring works are delivered on time, within budget and to the expected quality. Community benefits are also monitored to ensure social value and support economic growth within Renfrewshire including job creation job opportunities. Contractor performance meetings are held quarterly, attended by senior officers and contractor stakeholders to assess contractor performance. Tenant and resident satisfaction is a key measure in determining the success of the external programme. The project team are committed to a resident focussed approach, collaborating with tenants and owners in identifying potential areas of improvement and encouraging feedback on contractor performance. This is conducted through dedicated Liaison Officer resources within the housing investment team. Regular on-site visits by Clerk of Works and Liaison Officer staff ensure that residents are fully informed, supported and engaged throughout the duration of the improvement works. From April 2024 to March 2025, levels of tenant satisfaction associated with the external improvement works carried out by the MP Group continue to be high with a cumulative 92% overall satisfaction score. 6. 2025/26 Housing Investment Programme 6.1 External Investment Programme MP Group UK Limited were appointed in July 2022 to support the delivery of the external programme and are now entering the final year of their contract. Officers are currently working with procurement colleagues to consider the best method of procuring contractors for future programmes of work to ensure continuity of programme delivery and to take account of the scale of work which is planned for the coming years. Page 203 of 254
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The external investment programme will continue in 2025/26 with a target of 500 properties for improvements. Some of these improvements will be in the housing-led regeneration areas. The Housing Asset and Investment Team are responsible for the delivery of housing investment works across the entire housing estate including within the £100m ten-year housing-led regeneration and renewal programme. Within the eight regeneration areas across Paisley, Renfrew and Johnstone, improvement works to council and owner occupier homes are in various stages of progress. Design works have been completed for the majority of projects and works have commenced in Auchentorlie and Seedhill areas. A more detailed report of progress will be included in the housing-led regeneration and renewal annual report due in August this year. A programme of window replacement to council housing will also commence in the regeneration areas during 2025/26. 6.2 Internal Investment Programme The internal investment programme will continue in 2025/26 with the following targets: Kitchen, bathroom and rewiring – 600 properties Heating Renewals – 750 properties Delivery of the internal housing investment programme will be a combination of in-house and contractor support, with Building Services delivering 720 boiler replacements and 360 kitchen installations annually. This work is due to commence in quarter 2 of 2025. Additional tenders are in preparation, one to appoint a contractor to deliver a further 3000 kitchens, bathroom, rewire installations and the other to deliver a further 3400 full heating installs and 1200 boiler installs by 2030. 6.3 Installation of Ground Source Heat Pumps Funding has been confirmed from Scotland's Heat Network Fund (SHNF) in April 2024 to support the removal of gas from the blocks at Gallowhill and Glencairn Court and replace this with a ground source heating system. This project will commence in 2025 and is expected to take 12 months to complete. It is anticipated that engagement with tenants in this block will commence in May 2025. 6.4 Multi-storey Retrofit Project Renfrewshire Council has fourteen high rise blocks. A review of the repairs/maintenance and improvements required at these blocks is currently underway. Page 204 of 254
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The asset management thematic group is established and is currently focussed on agreeing the specification of works required to these blocks both internally and externally. Elements to be considered for maintenance or replacement are windows, external cladding, roofing, electrical installations and fire compliance elements as well as communal area improvements. The approved HRA budget includes an allowance of £28.5m for investment in high rise properties and the thematic group will review the investment requirements for each of the blocks. Work is underway with procurement colleagues to seek to appoint an experienced contractor to progress works at these multi storey blocks during 2026. 7. Housing Asset Management Strategy 7.1 The Housing Asset Management Strategy is currently being reviewed and will be brought to a future meeting of this board in due course. 7.2 This will set out an effective strategy for managing housing assets, the strategy will ensure that decisions relating to management and investment in the housing stock are based on sound principles which take account of stock condition, sustainability and value for money. 7.3 The Housing Asset Management Strategy will have an associated action plan which will be monitored, and updates reported within future annual Housing and Asset Investment reports to Board. __________________________________________________________________ Implications of the Report 1. Financial – Costs are met from HRA capital budget. 2. HR & Organisational Development – None. 3. Community/Council Planning – Our Renfrewshire is safe – ensuring tenants have a safe place to live. To manage risk to for staff, contractors or members of the public within council housing properties. 4. Legal – None. 5. Property/Assets – Ensuring assets are modernised and meet legislative and regulatory standards. 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. Page 205 of 254
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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 - Risk is monitored at project and programme board level. 11. Privacy Impact – None. 12. COSLA Policy Position – None. 13. Climate Risk – None. 14. Children’s Rights – None. ___________________________________________________________________ List of Background Papers None. ___________________________________________________________________ Author: Karen Sillars, Housing Asset & Investment Manager Email: karen.sillars@renfrewshire.gov.uk Page 206 of 254
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Housing Asset and Investment Programme : External & Internal Completions Gallery Sample 2025 Page 207 of 254
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Before and after of External Wall Insulation (Full envelope) and Solar PV -House Upgrade. Before Before After After Page 208 of 254
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Before and after of External Wall Insulation (Full envelope) Solar PV and Chimney Removal –Block Upgrade. Before After Before After Page 209 of 254
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Before and after of External Wall Insulation (Full envelope) and Chimney Render Block Upgrade. Finished example of External Wall Insulation (Full envelope) Solar PV, and Chimney -Block Upgrade.Before After Before and after of External Wall Insulation (Full envelope) Solar PV, and Chimney -Block Upgrade. Before After Page 210 of 254
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Before and after of External Wall Insulation (Full envelope) Solar PV and Chimney Removal –Block Upgrade. Before After Before After Page 211 of 254
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Finished example of External Wall Insulation (Full envelope) Solar PV, Chimney Removal and Windows replaced –House Upgrade. Page 212 of 254
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Finished example of Internal Kitchen, Rewire and heating upgrades. Page 213 of 254
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___________________________________________________________________ To: Communities and Housing Policy Board On: 13 May 2025 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Housing Revenue Account (HRA) Acquisitions and Disposals Update ___________________________________________________________________ 1. Summary 1.1 This Policy Board has previously approved a number of reports setting out policies in relation to both the disposal and acquisition of properties held on the Housing Revenue Account. 1.2 This is the first instance of a new annual report providing an update on progress on acquisition and disposal of properties held under the Housing Revenue Account. 1.3 The report also sets out a proposed amendment to the Council’s Acquisition Scheme for Private Housing for the Policy Board’s consideration. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the progress made to date in the acquisition and disposal of properties held under the Housing Revenue Account. 2.2 Note that further updates on this topic will be provided on an annual basis. 2.3 Approves the amendment to the Council’s Acquisition Policy for Private Housing to authorise the voluntary acquisition of privately-owned properties from landlords with a tenant in situ outlined in Section 4 of this report. _________________________________________________________ Item 12 CHPB130525 Page 215 of 254
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3. Background 3.1 The Housing and Community Safety Policy Board on 13 May 2014 approved the ‘Single Council Dwellings in Larger Common Blocks’ policy. An amended policy was approved by this Policy Board on 16 August 2022. The purpose of this policy is to identify blocks where the Council has a minority ownership interest and accordingly will encounter greater difficulties when seeking to bring forward improvement works for the benefit of its tenants due to a failure of a majority of private owners to consent to the works. 3.2 A number of properties that have become naturally vacant within blocks where the Council has a minority interest have been marketed for sale on the open market. A working group of officers has been established which reviews each of the last-in-the-block properties that become naturally vacant and makes recommendations to either invest, retain and relet or sell the property. The proceeds of these disposals are then reinvested, together with available Scottish Government grant finance, in the acquisition of additional residential properties within Renfrewshire that it is considered would meet a particular demand need or consolidate the Council’s ownership within mixed tenure blocks. 3.3 The purpose of this report is to provide the first annual update on the progress made on these disposals in line with the ‘Single Council Dwellings in Larger Common Blocks’ policy and acquisitions made in parallel as part of the Council’s Acquisition Policy, details of which are set out in paragraph 4.1 of this report. 3.4 Since the amended policy was approved in August 2022, 18 properties have been sold in accordance with the disposal policy at 31st March 2025. A breakdown of disposals by locality is contained in Table 1. Table 1 - Disposals by Neighbourhood Neighbourhood No. Properties Property Type/Size Paisley North 7 7 x 1 bed flats Paisley South 2 2 x 2 bed flats Renfrew 6 5 x 2 bed flats and 1 x 3 bed flat Johnstone 3 2 x 2 bed flats and 1 x 4 bed flat Total 18 3.5 Since the amended policy was approved in August 2022, 32 properties have been acquired in accordance with the acquisition policy at 31st March 2025. Acquisitions have been supported by grant finance and receipts from the proceeds of last in the block sales. A breakdown of these acquisitions by locality is contained in Table 2. Page 216 of 254
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Table 2 - Acquisitions by Neighbourhood Neighbourhood No. Properties Property Type/Size Paisley North 14 6 x 1 bed flats, 6 x 2 bed flats, 1 x 2 bed house, and 1 x 3 bed flat. Paisley South 6 4 x 1 bed flats, 1 x 2 bed flat, and 1 x 4 bed flat. Renfrew 3 2 x 1 bed flats, and 1 x 2 bed flat. Johnstone 9 5 x 1 bed flats, 3 x 2 bed flats, and 1 x 3 bed flat. Total 32 3.6 All potential buy backs are assessed prior to being approved for acquisition as to their suitability and any works required to bring them up to the relevant lettable standards. All sold properties are approved in advance for disposal by an officer working group. Properties identified for sale tend to be in blocks where the Council have been unable to reach owner agreement to proceed with larger investment programmes, where the Council have a lack of demand for the type, size or location of property or where the cost to deliver required investment does not demonstrate value for money. 3.7 The implementation of both policies has, to date, delivered a net increase in the number of lettable properties and has a positive impact in terms of addressing issues for investment and maintenance of properties by seeking to improve the tenure mix in blocks to achieve Council majority. 3.8 Further updates will be provided to the Policy Board annually on the progress of disposal of ‘last in the block’ properties and parallel acquisitions. 4. Acquisition Policy for Private Housing 4.1 The Communities, Housing and Planning Policy Board on 20 August 2019 approved the Acquisition Policy for Private Housing to be overseen by the then Director of Communities, Housing & Planning. The Communities and Housing Policy Board approved the extension of this policy on 16 August 2022 and 20 August 2024 respectively. 4.2 Scottish Government have extended the Affordable Housing Supply Programme to provide grant funding in certain limited circumstances where this meets a clear strategic purpose and where the tenant is at risk of homelessness for local authorities to acquire privately-owned properties from landlords with a tenant in situ. Page 217 of 254
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This marks a departure from the previous policy where grant funding would only be made available under this programme to acquire vacant properties that could immediately be added to the lettable stock. 4.3 It is proposed to extend the Council’s Acquisition Policy for Private Housing to permit the acquisition of privately owned properties with tenants in situ in limited circumstances where a property has been identified that otherwise meets the policy i.e. whilst not immediately vacant the property would, once vacated, meet identified needs and increase the supply of good quality Council housing in areas where there is need and recognised demand. 4.4 Following approval of this amendment to the Acquisition Policy for Private Housing, an update on the acquisition of privately owned properties with tenants in situ will also be provided as part of the annual report on Acquisition and Disposal of HRA Properties going forward. ___________________________________________________________________ Implications of the Report 1. Financial – Acquisitions are funded by proceeds of disposals and grant finance, any acquisition of a privately owned property including where a tenant is in situ would be subject to meeting the objectives of the Councils acquisition strategy and Scottish Government’s grant requirements. 2. HR & Organisational Development – None. 3. Community/Council Planning – Our Renfrewshire is well – Increasing Council ownership in mixed tenure blocks will increase the likelihood of energy efficiency measures being delivered which will bring about health benefits and energy savings to an increased number of tenants. Building strong, safe and resilient communities – The acquisition and Disposal strategy allows for effective management and future maintenance of Council properties where we are the full or majority owner. 4. Legal – Conveyancing required in relation to acquisition of private housing. Additional advice and assistance may be required in relation to conversing of private tenants becoming council tenants under the amended Acquisition Policy for Private Housing. 5. Property/Assets – the implementation of both policies as outlined in this report has to date led to a net increase in available lettable properties. All acquired properties are assessed prior to being approved for acquisition as to their suitability and any works required to bring them up to the relevant lettable standards. All sold properties are approved in advance for disposal by an officer working group. Page 218 of 254
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Properties identified for sale tend to be in blocks where the Council have been unable to reach owner agreement to proceed with larger investment programmes, where the Council have a lack of demand for the type, size or location of property or where the cost to deliver required investment is not considered value for money. 6. Information Technology – None. 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required, following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None 9. Procurement – Estate Agency services have been procured through a negotiated tender while a framework of providers is being developed. The current tender will lapse at the end of April 2025 and a new negotiated tender will be in place from 1st May for a period of 6 months. 10. Risk – There is a risk that some areas may experience a higher number of disposals to the number of acquisitions achievable on the open market in any given year. This will be monitored annually to ensure no adverse long-term impact on an overall neighbourhood’s stock basis. 11. Privacy Impact – None 12. Climate Risk - Investment in Council assets improves energy efficiency, reducing the Council’s carbon footprint and helping it towards the Net Zero by 2030 target. 13. Children’s Rights – None. 14. Cosla Policy Position – None. _______________________________________________________ List of Background Papers (a) Report to Housing and Community Safety Policy Board, 13 May 2014, ‘Single Council Dwellings in Larger Common Blocks’ (b) Report to Communities, Housing and Planning Policy Board, 20 August 2019, ‘Acquisition of Private Housing’ (c) Report to Communities and Housing Policy Board, 16 August 2022, ‘Last- in-the-block Sale and Acquisition Policy’ (d) Report to Communities and Housing Policy Board, 20 August 2024, ‘Housing-led Regeneration and Renewal Programme for Renfrewshire – Year 3 Update’ Page 219 of 254
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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 Jennifer Murdoch, Housing Regeneration Manager, 07811 053038, Jennifer.murdoch@renfrewshire.gov.uk ___________________________________________________________________ Author: Jennifer Murdoch, Housing Regeneration Manager Jennifer.murdoch@renfrewshire.gov.uk Page 220 of 254
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___________________________________________________________________ To: Communities and Housing Policy Board On: 13 May 2025 ___________________________________________________________________ Report by: Director of Environment, Housing & Infrastructure ___________________________________________________________________ Heading: Private Sector Housing Investment Programme 2025/26 ___________________________________________________________________ 1. Summary 1.1 On 27 February 2025 the Council approved a report entitled “Non-Housing Capital Investment Programme, Prudential Framework and Treasury Management Strategy 2025/26 – 2029/30 which includes funding provision for capital and revenue Private Sector Housing Grant (PSHG) expenditure for 2025/26. 1.2 Based on the Council budget approval and taking into account the most up to date expenditure projections, this report updates the programme requirements for the period 2025/26 to support owner participation on a range of programmes. 1.3 As noted by the Communities, Housing & Planning Policy Board on 12 March 2019, there are funds held in reserve to support owners involved in the Orchard Street Housing Renewal Area tenement refurbishment project and for future Housing Regeneration areas. This project has is now underway and Paisley Housing Association’s contractor is currently on site. 1.4 There is a requirement to manage the PSHG resources in a flexible manner in terms of the drawdown of funds, to reflect the timing of the settlement of final accounts associated with owners in the Housing Investment and Housing Regeneration Programmes. _____________________________________________________________ _ 2. Recommendations It is recommended that the Communities and Housing Policy Board: Item 13 CHPB130525 Page 221 of 254
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2.1 Approve the Private Sector Housing Grant Investment Programme for the period 2025/26 as set out in Appendix 1. _________________________________________________________ 3. Background 3.1 The private Sector Housing Grant supports a range of services to private sector owners. This includes Disabled Adaptation grants, support costs for Care & Repair Renfrewshire, support to homeowners involved in Council Housing Investment and Regeneration Programmes involving common works carried out as part of external works programmes. 3.2 Appendix 1 sets out the proposed programme for 2025/26 showing proposed expenditure of £1.1m. The key elements of the proposed programme currently are as follows: (i) Adaptation Grants (Assistance to older and disabled owners) The Council provides grant to assist owners with adaptations to make the dwelling suitable for a member of the household who is disabled. Responsibility for determining the strategy for support for disabled adaptations across all tenures (excluding Housing Associations) is the responsibility of Renfrewshire Health & Social Care Integration Joint Board. The Council is required by legislation to provide a minimum of 80% grant support to homeowners referred by HSCP, Occupational Therapy Services. Demand and cost for adaptations continues to put a strain on the available budget. An annual allowance of £550,000 to support the delivery of private sector adaptations has been included in the available grants budget for 2025/26. The Council, in conjunction with Health & Social Care will continue to monitor demand pressures on available grant during the year. Bridgewater Housing Association (Care & Repair Renfrewshire) were awarded the contract in April 2024 to manage private sector adaptations and small repairs services in Renfrewshire and East Renfrewshire Councils. An allowance of £240,000 is included within the budget for Renfrewshire’s costs associated with this contract. (ii) Housing Investment Programme Since achieving compliance with the Scottish Housing Quality Standard (SHQS) in April 2015, there has been an ongoing requirement to ensure our housing stock continues to be maintained. We are awaiting guidance from the Scottish Government on a new social housing net zero standard that will replace the second EESH2. The Housing Investment Programme is focused on common works in blocks of mixed ownership in regeneration and other areas and accordingly the PSHG programme will continue to support future external improvement works in mixed tenure blocks and offer grant to homeowners involved in these programmes. Page 222 of 254
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The programme has commenced works on the first of the eight regeneration areas during the past year and the Communities & Housing Policy Board approved a report on 7 March 2023 enhancing grant support to participating private owners in these areas. Energy efficiency grants also continue to be made available to eligible households through the Scottish Government’s EES: ABS (Home Energy Efficiency Programme Scotland) programme and the Energy Company Obligation (ECO) scheme. An update has previously been reported to Board on 20 August 2024. An allowance of £150,000 is proposed to support grants to homeowners during 2025/26. As noted within this report, uncertainties around the exact timing of projects and the application of grants to owners will require programme flexibility to be maintained with this and future years. (iii) Salaries Salaries for staff engaged on private sector investment within the Owner Services Team are funded through this budget. The annual allowance of £150,000 is included, reflecting the structure within the staff grouping responsible for delivery of the programme and including agreed pay settlements. The Private Sector Housing Grant also part funds the Council’s, More Homes Officer post. Private Sector Housing Grant is also funding one Energy Advocate post within the Council’s Energy Management Unit which provides information on non-Council grants and external loans to private homeowners. (iv) Support to Private Rented Sector/ Miscellaneous Fees An allowance of £10,000 is included to fund training events for private landlords undertaken in partnership with Landlord Accreditation Scotland. These funds also support membership of Scotland’s Housing Network and the Under One Roof organisations who provide online training and networking meetings for Council Officers. 3.3 The nature of the Private Sector Housing Investment Programme means that flexibility is required to adjust spend between projects during the financial year for a number of reasons, for example due to differences between the estimated and actual grant required once the test of resources is applied to individual owners, slippage In projects, difficulties securing the participation of some owners, increased demand for private sector adaptations to ensure that full spend is achieved and thus best use is made of the resource available. ___________________________________________________________________ Implications of the Report 1. Financial – The PSHG programme for 2025/26 totals £1.1million. 2. HR & Organisational Development – None. Page 223 of 254
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3. Community/Council Planning – Our Renfrewshire is thriving – the support offered to private owners will help improve housing conditions making Renfrewshire a great place to live. Our Renfrewshire is well – the support provided to older and disabled owners will help enable people to live healthier, for longer in their own homes. Reshaping our place, our economy and our future – investment in the refurbishment of housing stock will create jobs and contribute to the economy. 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. Cosla Policy Position – N/A 13. Climate Risk – Grant funding to private homeowners to support their participation in housing investment programme works will help improve energy efficiency in privately owned properties, which will contribute to residents using less energy, thus reducing emissions. 14. Children’s Rights – None. _______________________________________________________ Page 224 of 254
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List of Background Papers 1. Report to Communities & Housing Policy Board on 7 March 2023 – Proposed change to scheme of assistance in regeneration areas. 2. Report to Council on 27 February 2025 – Non-Housing Capital Investment Programme, Prudential Framework and Treasury Management Strategy and Capital Strategy 2025/26 – 2029/30. 3. Report to Housing & Community Safety Policy Board on 12 March 2019 – Private Sector Housing Investment Programme 2019/20. 4. Report to Communities & Housing Policy Board on 21 May 2024 – Scheme of Assistance for private owners and missing share pilot project. The foregoing background papers will be retained within Communities & 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 Barbara Morgan, Mixed Tenure Manager 07483 380797, barbara.morgan@renfrewshire.gov.uk ___________________________________________________________________ Author: Barbara Morgan, Mixed Tenure Manager Email: barbara.morgan@renfrewshire.gov.uk Page 225 of 254
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APPENDIX 1 PROPOSED PRIVATE SECTOR HOUSING PROGRAMME 2025/26 Category 2025/26 Adaptation Grants £550,000 Care & Repair – Revenue Support – Contracted £240,000 Capital Programmes – Owners Grants £150,000 Capitalised Salaries £150,000 Miscellaneous Costs (including support for the private rented sector) £10,000 Total £1,100,000 Page 226 of 254
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___________________________________________________________________ To: Communities and Housing Policy Board On: 13 May 2025 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Participatory Budgeting – “Tenants Decide” Fund ___________________________________________________________________ 1. Summary 1.1 The Housing Revenue Account Budget & Rent Levels 2025/26 to 2027/28 and Housing Capital Investment Plan 2025/26 to 2029/30 report approved by Council on 27th February 2025 included details of £600,000 additional investment that would be used to deliver improvements suggested and voted for by tenants in a similar way to the YouDecide campaign was delivered. 1.2 The YouDecide budget was dedicated to supporting projects that aligned with the strengths, needs, and aspirations of local communities, allowing residents to decide on infrastructure improvements they valued most. 1.3 This report sets out how the Tenants Decide fund will build on the success of the previous You Decide campaign and allow Council tenants to be more involved and help to decide how this fund is spent over the three financial years 2025/26 to 2027/28. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the content of this report. 2.2 Note that a further update will be provided to the next meeting of this Board on the outcome of consultation with the Tenant Scrutiny Panel and the development of the assessment criteria and selection process for the Tenants Decide Fund. Item 14 CHPB130525 Page 227 of 254
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2.3 Note that an annual update will be provided on the delivery of the Tenants Decide Fund and the projects proposed and approved for implementation each financial year. _________________________________________________________ 3. Background 3.1 It is well known that better community engagement and participation leads to the delivery of more responsive services as well as better outcomes for our communities. The principles of Participatory Budgeting (PB) are about addressing the needs within communities by allowing residents to have their say on how a percentage of a budget should be spent in their local area. 3.2 COSLA and Scottish Government have developed and agreed a framework on which to take forward participatory budgeting. The framework acts as an enabler for active participation of communities in local decision making and it establishes a shared expectation that elected members, senior officers and local communities will go beyond the current arrangements for consultation and engagement. A target of 1% of a local authority budget which has been set using participatory budgeting was agreed, however, this is simply a minimum. 3.3 On 27th February 2025 the Council approved £600,000 additional investment from the housing revenue account to be directed towards a Tenants Decide participatory budgeting programme to be established for Council tenants to decide how this funding from rental income would be spent. 3.4 The £600,000 funding has been split over the three financial years from 2025 to 2028, with £150,000 being made available in Year 1 (2025/26), £250,000 in Year 2 (2026/27) and £200,000 in Year 3 (2027/28). This budget allocation is in addition to other budgets available for routine repairs and maintenance, neighbourhood forum projects and other major investment and regeneration and newbuild programmes of work. 3.5 The principles of Participatory Budgeting (PB) are about addressing the needs within communities. #YouDecide was Renfrewshire Council’s flagship PB programme and was hailed as an exemplary Participatory Budgeting project by Scottish Government because it embodied all the principles of an excellent Participatory Budgeting process. A significant communications and marketing campaign took place to promote #YouDecide and as a result 87% of local people agreed that they had increased knowledge of participatory budgeting, with 81% of local people agreeing it was a good way for the Council to identify projects and allocate funding. 3.6 Learning from the success of #YouDecide and using the knowledge and experience gained through that process, it is proposed to build on this and create an exciting opportunity for Council tenants to have their views heard and to support them to influence expenditure in their own neighbourhoods through the ‘Tenants Decide’ programme. Page 228 of 254
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4. Tenants Decide Fund Proposals 4.1 An officer working group has been established across Housing Services and the Chief Executives Service to promote, implement and deliver the outcomes of the Tenants Decide Fund as suggested and voted for by tenants. The Tenant Scrutiny Panel will also play a key role in working with officers to develop the communications strategy and assessment criteria for the fund, which may include criterion as follows: Only Renfrewshire Council tenants can make suggestions and vote for improvements within their local housing area. Environmental improvement suggestions can only be considered for this fund where the land is held on the Housing Revenue Account (HRA). There may be scope for wider community projects to be taken forward in mixed tenure areas, where tenants suggest and vote for those proposals. 4.2 The process will be set out in three phases incorporating all Council tenants across each of the four local area housing teams of Johnstone & Villages, Paisley North, Paisley South and Renfrew & Gallowhill. Appendix 1 to this report provides further detail on the localities contained within and managed by each of the local area housing teams. The first phase of Tenants Decide will see Renfrewshire Council tenants invited to share their initial ideas for neighbourhood improvements, such as local infrastructure projects that would enhance environmental surroundings or other interesting or innovative ideas that they feel would be of benefit to themselves and their neighbours. In the next phase, this long list of projects will then be shortlisted against the criteria to be agreed with the Tenant Scrutiny Panel. The third phase will involve tenants being invited to vote on the projects that they would like to see delivered in their neighbourhood. 4.3 A number of improvement suggestions have been gathered from previous consultation events and from tenant conversations with local Housing Officers, this includes a small number of projects that could not be delivered as part of current forum budget but could now be considered as part of the Tenants Decide programme. 4.4 Council tenants will be encouraged to put forward proposals and make decisions on investments for neighbourhood improvements beyond those deliverable at a neighbourhood forum level, within their local areas through participatory budgeting. It is important that tenants feel they can make a difference in the local community by playing an active role in ensuring successful outcomes. Tenants will be asked to be imaginative and innovative when it comes to bringing forward potential projects for consideration and then encouraged to vote for those they would like to see delivered throughout the programme. Page 229 of 254
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4.5 Each neighbourhood area will have a launch event where tenants will be invited to have their say on what improvements they would like to see in their area. Not only will this give tenants a key role in the decision-making process around improving and enhancing their neighbourhood, it will also give Housing Services a better understanding of our tenants’ priorities. 4.6 Tenants Decide will be rolled out with the assistance of EngagementHQ, an online engagement platform which is available for use Council wide for anyone involved in public engagement activities. The platform can be used for public consultation projects, user and market research and internal staff surveys. The aim of this platform is to involve communities in how we shape and deliver our services. Officers will also work with colleagues across Council services to ensure Council Tenants are at the heart of this project with a highly visible communications and marketing strategy which makes it easy for tenants to engage, provide project suggestions and vote for improvements that they believe are needed in their area. 4.7 To support the expansion of the Housing Services community engagement efforts to deliver the Tenants Decide participatory budgeting project, a new 0.5FTE Development Officer post will be recruited within the Regeneration and Development team at a cost of £0.025m per year which will be met from the agreed budget. 4.8 In consultation with the Tenant Scrutiny Panel, the Tenants Decide assessment criteria and selection process will be fully developed and an update provided to the next meeting of the Policy Board. __________________________________________________________________ Implications of the Report 1. Financial – as detailed within the Report to Council on 27th February 2025 and as detailed below in HR and Organisational Development section. 2. HR & Organisational Development – To promote the benefits and successfully deliver the Tenants Decide Fund including reporting outcomes achieved over the three-year lifespan of this budget, it is proposed that a current part time Development Officer position within the Regeneration and Development Team will be enhanced to a full-time post. 3. Community/Council Planning – Our Renfrewshire is thriving – Listening to Council tenants and delivering environmental enhancements or other similar projects that allow them to better enjoy their areas and surrounding neighbourhoods. Working together to improve outcomes – Participatory Budgeting is a fantastic opportunity for tenants to see where they can be more involved, make recommendations and vote for improved outcomes for the area they represent. Page 230 of 254
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4. Legal – None. 5. Property/Assets – None. 6. Information Technology – The Tenants Decide fund will utilise existing ICT software such as the Councils website, email and i-text to allow tenants to review projects and vote for those they would like to see being taken forward within their communities. 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 – All reasonably practical steps will be taken to ensure the health, safety and welfare at work of employees and all other persons who may be affected by the projects taken forward by the Tenants Decide Fund. 9. Procurement – The procurement process for approved works will be progressed depending on the cost parameters and availability of appropriate delivery frameworks, with any substantial large-scale works programmed for delivery later in the 3-year programme. 10. Risk – there is a risk that tenant involvement is low to start with and that ideas take some time to come through to officers for consideration. A full marketing campaign is being established to reduce this risk. 11. Privacy Impact – none. 12. Climate Risk – none. 13. Children’s Rights – none. 14. Cosla Policy Position – The Scottish Government’s Programme for Government contains a commitment that by the end of this Parliamentary term, at least 1% of Local Authority Budgets will be covered by Community Choices budgeting such as that proposed for the “Tenants Decide” Fund. _______________________________________________________ List of Background Papers Council Report, 27th February 2025, Housing Revenue Account Budget & Rent Levels 2025/26 to 2027/28 and Housing Capital Investment Plan 2025/26 to 2029/30. Page 231 of 254
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Infrastructure, Land & Environment Policy Board, 24th March 2021, Infrastructure & Assets Community Investment Fund. The contact officer within the service is Jennifer Murdoch, Housing Regeneration Manager, 07811 053038, Jennifer.murdoch@renfrewshire.gov.uk ___________________________________________________________________ Author: Jennifer Murdoch, Jennifer.murdoch@renfrewshire.gov.uk Page 232 of 254
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Participatory Budgeting – “Tenants Decide” Fund Appendix 1 – Local Area Housing Teams Johnstone & Villages Johnstone Centre Johnstone West Johnstone Castle Lochwinnoch Linwood Elderslie Bridge of Weir Houston Kilbarchan Howwood Paisley North Paisley North Paisley East Ferguslie Park Paisley West George Street Hunterhill* Paisley South Paisley South Glenburn Foxbar Lochfield Dykebar Hunterhill* Renfrew & Gallowhill Renfrew Centre Renfrew Townhead Arkleston / Newmains Moorpark Kirklandneuk Inchinnan Bishopton Gallowhill * Paisley North and Paisley South areas both manage properties within the Hunterhill area. Page 233 of 254
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___________________________________________________________________ To: Communities and Housing Policy Board On: 13 May 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Community Funding Update ___________________________________________________________________ 1. Summary 1.1 A report is submitted to the Communities and Housing Policy Board each cycle which sets out officer recommendations in relation to a number of specific community funding mechanisms including the Sustainable Communities Fund and the Villages Investment Fund. An officer panel meets on a monthly basis to assess applications received in advance of this report being submitted. 1.2 As Elected Members will be aware, the guidance for both the Sustainable Communities Fund and Villages Investment Fund was updated over the winter period, and formally approved by the Leadership Board on 19 February 2025. During the intervening period, a small number of applications have been received and have been assessed in line with the guidance in place. Recommendations relating to these applications are set out in sections 4 and 5 for Elected Member consideration and summarised within Appendix 1 of this report. 1.3 Regular reports in relation to community funding applications will continue to be developed and submitted to the board for consideration. The next update to board will also include an update on some of the projects that have been funded through projects supported through these funding routes. Item 15 CHPB130525 Page 235 of 254
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2. Recommendations 2.1 It is recommended that members of the Board: • Approve the recommendations detailed in Sections 4 and 5 and summarised in Appendix 1 of this report, in relation to applications received to the Sustainable Communities Fund and Villages Investment Fund. 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. 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. 3.2 On 19 February 2025, revised guidance for both the Sustainable Communities Fund and Villages Investment Fund was approved by the Leadership Board. The funds were then reopened for applications, following the temporary pause that was introduced whilst the guidance was being reviewed. 3.3 The officer panel met during April 2025 to consider applications in relation to both the Sustainable Communities Fund and Villages Investment Fund with key recommendations set out in Sections 4 and 5 of this report. The officer panel will now meet on a monthly basis going forward. 4 Sustainable Communities Fund – Recommendations 4.1 The aim of the Sustainable Communities Fund is to support infrastructure and place-based projects across all areas of Renfrewshire which improve the lives of local people and build resilient communities. 4.2 In line with the revised guidance approved by the Leadership Board in February 2025, the Sustainable Communities Fund uses a tiered funding model to reflect different-sized community projects as well as the varying levels of support required at different stages of development as follows: Level of funding Overview Applications up to £9,999 Applications for both capital and revenue funding aimed at enabling small community projects to be undertaken, for example, the purchase of small pieces of equipment, Page 236 of 254
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community engagement initiatives, volunteer development programmes. Applications between £10,000 and £24,999 Applications for both capital and revenue funding focused primarily on costs to enhance community infrastructure, for example, feasibility studies, business/project plans for community asset transfer, and project management costs. Applications above £25,000 up to a max of £100,000 applications invited for capital costs only aimed at supporting communities that aspire to take ownership or redevelop land or buildings in their local communities. 4.3 A cross service officer panel met in April 2024 to assess 2 applications against the refreshed guidance. One of these applications, in relation to the Lighthouse project in Paisley, was previously deferred to allow for further development work to be undertaken with the organisation in relation to the project. 4.4 In summary the panel recommends that: • 1 application by the Life Church for £100,000 of funding in relation to the Lighthouse Project should continue to be deferred to gather final information requirements required by the panel to support assessment of the application; and • 1 further application for funding of £2,100 by Inchinnan Development Trust is not recommended for funding award. Inchinnan Development Trust received £24,725 funding from the Sustainable Communities Fund in January 2024 in relation to development costs for a synthetic pitch, and therefore is not eligible for further funding in line with the funding guidance. 4.5 The Sustainable Communities Fund currently has £450,877 of funding available for future allocation (£300,380 capital and £150,497 revenue). A small number of applications are in the pipeline for review by the officer panel, and recommendations will be brought to board as we move forward. 5. Villages Investment Fund 5.1 As outlined in Section 3, guidance for the Villages Investment Fund was also revised in the last few months, with the refreshed guidance being approved by the Leadership Board on 19 February 2025. A key driver of the review was to ensure the guidance was more closely aligned to that of the Sustainable Communities Fund and to strengthen the guidance and application process relating to this fund. 5.2 The aim of the Villages Investment Fund overall is to support infrastructure and place-based projects which support and strengthen the identity, heritage, Page 237 of 254
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uniqueness and integrity of villages across Renfrewshire. Supported projects should demonstrate tangible outcomes for communities. 5.3 In line with the guidance, projects should specifically have a core focus on: • Making physical and environmental improvements to villages across Renfrewshire • Promote sustainable community use of spaces across villages • Increasing levels of external funding being attracted into Renfrewshire to develop spaces and infrastructure across villages • Encouraging the development of new partnerships across villages 5.4 A tiered model of funding is in place as follows in relation to the Villages Investment Fund. Level of funding Overview Applications up to £1,999 This tier of funding is intended to support small scale revenue or capital projects which support the development of ideas, enable quick and visible change, encourage and kickstart community action and deliver visible physical improvements. Applications between £2,000 and £9,999 This tier of funding is intended to support sustainable physical improvements in physical places and infrastructure across villages, demonstrating clear evidence of community support Applications between £10,000 - £24,999 This tier of funding is intended to support larger scale projects which will deliver significant improvements to physical and places and infrastructure, which have secured community buy in and have levered, or have to plans to secure additional external funding or resources to the village. 5.5 Two applications were considered by the officer panel in April 2025 in relation to the Villages Investment Fund. In summary the panel recommends that: • 1 application by RSPB for £14,246 of funding to support investment in pond and play facilitates at their community facilities in Lochwinnoch is recommended for approval; and • 1 further application for funding of £1,680 by Inchinnan Development Trust to support Forest School activities is not recommended for funding award as this does not meet the criteria of the fund. Work will be undertaken to link the organisation to other funding sources within the Council and externally to support the future delivery of this programme of activities. 5.6 Prior to any recommendations being considered by the Board, £258,000 of funding is currently available to support future applications made through the Villages Investment Fund, which will broadly be split 60% capital/40% Page 238 of 254
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revenue. This includes additional funding of £50,000 which was allocated by the Council in its budget on 27 February 2025. Implications of the Report 1. Financial – Funding of £14,246 is recommended for approval this cycle from the Villages Investment Fund, as outlined in Appendix 1. 2. HR & Organisational Development – none. 3. Community/Council Planning – community funding 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 grant funds 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. 13. Childrens Rights – while there are no specific children’s rights implications associated with the recommendations, 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. Page 239 of 254
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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 240 of 254
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Appendix 1 – Sustainable Communities Fund DEFERRED APPLICATIONS Name of organisation Project description Tier Grant Application Amount Recommended Award Comments 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. Large £100,000 N/A Recommendation to defer to allow for further engagement and clarification on the application. Regular discussion has been taking place with the group, which has been very productive, however the size and scale of this application does require further ongoing engagement. APPLICATIONS NOT RECOMMENDED FOR AWARD Name of organisation Project description Tier Grant Application Amount Recommended award Comments Page 241 of 254
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Inchinnan Development Trust IDT is applying for funding to cover legal costs (£1,750+VAT) arising from the CAT of an area of land neighbouring community-owned Teucheen Wood. Small £2,100 n/a Not recommended for award as organisation has received funding from the SCF in relation to other projects which is not permitted within the guidance. Appendix 2 – Villages Improvement Fund APPLICATIONS RECOMMENDED FOR AWARD Name of organisation Project description Tier Grant Application Amount Recommended Award Comments RSPB The organisation is seeking funding to build and implement play and pond infrastructure at their local site in Lochwinnoch Middle £14,246 £14,246 APPLICATIONS NOT RECOMMENDED FOR AWARD Name of organisation Project description Tier Grant Application Amount Recommended award Comments Page 242 of 254
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Inchinnan Development Trust The organisation are seeking funding to support the delivery of Forest School activities in the local area for local families, groups and children Small £1680 n/a The application does not meet the criteria of the fund, however work will be undertaken to link the organisation to other funding sources which may be available to support the project. Page 243 of 254
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_________________________________________________________________________ To: Communities and Housing Policy Board On: 13 May 2025 _________________________________________________________________________ Report by: Chief Executive _________________________________________________________________________ Heading: Community Learning and Development - Six Monthly Update _________________________________________________________________________ 1. Summary 1.1 The Council’s Community Learning and Development team delivers a range of services across Renfrewshire which aim to improve outcomes for local people and communities. These services are a core element of the work of our local Community Learning and Development Partnership, and in delivering on the priorities which are set out in our Community Learning and Development Partnership Plan. 1.2 This paper provides an overview of activity across our CLD team over the past 6 months, including the findings from the recent follow up inspection of CLD partnership services and the development of the Good Vibes project. 1.3 Section 8 of the paper highlights key priorities for the service over the course of the next 6 months, which include continuing to develop and embed the Connected Communities team structure, of which community learning and development is a key part. ________________________________________________________________________ 2. Recommendations 2.1 It is recommended that Elected Members: • note the content of the report • approve the allocation of £5,000 of grant funding to Johnstone Castle Learning centre, to provide short term financial support to the organisation as it works to transition from previous Education Category C grant funding arrangements. ________________________________________________________________________ 3. Background 3.1 The Council’s Community Learning and Development team delivers a range of services across Renfrewshire which aim to improve outcomes for local people and communities. These services are a core element of the work of our local Community Learning and Development Partnership, and in delivering on the priorities which are set out in our Community Learning and Development Partnership Plan. Item 16 CHPB130525 Page 245 of 254
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3.2 As previously reported to this board, the Community Learning and Development function now sits within the Connected Communities Service in the Chief Executive’s Service. This ensures community learning and development is closely aligned to wider strategic and community planning activities, which is very important given the role that the Council’s skilled and experienced team play in delivering positive outcomes for people and communities. More information on the Connected Communities Service and its developing programme of work is provided within section 7 of this report. 3.3 This report seeks to provide an overview of the work that has been delivered by the Council’s CLD team over the last 6 months. This includes information on the recently published follow up inspection report produced by Education Scotland on CLD activities across all sectors in Renfrewshire, which the Council plays a lead role in terms of co-ordinating. 4. Six monthly progress update 4.1 The Community Learning and Development (CLD) team delivers a range of services designed to support and nurture Renfrewshire’s communities: • Youth Services promote and encourage participation in initiatives such as Duke of Edinburgh, Young Scot and Renfrewshire Youth Voice, building young people’s confidence, experience and knowledge. The Street Stuff programme offers free activities to young people in evenings, weekends and over holiday periods, reducing youth antisocial behaviour. Our partnership programme also involves working with schools to deliver a range of activities to support closing the attainment gap as well as improving attendance at school. • Adult and Family Learning upskill individuals seeking support to read, write, use numbers, or speak English. Through ESOL classes (English for Speakers of Other Languages) and the MULTIPLY programme, service users grow and develop life skills. • Community Capacity supports participatory budgeting projects, the Green Spaces and Villages Investment Fund, as well as Team Up to Clean Up. 4.2 Key achievements over the past 6 months include: • Youth Services held an annual Duke of Edinburgh Celebration event in February 2025 in the Paisley Town Hall with just over 500 attendees, made up of young people, DofE leaders, VIP’s and supporting family members. 214 young people were presented with their bronze, silver and gold certificates from Renfrewshire’s Provost. • The Promise Champs group has been active in planning and designing community-based activities and events for other care-experienced young people. They delivered the Promise Present Drive in Christmas 2024, and through the generosity of community members, workers, and local organisations 211 parcels were received and benefited 304 young people. • The Promise Champs also helped to co-design the Love2Care event that took place in the Paisley town Hall on the 19th February and invited young people aged 12-24 with care experience to attend with the support of their Promise Keepers. The event included various workshops and stalls, and young people had an opportunity to co-design Promise youth-led funded events, create and share designs for our Love2Care mural project and give their input on how our Promise Champs programmes could benefit them and other young people in 2025-2026. • The West Partnership Youth Voice Ambassadors Programme has been driving positive social change across Renfrewshire, East Renfrewshire, North Lanarkshire, East Dunbartonshire, and Glasgow City. The 24 ambassadors are working towards gaining skills to complete their Participatory Democracy Certificate. They were tasked with returning to their local authorities to research issues they felt were important, with the freedom to shape the research direction and decide on actions based on the results. The Page 246 of 254
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Renfrewshire ambassadors researched the experiences of refugees and asylum seekers in the area. Their findings led to the creation of a session plan, video, and self-help guide for use in local schools and youth clubs. • Our Youth Assembly took place in November 2024 and brought together 150 young people from schools and community projects across Renfrewshire. Young people took part in workshops and heard from a panel of experts responding to questions relating to the 3 top issues identified by young people across Renfrewshire. The 3 issues chosen by young people were Safety, Violence and Substance Use including Vaping. The event was delivered in partnership with the Young and Equally Safe in Renfrewshire Project, Youth Services and the Renfrewshire Health and Social Care Partnership. • The Young and Equally Safe in Renfrewshire campaign coincides with the global campaigns 16 Days of Action and Reclaim the Night. The 16 Days of action ran from 25th November to 10th December 2024 with the Reclaim the Night march held on the 26th November. The Young and Equally Safe project have been working with a group of boys from Linwood exploring misogyny and boys views around Gender Based Violence through the design of a mural that young people will paint at Linwood Skate Park. • Evolve is a youth programme delivered in partnership with Castlehead High School. An S2 girls group received a taster session before embarking on the programme which started in January 2025. The sessions are based in Foxbar Youth Drop In and include group work, embedding core skills including communication, literacies, I.C.T., creative problem-solving, decision-making, working with others and team building. Practical activities include cooking, a choice of outdoor activities, digital, trips out, with a focus on health and wellbeing. • Youth Services has been supporting the council’s Strategy and Place service with youth consultation to help feed into the Council’s Local Development Plan. Teams from both services worked in partnership to visit schools, community groups and during school holidays and using the Place Standard Tool, engaged young people in discussions around their neighbourhoods and facilities, and sense of belonging and pride. This has helped to build a picture on the needs of children and young people in communities and assist with future planning. • The multi-award-winning Street Stuff programme is a long-standing partnership between Renfrewshire Council, Community Safety Partnership & St Mirren Football Club. Street Stuff provides a range of activities, by supporting schools during the day as well as core evening & weekend activities and the popular holiday camps which are free to young people throughout Renfrewshire. Street Stuff is approaching 16 years engaging with young people in Renfrewshire communities. • Street Stuff have continued to support holiday programmes with a range of sporting activities during October and Spring breaks. Camps were located at various locations this year, with all 700 available spots being fully booked. Priority was given to families receiving clothing grants and those involved with social work children's services. Every child and young person attending the camps received a healthy lunch. A range of sporting activities were on offer for young people to participate in. • Renfrewshire’s Youth Team work with partners to enhance the early intervention and prevention approach whilst working with young people. The work they do in response to young people engaging in risk taking behaviour has continued along with educational inputs in schools and working with the wider community. The Youth Team work with young people and their parents/carers to support them to change their behaviour and progress to more positive outcomes. • In partnership with the Scottish Fire & Rescue Service, the Youth Team delivered the prestigious Fire Skills course in February 2025 with 8 young people. Over the course of 5 full days the young people learned of the impacts of fires in local communities as well as working as a team participating in a number of team building exercises. • The £150,000 Celebrating Renfrewshire youth participatory budgeting fund is now in its 6th year and will be launched across Renfrewshire’s 7 local Page 247 of 254
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partnership areas. Young people have been recruited to this year’s steering group and have been working on the fund’s priorities for the coming year. Phase 1 of the process is almost complete with youth groups and organisations being able to apply to the fund from 14th April 2025. Once applications have been processed, eligible applications will be added to a voting platform and young people can then vote for the activities they want to see in their community. Voting will be promoted through community groups and secondary schools. Adult and Family Learning • The Adult & Family Learning team have worked with more than 200 adults to increase their skills and confidence in numeracy though the Multiply programme which ended in March 2025. A range of courses from weighing and measuring in the kitchen to helping children with maths homework left participants feeling better about their own abilities. • Eight Community Learning and Development venues are now designated Digizones with free access to digital devices, Wi-Fi and support to get online safely. West Johnstone, Foxlea, Glenburn, Southend, Bargarran and Moorpark community learning centres, the Youth Services base at West Primary and Foxbar Youth Drop-in have joined with partners including OneRen, Active Communities and ROAR: Connections for Life in promoting digital inclusion across Renfrewshire. • Southend Action Centre hosted 2 events in October and February for local people to meet a range of Community Learning and Development partner organisations who can help them manage in the current economic climate. There was representation from Renfrewshire Council energy advisors; OneRen, Renfrewshire Affordable Credit Alliance; Fairer Renfrewshire; Renfrewshire Carers Centre, Invest, West College Scotland and Paisley South Housing Association and the interest and positive feedback from attendees has resulted in future events being scheduled. • In February, West Johnstone, Glenburn and Bargarran community learning centres hosted Paisley Museum workshops where learners found out about Renfrewshire’s rich textile history. The workshops gave everyone a chance to find out more about the new Paisley Museum and how to be involved through volunteering. The feedback was overwhelmingly positive and highlighted the interest in visiting the museum once it reopens. • Learning for Sustainability is now embedded across Adult and Family learning programmes with intergenerational and cross-cultural learning that supports the passing on of traditional skills. From growing and cooking their own vegetables in Southend Action Centre to repurposing ring-binders into lap-top bags in West Johnstone Campus, learners are rediscovering the satisfaction in mending and repurposing items rather than sending things to landfill. • In acknowledgement of the devastating impact of suicide in our communities, the team now have a staff member trained to deliver both SafeTalk and ASIST (Applied Suicide Intervention Skills Training) to colleagues, partners and community groups. It is hoped that this will help raise awareness of suicide and support people acquire the skills and confidence to have open and non- judgemental conversations with people at risk. Team up to Clean Up / Environmental Taskforce • The Team Up to Clean Up Campaign continues to promote participation across Renfrewshire’s communities. Over the course of the year almost 5,000 active volunteers participated in 3,583 clean-up events, removing over 19,000 bags of litter from Renfrewshire’s streets and open spaces. • From October 2024 to March 2025 the Team Up’s social media Facebook group increased in membership from 6,800 to over 7,500. Participants are joining at a rate of over 100 requests per month with 2 events in particular boosting participation; a post regarding neighbours joining forces to clean up their street after Storm Eowyn had a reach of over 104,000, and Team Up’s Winter Warriors sub-campaign further boosted the group’s reach and increased membership numbers. Page 248 of 254
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• The Winter Warriors sub-campaign offered volunteers who requested to participate a Community Winter Maintenance kit which included a grit spreader, 2 bags of salt, waterproof gloves and a snow shovel. Active group members were prioritised, having already demonstrated a level of commitment to their neighbourhoods and efforts were made to distribute kits evenly across Renfrewshire’s towns and villages. • A Santa Dash Litter pick was delivered in December by pupils of Gleniffer High School who cleaned up the area surrounding their school, including Durrockstock Dam. • The Big Spring Clean launched on 22 April and will run until 30 May. Twenty- three schools have already volunteered to participate in delivering clean-ups to the local area surrounding their school. • Flytipping is a detrimental issue for communities, it reduces civic pride, brings down neighbourhoods and, in some cases, may cause infestations. Renfrewshire’s Environmental Taskforce works to reduce flytipping incidents across the authority. The Team investigates to determine the source, and arranges removal, keeping communities cleaner and safer. • Over the past 6 months the Taskforce has erected cameras in rural flytipping hotspots to detect those responsible for the crimes and deter instances in these local beauty spots. 6 Fixed Penalty Notices have been issued over the course of the past 6 months. The Taskforce has worked with several landowners to remove flytipping from their sites and secure their land to prevent recurrence. • A Day of Action was delivered with Police Scotland and SEPA in October 2024. Transit van type vehicles were stopped and a check caried out on their load, as well as the intended destination. Education was a key part of this activity ensuring relevant licenses and paperwork were in place and waste carriers were aware of the obligations. • A further promotional event was delivered at Paisley’s Farmers Market in October arranged through the West of Scotland Rural Crime group. This event highlighted the plight of landowners in regard to resource and impact flytipping has on rural roads and open space. SEPA and Neighbourhood Services supported the event through attendance and the display of a flatbed vehicle full of the previous day’s flytipping. 5 Good Vibes Only 5.1 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 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. 5.2 Prior to the summer period in 2024, officers from the Community Learning and Development team engaged with a range of partners from across Council Services, Police Scotland, Scottish Fire and Rescue, OneRen 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. 5.3 A new youth development initiative was scoped which involved targeted youth work on an outreach basis initially 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 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. Page 249 of 254
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5.4 Over the course of the summer 2024 partners engaged with over 400 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 and the issues they were experiencing. 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 putting themselves in potentially unsafe situations. 5.5 Young people have been involved in the development of the initiative from the outset, including coming up with the ‘Good Vibes Only’ name. Based on discussions with young people and partners we came up with a fun and interactive education programme building on the Safekids approach to address the issues identified and explore the views of young people further around what they would like to see in their areas, signposting where possible. This is being led by the Community Learning and Development Team, who will coordinate all inputs and monitor outcomes associated with the programme. The educational workshops commenced on Thursday, 7th November at Foxbar Youth Centre with 14 young people participating as the first cohort. 5.6 Based on the interaction and discussions with young people and our partners and overall learning to date, a programme has been developed for delivery over the course of the next 2 years. There are three key pillars to this programme: • An outreach programme which will be undertaken at least 3 times per year across different communities, with the aim of targeting young people who are at risk of offending behaviour, developing educational awareness programmes to raise awareness of the dangers of such behaviour and diverting young people into more meaningful activities. • Delivery targeted programmes of youth work and activities within specific communities identified through our outreach work and our wider partnership working. This will include commissioning groups and organisations to deliver specific targeted opportunities. Initial research with partners and with young people have lead to initial work being scoped in relation to Paisley Town Centre and in Johnstone Castle. • Safe kids - Safe Kids 2025 is being delivered at St Mirren Football Stadium this year as part of the ‘Good Vibes Only’ programme with a range of community safety partners. Workshops covering issues such as antisocial behaviour, internet safety, alcohol and drugs awareness, environmental crime, rail safety and water safety are all being developed. All Primary 6 pupils, approximately 1800 across Renfrewshire, will attend the workshops over a 3-week period and will be given an information booklet reinforcing the learning that took place and can be shared with family members. Follow up activities in P7 and S1 will be provided on matters such as Water Safety in the lead up to the spring and summer holiday periods as well as Fire Safety in the lead up to Bonfire night. 6. HMI Inspection of CLD in Renfrewshire 6.1 As previously reported inspectors from Education Scotland visited Renfrewshire Council in February 2024 to undertake an inspection of community learning and development (CLD) activities across Renfrewshire delivered by the Council and all partners. During the visit, HM Inspectors talked to learners and community representatives, CLD leaders, managers, staff, volunteers, and other key stakeholders. 6.2 The inspection report noted that whilst the work delivered on the ground was regarded as positive, key actions required to be progressed at a strategic level by partners to improve governance, strategic planning and outcomes and performance monitoring. Specifically the findings required the following action: • As a matter of priority, the local authority and its partners should strengthen the leadership and governance of CLD in line with legislative requirements. This Page 250 of 254
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includes continuing with plans to establish a CLD strategic partnership and formalising appropriate networks to improve the governance of CLD. • CLD partners should agree and set clear outcomes and measures of success. There is a need to develop partnership priorities at a strategic level. Leaders with responsibility for CLD should ensure arrangements are in place to improve reporting across partners and support joint planning for improvement. 6.3 Significant work has been undertaken to strengthen leadership and governance, including the establishment of two new forums which provide oversight and drive improvements collectively. These were formed as we worked in partnership to develop the Renfrewshire Community Learning and Development Partnership Plan, which was approved by board in October 2024. Work has also been progressed with local partners to develop a new outcomes framework which will support partners in monitoring and assessing the impact of the wok that they are doing collectively through the Partnership Plan. 6.4 In March 2025 inspectors returned to Renfrewshire to assess progress made on the key points raised again speaking to learners and community representatives, CLD leaders, managers, staff, volunteers, and other key stakeholders. 6.5 On 14th April 2025, the formal report on the follow up inspection visit was published by Education Scotland. The feedback provided was positive and indicate good progress was being made by partners in terms of addressing the original inspection findings. These are summarised below. Areas of positive progress 6.6 Inspectors reported that strategic leaders have taken appropriate steps to strengthen the leadership and governance of CLD, which includes involvement of a wider range of partners. They recognised that partners are sharing intelligence, which strengthens links between the CLD plan and Renfrewshire’s Community Plan and increases the understanding and visibility of CLD priorities. Members of the CLD Partnership Forum, who are responsible for the delivery of CLD planned priorities at an operational level, benefit from strengthened connections and networking. They are more aware of partners’ contributions to the successful implementation of the CLD plan. 6.7 The inspectors noted that partners have a good understanding of local need and have considered consultation feedback from learners and community members. These views helped to inform the four priorities and high-level actions in the CLD plan. All CLD partners were noted as being involved in the CLD governance groups are committed to deliver on these partnership priorities and actions across the life of the plan. The inspection team also found that CLD partners are taking appropriate steps to strengthen arrangements to improve reporting across partners. Areas for development. 6.8 Whilst positive in relation to the progress made it was recognised that new governance arrangements are still in the early stages of implementation and require more time to embed and demonstrate impact. Specific recommendations were also made to further strengthen the links between different fora. 6.9 It was noted that CLD partners are not yet routinely reporting or monitoring progress with the CLD plan or identifying and mitigating risk and that CLD partners should continue to finalise their draft shared measures and outcomes framework. This work is underway but it was recognised this needed to continue to allow targets to be set and progress monitored. 6.10 The inspection report notes that written updates on these areas for development will be requested during this year. Further updates on the partnership work which is taking place to address these recommendations will be provided in the annual report prepared in relation to the CLD Partnership Plan later in 2025. Page 251 of 254
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7. Connected Communities 7.1 As reported to the Leadership Board in February 2025, a key transformation priority for the organisation over the next 3-5 years will be the development of the Connected Communities model and approach, which at its heart, will aim to strengthen the relationships that the Council has with local communities in Renfrewshire, including the ambition to make it easier for local people to access the support they need from different services, significantly aligned with the principles of early intervention and prevention. 7.2 This programme will be led by the Head of Policy and Partnerships, and to ensure there is a strong core central function within the Council to support the delivery of the programme, a service redesign has recently been progressed to establish a new Connected Communities function within the Chief Executive’s Service. This function brings together officers working together on our community empowerment, poverty and inequality programmes such as Fairer Renfrewshire and our community and learning and development teams, and will ensure that we have the right resources in place to build capacity across communities, encourage participation and involvement, and strengthen the relationships that our services have with communities and citizens. Completion of this internal service redesign is an important building block for the wider Connected Communities programme. 7.3 As noted in the Leadership Board paper, significant strides have been made in recent years in terms of supporting community capacity and participation, progressing innovative and inclusive new approaches such as participatory budgeting, Local Partnerships, new community grants, regeneration programmes, Lived Experience Panels and youth engagement initiatives. The COVID pandemic and cost of living crisis more recently have further strengthened our local approach, but our learning during this period has identified the opportunity to develop this further. 7.4 There are several key “pillars” of the programme that have been initially identified. Some of these will involve new projects or initiatives, whilst others will build on existing programmes of work, making sure there are stronger links across services and partners, or greater opportunities for local communities and citizens to get involved going forward. These include activities in relation to: • Community investment and capacity - Greater co-ordination of Council grants and support to develop community capacity and growth • Voice and influence - Strengthening our approach to consultation and engagement through lived experience panels or participation forums and developing new options which support people to get involved in shaping local plans and services • Place based working - Identifying opportunities to share information on what is happening in local communities – between Council services and with communities themselves • Exploring new models of advice and support - Working with people who access Council services to explore whether we could make that initial contact and request for support more joined up at an earlier stage, rather than as needs become more complex. • Making every contact count - We will take forward a programme of training, development and engagement with our workforce which will support our aim of making every contact count – ensuring there is a consistent approach to this across the Council. 7.5 The structure of the new Connected Communities core function will play a key role in delivering these priorities for the organisation. Regular updates on the development of the programme will continue to be reported to Elected Members going forward. 8 Key priorities for the next six months 8.1 The team have identified the following key priorities which will be progressed over the next 6 months: Page 252 of 254
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• Working with partners to respond to the feedback from the HMI Inspection follow up visit • Progressing the key actions detailed in the CLD Partnership Plan including mapping youth provision locally and wider engagement with local people, learners and partners. • Embedding the new service structure as part of the overall Connected Communities programme • Implementing a new management information system in partnership with other key services. • Delivering the Summer of Fun holiday activity programme for low income families in Renfrewshire, in partnership with a range of organisations across Renfrewshire. £100,000 of funding was allocated through the Council’s budget in February 2025 to deliver this programme. • Continue to work with the Resettlement Team and other partners to support New Scots, developing a range of activities including ESOL, Community Capacity and family supports which support resettlement. 8.2 Elected members are asked to note that officers are currently working with Johnstone Castle Learning Centre (JCLC) in response to financial sustainability concerns raised by the organisation. In recent years, Johnstone Castle Learning Centre has been the sole applicant and recipient of Education Category C grant funding, which came to an end several years ago. The funding to JCLC continued to be provided on a tapered basis between 2022 and 2024/25, with active support being provided to the organisation by Council officers and Engage Renfrewshire to manage this process and to support wider external funding and Council funding applications. The funding for 24/25 was retained at £10,000 rather than final amount of £5,000 in 24/25 originally set out by officers in 2022, to allow the organisation further time to progress these funding applications. 8.3 In line with Section 5 of the report, officers are seeking to develop proposals with JCLC as part of the Good Vibes programme, however recognise that JCLC requires further support and funding in the short term to maintain its immediate operations. 8.4 It is therefore proposed that £5,000 of interim grant funding be provided to Johnstone Castle Learning Centre, to support their final transition from Education Category C funding. As this funding stream is no longer in operation, the funding will require to be drawn from existing budgets within the Connected Communities service and can be provided on a one-off basis. 8.5 Subject to a funding agreement being put into place with the board of the organisation, officers will then seek to move discussions forward at pace to support Johnstone Castle Learning Centre to develop plans for its ongoing financial sustainability including in relation to wider Council funding streams. Implications of the Report 1. Financial – The report recommends the allocation of £5,000 of funding from existing budgets to support the final transition from previous Education Category C funding arrangements, which are no longer applicable. 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 Page 253 of 254
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5. Property/Assets – None 6. Information Technology –None 7. Equality & Human Rights - The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None 9. Procurement – None 10. Risk – None 11. Privacy Impact – No ne 12. COSLA Policy Position – None 13. Children’s Rights – The activities of the service play an important role in terms of working with children and young people to understand their rights and to achieve positive outcomes in relation to these rights in practice. 14. Climate Risk – there are a range of actions and activities throughout the Service Update Report which support the Council’s Plan for Net Zero __________________________________________________________________ List of Background Papers: None Page 254 of 254