Agenda Document Pack - Communities and Housing Policy Board - 10/03/2026
Renfrewshire Council · 10 March 2026
Back to Communities and Housing Policy Board — 10 March 2026 and its agenda
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03/03/2026 Notice of Meeting and Agenda Communities and Housing Policy Board Date Time Venue Tuesday, 10 March 2026 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 Graeme Clark: Councillor Carolann Davidson: Councillor Gillian Graham: Councillor John Hood: Councillor James MacLaren: Councillor Kenny MacLaren: Councillor Mags MacLaren: Councillor Janis McDonald: Councillor Cathy McEwan: Councillor Iain McMillan: Councillor John McNaughtan: Councillor Kevin Montgomery: 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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03/03/2026 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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03/03/2026 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 Scrutiny Sub-committee Submit Minute of meeting of the Police and Fire & Rescue Scrutiny Sub- committee held on 13 January 2026. 1 - 2 2 General Services Revenue, Housing Revenue Account (HRA) and Capital Budget Monitoring as at 9 January 2026 Joint report by Directors of Finance & Resources and Environment, Housing & Infrastructure. 3 - 14 3 Service Update Report Report by Director of Environment, Housing & Infrastructure. 15 - 28 4 Common Housing Allocation Policy – Council Allocation Targets for 2026/27 Report by Director of Environment, Housing & Infrastructure. 29 - 34 5 Renfrewshire Council Tenant Participation Strategy - Update Report by Director of Environment, Housing & Infrastructure. 35 - 58 6 Allocation of property to staff, elected member or committee members: Housing Rule 2.5 Report by Director of Environment, Housing & Infrastrucrure. 59 - 60 7 Community Payback Order – Annual Return Report by Director of Children's Services. 61 - 92 8 Community Funding Update Report by Chief Executive. 93 - 100
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03/03/2026
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Minute of Meeting Police and Fire and Rescue Scrutiny Sub-Committee Date Time Venue Tuesday, 13 January 2026 15:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Present: Councillor Jacqueline Cameron, Councillor James MacLaren, Councillor Janis McDonald, Councillor Cathy McEwan, Councillor Marie McGurk Chair Councillor McGurk, Convener, presided. In Attendance C Hunter, Environmental Health & Community Safety Manager (Environment, Housing & Infrastructure); and R Devine, Senior Committee Services Officer and D Cunningham, Committee Services & Licensing Officer (both Finance & Resources). Also in Attendance Superintendent J Harris and Chief Inspector I Farmer (both Police Scotland); and Area Commander E Kenna and Group Commander I McCormick (both Scottish Fire and Rescue Service). Webcasting of Meeting Prior to the commencement of the meeting the Convener intimated that this meeting of the Sub-committee would be filmed for live or subsequent broadcast on the Council’s internet site. Item 1 CHPB100326 Page 1 of 100
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Declarations of Interest and Transparency Statements There were no declarations of interest or transparency statements intimated prior to the commencement of the meeting. 1 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 October 2025. The report summarised the key performance indicators and provided statistics and updates in terms of Renfrewshire’s Policing Priorities 2023/26 and Police Scotland’s Policing Priorities 2023/26. DECIDED: That the contents of the report and verbal updates be noted. 2 Scottish Fire and Rescue Service - Performance Report There was submitted a report by the Area Commander, Scottish Fire and Rescue Service (SFRS) relative to SFRS performance and Local Fire and Rescue Service Plan Priorities in the Renfrewshire area during the period 1 October to 31 December 2025. Updates were provided in respect of the Fire & Rescue Service Delivery Review and the Local Area Fire Plans. DECIDED: That the contents of the report and verbal updates be noted. 3 Local Issues Councillor McDonald requested an update on safety issues which had previously been raised relative to Douglas Street, Paisley and Councillor J MacLaren requested contact details of appropriate Police officers for members of the public to contact in connection with speeding concerns and also sought clarification on proposed traffic calming measures in Bridge of Weir and Bishopton. The Convener advised that these matters should be discussed with Council officers outwith this meeting. DECIDED: That the position be noted. Page 2 of 100
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PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 10 March 2026 ___________________________________________________________________ Report by: Director of Finance and Resources & Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: General Services Revenue, Housing Revenue Account (HRA) and Capital Budget Monitoring as at 9 January 2026 ___________________________________________________________________ 1. Summary 1.1 At the close of reporting Period 10 on 9 January 2026, the projected revenue outturn at 31 March 2026 for those services reporting to the Communities and Housing Policy Board, including the Housing Revenue Account, is to break even against the revised budget for the year in General Services and a break- even position in the HRA. 1.2 The projected capital outturn at 31 March 2026 for projects reporting to the Communities and Housing Policy Board, is a break-even position. 1.3 This is summarised over the relevant services in the table below and further analysis is provided in the report and appendices. Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Revenue Housing Revenue Account (HRA) 0 0 0 0.0% Housing – General Services (Non-HRA) 5,156 5,156 0 0.0% Communities and Public Protection 4,942 4,942 0 0.0% Justice Social Work 5,192 5,192 0 0.0% Total 15,290 15,290 0 0.0% Item 2 CHPB100326 Page 3 of 100
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PUBLIC Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Capital Housing Revenue Account (HRA) 46,546 46,546 0 0.0% Other Housing PSHG 1,100 1,100 0 0.0% Total 47,646 47,646 0 0.0% 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Notes the projected Revenue outturn break-even position. 2.2 Notes the projected Capital outturn break-even position. 3. Revenue Budget Projection – break-even by 31 March 2026 3.1 The tables in Appendix 1 present the projected year-end position for all services reporting to this Board, by both subjective analysis (what the budget is spent on) and objective analysis (which division is spending the budget). Significant variances affecting the projected position are analysed further below. 3.2 It should be noted that the projected outturn position reported here is based on the latest information available, which is subject to change during the financial year. Budget holders are obliged to seek mitigating action to minimise significant budget variances. 4. Objective Analysis – Significant Variances 4.1 Housing Revenue Account (HRA) - break-even by 31 March 2026 The HRA is projected to break-even overall in 2025/26. Demand for repairs to HRA premises, including void properties, is still currently expected to be managed within the overall budget levels. Page 4 of 100
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PUBLIC 4.2 Housing – General Services (Non-HRA) – break-even by 31 March 2026 The projected outturn for Homelessness within Housing – General Services (Non-HRA), continues to be a challenge in this financial year. Demand on services is currently being managed within existing resources, including additional dedicated staff, being supported through migration and asylum funding streams allocated to the Council by the UK and Scottish Governments. The increase in homeless applications during the current year in Renfrewshire continues to create additional, potentially longer-term, financial pressures for Council services. The service has had to increase the number of available temporary accommodation rooms, though the increased costs are currently being managed within the income recovered. Projections of these pressures will continue to be reviewed and reported to future Communities and Housing Policy Boards as required. 4.3 Communities and Public Protection - break-even by 31 March 2026 The service is projecting a breakeven position with some under recoveries in income targets being offset by underspends being achieved elsewhere in the service. 5. Subjective Analysis – Significant Variances GENERAL SERVICES (excluding HRA) 5.1 Employees – £0.176m underspend by 31 March 2026 Underspends within Communities and Public Protection are largely driven by an ongoing staffing restructure, alongside unfilled vacancies within the Justice Social Work Service. 5.2 Income – (£0.092m) under-recovery by 31 March 2026 The small under-recovery in income within Communities and Public Protection is driven by a reduction in the issue of fixed penalty notices. Seasonal variations occur throughout the year and with the increased free parking during December a reduction in fixed penalty notices was expected. Page 5 of 100
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PUBLIC HOUSING REVENUE ACCOUNT (HRA) 5.3 Premises Related costs – (£0.081m) overspend by 31 March 2026 The level of demand for Repairs and Maintenance of HRA Properties remains high, especially within Void properties. Additional focus continues to analyse ongoing demand levels. All premises related costs, including utilities and estate management, are subject to demand fluctuations, and will continue to be closely monitored throughout the year. 5.4 Transfer Payments – £0.098m underspend by 31 March 2026 The projected underspend is primarily driven by enhanced performance in managing void rent loss. This improvement reflects more efficient turnaround times for vacant properties and stronger processes to minimise periods without rental income. As a result, the financial impact of void rent loss has been reduced compared to previous forecasts. 6. Revenue Budget Virements 6.1. Under the Council’s financial regulations, Directors, and their nominated officers, in consultation with the Director of Finance and Resources, have certain delegated authority to transfer sums between subjective budget headings within a service division to enable budget management throughout the financial year. This is known as ‘budget virement’. 6.2. Transfers between divisions of the same service / department in excess of £100,000, and transfers between services / departments must be authorised by the respective service Director and the Director of Finance and Resources for submission to the relevant policy Board for approval. There are no such changes to report. 7. Capital Budget Projection – break-even position by 31 March 2026 7.1 The Non-Housing Capital Investment Programme 2025/26 to 2029/30 was approved by the Council on 27 February 2025. For Communities and Housing Service the revised capital spend for 2025/26 is £47.646m. 7.2 The in-year Capital budget is forecast to break even by 31 March 2026, and there are no budget changes to report this Board cycle. Page 6 of 100
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PUBLIC Implications of the Report 1. Financial The projected budget outturn position for the Communities and Housing Revenue budget is break-even at 31 March 2026. Income and expenditure will continue to be monitored closely for the rest of the financial year and as far as possible, steps will be taken to mitigate any overspend. The projected outturn position for Communities and Housing Services Capital budget is break-even, after the adjustments outlined in section 7. 2. HR & Organisational Development While staffing budgets form a significant proportion of the Council’s revenue budgets, there are no direct implications arising from the recommendations in this report. 3. Community/Council Planning Community Plan Our Renfrewshire is thriving The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Our Renfrewshire is well Our Renfrewshire is fair Our Renfrewshire is safe Council Plan Reshaping our place, our economy, and our future The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Building strong, safe, and resilient communities Tackling inequality, ensuring opportunities for all Creating a sustainable Renfrewshire for all to enjoy Ongoing revenue and capital budget monitoring is a tool to enable good financial management so that the Council has resources now and in the future for continued service delivery. Working together to improve outcomes 4. Legal There are no direct implications arising from the recommendations in this report. Page 7 of 100
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PUBLIC 5. Property/Assets The capital expenditure noted in this report will result in lifecycle maintenance improvements to existing properties and replacement of ICT assets and infrastructure. 6. Information Technology ICT assets and revenue costs are included within these reported budgets, and the costs associated with the replacement of the Housing Management system will have both an ongoing revenue and capital budget impact. 7. Equality & Human Rights While new areas of spend may impact on particular groups, any such impact would be assessed prior to the spend being incurred, therefore there are no direct implications arising from the recommendations in this report. 8. Health & Safety The capital expenditure noted in this report will result in lifecycle maintenance improvements to existing properties and replacement of ICT assets, which may in some cases enhance health and safety measures. 9. Procurement While Procurement is an important consideration prior to the Council incurring any revenue or capital spend, there are no direct implications arising from the recommendations in this report. 10. Risk The potential financial risk that the Council will overspend its approved revenue budgets for the year is managed at a Council-wide level by the Chief Executive and Directors. 11. Privacy Impact There are no direct implications arising from the recommendations in this report. 12. Climate Change The Council aims to reduce its carbon and other emissions to net zero by 2030, however there are no direct implications arising from the recommendations in this report. 13. Children’s Rights There are no direct implications arising from the recommendations in this report. 14. Cosla Policy Position N/a. Page 8 of 100
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PUBLIC List of Background Papers • Housing Revenue Account Budget & Rent Levels 2025/26 and Housing Capital Investment Plan 2025/26 to 2029/30, Council 27 February 2025. • Non-housing Capital Investment Programme, Prudential Framework and Treasury Management Strategy, and Capital Strategy 2025/26 – 2029/30, Council 27 February 2025. Author: John Kilpatrick, Finance Business Partner; Linsey McGregor, Capital Accountant. Page 9 of 100
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PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 9 January 2026 POLICY BOARD: COMMUNITIES AND HOUSING - All SERVICES Objective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Housing Revenue Account (HRA) 0 0 0 0 0 0.0% 0 0 Housing - General Services (Not HRA) 5,174 (18) 5,156 5,156 0 0.0% 0 0 Communities and Public Protection (including Regulatory Services) 4,910 32 4,942 4,942 0 0.0% 0 0 Justice Social Work 5,192 0 5,192 5,192 0 0.0% 0 0 NET EXPENDITURE 15,276 14 15,290 15,290 0 0.0% 0 0 Page 10 of 100
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PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 9 January 2026 POLICY BOARD: COMMUNITIES AND HOUSING - GENERAL SERVICES (excluding HRA) Subjective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 13,195 (113) 13,082 12,906 176 1.3% 235 (59) Premises Related 2,905 166 3,071 3,100 (29) (0.9%) (32) 3 Transport Related 265 (3) 262 324 (62) (23.7%) (3) (59) Supplies and Services 5,096 (38) 5,058 5,093 (35) (0.7%) (25) (10) Third Party Payments 212 0 212 201 11 5.2% 8 3 Transfer Payments 4,801 0 4,801 4,765 36 0.7% (53) 89 Support Services 49 0 49 53 (4) (8.2%) (5) 1 Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 26,523 11 26,534 26,442 92 0.3% 125 (33) Income (11,247) 3 (11,244) (11,152) (92) (0.8%) (125) 33 NET EXPENDITURE 15,276 14 15,290 15,290 0 0.0% 0 0 Page 11 of 100
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PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 9 January 2026 POLICY BOARD : COMMUNITIES, HOUSING AND PLANNING SERVICES - Housing Revenue Account (HRA) Only Subjective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 12,734 0 12,734 12,778 (44) (0.3%) (18) (26) Premises Related 27,712 0 27,712 27,793 (81) (0.3%) (37) (44) Transport Related 54 0 54 59 (5) (9.3%) 2 (7) Supplies and Services 1,039 0 1,039 1,049 (10) (1.0%) (3) (7) Third Party Payments 0 0 0 0 0 0.0% 0 0 Transfer Payments 3,464 254 3,718 3,620 98 2.6% 83 15 Support Services 3,258 0 3,258 3,291 (33) (1.0%) 5 (38) Depreciation and Impairment Losses 19,414 (254) 19,160 19,159 1 0.0% 9 (8) GROSS EXPENDITURE 67,675 0 67,675 67,749 (74) (0.1%) 41 (115) Income (67,675) 0 (67,675) (67,749) 74 0.1% (41) 115 NET EXPENDITURE 0 0 0 0 0 0.0% 0 0 Page 12 of 100
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PUBLIC Prior Years Approved Budget Revised Projected Total Approved Projected Expenditure Budget Adjustments Budget Outturn Budget Outurn Project Title to 31/03/2025 2025-26 since previous 2025-26 2025-26 to 31-Mar-30 to 31-Mar-30 Board report £000 £000 £000 £000 £000 £000 £000 HOUSING(HRA) Improvements To Existing Properties 0 22,177 0 22,177 22,177 0 0% 119,092 119,092 0 0% Regeneration 14,434 11,074 0 11,074 11,074 0 0% 128,128 128,128 0 0% Other Assets 0 3,779 0 3,779 3,779 0 0% 16,133 16,133 0 0% Non Property Expenditure 0 700 0 700 700 0 0% 700 700 0 0% Council House New Build 43,297 6,641 0 6,641 6,641 0 0% 75,001 75,001 0 0% Professional Fees 0 2,175 0 2,175 2,175 0 0% 11,109 11,109 0 0% Total Housing (HRA) Programme 57,731 46,546 0 46,546 46,546 0 0% 350,163 350,163 0 0% HOUSING(PSHG) Private Sector Housing Grant 0 1,100 0 1,100 1,100 0 0% 4,700 4,700 0 0% Total Housing (PSHG) Programme 0 1,100 0 1,100 1,100 0 0% 4,700 4,700 0 0% TOTAL COMMUNITIES, HOUSING & PLANNING BOARD 57,731 47,646 0 47,646 47,646 0 0% 354,863 354,863 0 0% Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY 1st April to 9th January 2026 POLICY BOARD: COMMUNITES & HOUSING Current Year 2025-26 Full Programme - All years Page 13 of 100
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PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 10 March 2026 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Service Update Report ___________________________________________________________________ 1. Summary 1.1 This report provides an overview of key service activities since the last Policy Board report on 13 January 2026 and an update on the services and key projects delivered during this period. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the contents of this report. ___________________________________________________________________ Updates for Communities and Housing Policy Board 3. Housing Services 3.1 Housing Management Income Advice 3.1.1 Information from advice interviews at the end of January 2026 confirms that over 4,938 income advice cases involved households from Council tenancies this financial year. Item 3 CHPB100326 Page 15 of 100
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PUBLIC 3.1.2 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. 3.1.3 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 2025. 3.1.4 In monetary terms this equates to £11,756,891 between April 2025 and January 2026. 3.1.5 Between April 2025 and January 2026 there have been 185 tenants referred for Tenant Support Fund assessment, which have the added value of full income assessment and advice provision. Of the referrals 149 have engaged with Specialist Income Advisors and 105 have qualified for assistance from the fund. Anti-Social Behaviour App 3.1.6 The first year of the app’s implementation has now been completed, and we intend to continue its use for a further 12 months. This will mark the app’s second year of operation and signals its transition from a pilot into an established, core tool supporting our approach to case management and customer engagement routes. 3.1.7 During this next phase, our focus will be on fully embedding the app into day- to-day practice across the service. This will include delivering a programme of improvements and enhancements to strengthen functionality, streamline processes, and ensure staff have clear and consistent guidance on its use. 3.1.8 We will focus on strengthening awareness and utilisation of the app among tenants, ensuring they understand how and when to use it, and promoting it as a convenient and accessible way to report concerns promptly. 3.1.9 The app supports the Council’s wider approach of listening to tenants, modernising services and providing clear, visible ways for residents to raise ASB concerns, particularly for those who prefer digital contact. 3.1.10 The ASB App is a digital method of reporting and recording antisocial behaviour in real time and offers an additional means of reporting, particularly out with office hours. This is not a standalone tool but is intended to complement existing resources and appropriate evidence can be used to strengthen investigations nor is it a replacement for agencies that are available to witness and tackle antisocial behaviour in the communities e.g. Police Scotland, Community Safety Wardens, Noise Enforcement Officers. Page 16 of 100
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PUBLIC 3.2 Housing Innovation Project (HIP) 3.2.1 As previously reported, Phase 1 of the project has progressed well, with the first cycle of system testing undertaken over November and early December as planned. This testing cycle identified a range of defects, primarily relating to data migration and system functionality, and the project team is now working closely with the supplier to resolve these issues and reassess the overall delivery timeline. 3.2.2 It is anticipated that an additional data migration exercise and a further full test cycle will be required, which will extend the Phase 1 go-live date further into 2026. 3.2.3 Preparations for Phase 2 continue, with the Strategic Lead now appointed, the initial kick-off session held at the end of January, and subsequent workshops started in February. 3.3 Housing Support Services 3.3.1 Our housing support service continues to deliver targeted interventions agreed with individuals who are experiencing or at risk of homelessness. 3.3.2 The launch of The New Harbour project in February 2026 for those whose lives and housing stability are affected by alcohol/ drug use will help strengthen tenancy sustainment, recovery focused support, and improved engagement with health, social work and employability services. Delivery of this new initiative, which is being funded from the Renfrewshire Alcohol and Drug Partnership and funding from the former Renfrewshire Alcohol and Drug Commission will be led by a dedicated in-house team and will complement the other Housing First related wraparound support measures we have in place in Renfrewshire. Refugee Resettlement 3.3.3 The Service has responded effectively to national priorities, including supporting a family evacuated from Gaza for medical treatment in Scotland. 3.3.4 The Wellbeing Hub has continued to deliver activities which support integration, community cohesion, and participation in line with COSLA’s key strategic priorities for local authorities. Links have now been established with a local charity, Pachedu, to strengthen community-based support and partnership working. The Know Your Rights sessions have also helped strengthen links with education colleagues, enabling a more coordinated approach to the provision of support in the community. 3.3.5 A range of Hub activities has also provided opportunities for informal language practice, complementing formal ESOL provision, where collaboration with West College Scotland and CLAD continues to expand language support into 2026/27. Page 17 of 100
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PUBLIC 3.3.6 The ongoing development and enhancement of ESOL services will remain a core strategic focus for the team. Sheltered Housing 3.3.7 A year-round programme of activities is now in place for 2026. 3.3.8 During October to December 2025, the team completed over 15,867 daily welfare checks on the tenants at the 10 complexes owned and managed by Renfrewshire Council, with a new monthly reporting framework now introduced to improve performance recording and assist reviews of service delivery and outcomes. 3.3.9 The team has supported the co-ordination of the Council’s fire alarm upgrade programme, across sheltered housing to help reassure tenants, improve safety, and help effective communication with contractors given the unique nature of sheltered housing. 3.3.10 A coproduced Sheltered Housing ‘Kindness Statement’ has now been agreed with tenants and will be launched by the Spring 2026 to help reinforce shared values of respect, compassion and inclusion across our sheltered community. 3.4 Housing-Led Regeneration and Renewal 3.4.1 Owner consultation in the Howwood Road area concluded on the 26 January 2026. This area has, to date, seen the largest take up across regeneration areas from owners who are looking to benefit from the enhanced programme of works and increased assistance from the Council’s Private Sector Housing Grant (PSHG) programme. A number of strategic property acquisitions have also been agreed across several regeneration areas where this would increase the Council’s ownership position and see further blocks receive improvements. 3.4.2 The Springbank and Broomlands areas were targeted for initial consultation and engagement by the investment and regeneration teams in February 2026. These events were of assistance in gauging the possible levels of interest from owners in mixed tenure blocks who are considering participating in the investment programme in these areas. 3.4.3 Tenants in Waverley Road are being invited to an event at the local community centre on 10 March 2026. The event will showcase the energy improvements and design features planned for the retained blocks which are now in full Council ownership and showcase draft environmental improvement designs for tenants to provide feedback on, this includes garden area improvements and possible changes to waste solutions for these blocks. Page 18 of 100
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PUBLIC 3.4.4 The programme of improvement works continues to be delivered as planned. The window installation programme is progressing well with 263 homes within housing-led regeneration and renewal areas already enjoying the benefits of their new triple glazed windows. 3.4.5 From a demolition perspective, a second phase of demolition commenced in the Thrushcraigs area of Paisley in early February and the second phase of Springbank area has now been completed with a third phase of two further blocks being progressed. Further phased demolition will take place across the programme as blocks become fully Council owned and vacant. Paisley West End 3.4.6 The Paisley West End Compulsory Purchase Order is in progress with papers presented to Scottish Ministers for consideration, in line with the authorisations previously approved by this Board. The appeal period for those affected by the CPO was open until 6 February 2026 with two statutory objections received. Participatory Budgeting – Tenants Decide 3.4.7 The YouDecide Tenants idea submission period closed on 21 December 2025. Over 70 ideas were received and reviewed against the essential criteria and then qualifying projects were designed and costed. Over 30 of these projects qualified for Council tenants to vote on, during the voting period which opened on 16 February 2026 and closes on 15 March 2026. Communications and marketing colleagues assisted with the delivery of a targeted approach to tenants – publicising the projects submitted for each neighbourhood area – and housing officers, concierge and caretaking teams along with elected members were all encouraged to remind and assist tenants to use their voting power for projects they would like to see delivered in their neighbourhood. 3.4.8 A report will be presented to the next meeting of the Communities and Housing Policy Board with the outcomes for year one of the YouDecide Tenants fund and details of the arrangements for year two of this fund. 3.5 Single Building Assessments 3.5.1 The Scottish Government has developed a Single Building Assessment (SBA) survey. SBAs are a comprehensive, whole-building safety evaluation, for multi residential buildings in Scotland with external cladding, to assess risks to human life from the building's external wall system and any necessary remediation work. 3.5.2 This standardised assessment evaluates the entire building's fire safety, including internal measures, and structural soundness, providing a consistent report to determine what work is needed to reduce any safety concerns to an acceptable level. Page 19 of 100
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PUBLIC 3.5.3 The Policy Board was advised in October 2025 that the Council has been awarded £800,000 funding from the Scottish Government’s Cladding Remediation Programme to conduct SBAs of each of its 14 multi storey blocks plus two other blocks which are over 11 metres in height. 3.5.4 The architecture for these assessments has been developed by the Scottish Government’s Cladding Remediation Directorate, considering updates in in the legislative framework resulting from the Housing (Cladding Remediation) (Scotland) Act 2024. This includes a new methodology for evaluating the robustness of External Wall Systems (EWS), and as such supersedes any previous legislation, and any assessments completed under previous legislation. 3.5.5 The first two assessments are now underway at Gleniffer and Nethercraigs Court, Paisley and a larger scale contract for the remaining 12 assessments will shortly commence. Each assessment is expected to take around 8 – 12 weeks to complete and they will be programmed for completion over the course of 2026. 3.5.6 There is a comprehensive range of fire safety measures already in place in our high-rise blocks including: • interlinked smoke and heat detectors in each flat • 60-minute fire resistant doors • fire alarms in every building, with detectors in stairwells, communal landings, lift and plant rooms • bin store fire detection and suppression systems • bulk bins and parked cars are at least 5 metres away from the building • daily housekeeping checks by concierges and caretakers • operational inspections four times a year by the Scottish Fire and Rescue Service • testing of emergency lighting, dry risers and fire hydrants every year. 3.5.7 In addition, housing officers will be visiting tenants and owners in our high-rise buildings in the coming months to raise awareness and share information from Scottish Fire and Rescue Service (SFRS) on fire safety in high rise flats, as well as checking the fire safety arrangements at each flat. 3.5.8 Further updates on the SBA process will be provided to the Policy Board in due course. Page 20 of 100
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PUBLIC 4. Public Protection 4.1 Environmental Health 4.1.1 The Business Regulation team have compiled a list of premises with beer gardens within Renfrewshire with the intention of undertaking a Health and Safety intervention regarding to electrical equipment in March. This is a priority under Local Authority (LA) Circular (LAC 67/2 (2025/2026) guidance, issued under Section 18 of the Health and Safety at Work etc Act 1974. This intervention will involve checking that electrical equipment in use outdoors is appropriate, installed by a competent person and the condition is regularly checked for signs of damage or water ingress. Unsafe electrical equipment outside in beer gardens causes risks of electrocution, burns or fires to both staff and members of the public. 4.1.2 Officers continue to receive complaints relating to private landlords, covering a range of issues, such as disrepair within properties, anti-social behaviour by tenants, and concerns regarding the conduct of landlords. Officers work closely with Antisocial Behaviour Investigators to gather evidence which supports actions against the landlords which can include being removed from the Register of Private Landlords (cases are heard by the Regulatory Functions Board in terms of the landlord’s fit and proper status), issuing Rent Penalty Notices which precludes any landlord from collecting tenant’s rent and referring landlords to the First-tier Tribunal for Scotland (Housing and Property Chamber) to consider formal action within their remit (issuing of Repairing Standard Enforcement Notices and Rent Relief Orders). 4.1.3 As part of the assessment of private landlord compliance, Officers receive referrals from Licensing to undertake documentation checks in accordance with the Private Landlord Registration (Information) (Scotland) Regulations 2019. In fulfilling these duties, Officers require landlords to submit evidence demonstrating compliance with statutory obligations relating to gas safety, electrical safety, Energy Performance Certificates (EPCs), and fire and carbon monoxide detection standards. Landlords with multiple rental properties must provide the required documentation for each individual property within their portfolio. Evidence of non-compliance is referred back to Licensing to decide whether the landlord’s fit and proper status requires to be considered at the Regulatory Functions Board. Page 21 of 100
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PUBLIC 4.2 Trading Standards 4.2.1 The Team continues to support projects relating to weights & measures for the West of Scotland Liaison Group; alongside a targeted programme of projects designed to protect the local marketplace. Officers are continuing to identify short measure products on the market during retail monitoring activities, with a total of 283 short-weight packs of food products identified to date this financial year. Food items for sale tend to be packed using the average weight system, which allows for a slight variation – both up or down – in the stated weight of a product, subject to certain statistical parameters, known as the “packers rules”. One notable example in the Christmas period was eight out of eleven packs of pigs in blankets were below the legal limit; weighing as little 216g when they should have been 252g. If the same level of deficiency was replicated across annual production for this business, the total collective detriment to consumers could be as high as £143,500. This has been referred to the Trading Standards service where the Head Office of the business is based to ensure compliance with legal requirements. 4.3 Community Safety 4.3.1 The Service has recently introduced new technology, equipping every officer with the latest body-worn cameras. This investment strengthens our commitment to officer safety and is supported by ongoing conflict-resolution training for all frontline staff. 4.3.2 The service continues to work closely with colleagues in Finance & Resources to address the misuse of blue badges throughout Renfrewshire with patrols being undertaken to identify and address such misuse. Community Support Officers issue fixed penalty notices where this is identified. 4.3.3 A new campaign to raise awareness around dog fouling has commenced over recent months with newly designed publicity materials being used to support this. Signage has been used within bus stops and on social media with Elected Member packs also being provided. Enforcement ‘days of action’ have been undertaken as part of the campaign and further days are planned throughout the coming months. 4.3.4 To make reporting dog fouling as straightforward as possible for the public, enhancements have been introduced to the Council’s website. These improvements, along with other metrics, will be used to assess the overall effectiveness of the campaign. 5. Connected Communities Service Update Since the last update to the Board in January 2026, the following activities have been delivered: Page 22 of 100
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PUBLIC 5.1 Provide a programme of high-quality lifelong learning, accessible to all 5.1.1 A review of youth provision in Renfrewshire has been commenced, aiming to develop a clear picture of current provision across Renfrewshire, identify strengths, gaps or duplication, and consider how well youth work meets local needs and aligns with the Community Learning and Development Plan. The review takes a place-based approach, alongside a focus on communities of interest and groups of young people who may face barriers to access. The findings will inform future CLD planning, partnership working and decisions about how youth work is supported and delivered locally. 5.1.2 The Community Safety Youth Team has maintained its delivery of school- based inputs on anti-social behaviour and strengthened its links with the Good Vibes Only programme to ensure consistent, joined-up support for young people across both school and community settings. 5.1.3 The Adult and Family Learning team continues to maintain strong links with the Resettlement Team, West College Scotland and the Local Employability Partnership working with New Scots. 5.1.4 The Adult and Family Learning, Tabletop Group have developed a Board game called FLIP in collaboration with Paisley Museum and were asked to showcase it at the Community Learning and Development Managers’ Conference as an example of excellent CLD practice. 5.1.5 The NEC (National Entitlement Card) service continues to be delivered as part of the core Community Learning and Development service. As part of this, the service provides offline and assisted access routes to support applicants facing barriers and manage trusted verifier pathways such as e.g. Social Work, residential units, Invest, Barnardo’s etc. Current NEC card holders total 28,487. Of those eligible, 89.4% have free bus travel enabled on their card as part of the Scottish Government’s Under 22s Free Bus Travel scheme. Renfrewshire’s arrangements are recognised for their robustness and consistency with a particular appreciation of the arrangements in place providing a quality and timely response to any enquiries and requests for support to access NEC card scheme. 5.2 Build strong connected communities where people can participate and influence in their local area 5.2.1 A round of seven Local Partnerships were carried out throughout February, with a wide range of agenda items considered. All Local Partnership considered their Local Priorities, identifying a number of actions to be progressed to support the delivery of their priorities. These will be progressed in partnership with Local Partnerships over the coming year. Local Partnerships also received presentations on the Community Asset Transfer process and examples within their area, to broaden knowledge and awareness of asset transfer options available to community groups. 5.2.2 Connected Communities officers have supported Housing colleagues to develop and deliver the YouDecide Tenants participatory budgeting programme, where Council tenants will vote on ideas to improve their local areas, totalling £600,000 over the years 2025-28. Page 23 of 100
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PUBLIC 5.2.3 Submission of improvement ideas for the first year’s funding closed on 21 December 2025. Tenants will vote on the ideas from 16 February to 15 March 2026. Winning ideas will be published on the Council website and projects will be delivered throughout 2026. 5.2.4 Connected Communities staff attended a Funders Fayre held on 28 January 2026 organised by Engage Renfrewshire and the Council’s Invest In Renfrewshire team. 111 people attended and officers provided information on a range of funding options managed by the service, including the Sustainable Communities Fund, Local Partnership and Celebrating Renfrewshire and Summer of Fun/Winter Connections. 5.2.5 The Winter Connections programme was delivered across the period, working with local groups and organisations to provide opportunities for people to connect and participate in activities in warm and welcoming spaces across communities in Renfrewshire. A wide range of activities were funded across the area, with many activities continuing until the end of March. 5.3 Deliver targeted opportunities to reduce barriers and tackle inequalities 5.3.1 The Youth Team has welcomed a new Community Development Worker dedicated to the Duke of Edinburgh’s Award programme. This addition to the team coincided with the Renfrewshire DofE Celebration held at Paisley Town Hall on 4th March, where young people’s achievements and the commitment of their DofE leaders were recognised and celebrated. 5.3.2 The Good Vibes Only programme continues to work with targeted young people involved in risk taking behaviour, delivered through group sessions at the Foxbar Youth Drop In in partnership with Community Safety colleagues. The programme recently incorporated a five-week enterprise skills block delivered by the Social Enterprise Academy. 5.3.3 Love2Week 2026, involving up to 40 young people participating in activities aligned with the themes Love2Lead, Love2Learn and Love2Care was held during the mid-term break between the 16th – 18th February. The programme included a Mindful Sip Café led by the Promise Champs, a leadership training day at Lapwing Lodge, and a Care Day trip to Level X Glasgow for care- experienced young people and young carers. Page 24 of 100
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PUBLIC 5.3.4 The Bring Unity to Communities group (Evolve New Scots) has received funding from InRen, the integration network at Engage, and will be working in partnership with Re-Mode to deliver workshops for young people focused on sustainable fashion, teaching printing techniques using upcycled and ethically sourced clothing. Young Ukrainians involved in the project will provide peer learning by supporting other young people from ethnic minority backgrounds to print positive anti-racism messages on second-hand garments. The young people will also design and deliver an anti-racist workshop. 5.3.5 Staff delivered an anti-racist workshop to support wider learning and awareness across the team. The Evolve group from Paisley Grammar School (S4 girls) also prepared and served a meal at Foxbar Youth Drop In for selected teachers as part of their skills development and community engagement activities. 5.4 Strengthening our CLD Partnership and developing our local workforce 5.4.1 Students studying Community Learning and Development in their 1st and 3rd year are currently shadowing the Youth Team as part of the placement element of their course, supporting their pathway into future employment in the Learning and Employability Pathway. 5.4.2 A student from UWS studying for a BA in Community Development has been placed within Adult and Family Learning and is currently supporting the ESOL team. 5.4.3 Education Scotland provided Self Evaluation and Continuous Improvement (SECI) training to members of the Community Learning and Development Partnership. These sessions focussed on shared outcome-focussed planning, data interpretation and analysis and the use of self-evaluation toolkits such as ‘How Good Is Our CLD?’. The SECI training will be rolled out in 2026 as part of the development of shared approaches to self-evaluation across the CLD Partnership and will assist to build effective arrangements to report on CLD priorities going forward. 6. Justice Social Work 6.1 MAPPS (Multi Agency Public Protection System) 6.1.1 The Violent and Sexual Offender Register (ViSOR) is the Home Office information management system currently in place for individuals subject to MAPPA (Multi Agency Public Protection Arrangements). Managed by Police Scotland it has been in use for nearly 20 years. Not all of Scotland’s Local Authorities’ Justice Social Work (JSW) teams currently utilise this system. This means national records are not as comprehensive and integrated as possible. Renfrewshire Council JSW was an early adopter and continues to use this system currently. Page 25 of 100
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PUBLIC 6.1.2 National plans are now well underway for VISOR to be replaced by a new system, the “Multi-Agency Public Protection System” (MAPPS) that will function across the UK. There are clear public protection benefits to adopting this new, national system. If adopted by all local authorities, it would ensure vetted practitioner access to one shared central database covering this high- risk group across the United Kingdom. The new system is modern, cloud based, securely accessible and more user friendly and practical than the current arrangements in place for VISOR. There have been previous delays in the planned implementation of the MAPPS programme. Following a re-set within the Home Office Programme Team, MAPPS is now scheduled to replace VISOR and be in place for all MAPPA criteria service users by May 2028. 6.1.3 A senior social work manager from Renfrewshire has been significantly involved from the beginning stages of MAPPS and continues to support this national development in preparation for its implementation, both nationally and locally. At the end of 2025, the MAPPS Programme Team issued a Charter to all responsible Local Authorities that requests and formalises everyone’s shared commitment to the delivery of MAPPS across Scotland. This agreement is a significant step in terms of maximising this information system’s effectiveness and public protection potential. Renfrewshire Council subscribed to this Charter formally in December 2025, signed by the Chief Executive and is supported by the Chief Social Work Officer. At the time of writing, most other Scottish Local Authorities have also signed up to the Charter. It is anticipated all will. The Board will be kept informed of any key future developments closer to the implementation phase. 6.2 Prisoner Release Activity 6.2.1 Emergency Early Release (EER). As a result of ongoing concerns about the high level of the prison population a further programme for EER of prisoners was agreed by the Scottish Parliament on 5 November 2025. Like previous programmes, there is criteria applied around eligibility with some sentence types not considered eligible for early release (e.g. sexual and domestic abuse offences). A governor veto may also be applied if they consider that the individual would pose an immediate risk of harm to a specific individual or group of individuals if released. 6.2.2 The current programme began on 11 November 2025. Phased over 7 separate tranches it runs until 30 April 2026. Similar to previous emergency early release programmes the numbers released have been manageable for JSW in Renfrewshire. It has, however, required some additional resource allocation and time pressures in terms of the additional assessment and coordination work involved. Page 26 of 100
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PUBLIC 6.2.3 Helping our approach to EER over recent months, a more integrated approach to support people leaving custody and returning to Renfrewshire has been developed and implemented. Led by JSW and supported by key community justice partners, this structured model of pre-release planning that brings together a range of partners who support individuals returning from custody to the community is now in place. These proactive meetings help partners share information early and plan together practical arrangements to support people on their release. These meetings identify risks and make plans together, to mitigate for potential support gaps. This holistic approach to pre-release planning is helping to improve continuity between prison-based and community supports. 6.2.4 All prisoners released are offered voluntary “throughcare” support by JSW. Support from partners is also provided often in relation to issues relevant to their personal circumstances, e.g. DWP, housing and health related services. Positively, an increasing number of prisoners due for release are now accepting support from our 3rd sector partners, Upside. This is a national throughcare support service that was established last year. This service will often meet prisoners prior to their release and where agreed offer “gate pick ups” where possible. This support continues to be offered when the person has returned to their local community. 6.2.5 Expanding its reach, this pre-release group has recently begun an innovative new partnership with Parkhead Citizens Advice Bureau and HMP Barlinnie to capture the experiences of people being released back to Renfrewshire. The aim is to listen to those with prison experience to ensure we are identifying the right things in terms of what helps, what doesn’t, and what the service users feel works. Using this learning will enhance our local support pathways and identify what could be done better at this key transition point for people. 6.2.6 Augmenting this work, JSW is finalising new information packs for all prisoners who will be released to Renfrewshire. These will incorporate the learning from recent focus group sessions with both partners and people in prison. A recurring theme from prisoners was that they were not always aware of what supports were available to them before they returned to their local area. Renfrewshire JSW’s work with HMP Barlinnie is also exploring different ways to improve how this information can be shared within prison too, including better use of its media centres and prison radio. __________________________________________________________________ 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. Page 27 of 100
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PUBLIC 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 28 of 100
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PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 10 March 2026 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Renfrewshire Common Housing Allocation Policy – Council Allocation Targets for 2026/27 ___________________________________________________________________ 1. Summary 1.1 Following approval by the Communities, Housing and Planning Policy Board in January 2019, the Renfrewshire Common Housing Allocation Policy was implemented by the Council on 1 May 2019. The review of this policy was approved by the Communities and Housing Policy Board in March last year. 1.2 Applicants are placed in one of five groups according to their circumstances and targets are set for the proportion of lets to each of the groups. These targets are set and reviewed annually by the Council. This report contains the targets proposed for 2026/27. 1.3 To assist in setting the allocation targets, analysis of the lets over the previous nine months (ie to the end of Quarter 3 on 31 December 2025) was carried out and is summarised in this report. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Approve the Council’s allocation targets for 2026/27 as set out in section 4 of this report. ___________________________________________________________________ Item 4 CHPB100326 Page 29 of 100
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PUBLIC 3. Background 3.1 Housing applicants are placed into one of the following five groups based on their circumstances. Depending on the group applicants are placed in, a level of priority (‘A’ to ‘D’) may also be awarded. Targets are set for the proportion of lets to each group and as properties become available for let applicants are selected from the five groups according to the agreed targets. Statutory Homeless Group Mobility Group (general and transfer applicants) General Applicants Group (not landlord’s own tenants) Transfer Applicants Group - with housing need Transfer Applicants Group - no housing need Statutory homeless A critical need B urgent need C moderate need D no need A critical need B urgent need C moderate need D no need A critical need B urgent need C moderate need Based on date of application 3.2 The Council and its four local housing association partners within the Common Housing Allocation Policy (Bridgewater, Linstone, Paisley and Williamsburgh) use the same groups but each landlord sets its own targets, taking account of the profile of its own Housing List and stock profile. ___________________________________________________________________ 4. Council Allocations Targets for 2026/27 4.1 The Council and other social landlords have a statutory duty to give reasonable preference to people in housing need (people who are statutorily homeless, living in unsatisfactory housing conditions and tenants of social landlords who are under occupying their current home). The targets set for each of the groups must take account of this duty. 4.2 The proposed targets for 2026/27 have been informed by analysis of the demand from those who are statutorily homeless, the Council’s housing list and lettings over the last few years. The current allocation policy has been in place since May 2019. The Policy was reviewed with partners and updated last year. The key points to note from this analysis are: • There were 5,425 applicants on the Council’s housing list at the end of the financial year 2024/25. The Quarter 3 figure for 2025/26 for applicants on the housing list was 6,205. Demand for housing continues to increase – for context, there has been a 25% increase in applicants on the housing list since 2022/23, when there were 4,951 applicants on the list. Page 30 of 100
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PUBLIC • The Council let 1,032 properties in 2024/25. The Quarter 3 figure for 2025/26 is 596. This reduced lets figure can be attributed in part to a reduction in turnover and a return to more normal letting patterns following returning empty properties to the letting pool during 2024/25. • Most lets are made through the Group system (514 lets, 85% in 2024/25). The Quarter 3 figure for 2025/26 was 498, 84% of the total. The remaining 98 lets made outwith the group system were: management transfers; sheltered housing lets; and lets associated with the approved housing regeneration programme. • Within the Group system, 51.6% of lets went to statutory homeless applicants in 2024/25. The number of homeless lets at year end 2024/25 was 450 (up from 390 the previous year). 52.5% of group lets went to statutory homeless applicants in the first three Quarters of 2025/26. • Like all local authorities across Scotland, Renfrewshire is experiencing increasing pressures in meeting demand for social housing – as explained above, the number of applications has risen by 25% since the start of 2023/24. The Board has been advised throughout the year of pressures facing the service due to homelessness and the number of presentations continues to rise. • Lets to mobility applicants continues to exceed the target, with 18.2% of lets to this group against a target of 10%. This figure is directly affected by the suitability of available stock, and a property-led approach is used to maximise opportunities to let suitable properties to applicants with mobility needs. • Existing Council tenants are placed in one of two groups – ”transfer applicants with housing need” who made up 10.6% of the applicants on the housing list at the six-month point and ”transfer applicants with no housing need” who made up 9.1% of all applicants on the Council’s list at the six-month point. • Applicants who are not currently Council tenants, who are not homeless and who do not have mobility needs are placed within the general applicants group. This is the largest group of applicants, currently representing around two-thirds of all applicants on the housing list. This group includes both people with housing need and people with no housing need. The applicants with a housing need held in this group represent around 60% of all applicants on the housing list. Page 31 of 100
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PUBLIC 4.3 Taking account of the above information, and the duty to give reasonable preference to housing need, targets proposed for 2026/27 are set out in the table below: Group 24/25 25/26 Quarter 3 2026/27 Target Lets % Target Lets % Proposed target % Statutory Homeless 49% 51.6% 55% 52.5% 55% Mobility 10% 18.8% 10% 18.2% 10% General Applicants (not landlord’s own tenant) 23% 21.3% 24% 20.6% 24% Transfer Applicants (with housing need) 15% 8.1% 10% 8.6% 10% Transfer Applicants (no housing need) 3% 0.2% 1% 0.1% 1% Total 100% 100.0% 100% 100.0% 100% 4.4 Summary of proposed targets: With the exception of the mobility group lets, which have exceeded target, all of the other groups have been around their target figure. Taking account of the further increase in homeless applications again this year and associated housing pressures, it is considered to be fair and reasonable to retain the 55% target for the homeless group. Therefore, there are no changes proposed to the allocations targets for the next year. ___________________________________________________________________ Implications of the Report 1. Financial – None 2. HR & Organisational Development – None 3. Community/Council Planning – • Our Renfrewshire is thriving – Meeting the needs of housing applicants • Building strong, safe and resilient communities – Creating strong communities in our approach to allocating homes 4. Legal – None 5. Property/Assets – None 6. Information Technology – None Page 32 of 100
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PUBLIC 7. Equality & Human Rights – 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 Change – None 13. Children’s Rights – the Common Housing Allocation Policy reflects Article 27 of the UN Convention on the Rights of the Child, specifically Article 27, “the right of every child to a standard of living adequate for the child’s physical, mental, spiritual, moral and social development.” 14. COSLA Policy Position – the Common Housing Allocation Policy reflects the COSLA Manifesto 2026, specifically section 6, Thriving Places, including “local government is committed to providing good quality affordable housing, reducing the social housing waiting list, and meeting our homelessness duties.” ___________________________________________________________________ List of Background Papers The contact officer within the service is Ray Walkinshaw, Housing Regeneration and Development Manager, ray.walkinshaw@renfrewshire.gov.uk. Author: Ray Walkinshaw, Housing Regeneration and Development Manager Contact: ray.walkinshaw@renfrewshire.gov.uk - 0141 487 2189. Page 33 of 100
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PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 10 March 2026 ___________________________________________________________________ Report by: Director of Environment, Housing and infrastructure ___________________________________________________________________ Heading: Renfrewshire Council Tenant Participation Strategy – Update ___________________________________________________________________ 1. Summary 1.1 This report provides the Policy Board with an update on the implementation of the Council’s Tenant Participation Strategy Action Plan, which was approved by the Board on 25 October 2022, and which has been reviewed annually since then, with an update provided to the Policy Board each year. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the positive progress made with regard to the implementation of the Tenant Participation Strategy Action Plan as set out in Appendix 1 of this report. 2.2 Approve the revised Tenants’ and Residents’ Association registration and grant funding proposal as set out in Appendix 2 of this report. 2.3 Authorise the Head of Housing Services to undertake a review of the grant funding model every three years, as set out in section 4.6 of this report. ___________________________________________________________________ Item 5 CHPB100326 Page 35 of 100
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PUBLIC 3. Background 3.1 The Tenant Participation Strategy 2022–2027, which was approved by the Policy Board at its meeting of 25 October 2022, sets out the range of opportunities available to tenants and residents to get involved and to influence decisions about the housing services we deliver. The strategy includes an Action Plan which sets out a range of priorities which were agreed with tenant representatives. 3.2 Tenant representatives worked closely with council officers to develop the strategy and continue to work with officers to monitor the progress of the Action Plan. Progress to date on the key priorities contained within the Action Plan is attached at Appendix 1 and section 4 of this report highlights some of the actions undertaken. 4. Tenant Participation Strategy Progress 4.1 The Strategy covers a five-year period and attached at Appendix 1 is the Scorecard for the Action Plan highlighting what has been achieved since April 2025. The Scorecard was presented to the Tenant Scrutiny Panel for its comments as part of its role in monitoring the Strategy. Feedback from the Scrutiny Panel was positive, and it agreed on the actions for the forthcoming year, which are presented in this report. The Scorecard at Appendix 1 provides more detail of activities throughout the year. The Strategy will continue to be monitored and developed in consultation with our tenant representatives with an annual update provided to the Policy Board for noting. The following are some key highlights since its inception: 4.2 Consultative Forums The Housing Service has a number of Consultative Forums, each developed to allow tenants the opportunity to participate at a level they are comfortable with. Progress to date on the work of the forums is described in detail in Appendix 1, pp6–9 – “increasing Tenant Participation Opportunities.” Tenant Scrutiny Panel Council Wide Housing Forum Tenant Quality Circles Page 36 of 100
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PUBLIC Council Wide Housing Forum Each year the Council hosts a meeting with tenant representatives from all Tenants and Residents Associations (TARAS) and other consultative groups to discuss and review a range of service issues and priorities. Tenant Scrutiny Panel The Tenant Scrutiny Panel was established in 2013. Members of the Panel must be Renfrewshire Council tenants. It meets monthly and its focus is to assess and influence the performance, service delivery, plans and activities of Renfrewshire Council’s Housing Service. Quality Circles The members of the Quality Circles are volunteer Renfrewshire Council tenants who carry out inspections of Renfrewshire Council’s multi-storey blocks, sheltered housing complexes and council housing estates to ensure a quality standard is being achieved and maintained. 4.3 Digital Participation The strategy was developed so that tenants and the Service could make best use of digital resources to maximise levels of participation. Progress to date is described in detail in Appendix 1, p3 – “we will develop our digital participation opportunities and embed digital engagement across Renfrewshire.” 4.4 Communication Housing officers have worked closely with colleagues in the corporate Communications team to improve the ways in which the Council communicates with tenants. The teams will continue to collaborate throughout the lifetime of the strategy to develop improved channels of communication. During the year officers informed tenants of service updates and the Council’s success in meeting regulatory requirements. This is described in detail in Appendix 1, p2 – “to ensure tenants and residents are well informed.” 4.5 Tenants’ and Residents’ Association Activity, Training and Events • Re-registration for Tenant and Resident Associations took place in Summer 2025. Four TARAs applied for and were accepted for re- registration, which are: Bridge of Weir TARA; Cochrane Castle TARA; Maxwellton Court TARA; and Paisley Town Centre TARA. The Tenant Participation Development Officer continues to liaise with groups which are interested in registration and with tenants who are interested in starting new TARAs. • Tenants’ and Residents’ Association members attended the Tenants’ Information Service (TIS) Annual Conference and Tenant Participation Advisory Service (TPAS) Annual Conference this year. Page 37 of 100
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PUBLIC • A new Tenants’ and Residents’ Association was established in the George Street area of Paisley with support from the Tenant Participation Development Officer. Tenant Representatives from the association have attend the Council Wide Forum and Quality Circle inspections. 4.6 TARA Registration and Funding The Tenant Scrutiny Panel (TSP) reviewed Renfrewshire Council’s current processes for registering Tenants and Residents Associations (TARAs) and awarding annual grants, following feedback that both systems were confusing and lacked transparency. TARAs highlighted issues with complex registration categories and a funding formula that made planning difficult. The TSP undertook a scrutiny exercise to simplify and improve these arrangements. This process and the resulting recommendations are described in detail in Appendix 2. How we consult 4.7 Tenant Surveys Feedback from tenants provides staff with valuable insight into service delivery. Over the past year officers have continued to ask tenants what they think of services using a range of surveys. Progress to date is described in detail in Appendix 1, pp4 and 5 – “to listen to tenants and consider their views before decisions are reached and promote real opportunities to participate and influence housing services.” Specifically, p5 of Appendix 1 shows the outcome of a priorities survey. Because in 2024/25 the Council consulted its tenants on a proposal for a three-year rent increase, it was not necessary to undertake a similar survey this year. Officers did, however, conduct a survey asking tenants about their priorities for the service. The outcome was that, by a significant margin, the most important priority for tenants was the carrying out of repairs and maintenance to their homes, and this is reflected in the Housing Revenue Account (HRA) budget papers. 4.8 Consultation with Tenants and Residents in Regeneration Areas The Housing-Led Regeneration and other newbuild areas have benefitted from a range of consultative initiatives. Progress to date is described in detail in Appendix 1 – pp9 and 10 – participation in regeneration areas.” Page 38 of 100
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PUBLIC 4.9 Participatory Budgeting (#Youdecide) The Council has set aside £600,000 within the housing budget from 2025 to 2028 to support local infrastructure improvements within its housing estates. Over the past year ten launch events were held for tenants to find out more and submit ideas. From these events and from a consultation mailout staff received over 70 suggestions for local community improvements. More detail on this is provided in another report to this Board, the Service Update. 5. Tenant Participation Priorities for 2026/2027 5.1 The forthcoming year will see further developments in expanding the ways in which tenants are involved in shaping housing services. 5.2 Modernising Tenant Participation This year is the final year of implementation of the current Tenant Participation Strategy. In preparation for the next Strategy officers will begin work on developing methods of engagement that are fit for a modern service that encourages participation. Officers will gather customer insight from a number of surveys including the recent Residents’ Survey and the forthcoming Tenant Satisfaction Survey. 5.3 Tenant Scrutiny Panel/Quality Circles During the forthcoming year the Tenant Scrutiny Panel will continue to work on issues from its work programme, including discussions on the voids and participatory budgeting. The Quality Circles (High Rise, Sheltered and Estate Management) will continue with inspections and development existing links with the relevant Council officers to suggest improvements to areas. 5.4 Digital Participation and reaching out to other groups The Service will continue to make best use of digital platforms to improve participation. As indicated, the use of digital tablets has been extended to the Quality Circles, and the Council Wide Forum has the capacity to facilitate online participation. Officers will make use of e-mails to provide information to those tenants who have signed up to this and to others who may sign up over the year. Housing Services will continue to look at ways to engage with tenants who may not usually become involved, such as younger tenants, disabled groups or tenants from ethnic communities. Over the past year officers have attended the Digi-ren and Digital Champions meetings to see if opportunities to involve others could arise. Page 39 of 100
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PUBLIC 5.5 Communication Working with colleagues in corporate communications, officers will review current tenant communication and marketing activity and participation opportunities and make recommendations to improve the way in which the Council communicates with tenants. This will support increased tenant involvement in shaping services, identifying any efficiencies and opportunities for improvement. Officers will continue to provide information through newsletters/brochures in order to provide tenants with news and information, including the Tenants’ report on the Charter. 5.6 Tenant Surveys The Service will carry out its ninth Tenant Satisfaction Survey, which will be conducted as a face-to-face survey. Officers will also continue with other service surveys and will develop a satisfaction survey for the NETTs Team in collaboration with the Housing Estate Manager (Council Housing). 5.7 Council Wide Forum The Service will hold another Council Wide Forum in the forthcoming year, which will provide tenants with service information and consult them on service priorities. __________________________________________________________________ Implications of the Report 1. Financial - none arising directly from this report. 2. HR & Organisational Development – None. 3. Community/Council Planning – • Our Renfrewshire is thriving – effective tenant participation gives tenants the opportunity to influence decisions about housing services and gives the Council stronger links with local communities. 4. Legal – None. 5. Property/Assets – None. 6. Information Technology - to support tenants the new strategy will be aligned to the Council’s Digital Strategy. Page 40 of 100
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PUBLIC 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 – Where external consultants may be required to support tenant participation activities, these will be commissioned in line with the Council’s requirements on the procurement of services. 10. Risk – None. 11. Privacy Impact – None. 12. Climate Risk – N/A. 13. Children’s Rights – N/A. 14. COSLA Policy Position – N/A. ___________________________________________________________________ List of Background Papers (a) Report to the Communities and Housing Policy Board, 25 October 2022, ‘Renfrewshire Council Tenant Participation Strategy’ (b) Report to the Communities and Housing Policy Board, 17 January 2023, ‘Housing Customer Engagement Annual Report 2021/22’ (c) Report to the Communities and Housing Policy Board, 11 March 2025, Tenant Participation Strategy Update ___________________________________________________________________ Author: Ray Walkinshaw, Housing Regeneration and Development Manager Email: ray.walkinshaw@renfrewshire.gov.uk Page 41 of 100
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Appendix 1 1 PUBLIC Tenant Participation Strategy Action Plan Scorecard for 2025/26 Page 42 of 100
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Appendix 1 2 PUBLIC Priority To ensure tenants and residents are well informed What have we achieved We reported the outcome of our biennial Tenants’ Satisfaction Survey to the Communities and Housing Policy Board at its meeting on 20 August 2024. Enhanced Communication and Tenant Engagement We published our second Annual Review to tenants in October 2025, which serves as a valuable resource for tenants, providing detailed information on available services and support options, including assistance with bill payments, energy advice, housing service news and tenant safety advice. The publication also serves as the main channel to report to tenants on our performance against the Scottish Social Housing Charter (ARC). The tenants report on the Charter was completed in collaboration with tenants, ensuring transparency and accountability in service delivery. A dedicated tenant presentation on the ARC Return for 2025 and Assurance Statement was provided to tenants in September 2025 where tenant representatives could comment on our performance and the Assurance Statement. More than 5,300 tenants have provided their email contact to receive information and updates from us. We use this channel to provide important information, including about preparing homes for winter weather and accessing council services over the festive period. It is also used to share engagement opportunities and email communication is achieving a high engagement and click-through rate. Housing Services content on renfrewshire.gov.uk has been rewritten to support an improved user experience and ensure our tenants can find and access the information they are looking for. It also provides key links to the Scottish Housing Regulator information including our Engagement Plan and the SHR’s guidance on How to raise a complaint. In January 2026 we offered tenants the opportunity to comment on service priorities. The majority of those who responded were clear that their main priority was for repairs and maintenance, followed by investment in improvements to their homes. This short survey was also discussed with tenants’ groups, the Tenant Scrutiny Panel and Tenants’ and Residents’ Associations. Page 43 of 100
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Type document title here 3 PUBLIC Priority We will develop our digital participation opportunities and embed digital engagement across Renfrewshire What have we achieved We have met the Tenant Scrutiny Panel and continue to meet with tenants’ groups online using the MS Teams platform. With the support of the Digital Participation Officer tenants and residents have received equipment to work with the service online. New members of the Tenant Scrutiny Panel received training and resources to participate online. We use a range of digital platforms to consult tenants: • Our Priorities Survey in January was carried out online; • Our repairs satisfaction survey uses a text message system to record tenants’ feedback; and • The #YouDecide Tenants project has made use of the Consul platform for residents to put forward ideas for projects and for tenants to vote on the range of projects that have been taken forward to the voting stage. This platform, which is accessible to all, allows the whole nomination and voting process to be transparent and accountable. With the support of the Digital Participation Officer, we are developing electronic resources to enable our Quality Circle tenant inspectors (piloting with the Estate Management group) to use tablets to complete the inspection forms. We continue to encourage and support Tenants’ and Residents’ Associations to submit their annual registration and supporting information electronically, whilst offering the option to submit information by post or in person. Communications are sent to tenant representatives by post and/or electronically to ensure information is received timeously. Page 44 of 100
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Type document title here 4 PUBLIC Priority To listen to tenants and consider their views before decisions are reached and promote real opportunities to participate and influence housing services. What have we achieved The Service continues to carry out tenant satisfaction surveys for key services areas and undertake service improvements were identified from feedback, for example: • Standard of temporary accommodation – this survey is carried out at point of service by our Homeless Services team and our return for this survey is consistently high levels of satisfaction; • Satisfaction with Housing Advice – all applicants are asked their views on the standard of customer service, and the most recent survey had a 95.5% satisfaction rate; • Repairs satisfaction – our method of collection for this survey has changed to text surveys to ensure an immediate response and maximum participation and the most recent survey saw satisfaction at 77.2%; • Quality of home satisfaction – this survey is carried out at point of service by housing staff when a tenant moves into a new home; • Owners’ survey – this survey is carried out by post each year to gauge satisfaction with the service provided by Owners Services; and • The Tenant Scrutiny Panel worked with the Single Voids Team Manager to advise on the changes to the re-let standard and made recommendations to change the grant system for TARAs. Page 45 of 100
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Type document title here 5 PUBLIC As the rent consultation survey was carried out in 2024/25 for a three-year rent increase proposal, there was no requirement to undertake a similar survey this year, that said a small survey asked tenants on what their priorities for the service were. The headline figures for the survey highlighted the following results: Priority First Choice Second Choice Carrying out repairs and maintenance to your home 42.4% 26.7% Spending money on home improvements like bathrooms, kitchens and roofs 21.8% 27.6% Making more houses available by reletting properties quickly when they become vacant 11.1% 14.4% Regenerating housing areas by demolishing older properties, building new ones and improving existing homes 9.1% 7.0% Focusing on energy efficiency measures like wall insulation and heating systems to reduce energy bills and future proof homes 7.0% 11.1% Building new council houses to provide affordable, modern, warm and welcoming homes 6.2% 9.5% Doing environmental improvements like clearing overgrown bushes and rubbish in the grounds and open spaces around council housing 2.5% 3.7% Page 46 of 100
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Type document title here 6 PUBLIC Priority Increasing Tenant Participation Opportunities What have we achieved We promote the benefits of tenant participation through our tenants’ newsletter. We encourage prospective tenant volunteers who are interested in join to come along to a “taster” meeting/event under no obligation. Over the past year there have been a number of developments. There are a range of ways in which tenant can influence decision making. Local Tenants’ and Residents’ Associations (TARAs) As part of our support to TARAs each association was offered a ‘health check’ as part of the TARA registration process. This check identified areas where each association required additional support and training requirements. We continue to work with local residents within areas where there is council housing to help setup tenants’ and residents’ associations: • A new association has been set up in the George Street area of Paisley; • In collaboration with regeneration colleagues, we are working in the Howwood Rd area are gauging interest from residents to develop a TARA within the regeneration area; and • The Development Officer has attended several general meetings of the TARAs to provide support. The Tenants’ Scrutiny Panel have completed a scrutiny exercise looking at Registration and Grant Funding for Tenants’ and Residents’ Associations (the proposals are attached in Appendix 2 of this report for the Board’s consideration). Page 47 of 100
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Type document title here 7 PUBLIC Council wide Tenants’ Forum The Council Wide Forum in December 2025 was an in-person event which attracted some new tenant representatives. Tenant representatives from all Tenants’ and Residents’ Associations (TARAs) and other consultative groups to discuss and review a range of service issues and priorities. It was attended by the Convenor of the Communities and Housing Policy Board, the Head of Housing Services, tenant representatives and officers from Housing Services. At the Forum, agenda items included: Tenant Participation/Tenant Scrutiny Panel Update; Rent and Housing Revenue Account (HRA) budget 2025-28; Participatory Budgeting (#youdecide); Neighbourhood Environmental Trainee Teams (NETTs); and the Single Voids Team. Tenant representatives provided valuable insight and feedback on these matters. Feedback from the tenant representatives on the Forum was that it was a very positive and informative meeting. Tenant Scrutiny Panel The Tenant Scrutiny Panel (TSP) continues to meet monthly online with the option to meet on a hybrid basis as necessary. The Panel has completed working on its scrutiny exercise looking at the Registration Scheme for Tenants’ and Residents’ Associations and how TARAs are financially supported. The Panel’s recommendations form part of this report for consideration. Along with the work on its scrutiny exercise, the Tenant Scrutiny Panel has been involved in: • Design and content of the report to tenants for the Annual Return on the Charter (ARC); • Audit of the Tenant Participation Strategy action plan; • Participatory Budgeting; and • Review of the re-let standard (as part of the voids process). Page 48 of 100
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Type document title here 8 PUBLIC Members of the Scrutiny Panel have also attended a number of events including the Tenant Information Service (TIS) Annual Conference and the Tenant Participation Advisory Service (TPAS) Annual Conference Quality Circles There are three Quality Circles covering: Estate Management Quality Circle (EMQC) • The Estate Management Quality Circle undertook inspections in 7 areas including: Morar Drive (Foxbar); Dunvegan Quadrant, Leven Square and Vennacher Road (Kirklandneuk); and Mimosa Road (Bridge of Weir). High-Rise Quality Circle (HRQC) • The High Rise Quality Circle carried out inspections in 10 of the council’s 14 multi-storey blocks. Sheltered Housing Quality Circle (SHQC). • The Sheltered Quality Circle has carried out inspections in 4 of the council’s 10 sheltered housing complexes. All Quality Circles have strong links with the Housing Estate Manager (Council Housing), ensuring issues identified during inspections are acted upon and opportunities for service improvement are maximised. All Quality Circle inspections focus solely on communal areas within multi-storey blocks, sheltered complexes, or tenement buildings. The EMQC has carried out inspections in a wide arrange of areas including: Johnstone, Foxbar, Kirklandneuk and Bridge of Weir. The HRQC continues its monthly programme, with each of the 14 multi-storey blocks inspected approximately twice per year. Similarly, the SHQC inspects all sheltered housing complexes on a 12-month cycle. EMQC inspections are carried out jointly with the Housing Officer for the area and the Estates Manager, ensuring local knowledge is available onsite and enabling a coordinated response to issues raised by tenant inspectors. Page 49 of 100
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Type document title here 9 PUBLIC Feedback from tenant inspectors has been positive. Volunteers value the opportunity to visit different areas, observe the impact of the Quality Circles firsthand, and see how staff respond to inspection findings to improve local environments. Staff also value the input from Quality Circle volunteers noting that comments from inspectors are balanced, constructive, and helpful. Priority Participation in regeneration areas What have we achieved Consultation and engagement throughout the delivery of the Housing-Led Regeneration and Renewal programme is adapted as necessary to meet the needs and requirements of each community represented and in line with the delivery timeline of works across each area, including: o Groups using social media to promote activity and to keep involved; o Regular community drop-ins where staff can provide information to residents; o Newsletters; and o Neighbourhood Renewal groups have been established across 4 areas to capture the views of local people affected by the regeneration of their area. All regeneration areas benefit from a dedicated Housing Regeneration Officer and Development Officer who can be contacted by phone or email or request a home visit if required. The team also have a dedicated mailbox for general enquiries at regeneration.hps@renfrewshire.go.uk Page 50 of 100
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Type document title here 10 PUBLIC Howwood Rd – Ongoing Consultation As well as benefitting from a number of consultation events in this area, tenants and residents have the added opportunity to drop in to the staffed office two days per week or comment any questions they have onto the closed Facebook Group where an officer will respond promptly to their enquiry. Springbank Regeneration Area This area benefits from a weekly drop-in surgery within the community where tenants and residents can meet with the Housing Regeneration Officer and Development Officer to raise any questions they may have. A targeted owner consultation for owners within mixed tenure blocks in this area was held February 2026 to highlight the costs proposed for improvement works and discuss grant assistance with owners to assist their participation in the improvement works. Waverley Road Regeneration Area A targeted event for tenants of the retention addresses within this regeneration area is being organised for March 2026 to showcase the energy improvements and design features planned for this area including highlighting the proposed external improvement designs for tenants to provide feedback on, this includes garden area improvements and possible changes to waste solutions for these blocks. Page 51 of 100
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Type document title here 11 PUBLIC Priority To provide resources and support to empower tenants and residents to influence decisions about housing services What have we achieved We continue to fund tenant participation activities through an identified budget for tenant participation which facilitates: • Simplified the TARA grant process; • Changed the Grant system that delivers a fairer outcome for TARAs; • Support for TARAs through the provision of grant funding; • Support for tenant participation activity, with the Development Officer and Housing staff regularly attending TARA meetings to provide advice and support; • Training and development for tenants’ groups, tenant representatives have attended external tenant participation events that provide opportunities to exchange good practice and network with other tenants, including the Tenant Information Service (TIS) Annual Conference and the Tenant Participation Advisory Service Annual Conference; • Membership to independent organisations such as The Tenant Participation Advisory Service (TPAS) and the Tenants’ Information Service (TIS). Tenant representatives have represented the Council; and • transport to and from all our tenant participation meetings and events, including Council Wide Forum, Quality Circles (High Rise, Sheltered and Estate Management). Page 52 of 100
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Appendix 1 12 PUBLIC Environment, Housing & Infrastructure Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR Page 53 of 100
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Appendix 2 PUBLIC Renfrewshire Council Tenant Participation Strategy Tenants Scrutiny Panel – Review of Tenants’ and Residents’ Association Registration and Grants Funding 1. Background Feedback had been received from some Tenants’ and Residents’ Associations (TARAs) that both the annual registration criteria were confusing, and that the annual administration grant funding formula was not transparent. Based on this information the Tenant Scrutiny Panel (TSP) undertook a review of the current processes. 2. Recommendations Following their review of the current arrangements, the Tenant Scrutiny Panel (TSP) is making the following recommendations: • That the TARA registration criteria are amended from 2 categories (“enhanced” and “registered”) to a single category (“registered”), subject to the necessary information being provided; and • That the annual administration grant is amended from a complicated formula to a funding model which is made up of a basic amount plus an amount per council tenancy within the TARA’s agreed boundary. Further information on both these recommendations is contained within section 3 Criteria for Recognition/Registration and section 4 Grant Funding. 3. Criteria for Recognition / Registration For a Tenants’ and Residents’ Association (TARA) to gain recognition/registration from Renfrewshire Council Housing Services the following criteria must be met: • The primary focus of the association must be on the tenant/landlord relationship; • New Associations must have at least 50% council tenants within their boundaries. Existing Associations are encouraged, where possible, to have at least 50% Council tenants within their boundaries. The boundaries that the association covers must be clearly defined within the constitution and must not overlap on to any other existing association area. The minimum number of Council houses within an association boundary should be fifty. Consideration will be given to a smaller number in exceptional circumstances, e.g. a sheltered housing complex; Page 54 of 100
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Appendix 2 PUBLIC • For new associations, a public meeting must be held with the primary objective to set up an association. This meeting must be advertised throughout the proposed area at least fourteen days in advance. Details of the area that the association is to cover must be given at the public meeting; • The composition of the committee shall be determined at the Annual General Meeting (AGM) of the association according to the rules outlined in the association’s constitution; • It is recommended that the size of the committee should not be less than five and no more than fifteen; and • The association must adopt a written constitution which details the structure of the association and include safeguards to ensure the association is run in a democratic and fair manner. A model constitution is provided by Renfrewshire Council’s Housing Services. The following information must be provided to Housing Service when applying to be recognised: • Renfrewshire Council’s corporate grant application form; • Committee members’ contact details form; • Minutes of four quorate general meetings (including the Annual General Meeting) held within the previous 12 months;* • Names and address of those members attending, for all four meetings*; and • A copy of the association’s constitution. * For new associations making the first application, the minutes of the inaugural meeting and names and address of those members attending will be sufficient. Associations which want to apply for a running cost grant must also submit: • A copy of the independently verified financial statement approved at the last AGM; • A copy of the most recent bank statement showing account details; • The conditions of grant form; and • The BACS money transfer form. Tenant Scrutiny Panel Recommendation The Tenant Scrutiny Panel (TSP) recommends broadly keeping the same processes in place and requiring the same supporting information to be provided by each group. The main change is the abolition of the 2-category registration (“enhanced”/ “registered”) to a single category (“registered”). The TSP feels that this will make the recognition/registration process easier to understand for all tenants and tenant representatives. Page 55 of 100
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Appendix 2 PUBLIC 4. Grant Funding The feedback from some Tenants and Residents Association (TARA) committees is that the current funding model was negative, unfair and lacked transparency. The Tenant Scrutiny Panel (TSP) undertook a scrutiny exercise of the current arrangements to determine whether improvements could be made. The current funding arrangement for Tenants and Residents Associations which represent Renfrewshire Council housing stock has gradually evolved over a long period of time to accommodate various circumstance which arose. This has led to a grant formula which lacks transparency, is difficult for stakeholders to understand and means the grant awarded to TARAs can fluctuate from year to year making financial planning difficult for their committees. TARA representatives have raised this as a matter for review, therefore it was suggested that the Tenant Scrutiny Panel undertake a scrutiny exercise to review the current grants for registered TARAs. • Startup grant for registered TARAs The current funding mechanism awards a grant of £250.00 to TARAs which meet the criteria for a new association. It is intended that this grant will be used for the same purpose as the running cost grant. • Running Cost grant for registered TARAs The current funding mechanism has a maximum grant award of £600.00, however this is subject to several possible deductions, including: • where the number of council tenancies represented is less than half of the total number of properties (all tenures) represented • a cap on the grant awarded where the number of council tenancies is less than 50 • a ‘clawback’ deduction where there was an underspend of the grant awarded the previous year Tenant Scrutiny Panel Recommendation After consideration of various options, the Tenant Scrutiny Panel made the following recommendation, that TARAs which meet the registration criteria would be eligible to be awarded £400.00 as a basic amount plus £1.00 per council tenancy within their recognised boundaries; up to a maximum total award of £700.00. For example: • Bridge of Weir with 221 council tenancies would receive £621.00 • Cochrane Castle with 44 council tenancies would receive £444.00 • Maxwelton Court with 102 council tenancies would receive £502.00 • Paisley Town Centre with 161 council tenancies would receive £561.00 It is recommended that the Head of Housing Services undertakes a review the basic and maximum grant awards of this new system every three years to take account of rising costs, including inflation. Page 56 of 100
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Appendix 2 PUBLIC The running cost grant would include expenses such as: • hall rentals • stationery • postage • wi-fi and phone (contribution) • liability insurance • ink • refreshments and any other general running costs of the association Taking account of feedback from TARA representatives, the deductions noted in paragraph 4 would be removed from the grant calculation process. Both the startup and running cost grants will be awarded on a pro rata basis depending on when the TARA meeting the registration criteria during the registration year. In the event of TARAs being dissolved, Housing Services would require any unspent funds to be returned in accordance with the model constitution (used by all registered TARAs) and the council’s Conditions of Grant. One off grant for registered TARAs All registered associations can apply for one-grants, a maximum of once every registration year. This grant will cover the cost of items deemed necessary for the workings of a tenants’ and residents’ association, such as: • filing cabinet • laptop • printer/photocopier/scanner • stationery • training The following information must be provided to Housing Services when applying to be recognised: • Renfrewshire Council’s corporate grant application form • Three quotes for the piece of equipment the TRA is wanting to purchase • A copy of the most recent bank statement showing account details • The conditions of grant form • The BACS money transfer form Page 57 of 100
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Appendix 2 PUBLIC Tenant Scrutiny Panel Scrutiny Exercise – Tenants’ and Residents’ Associations (TARAs) Registration and Grant Funding Comparison of funding between current and revised system: TARA Registration Status 2025-26 Council Tenancies within TRA boundary Current Grant System New Grant System Proposal • Bridge of Weir Registered 221 £384.20 £621.00 • Caledonia Glen No Form Received 23 *£324.00 £423.00 • Cochrane Castle Registered 44 £135.72 £444.00 • Corseford No Form Received 66 £335.64 £466.00 • Glenburn No Form Received 914 £416.04 *£700.00 • Maxwellton Court Registered 102 £600.00 £502.00 • Moorpark No Form Received 174 £466.80 £574.00 • Paisley Town Centre Registered 161 £484.20 £561.00 • Provost Close No Form Received 50 £600.00 £450.00 • Williamsburgh No Form Received 115 £600.00 £515.00 • Woodside No Form Received 49 *£588.00 £449.00 £4,934.60 £5,705.00 * Capped by formula * Capped at £700 Page 58 of 100
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PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 10 March 2026 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Allocation of property to staff, elected member or committee members: Housing Rule 2.5 ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to notify the Communities and Housing Policy Board of housing allocations which involve Council members or their immediate families or members of staff of the Housing Service and their immediate families. ___________________________________________________________________ 2. Recommendations 2.1 Note the contents of this report for information. ___________________________________________________________________ 3. Background 3.1 In terms of the Renfrewshire Common Housing Allocation Policy Rule 2.5, the Director of Environment, Housing and Infrastructure is required to notify the relevant Policy Board of all housing allocations which involve either Council members or their immediate families or members of staff of the Housing Service or their immediate families. 3.2 The following allocation was made during the period October 2025 and January 2026: Address 89 Kelburne Oval, Paisley, PA1 3ST Size 2 Bedroom Allocated to Sister of Housing Services employee Date Let 24/11/2025 __________________________________________________________________ Item 6 CHPB100326 Page 59 of 100
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PUBLIC Implications of the Report 1. Financial - none 2. HR & Organisational Development – none 3. Community/Council Planning – none 4. Legal - none 5. Property/Assets - none 6. Information Technology - none 7. Equality & Human Rights (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for noting only. 8. Health & Safety – none 9. Procurement – none 10. Risk – none 11. Privacy Impact – n/a 12. Climate Risk – n/a 13. Children’s Rights – n/a 14. COSLA Policy Position – n/a ___________________________________________________________________ List of Background Papers None ___________________________________________________________________ Author: Louise Feely, Head of Housing Services Email: louise.feely@renfrewshire.gov.uk Page 60 of 100
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PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 10 March 2026 ___________________________________________________________________ Report by: Director of Children’s Services __________________________________________________________________ Heading: Community Payback Order – Annual Return ___________________________________________________________________ 1. Summary 1.1 Throughout the year Justice Social Work (JSW) completes various statistical returns to the Scottish Government reporting on a range of different activities. For Community Payback Orders (CPO), in addition to a statistical return a more qualitative return is also reported. This return for 2024/25 describes some more specific JSW activity, including some service user and partners’ experiences of the services provided within a CPO. 1.2 This return is attached to this report. It provides details of the JSW submission with the purpose of informing the Board of some of the wide reaching services JSW provides to support community sentences that are imposed at Court. 1.3 JSW provides various statutorily regulated services within the criminal justice system. Managing the community sentence of a CPO is one of the most significant and resource intensive statutory duties that is provided by JSW. 1.4 During 2024/25 the service managed 520 CPO’s. This was a 16% increase from the previous year. 372 of these orders included an “unpaid work and other activity” requirement. This was a sizeable increase from 338 the previous year. Item 7 CHPB100326 Page 61 of 100
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PUBLIC ___________________________________________________________________ 2. Recommendations 2.1 To note the annual return submission and support the positive work of the Justice Social Work service in how it provides Community Payback Orders. _________________________________________________________ 3. Background 3.1 The Scottish Government “Vision” for Community Justice is to shift the balance between the use of custody and justice in the community. JSW plays a pivotal partnership role in its service delivery to people who have committed offences. It does this primarily through exploring the causes of offending behaviours and providing interventions that promote reparation, rehabilitation and positive inclusion within local communities. JSW is rooted in the principles of public protection, reducing offending and promoting positive change with the person. 3.2 A CPO is a community sentence, following conviction at Court, that prescribes a range of requirements that the person must adhere to. It is served to balance the punishment element with consideration for particular areas of the person’s life which require support and change. Every CPO has a minimum of one of a possible 9 requirements applied within it. This must include, as a minimum, either a “supervision” or “unpaid work” requirement. The different type of requirements are discussed further within the attached report. Many CPO’s have more than one requirement to be complied with. The sentencing Sheriff determines the length of this community sentence, up to a maximum of 3 years. 3.3 Renfrewshire JSW reports different statistical returns to the Scottish Government across all areas of JSW activity throughout the year. In addition to CPO data, it provides extensive quantitative returns on pre- sentencing work (e.g. diversion, bail activity, structure deferred sentences), JSW Court reports and after sentencing work (e.g. CPO’s, pre /post prison release duties, parole, extended sentences and other throughcare duties). Justice Social Work statistics are collated nationally and its reports are published, in different phases, throughout the year. Page 62 of 100
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PUBLIC 3.4 Complementing the quantitative information reported, this particular annual return requests the harder to measure, qualitative information on how JSW provides services for the CPO. It describes an array of activities alongside the views and experiences of people involved with the service. It also allows room to share areas of development and innovative practice such as our initiatives with third sector partners, Open Aye, Braveheart Industries and the pilot justice grant scheme. 3.5 The collation of the report takes time and significant collaboration across the service. It offers a clear opportunity for teams to reflect upon and articulate some of their work and evaluate strengths and areas needing more attention. The process and the product is utilised by the service in terms of reflection for both quality assurance and service improvement. For example it has been considered within our “developing our workforce” workstream which has developed our new training framework and renewed priorities. The report has also been augmented with a recent internal practice assurance review, involving different JSW staff and peer review. This practice audit explored the “Barriers to Completion of CPO’s”. Although still to be finalised the generally positive findings of this review will be used as a platform for future reflective practice sessions where practitioners can explore the professional learning points within their own professional practice. 3.6 The return articulates the diverse, specialist knowledge and skill sets required of our JSW practitioners whilst demonstrating the breadth and complexity of their professional responsibilities and statutory duties in this one area. It provides the reader with some insight into the commitment, resilience and versatility required in respecting and supporting the complex issues that can affect individuals within the criminal justice system. This is always balanced with the constant consideration of the wider risk and impact for victims and communities. 3.7 JSW does not work alone. Partnership working and shared approaches to planning, risk management and intervention are critical to the success of effectively supporting a person subject to a CPO. This return reflects the value of collaborative multi agency work in supporting a person which, in turn, benefits the wider community. Partners in the areas of housing, employment /training, health, policing and the third sector /community organisations all bring invaluable contributions to the effectiveness of this sentence. 3.6 From a resource perspective managing CPOs effectively requires substantial qualified social worker time and consequently investment. Based solely on financial cost it is estimated that annually, the cost of a prison place is approximately £47000 and the cost of a CPO is Page 63 of 100
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PUBLIC approximately £5000. These approximated figures are provided by the independent Sentencing and Penal Policy Commission. This commission is currently tasked to provide recommendations to inform change to the justice system. It is considering “how Scotland can ensure that custody is only used when absolutely necessary and look to find a prison population which is sustainable to allow for much needed work within prison to reduce and present behaviours that lead to reoffending”. Although the recommendations are not published at the time of writing, it is anticipated they are likely to lead to further future growth and demand for community based sentences. As the return highlights Renfrewshire JSW is currently managing these sentences competently, absorbing the considerable growth in activity last year, within a limited ring fenced grant. If there is continued growth at a similar or accelerated rate, it would require proportionate further resourcing to maintain both local and national practice standards in this positive area of work. .___________________________________________________________________ Implications of the Report 1. Financial - None 2. HR & Organisational Development -None 3. Community/Council Planning – • Building strong, safe and resilient communities – Effective justice social work achieving the best outcomes for people in the justice system helps build safer and more resilient local communities 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 Page 64 of 100
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PUBLIC arising from the recommendations contained in the report as it is for noting only. 8. Health & Safety - None 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. “Community Payback Order – Annual Returns Template” CPO annual report - 2024-25 - template - J The foregoing background papers will be retained within Children’s 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 David Wilson, Justice Services Manager, david.wilson@renfrewshire.gov.uk. ___________________________________________________________________ Author – David Wilson, Justice Services Manager. david.wilson@renfrewshire.gov.uk Page 65 of 100
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1 PUBLIC COMMUNITY PAYBACK ORDER (CPO) ANNUAL RETURNS TEMPLATE FINANCIAL YEAR: 2024/25 LOCAL AUTHORITY: Renfrewshire TEMPLATE RETURN DATE: Friday 31 October 2025 Please return all completed templates to CJS at CJSImprovement@communityjustice.scot and copy the Scottish Government at cpo@gov.scot Item 7 CHPB100326 Page 67 of 100
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2 PUBLIC 1. Background Under the Community Justice (Scotland) Act (2016), local authorities have a statutory duty to report on the operations of Community Payback Orders (CPO) within their area on an annual basis to Community Justice Scotland (CJS). CJS will then collate these returns and summarise them in a report which is laid before Scottish Parliament. To assist with this reporting duty, CJS, in collaboration with representatives from Justice Social Work, the Scottish Government, and Social Work Scotland, has developed a template of questions for local areas to complete. This template is designed to support the reporting requirement. 2. Completing the template Please answer the following questions contained in this year’s CPO template. When answering the questions, please ensure that all case studies and feedback are anonymised. We understand that maintaining anonymity may be more challenging for some local authorities. If this applies to your area, you may provide a more general response to the questions. Please ensure all answers are relevant to your local area within the 2024 to 2025 reporting year. If you need any support in completing this template and or have any questions, please do not hesitate to get in contact with CJS. Contact details can be found on the title page of this form. Thank you for taking the time to answer the questions in this template. Page 68 of 100
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3 PUBLIC 3. Questions to answer 1) Reducing risk of reoffending Please provide a case study or examples of your work with people subject to a Community Payback Order (CPO), focusing on how you work to address their offending behaviours and reduce the risk of reoffending. In line with social work values and good practice all our interventions are tailored to the needs of the service users. Their life circumstances are often complex and require support in many areas. The following offence focused interventions reflect some examples of social work intervention but a partnership approach is both integral and essential to address underlying needs such as employability, housing, mental health, and problematic substance use. These core links are well established and developing supported by a community justice framework. Relationship based social work practice underpins our approach to direct support and our effectiveness in working collaboratively with people and partners. - Gender based violence: At this time, Renfrewshire has not been granted funding to provide the Caledonian Programme. This is an identified gap for us. To support this crucial area Renfrewshire sourced UP2U in 2016 and continue to provide this intervention. We are part of the wider Council’s Gender Based Violence strategic groups which includes developing collaborative approaches with the “Safe and Together” programme. - Sexual offending behaviour: Renfrewshire fully transitioned from MFMC to MF2C at the end of 2024. MF2C is predominantly provided in a groupwork format but is also delivered individually when required. Our Page 69 of 100
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4 PUBLIC specialist service (Pathways) also runs a Post Programme Maintenance group to offer ongoing support and opportunity to review and revise learning from MF2C. We also continue with our locally devised ‘Keep safe in the community’ pack. This is for those not suitable from MF2C on the basis of their level of denial. For those not suitable for other reasons (than denial) such as risk level, gender etc bespoke intervention is carried out tailored to identified risk factors. - Women involved in offending behaviour: We are proud of the fact that, in recognition of the different needs and offending profile of women, we have a dedicated, all female staffed women’s service. This means our interventions and support, such as the Connections programme is better fitted to meet the complex, different personal needs experienced by women. - General offending behaviour: During 2023-24 we gathered together many different intervention approaches into a “toolkit” for practitioners to reference and utilise depending on the personalised need. We plan to review and revitalise this during the next reporting year. All Justice Social Work staff are trained in Decider Skills ‘Life Skills’. This CBT based intervention is designed to help service users to recognise their own thoughts, feelings and behaviours, allowing them to monitor their own emotions and mental health and help them to live a more skilful and less impulsive life. Some feedback for Decider Skills: ‘M advised that she used decider skills learning to stop and calm down, before responding to text messages from her ex-partner and when dealing Page 70 of 100
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5 PUBLIC with an incident where her daughter had been assaulted by a group of young people’. 2) Support for underlying needs Please provide a case study or example of your work with people subject to a CPO, which demonstrates how their underlying needs (e.g. mental health, substance use) are identified, and how you work to address those. CASE STUDY “Ms T was made subject to a Community Payback Order with 24 months Supervision Requirement. At the beginning of the Order Ms T had a number of unmet needs, she was no longer engaging with Addiction or Mental Health Services, was isolated with poor mental health and drinking heavily and using street Valium. Ms T was assessed using LSCMI as high risk of reoffending and it was assessed that should she not seek support for her mental health or drug and alcohol use it was likely she would continue to offend in a similar manner. Initially, Ms T was reluctant to engage with addiction services as she felt this had been a negative experience in the past. Within supervision recovery focused work, harm reduction and work on encouraging Ms T to engage with addiction services was undertaken. Ms T has now reduced her alcohol use and agreed to a referral to addiction services and is open to further support. Page 71 of 100
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6 PUBLIC Ms T had an upcoming mental health assessment however stated she was not going to attend. Work was undertaken with Ms T to look at why she did not want to attend and barriers to engaging with mental health support. Ms T discussed she did not feel able to attend by herself. Ms T was referred to Shine Women’s Mentoring service and a 3-way meeting was arranged to introduce Ms T to her Shine Mentor. Ms T now meets with her Shine Mentor to reduce isolation, provide emotional support and her mentor supported Ms T to her Mental Health Assessment. Ms T reflected that her support with Shine ensured she attended. Ms T is now awaiting allocation from the Mental Health Team. Initially Ms T compliance was inconsistent, work was undertaken to empower Ms T to attend all appointments on time and a consistent, clear boundaries and strengths-based approach was utilised. Within supervision work was undertaken on Goal Mapping, allowing Ms T the opportunity to reflect on what she would like to achieve through the duration of her Order and what work needs to be done to support her to achieve the goals. Ms T has a history for violent offending, she reflected that she often struggles to manage her anger or other strong emotions and can lash out when angry. As such within supervision appointments we have begun to deliver Decider Skills, 32 skills aimed at improving emotional regulation. Ms T has identified that this work has already been beneficial to how she deals with strong and difficult emotions. Page 72 of 100
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7 PUBLIC Ms T also struggles with an eating disorder, she has been supported to attend her GP to request a referral to a Nutritionist and for official support for her eating disorder. At the beginning of her Order, Ms T was ambivalent towards Supervision and did not feel she wished to engage with further support. However, throughout the order she has begun to see the benefit of engaging with the support and has articulated that she has found the support from her CPO helpful and feels she has made positive changes.” 3) Unpaid work Please describe a case study or provide examples of unpaid work activity. When identifying appropriate unpaid work opportunities, we consider work which will have the maximum benefit for the communities in which they are being undertaken. The following provides a summary of some of the work going on across Renfrewshire. Gardening Work • The Unpaid Work team will often complete work for residents within the local area who cannot manage to maintain their own gardens. • The Team regularly supports Sheltered Housing complexes within the Renfrewshire Area to support with maintaining and improving their land, gardens and communal areas. • The Unpaid Work Team has provided gardening support to community spaces such as local churches and schools. Page 73 of 100
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8 PUBLIC • The Unpaid Work Team regularly supports local allotments assisting with various tasks such as discarding garden waste and collecting and delivering woodchip bark and in turn placements have been provided. • At the Unpaid Work allotment plot we grow a variety of different vegetables which can be harvested all year round. The primary goal is to have enough produce to in turn offer to service users who may be experiencing financial difficulties, particularly regarding purchasing food, whilst of course, promoting healthy eating. Joinery and Woodwork Projects • We have been responsible for the manufacturing and delivery of “mud kitchens” to many nurseries and primary schools in Renfrewshire. The mud kitchens provide children with the opportunity for sensory play which serves to develop their imagination and creativity. • Our skilled supervisors and service users have built garden furniture for sheltered accommodation complexes. • We have built several planters for community areas. • We upcycle furniture for individuals or organisations who request support and restore salvaged furniture. • We build wooden furniture for nurseries and schools within Renfrewshire • We have manufactured outdoor bin storage shelters for several of our own Children’s Houses. Craft and Textile Projects • We have a designated team for women receiving unpaid work as a sentence. All women are assessed /listened to and given wider Page 74 of 100
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9 PUBLIC opportunities than these where suitable. However, many women prefer to carry out these activities, not only for the skills but also the emotional support and specific gender environment it offers. • A local artist has been working with the Women’s Group to craft various creative accessories which have been requested and donated to local care homes and foodbanks. Items include dementia blankets, draught excluders and embroidered bags for local school children. • Feedback from service users who attend the Women’s Service overall has been extremely positive with women reporting the group provides them with a sense of fulfilment as well as going some way to improve their mental health, confidence, self-esteem and self worth. • Women’s Group has been creative in other areas too - (Various tasks including Spuds for Buddies bags, issued to children at local primary schools who work alongside Renfrewshire Environmental Trust to grow potatoes within the community) Individual Placements • Individual placements are also available and are commonly completed within local charity shops and various community organisations. Placements can allow participants to positively contribute and build new healthy relationships with different staff and volunteers. Other examples of our work improving/maintaining community spaces: • Outdoor painting. • Clearing snow and distributing grit in winter months. • Litter picking. • Charity shop uplifts Page 75 of 100
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10 PUBLIC • Gardening • Ferguslie Park Housing Association - Tannahill Centre Placement:- maintaining gardens and setting up halls for various events and activities • Maintaining grounds and gardens of several Sheltered Housing complexes • Assisting elderly and vulnerable people in the local community – particularly in relation to moving furniture within their home to make way for medical equipment following discharge from hospital • Making pillows, draft excluders, Christmas tree baubles, decorative bunting and zimmer bags for sheltered housing complexes and foodbanks • House clearances and removals • Repairing and maintenance of wrought iron fencing CASE STUDY The Community Payback Order Photo Project took place in Paisley in Autumn / Winter 2024. Facilitated by Open Aye, the project was designed to engage people on Community Payback Orders in documenting and discussing experiences of the Justice system. The participatory photography process helped individuals to express their views on supervision and encouraged them to consider where improvements could be made. This social research project, highlighting people’s lived experiences and platforming ideas and voices which wouldn’t normally be heard. The participatory photography format and methodology was engaging and inclusive, allowing a range of team members to learn, contribute with their Page 76 of 100
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11 PUBLIC photos and reflect on experiences more deeply, in discussions. The participatory activities took place within safe spaces and involved trauma- informed practice, which allowed for the development of trust and group bonds, leading to open and honest conversations as to experiences of CPOs. 4) Other activity Please describe the main types of "other activity" carried out as part of unpaid work or other activity requirement. Renfrewshire promotes a range of other activity interventions, recognising that addressing wider issues in individual’s lives may impact upon their desistance from offending. Other activity provides the opportunity to undertake rehabilitative activities which support the person to stop offending and build their human and social capital. Examples include; • Blended Learning Packs – these packs are undertaken as part of the other activity element of the Order. This resource enables service users to explore, in more detail, the impact of undertaking a Community Payback Order on both themselves, the community and society. Page 77 of 100
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12 PUBLIC • Supporting and facilitating people’s engagement with a range of key personal, external services – e.g. addiction, mental health, gambling support services. • Engagement with targeted employability services, including completion of qualifications and courses. For example, West College Scotland and Renfrewshire Council provide “Your Employability Skills” (YES), which is a personalised learning programme. This programme assists people to look for work and provides the opportunity to gain new qualifications. • Engagement with Venture Trust. • Attendance at college / university where the person is studying for a qualification • Attending appointments with workers to specifically participate in structured one to one intervention aimed at developing problem-solving skills and reducing the likelihood of further reconviction (where there is no supervision requirement imposed) • Kairos offer support to women on Community Payback Orders. They work with Service Users to develop an individual's skills including interpersonal, educational and vocational 5) Feedback Please provide a summary of quotes or feedback on the impact of supervision requirements and or unpaid work or other activity requirements from the following perspectives: • People subject to a supervision requirement • People undertaking unpaid work or other activity requirement • The community and beneficiaries of unpaid work Page 78 of 100
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13 PUBLIC People subject to a supervision requirement “Structure of engagement and routine is helpful. Having good discussions with my worker and the work that we have been completing to manage my mood swings has been great. I don’t find anything unhelpful.” “Always available for a call, has good communication, down to earth and not a ‘jobsworth’ so to speak.” “Been a long time since I have been able to open to someone. I feel comfortable to do this now because of the strong working relationship I have with my worker. I am being heard and have their full attention. As stated, before that time in the past wasn’t helpful but I am now in a much stronger position physically and mentally because of the social work team.” “Within his review today [service user] spoke about the worker facilitating opportunities for him to reflect upon the nature and seriousness of his offending behaviour and that he has learnt new skills and strategies to minimise risk moving forward.” “The worker is there when you need them, and they do help when you need them too. I like the fact my worker is very black and white, spades a spade sort of person. At one point I wouldn’t have worked with social work as I really don’t like them but that’s another story.” “They do genuinely help. One day I was running out of electricity and the social worker was kind enough to support me with a utility voucher and in the past have been able to get me a foodbank parcel as well. At the moment nothing is really unhelpful.” “Again, feeling heard, understood and validated in my situation has genuinely saved my life. That is almost entirely down to feeling as though someone was offering me genuine interest, concern and support.” “I was surprised by the level of support I received. It isn’t just a tick box like I have been told about by other people. It has made me learn more about myself and how to move forward with my life.” “The amount of supports in the community I have been shown as well. I realised I can’t do everything on my own and I receive good advice from social work, it’s been fantastic.” Page 79 of 100
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14 PUBLIC ‘Service user reported that she has found CPO supervision “amazing”... “the support that [Social Worker] has offered has helped me so much, to understand what I want and I have shown myself what I’m capable of”.’ People undertaking unpaid work or other activity requirement “I want to get on with my CPO but don’t want to feel degraded. We do get treated with respect from the staff.” “I thought it’d be embarrassing. But it turned out to be fair. They don’t just treat you like criminals.” “Thank you for everything. I was absolutely terrified when I first got here and now I don’t want to leave.” “Folk might think we are trouble. But you can be in here for all sorts of reasons. like driving offences, I felt shame and embarrassment coming here at first. But we just get on with it. Community Payback Orders are a chance to make up for past mistakes.” “I like doing stuff that will go to the kids. And doing it right, so they don’t get a skelf.” ‘6-month CPO review: M reported that she is “really enjoying UPW…happy learning the new skills that [UPW supervisor] is teaching”. Explained that they have been “making draft excluders and moving on to making bags next week”. The community and beneficiaries of unpaid work “Thank you for all your hard work transforming our nursery garden.” Auchenlodment Early Learning Centre “Just to thank you for sending the squad to Springbank this morning. They were very obliging and have taken away everything we’d asked them to.” Sheltered Housing Complex Page 80 of 100
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15 PUBLIC “This is amazing. Thank you so much for your support.” Wallace Early Learning Centre responding to the teepee’s Unpaid Work built for the centre. “We are absolutely over the moon with the benches.” Feedback from staff at Paisley Sheriff Court who received benches built by the Unpaid Work Team for the Court communal areas. Page 81 of 100
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16 PUBLIC 6) Benefits and challenges of other CPO requirements Please mark with a cross the requirements that were imposed by courts in 2024 to 2025. ☒Compensation requirement ☒Programme requirement ☐Residence requirement ☒Restricted movement requirement ☒Conduct requirement ☒Alcohol treatment requirement ☒Drug treatment requirement ☒Mental health treatment requirement For each of the requirements that were imposed (up to a maximum of 300 words) please describe innovative and practice examples, challenges, and impact associated with each. Compensation requirement It can be challenging to get information back from the Court to ensure payments are being made meaning that service users can at times be in arrears by the time we have the information. Programme requirement Only 2 programme requirements are requested in Renfrewshire – Connections for Women or MF2C for those convicted of sexual offences who meet the access criteria. Page 82 of 100
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17 PUBLIC Connections has been running for many years – this provides psychoeducational input and peer support. Programme requirements for Connections are useful when recommended and in most cases are completed successfully. Renfrewshire has a dedicated team (Pathways) working with service users convicted of sexual offences which provides the MF2C programme. Case managers are trained to support the programme and play a key part in preparation for the programme phase of the programme and ongoing engagement to completion. Some comments from service users involved in MF2C: • Some of the stuff has been good, I found the Mind Loops exercise really helpful it gave me an increased awareness of myself and things I needed to work on. The Managing Disclosure assignment was very intense, but it was managed well. • Group terrified me before I started because I didn't know what I was going into, but it has been the opposite of what I imagined. Feels like a safe place where I can share openly. • We have to face up to these things, so group is really good because it helps us look at the 'why' and understand how we got here [offended]. • I was sceptical about the programme before starting but it has been better than I expected, and I find myself using the learning and techniques throughout my week. • Mindfulness and grounding techniques help me to focus on my emotions and has made me aware of the importance of taking the time to do this. Page 83 of 100
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18 PUBLIC • The non-judgmental environment helps me to explore my inner feelings and express them. Restricted movement requirement 6 RMRs were made in the reporting period – Restriction of Liberty Order (RLO) continues to be the preference when electronic monitoring is being considered. When considering an RLO versus a RMR we take into account that in breaching an RMR the whole Order is breached rather than with an RLO separate to the CPO where it would just be the RLO. This is particularly pertinent for young people (both open to our Whole Systems and Adult Justice teams) whom we would want to continue the supervision element for regardless of compliance with the electronic monitoring. The main circumstance in which we highlight to the Court that they may wish to consider an RMR over an RLO is with Sexual Offences as an RLO attracts 5 years subject to Sex Offender Notification Requirements (SONR) whereas an RMR as part of a CPO is 3 years subject to SONR. Conduct requirement Conduct requirements are routinely used to manage risk associated with sexual offending for instance in relation to on-line activity, contact with children and restricting access to child-oriented places. In cases where there are adult female victims of sexual offences conduct requirements relating to contact with women have been requested and granted. There is written guidance for staff in considering conduct requirements for sexual offending and suggested wording for consistency. Page 84 of 100
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19 PUBLIC We also request conduct requirements were assessed as needed in cases of gender-based violence – this can be in addition to supporting the consideration of a Non-Harassment Order. Alcohol treatment requirement Rare to recommend this requirement given the definition of dependence and the level of assessment required to evidence need – 3 were made in the reporting period. This requirement can be motivational for service users in some cases. Where there may be difficulties is when the service user states that they don’t require treatment despite the assessment being indicative of this and the recovery provider then closing the case. Drug treatment requirement As with alcohol requirements, where drug use is identified as a risk/need this often forms part of the action plan for supervision with a specific requirement only being deemed necessary in a minority of cases. It can be problematic if this requirement is added without assessment from recovery services as they may deem treatment to be unnecessary. As with alcohol requirements in some cases this requirement can be an additional motivator for service users to access and continue to engage with recovery services. It is noted that where the criteria are met service users can be made subject to a DTTO. Mental Health Treatment Requirement Given the considerations required for this requirement this is seldomly requested/imposed. In the reporting year a Court did Page 85 of 100
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20 PUBLIC impose one such requirement despite the criteria not being met. Mental health was discussed within the supervision element of the CPO and the person was linked into appropriate services on a voluntary basis. Note: It is noted that for young people under the Whole Systems Approach, it would be rare to request additional requirements of a CPO due to concern that a young person may struggle to adhere to these and adds an additional risk of breach - too many restrictions could increase risk of contact with the adult justice system. It is notable in terms of the supervision plan for a young person on a CPO that they often remain on a higher level of contact for longer than many adults due to the level of vulnerability and chaotic lifestyle. 7) Organisational improvements and ongoing challenges Looking back at last year (2023-24), have there been any improvements to the challenges you noted? Are there any challenges you are still facing this year (2024-25)? The recruitment challenges referenced in the last two reports remain relevant in Renfrewshire as they do nationally. However at the time of the last report we were in the process of implementing changes after a Redesign of Children’s Services (which Justice Social Work sits within in Renfrewshire) with one of the intended outcomes of this process being improvement in the retention and recruitment of staff by the uplift of Senior Social Worker to Team Managers, introduction of Senior Practitioners and increase in strategic capacity. We have now recruited to all the new posts Page 86 of 100
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21 PUBLIC and feel in a stronger leadership position. The addition of senior practitioners to our existing operational cohort of staff has ensured we continue to meet the growing demands across the service. 8) Collaborative working across justice partnerships Please provide any examples of work with community justice partners, including the third sector, to effectively deliver CPOs. The Renfrewshire Strategic Community Justice Group has representation from all partners. In alignment with statutory responsibilities, the Community Justice Renfrewshire Strategic Group is responsible for coordinating local activity in pursuit of national justice improvement outcomes. Team Managers in Justice Social Work participate in subgroups of the Strategic group such as the employability forum. Invest in Renfrewshire We refer to Invest for employability needs. They provide access to training, education, help with CV’s and also seek to reduce digital poverty by providing access to IT equipment. Case Example “This individual is on CPO and facing a further custodial. He was using drugs heavily but had stopped just prior to sentencing. The Social Worker recommended a further community sentence as he has three children and a supportive partner and was demonstrating a desire to change. He has now been abstaining from drugs and alcohol for nine months and attends the gym daily. He expressed a desire to undertake his personal training qualification but the costs are around £3000 and were prohibitive. He did not want to contact Invest for support as he was embarrassed about his Page 87 of 100
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22 PUBLIC behaviour when he had previously engaged with them whilst using drugs but he was encouraged to return. He did so and recently completed his peer mentoring qualification with them. He then progressed to secure part of the funding for his course through them and is working with his job centre worker to secure the remainder. He has expressed a desire to qualify and support others who are using drugs problematically or have mental health difficulties to use fitness to recover. He's not completed the course yet so a wee way to go but such positive progress from where he was 1 year ago.” Renfrewshire Association for Mental Health (RAMH) RAMH are providing a 6-week trauma informed package of recovery sessions for service users. Renfrewshire Alcohol and Drug Recovery Service Our teams work closely with ADRS to support service users who are subject to Community Payback Orders. The following case example highlights the work undertaken by ADRS. Case Example “Mr P is currently subject to a CPO for a period of 18 months. He has a significant history of violence and aggression with most of his offences committed whilst intoxicated from the effects of drugs and/or alcohol. Mr P has been involved with Renfrewshire Alcohol and Drug Recovery Service since 2022. He is currently prescribed Methadone which he is currently stable on. Mr P previously received support for alcohol via a Disulfiram prescription, however, he was successful in stopping this medication. However, in recent months, Mr P has reported that, whilst he is not consuming alcohol to excess, he is consuming alcohol most days. Page 88 of 100
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23 PUBLIC He admits this is a concern for him. He has a good relationship with his allocated addictions nurse and has felt comfortable disclosing details of his alcohol intake. He has requested that he recommence his prescription of Disulfiram and steps are being taken for this to be implemented. Mr P finds his allocated worker approachable and non-judgemental when discussing details of his substance misuse. He feels he can be open and honest with her and seek support. In addition, he is of the view that opinions are taken into consideration when looking at treatment needs and what works best for him.” Renfrewshire Council on Alcohol (RCA) Renfrewshire Council on Alcohol have worked with our teams to provide Alcohol Brief Interventions Training. Alcohol Brief Interventions (ABIs) are short, evidence-based, structured conversations about alcohol consumption with an individual. The training explained how to raise the issue of alcohol and have a short conversation about it with an individual using healthy behaviour change techniques. It included: • The impact of alcohol on individuals and the community • Raising the issue of alcohol with an individual • Units of alcohol, how to calculate units and hazardous/harmful consumption levels • The 4 stage ABI approach • Building confidence and motivation to make changes, ways to reduce alcohol consumption and coping strategies. Page 89 of 100
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24 PUBLIC Housing Support Housing support provided support to a young person subject to a CPO who has a learning disability to sustain his own tenancy, provided safety advice and supported to ensure the young person attended Court. Police Scotland Justice staff work closely with our Sex Offender Policing Unit where service users are subject to CPO and SONR. Strong relationships are well established with a significant amount of joint working in place. Multi agency forums We work with Police Scotland, Health, Adult Services, Housing and the voluntary sector in a number of forums to deliver CPO’s effectively e.g. MARAC, MATAC, MAPPA and VYP (vulnerable young persons group). 9) Additional information Is there any other relevant information you wish to highlight? This may include: • Any new and/or notable trends in the CPO cohort (e.g. changing needs, offence types, demographics) • Areas for improvement and planned next steps. • New ways of working and benefits achieved from these. In the reporting year the ‘stocktakes’ (referenced in the previous report) of each part of the service have been undertaken and each Team has their own development plan. We have developed a Service Improvement Plan which has 2 main strands for Quality Assurance and Learning and Development. The Page 90 of 100
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25 PUBLIC Quality Assurance strand has several sub-groups working on service user voice, quality of data and quality assurance. We are all set to launch our service user questionnaire which has been informed by service users and are progressing our induction process for CPO’s which aims to be more inclusive of service users views and better evidences our consideration of responsivity whilst upholding the expectations of the Court. We are about to undertake a thematic audit of breaches of CPO to consider any service barriers to their successful completion. Our Learning and Development strand has developed a staff induction pack and is working on a staff training pathway. We have worked with Community Justice Renfrewshire, our local justice partnership to establish our Community Grant Scheme Pilot. The scheme aims to support the work of Renfrewshire’s third sector in justice related activities to improve our justice-experienced population’s access to pro- social activities. The funded organisations from March 2025 are: • RAMH – trauma focused mental health support, delivered remotely • Scotland’s Bravest Manufacturing Company – placement-based personal development and employability support • Ability Post Production Academy – personal development and employability support, linked to digital skills • Kairos Women+ - provision for women subject to unpaid work requirements • Brick Lane Music - personal and creative development through music • The New Tannahill Centre – volunteering, personal and social development Page 91 of 100
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26 PUBLIC • Open Aye – participatory photography focusing on alcohol and drug rehabilitation journeys These grants will be reviewed towards the end of 2025 /26 period. Page 92 of 100
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OFFICIAL ___________________________________________________________________ To: Communities and Housing Policy Board On: 10th March 2026 ___________________________________________________________________ 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 in winter 2024/25, and formally approved by the Leadership Board on 19 February 2025. Applications for both funds have since relaunched and are considered in line with the refreshed guidance and processes. 1.3 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. 1.4 Regular reports in relation to community funding applications will continue to be developed and submitted to the board for consideration. 2. Recommendations 2.1 It is recommended that members of the Board: Item 8 CHPB100326 Page 93 of 100
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OFFICIAL • Approve the recommendations detailed in Section 4 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 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, and the funds were then reopened for applications, following the temporary pause that was introduced whilst the guidance was being reviewed. 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, 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. Page 94 of 100
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OFFICIAL 4.3 A cross service officer panel met in January 2026 to assess applications against the refreshed guidance. 4.4 In summary the panel recommends that the following applications are approved: • Award £8,800 to Renfrew Development Trust to develop a Business Plan for the Community Asset Transfer of Longcroft Cottages, Renfrew. • Award £9,500 to Paisley West and Central Community Council for a feasibility study and community engagement activity to support the development of a community garden on Lady Lane, Paisley. 4.6 The application from Ferguslie Development Trust seeking capital costs for the refurbishment of the St Ninian’s Church Hall remains deferred, further to the decision of the CAT Sub-Committee to decline the Community Asset Transfer in January. 4.7 The Sustainable Communities Fund currently has £272,886 of funding available for future allocation (£103,384 capital and £169,502 revenue), not including the recommendations detailed within this report. 5. Villages Investment Fund 5.1 The Villages Investment Fund supports investment in infrastructure and place- based projects supporting and strengthening the identity, heritage, uniqueness and integrity of villages across Renfrewshire. Supported projects are required to demonstrate tangible outcomes for our communities. 5.2 In line with the guidance, projects should have a core focus on: • Making physical and environmental improvements to villages across Renfrewshire • Promoting 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 5.3 Since the last Communities and Housing Board, there has been one small application currently being considered under delegated authority, and no further applications have been received to this fund during the period. 5.4 £151,269 remains available to support future applications made through the Villages Investment Fund, which is broadly split 60% capital 40% Page 95 of 100
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OFFICIAL revenue. This does not include the recommendations detailed within this report. Implications of the Report 1. Financial – None 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 this fund seeking to pursue community asset transfers, and where there are relevant property or asset issues these are covered as part of discussions at the officer panel. 6. Information Technology – none. 7. Equality and Human Rights – the Recommendations included within this report are considered to have a positive impact on equality and human rights. The fund continues to attract applicants seeking to make community assets more accessible for communities. 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. Appendix 1: Summary of applications with Officers recommendations ___________________________________________________________________ Page 96 of 100
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OFFICIAL List of Background Papers: Sustainable Communities Fund Guidance Author: Laura McIntyre, Head of Policy and Partnerships Page 97 of 100
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OFFICIAL Appendix 1– Sustainable Communities Fund APPLICATIONS RECOMMENDED FOR AWARD Name of organisation Project description Tier Grant Application Amount Recommended Award Comments Renfrew Development Trust Business Plan for Longcroft Cottages CAT RDT aims to secure a Community Asset Transfer of a currently derelict and unused building to transform it into a vibrant community hub. The revitalised space will provide accessible facilities and services for the benefit of the local community, including rooms for hire, public toilets, a base for the Men’s Shed, a tuck shop or café, tool hire, and outdoor community space. Funding has been secured to undertake a structural/condition survey and feasibility. This application to the Sustainable Communities Fund is to build on this work and to develop a full business case to support the asset transfer request. Funding will enable the group to secure the services of a professional consultant to support the business plan process. RDT are currently developing a local place plan which is due to be submitted by March 2026. Small £8,800 £8,800 The Panel noted the total project cost of £17,800 with the group having secured £5,000 from the Local Partnership and contributing £3,000 from their own unrestricted funds. Page 98 of 100
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OFFICIAL Paisley West and Central Community Council Lady Lane Community Garden PWCCC are seeking an asset transfer by means of a long lease for the vacant site on the corner of Lady Lane/Argle Street, Paisley. This application seeks funding for a feasibility study and community engagement activity to inform the asset transfer application. The ambition is to create a community garden to improve the site at Lady Lane/Argyle Street. The site has lain vacant for a number of years and is a target for fly tipping and anti-social behaviour. Initial identified in the Paisley West End Area Development Framework in 2009, the proposal has developed momentum in recent months and has been inspired by informal conversations between local residents of Argyle Street, Lady Lane and surrounding streets. The Community Council will support, oversee and monitor the project. The next stage is to engage more widely and to test the concepts for the improvement of the site so that the views of the local community can shape the outputs of the feasibility study. The items requested for funding in this application, namely the feasibility study and at least one on-site community engagement open day/event will allow the Project Group to develop a business plan and apply for capital costs to deliver the project and address long-term maintenance of the site. Small £9,500 £9,500 Page 99 of 100
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