Agenda Document Pack - Economy and Regeneration Policy Board - 28/05/2024
Renfrewshire Council · 28 May 2024
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21/05/2024 Notice of Meeting and Agenda Economy and Regeneration Policy Board Date Time Venue Tuesday, 28 May 2024 10:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Membership Councillor Andy Steel (Convener): Councillor Michelle Campbell (Depute Convener): Councillor Alison Ann-Dowling: Councillor Stephen Burns: Councillor Graeme Clark: Councillor Andy Doig: Councillor Neill Graham: Councillor Robert Innes: Councillor Janis McDonald: Councillor Jamie McGuire: Councillor Marie McGurk: Councillor Iain McMillan: Councillor John McNaughtan: Councillor Iain Nicolson: Councillor Jim Paterson: 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. Further Information This is a meeting which is open to members of the public. A copy of the agenda and reports for this meeting will be available for inspection prior to the meeting at the Customer Service Centre, Renfrewshire House, Cotton Street, Paisley and online at http://renfrewshire.cmis.uk.com/renfrewshire/CouncilandBoards.aspx For further information, please email democratic-services@renfrewshire.gov.uk Members of the Press and Public Members of the press and public wishing to attend the meeting should report to the customer service centre where they will be met and directed to the meeting. MARK CONAGHAN Head of Corporate Governance
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21/05/2024 Webcasting of Meeting This meeting will be filmed for live or subsequent broadcast via the Council’s internet site – at the start of the meeting the Convener will confirm if all or part of the meeting is being filmed. To find the webcast please navigate to https://renfrewshire.public-i.tv/core/portal/home
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21/05/2024 Items of business Apologies Apologies from members. Declarations of Interest and Transparency Statements Members are asked to declare an interest or make a transparency statement in any item(s) on the agenda and to provide a brief explanation of the nature of the interest or the transparency statement. 1 Johnstone Town Centre Vision Framework Report by Chief Executive. 1 - 28 2 Glasgow City Region Investment Zone – Renfrewshire Council Application Report by Chief Executive. 29 - 34 3 Modern Apprenticeship Programme Update Report by Chief Executive. 35 - 40 4 Scottish Local Authorities Economic Development (SLAED) 2022/23 Indicators Framework Report Report by Chief Executive. 41 - 46 5 Scottish Government Employability Grant Award 2024/25 Report by Chief Executive. 47 - 50 6 Renfrewshire Economy Conference Report by Chief Executive. 51 - 54
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___________________________________________________________________ To: Economy and Regeneration Policy Board On: 28 May 2024 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Johnstone Town Centre Vision Framework ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to inform the Economy and Regeneration Board of the Johnstone Town Centre Vision framework. Developed in partnership with the local community, the framework guides a place vision which supports the future transformation and growth of Johnstone Town Centre. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: (i) Approve the Johnstone Town Centre Vision Framework; (ii) Authorise the Head of Economy and Development to progress actions to realise aspirations within the framework; (iii) Authorise the Head of Economy and Development to explore potential funding opportunities from external sources to support the delivery of the framework; (iv) Authorise the Head of Economy and Development to undertake appropriate consultation and publicity with the local community and stakeholders to support further delivery of the framework; (v) Notes that further progress on delivery of the framework will be reported to the Board as appropriate. ___________________________________________________________________ Item 1 EAR280524 Page 1 of 54
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3. Background 3.1 The existing Johnstone [Town] Centre strategy was produced in 2016. While the strategy has provided a positive framework for investment within the town centre, in recent years there have been significant changes in retail trends, commuting patterns and climate resilience which impact upon our centres. There has also been renewed focus to support local living and reduce the need for travel. 3.2 In this context, a vision framework has been developed to reimagine Johnstone town centre, ensuring that it evolves as a diverse, sustainable and thriving place which serves both the local community and settlements across West Renfrewshire. 3.3 The vision was developed in partnership with the local community through a series of consultation events over late 2023. This included online engagement, a staffed ‘drop in’ event, visits to schools and meetings with local stakeholders and community organisations, with over 1800 responses informing the series of principles and key actions identified in the plan. 3.4 The vision is a high-level framework which captures the priorities of local people while being flexible in response to changing circumstances, funding opportunities and available support. It sets a long-term vision with a range of actions to introduce new uses, encourage town centre living, enhance public spaces, support community activities and improve pedestrian and traffic movement. The framework provides a guide for action and decisions over initiatives and partnerships within the town centre over the next ten years. 4 Johnstone Town Centre Vision Framework 4.1 The framework sets out a vision for Johnstone Town Centre as a vibrant and distinctive place, supporting residents to live well locally while recognising the role of the centre as a hub for those across West Renfrewshire. It imagines the town centre as a well connected place which offers a mix of spaces, uses and activities – from retail and culture to business and housing – and a place which celebrates its heritage but looks forward to a positive future. A full copy of the Johnstone Vision can be found in Appendix 1. 5 Funding 5.1 Opportunities for delivery of the plan have been informed by a review of major Scottish and UK Government capital funding programmes. These were reported to the Board on 19 March 2024 and include the Place Based Investment Programme, Regeneration Capital Grant Fund and Vacant and- Derelict Land Investment Programme. 5.2 The Scottish Government announced on 28 March 2024 that as a result of budget pressures, both the Regeneration Capital Grant Fund and Vacant and Derelict Land Investment Programme have been paused for 2024/25. Page 2 of 54
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Officers will however continue to monitor national funding programmes as a vehicle for delivery, as well as a range of external funding sources such as active travel opportunities supported by Sustrans. 5.3 The Council meeting of 3 March 2022 agreed a package of investment for town and village centres across Renfrewshire to support their continued regeneration. This included £0.5M for Johnstone and it is anticipated that this allocation will now be used to support initial delivery of projects identified within the vision. 6 Approach and Next Steps 6.1 The vision provides a framework for a range of partnership initiatives which support delivery of actions and a reimagined, thriving Johnstone town centre. The Council and partners will work with the local community to explore mechanisms and external resources which support delivery, such as those funding streams set out in section 5. 6.2 The opportunity exists to progress a number of project ideas within the vision as ‘early wins’. These initial actions would demonstrate commitment to the vision, generate confidence and act as a catalyst for wider delivery. These are anticipated to include:- (i) Developing Enhancements for Civic Squares. Houstoun Square and Ludovic Square are the heart of the social and cultural offer of the town. Improvements would have an immediate impact in supporting an enhanced sense of place for the town centre and creating spaces which encourage people to visit, gather and spend time, contributing to the feel of Johnstone as a vibrant and social place. (ii) Develop Proposals to Reimagine the Town Hall. Johnstone Town Hall is an important asset at the heart of the community but with a focus that has altered following the Covid-19 Pandemic. The opportunity exists to consider new activities, aligned with aspirations of the local community, which support the building to continue to be the social and cultural hub for the town. (iii) Town Centre Heritage. Consultation informing the plan highlighted that celebrating the heritage of the town was important to the local community as a key part of the future vision. The opportunity exists to consider projects such as a heritage trail, in partnership with local heritage groups already existing within the town, to help strengthen the identity of the town, foster community spirit and support heritage as a reason to visit Johnstone. 7 Progress and Reporting 7.1 Progress on delivery of the framework will be reported to the Board on a rolling basis and future projects brought forward for the Board’s consideration. ___________________________________________________________________ Page 3 of 54
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Implications of the Report 1. Financial – None. 2. HR & Organisational Development – None. 3. Community Planning – Creating a sustainable Renfrewshire for all to enjoy – The plan supports the empowerment of local communities to become more involved in shaping their places. 4. Legal – None. 5. Property/Assets – None. 6. Information Technology – None. 7. Equality & Human Rights - (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact – None. 12. Cosla Policy Position – None. 13. Climate Risk – The framework will encourage sustainable neighbourhoods, sustainable links and enhancements to green space. ___________________________________________________________________ Appendices Johnstone Vision List of Background Papers None. ___________________________________________________________________ Author: Euan Shearer, Regeneration and Place Manager Page 4 of 54
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Johnstone Town Centre Vision Framework Johnstone Town Centre Vision Framework Renfrewshire Council Issue 1: 27.02.2024 Issue 2: 11.03.2024 Issue 3: 15.04.2024 Issue 4: 23.04.2024 Page 5 of 54
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Introduction The Town Centre Today Vision & Principles Spatial Strategy & Projects Next Steps 1 2 3 4 5 ↘Johnstone Town Centre Vision Framework Renfrewshire Council Issue 1: 27.02.2024 Issue 2: 11.03.2024 Issue 3: 15.04.2024 Issue 4: 23.04.2024 Photography credits: Photographs contained within this report are reproduced here under licence and/or credited where applicable. Page 6 of 54
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1.Introduction About the Johnstone Vision This plan sets out an ambitious vision for the future of Johnstone Town Centre. It identifies a range of actions and key projects which have been developed in response to the ambitions of local residents, businesses and key stakeholders as well as national policies guiding the future of our town centres. The plan supports the sustainable growth of the town centre, ensuring that it evolves as a diverse, sustainable and thriving place for the local community and settlements across West Renfrewshire. The vision offers an opportunity to shape a Johnstone town centre which is fit for the future – a town centre which is vibrant, sustainable, connected, green and resilient. Project Approach Renfrewshire Council and a specialist consultant team worked together with local residents, businesses and community groups to develop the plan. This included an informal ‘drop in’ event, online survey, visits to local schools and one to one meetings with local stakeholders and community organisations. Around 1800 people contributed their views and ideas, which have informed a series of key principles and actions. Page 7 of 54
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N Cochrane Castle School Johnstone High School Johnstone Castle Johnstone Town Centre Black Cart Water Black Cart Water Linwood Elderslie Elderslie Golf Club Thorn Primary School A737 Rannoch Woods Bluebell Woods Thomas Shanks Park Train Line Glasgow Ayr Study Boundary JOHNSTONE The Town Centre today highlighting the surrounding settlements, infrastructure and amenity. Page 8 of 54
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2.The Town Centre Today Johnstone lies 3 miles west of Paisley and is the largest settlement in West Renfrewshire with a population of around 16,000. The town has a distinctive, historic character with a rich industrial heritage as well as strong civic, cultural, and retail functions, serving both the local community and settlements across West Renfrewshire. The town centre is focussed around the civic spaces of Houstoun Square and Ludovic Square. A pedestrianised precinct connects the two squares with Johnstone Town Hall a key node along this route. The Town Hall was constructed in 2015 as a civic and community hub for the town and includes a library, theatre, conference space, marriage suite and office space, as well as a community office for Police Scotland. A range of retail and business uses are located on the streets surrounding the civic squares, particularly on High Street, Church Street and Quarry Street. In recent years retail development has taken place at the edges of town centre, including a Morrisons food store to the north and a retail park development anchored by an Aldi food store to the west. The town centre today is a great example of a compact and walkable place with a variety of shops, business, facilities and activities which support people to live well locally. Page 9 of 54
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Johnstone developed as a planned town, formed around the house of Easter Cochrane, later known as Johnstone Castle. Designs were commissioned by the Laird George Houstoun in 1782 with his vision quickly developing from a hamlet of 50 homes to a bustling town. Key to growth were planned streets and the iconic Johnstone High Parish Church, attracting settlers and fostering a thriving community of 1,500 within a decade. Industrial development underpinned this growth with thread and cotton mills lining the town, powered by the Black Cart Water. Though these mills are gone and replaced by modern development, Johnstone's heritage lives on. Historic buildings like the High Parish Church, the town’s unique urban grid and its civic squares tell tales of the past. The opportunity to enhance these assets and share their stories is key to rooting the future of the town in Johnstone's unique history. Heritage 1892 plan of Johnstone town centre. Credit: National Library of Scotland Ludovic Square 1907. Credit: Old Johnstone and Elderslie Publication, 2005 1915 plan of Johnstone town centre. Credit: National Library of Scotland Page 10 of 54
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Johnstone High Street 2023. Credit: Page\ Park Architects National Cycle Route 75. Credit: Sustrans Johnstone benefits from strong transport links to Glasgow and the wider central belt. The A737 lies to the north and provides links to the M8 motorway, while the train station is a short walk east of the town centre and offers frequent services to Glasgow and Ayrshire. Bus services connect to surrounding local settlements and Glasgow while the town is also supported by good walking and cycling links, with National Cycle Routes 7 and 75 offering scenic paths west and north of the centre. While Johnstone offers a range of options for public transport, a significant number of journeys to and within the town centre are by private car. This can add to congestion, affects the reliability of public transport services and impact upon the look and feel of the town, particularly a sense of safety for pedestrians. The opportunity to create a more balanced approach to movement within the town centre is key to this plan. A more pedestrian friendly environment, supporting public transport services and enhancing the attractiveness of the centre as a place, will encourage increased footfall, longer visits and support local businesses, facilities and activities. Movement and Infrastructure Page 11 of 54
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This plan sets out a vision for a Johnstone town centre which is agile and fit for the future. A well-connected place offering a mix of spaces, activities and uses – from retail and culture to business and housing – which support residents to live well locally and recognises the role of the town centre as a key ‘hub’ destination for residents across West Renfrewshire. The plan imagines a Johnstone Town Centre that is vibrant and flourishing; a distinctive place which celebrates its unique heritage but looks forward to a positive future. To achieve this the plan sets out a range of actions to introduce new uses, encourage town centre living, enhance public spaces, support community activities and improve pedestrian and traffic movement. 3.Vision & Principles Page 12 of 54
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The Loop provides opportunities for new homes and businesses which help to support a mixed-use town centre and drive demand for the key assets. Key to this is the development of a more ‘people friendly’ approach to movement within the town centre which could include better opportunities for walking and cycling, improved connections to public transport and easing traffic congestion. The Heart builds upon key assets within the core of the town centre - including Johnstone Town Hall, Houstoun Square and Ludovic Square - as a focus for activity and uses which support the local economy and meet the needs of the community. Outcomes from community engagement informed the development of two ‘key moves’ central to delivery of the plan. THE LOOP THE LOOP Page 13 of 54
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Five key principles underpin the delivery of the future vision for the town: Identity - Celebrating and enhancing the distinctive assets of the town, including Johnstone Town Hall and the Civic Squares, as key attractions and focus for activity; Movement – Supporting enhancements to pedestrian, public transport and traffic movement, making it easier for people to move around and creating a better environment for the town centre; Economy and Prosperity – Introducing a range and mix of new uses - housing, retail, business and employment – which support the local economy, develop the night time economy and generate footfall for business and facilities within the town centre. Heritage and Culture – Celebrating the industrial heritage and culture of the town, supporting a range of activities and social events within the centre; People and Community – Providing the opportunity for a range of community activities and organisations which encourage a vibrant mix of uses within the town centre. Page 14 of 54
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The guiding principles are supported by 10 projects which will help deliver the vision. These range from ‘early win’ projects which could be realised in the short term to longer term aspirations. The table opposite shows how the projects contribute to the vision themes and the plan on page 12 shows where these could be implemented within the town centre. The projects should be seen as a framework for collaborative action with the local community and a wide range of stakeholders. The details may need to be flexible over time in response to opportunities and available support but form the basis of action over the next 5 to 10 years. 4.Spatial Strategy and Projects Key Projects Themes addressed Identity Movement Heritage & Culture People & Community Economy & Prosperity 1. Movement 2. Transport Interchange 3. Town Hall 4. Civic Squares 5. Town Centre Living 6. Commercial Uses 7. Public Realm 8. Events and Activities 9. Town Centre Heritage 10. Blue & Green Infrastructure Page 15 of 54
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Transport Interchange Blue & Green Infrastructure Houstoun Square Events & Activities Commercial Uses Town Centre Living Town Centre Living Town Centre Living Town Centre Living Town Centre Living Ludovic Square Town Hall Public Realm Public Realm Enhanced Movement Enhanced Movement Enhanced Movement Enhanced Movement Public Realm Town Centre Heritage Events & Activities Key Projects Diagram Project 1. Movement Project 2. Transport Interchange Project 3. Town Hall Project 4. Civic Squares Project 5. Town Centre Living Project 6. Commercial uses Project 7. Public Realm Project 8. Events and Activities Project 9. Town Centre Heritage Project 10. Blue & Green Infrastructure Page 16 of 54
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Artists impression of the view along High Street past Houstoun Square. Johnstone benefits from a compact and legible town centre layout where facilities and activities are easy to reach. Feedback from consultation indicated that some areas within the centre can be affected by traffic congestion, with an impact upon the sense of safety and accessibility for pedestrians. In this context there is an opportunity to develop a more ‘people-friendly’ approach to movement within the town centre, through enhancements such as wider pavements, improved crossings and connections with existing path and cycle routes. Consideration could also be given to management of ‘on street’ parking within the town centre, for example enforcement of illegal parking, as this could assist in supporting an improved experience for local residents and visitors. These improvements could link with other priority projects around transport and public realm to help significantly enhance movement around the centre, supporting the vision of the town centre as a vibrant, well-connected place. Project SummaryProject 1 Movement Key 1. Johnstone Loop 2. New route between Civic Squares 3. High Street enhancements 4. Houstoun Square 5. Ludovic Square 1 1 1 2 1 4 5 Supermarket Train Station Primary School 'The Loop' MOVEMENT ENHANCEMENTS MOVEMENT ENHANCEMENTS High Street Church Street 3 Page 17 of 54
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Artists impression of the view from Houstoun Square past Transport Interchange and Town Hall to Ludovic Square. Supporting the ‘people friendly’ approach to movement within the town centre, there is an opportunity to enhance facilities for public transport and promote a range of sustainable modes of transport within the town, from bus services and electric vehicles to cycling. Outcomes from consultation indicated that traffic congestion is a particular issue at High Street, acting as a barrier to the use of Houstoun Square and impacting upon the surrounding local businesses. By relocating the bus layover space, an opportunity exists to enhance the setting of the square and its attractiveness as a place for people to spend time. In turn, this will support and generate footfall for surrounding businesses. The key diagram shows a proposed location of a new Transport Interchange with bus stops, electric car charging points and cycle hub. This will connect with a reimagined Town Hall and Civic Squares to create an enhanced public space which not only supports movement but creates a new focus for people to relax and explore the town. Project 2 1 2 3 Transport Interchange Project Summary Key 1. Town Hall 2. Houstoun Square 3. Ludovic Square Supermarket Train Station Primary School High Street High Street 'The Loop' Page 18 of 54
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Johnstone Town Hall is an important cultural asset at the heart of the community, playing a vital role in the sense of place and identity of the town. While originally designed to support a range of activities which generate footfall and vibrancy within the town centre, outcomes from consultation have indicated that as a result of the Covid-19 Pandemic many of these activities have ceased or have been relocated, leading to the building becoming underused. In this context there is an opportunity to reimagine the Town Hall and consider the range of activities which could be offered to align with the aspirations of the local community in Johnstone and beyond. This would retain established ‘anchor’ uses such as the library and could consider uses such as space for young people, café facilities and community space. This project, taken alongside other priority projects relating to transport and public realm, helps to reinforce the Town Hall, together with the Civic Squares, as the heart of community activity within the town Project SummaryProject 3 Ground floor plan diagram of potential future usesGround floor plan diagram of potential future uses ACTIVITY TO NEW PUBLIC PLAZA COMMUNITY STREETCOMMUNITY STREET OFFICESOFFICES SPACE FOR TEENSSPACE FOR TEENS PLAY ?PLAY ? First floor plan diagram of potential future usesFirst floor plan diagram of potential future uses COMMUNITY STREETCOMMUNITY STREET Town Hall 1 2 Key 1. Houstoun Square 2. Ludovic Square PLAYPLAY CAFECAFE ENTRANCEENTRANCE LIBRARYLIBRARY WC'SWC'S COMMUNITY STREETCOMMUNITY STREET WEDDINGWEDDING HALLHALL POLICEPOLICE COMMUNITY COMMUNITY SPACESPACE ?? ?? Supermarket Train Station Primary School High Street High Street 'The Loop' Page 19 of 54
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Artists impression of Houstoun Square with connections beyond to the transport Interchange and Town Hall to Ludovic Square. The Civic Squares play a key role in defining the character and identity of Johnstone and together with the Town Hall are the heart of the social and cultural offer of the town. They are important spaces which encourage people to visit, gather and spend time, supporting local businesses and a range of activities which contribute to the feel of Johnstone as a vibrant and social place. There is an opportunity to introduce enhancements to the squares to reinforce their key role. This could include restoration of heritage features such as the bandstand, considering how the squares could be improved for events, opportunities for play and increasing biodiversity through more diverse planting. The key diagram and illustrations show potential improvements to the squares – enhancing Houstoun Square as a hub for retail, culture and events, with Ludovic Square as a reflective green space at the heart of the town. Project 4 Civic Squares Project Summary Supermarket Train Station Primary School High Street High Street 'The Loop' Page 20 of 54
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Town centre living plays a key role in the regeneration of our places. Increasing the residential population creates demand for services, supports the local economy and contributes to the feeling of safety and security at all times of the day. In turn, new homes can also support people to live well locally as access to everyday services, facilities and greenspaces are within easy reach. High quality development can also contribute to the character and feel of town centres as well as returning vacant or underused land to a positive use. Johnstone town centre has a small number of vacant sites and potential to consider the future redevelopment or refurbishment of homes as part of a wider transformation supporting the vision. The key diagram identifies a number of sites which could be the focus of an enhanced approach to town centre living. Project 5 Town Centre Living Project Summary 1 1 12 3 Key 1. New Homes 2. Houstoun Square 3. Ludovic Square Supermarket Train Station Primary School High Street High Street 'The Loop' Low rise housing by Page\Park Architects Page 21 of 54
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Renfrewshire Council’s ‘Start-Up Street’ in Johnstone, a business incubator offering affordable workshop and support for new ventures, provides a strong base for developing the economy of the town, building on Johnstone’s historical legacy of innovation. There is an opportunity to grow the existing business base in this context, creating a welcoming environment for commercial uses which support the overall vision of the town centre as a sustainable place to live, work and visit. The key diagram identifies areas within the town centre which could support commercial and business uses. These link with other priority projects, for example new homes, which create demand for services and support employment opportunities. Project 6 Commercial Uses Project Summary 1 1 1 3 2 Key 1. Commercial Uses 2. Houstoun Square 3. Ludovic Square Supermarket Train Station Primary School High Street High Street 'The Loop' Page 22 of 54
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As well as the Civic Squares, there are a number of key public spaces within the town centre which would also benefit from enhancement. These include a new pedestrian link at Houston Court, public spaces at the Town Hall and key ‘gateways’ into the town centre, particularly linking to Johnstone Rail Station. Enhancements to public spaces could link with other priority projects, for example in reflecting the heritage of the town, building in resilience to climate change and introducing a more ‘people friendly’ approach to movement within the town centre. The key diagram shows the location of potential enhancements, which support the overall vision and encourage people to visit, gather and spend longer in the town centre. Project 7 Public Realm Project Summary 1 1 11 Key 1. Public Realm 2. Houstoun Square 3. Ludovic Square Supermarket Train Station Primary School High Street High Street 'The Loop' 3 2 Page 23 of 54
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Events and activities are hugely important to town centres. They encourage people to gather, creating a vibrant feel and purpose to our centres while creating demand for local businesses and services. A range of events already take place within the town centre, a number of which are run by local community organisations. Outcomes from consultation indicated an appetite for additional events which would build on the success of the existing programme and support increased community activity within the town. The opportunity exists to support local groups to develop further activities, particularly through considering infrastructure within key spaces of the town centre, such as the Civic Squares, to support improved access and use. Consideration could also be given to the variety of indoor spaces across the town centre and the approach to securing these for events, including hire costs and administration. Project SummaryProject 8 Events & Activities 1 1 1 Key 1. Events & Activities Supermarket Train Station Primary School High Street High Street 'The Loop' Page 24 of 54
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A key focus of Johnstone’s future is weaving the past into the present. Embedding memories of the town's manufacturing heritage could strengthen the identity of the town and foster an even stronger sense of community. One way in which this could be achieved is a "Living History Trail", co-created by residents, exploring significant locations, memories and stories. These could be documented and showcased along a permanent walking route. Physical installations and oral histories could bring the past to life, enriching the town centre experience. Investing in heritage and arts not only preserves history, but also fosters community connections, learning, and a sense of belonging. A proposed route, outlined in the schematic plan, highlights key "heritage nodes" which could be celebrated. Working with property owners, there may also be opportunities to consider enhancement of existing listed buildings within the town. Project SummaryProject 9 TOWN HALLTOWN HALL New Totem Signage Ludovic Fountain BandstandHoustoun Square Black Cart Water / Mills Key Listed Buildings Parish Church Key Historical Landmarks Town Centre Heritage 1 1 1 1 1 1 1 Key 1. Heritage Landmarks / Destinations 2. Houstoun Square 3. Ludovic Square Supermarket Train Station Primary School High Street High Street 'The Loop' 3 2 Page 25 of 54
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Measures such as improved drainage, planting trees and vegetation helps to reduce the effects of climate change. Projects such as ‘rain gardens’ – planted areas designed to absorb rainfall - can also help to support biodiversity and help to create an improved sense of place as green ‘lungs’ within town centres. There are opportunities to introduce this ‘blue and green’ infrastructure within Johnstone, supporting enhancements to movement and public realm within the town centre which better connect people and places and create an improved sense of place. The key diagram shows where this could be considered, including Church Street, High Street and new pedestrian link between Houstoun and Ludovic Squares. Project 10 Blue & Green Infrastructure Project Summary Key 1. Houstoun Square 2. Ludovic Square BLUE & GREEN INFRASTRUCTURE BLUE & GREEN INFRASTRUCTURE High Street Church Street Supermarket Train Station Primary School 'The Loop' 2 1 Page 26 of 54
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5. Next Steps The vision and priorities within the Johnstone Town Centre Vision Framework have been developed in partnership with the local community. The role of this plan is to provide a framework for further collaborative action and to steer decisions over actions, initiatives and partnerships within the area over the next five to ten years. The plan should be seen as flexible in response to funding opportunities and available support. Collaboration is crucial and delivery of priorities will require positive partnership working between the Council, local residents and stakeholders that has been the focus of this plan. A key element of next steps will be to consider:- • How best to align the activities of local residents, community groups, landowners and stakeholders to support delivery of actions; • Available funding steams and how these are best matched to ambitions; • Additional work needed to prepare proposals and test feasibility of the project ideas. In doing so it is important that ‘early win’ projects are identified and delivered to generate momentum and sustain the enthusiasm generated in the production of the plan. These initial projects are likely to align with the key assets within the core of the town centre, including Johnstone Town Hall and the Civic Squares. The local community, Renfrewshire Council and all of those with an interest in the future of Johnstone town centre will work in partnership to develop and deliver the vision as a catalyst for the next chapter in the story of 'Our Johnstone'. Page 27 of 54
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___________________________________________________________________ To: Economy and Regeneration Policy Board On: 28 May 2024 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Glasgow City Region Investment Zone – Renfrewshire Council Application. ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to inform the Economy and Regeneration Board on the progress of the Glasgow City Region Investment Zone (GCR IZ) and for the Board to approve Renfrewshire Council’s submitted application for investment zone funding at the Advanced Manufacturing Innovation District Scotland (AMIDS). ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: (i) Approves Renfrewshire Council’s submission for Investment Zone funding at AMIDS. This includes bidding to become one of the Investment Zone’s tax sites (encompassing Netherton Campus, Westway and potentially Glasgow Airport) as well as applying for capital investment to help fund “Tech Terrace” at Netherton Campus and to attract potential occupiers and to improve future development viability. (ii) Notes the timescales of the development of GCR Investment Zone proposal for submission to UK/Scottish Governments and confirm that updates and required approvals will be reported to Board at regular intervals as appropriate. _________________________________________________________ 3. Background 3.1 A report to the Economy and Regeneration Board on 19 March 2024 provided an update on the Glasgow City Region (GCR) receiving £160m in funding from the Scottish and UK governments over 10 years to form an investment zone (there will be two in Scotland; one in the GCR, another in the North-East). Item 2 EAR280524 Page 29 of 54
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3.2 It is intended that these zones will stimulate private sector investment thereby increasing the GCR’s innovation potential, driving economic growth, reducing economic inequalities and creating high value jobs across the Region. 3.3. Any finalised programme for the IZ is subject to final agreement by both the UK and Scottish Government’s and needs to correspond to both the Levelling-Up Strategy and the Scottish National Strategy for Economic Transformation. 3.4. The £160m IZ funding can be used flexibly between capital/revenue spending and tax incentives for investing companies. The exact nature of the GCR IZ programme will be decided by a separate governance board (as yet to be created) which will be set up to oversee the delivery of the GCR IZ and reporting to the Glasgow City Region Cabinet. 3.5 To determine the allocation of funding, the GCR has carried out the following key stages, with several already fulfilled. Phase 1: Scoping of Key Objectives and Parameters (June -December 2023): The initial phase involved analysis, undertaken by the Regional Intelligence Hub and engagement with key partners to identify the objectives and parameters of the Region’s IZ including proposed economic sectors, geography, interventions and delivery models. An analysis of established Investment Zones in England was also undertaken. It was determined that the GCR IZ should build on existing strengths and cluster specialisms such as advanced manufacturing and life sciences, support R&D focused firms, create a significant number of mid to high skilled good jobs, generate significant private sector development and facilitate the development / regeneration of under-developed land and assets within the Region. There were also calls for the development of a regional skills programme for local residents and a regional investment fund. An initial set of priority sectors were identified: Life Sciences, Energy and Net Zero, Digital Creative Industries, Advanced Manufacturing and Precision Engineering, Digital and Enabling Technologies and Services. A call for Expressions of Interest (EOI) co-ordinated through Scottish Enterprise, Skills Development Scotland and the eight member councils identified and engaged with organisations within these sectors across the private and academic domains. Over 90 EOIs were received from across the Region and across all priority sectors. Phase 2: Open call for eligible applications (January – March 2024): After a review of Phase 1, it was determined that the GCR IZ should have a primary focus around one of the following sectors: Life Sciences, Advanced Manufacturing and Precision Engineering, or Digital and Enabling Technologies and Services. Phase two involved an open call for detailed project applications from eligible businesses and organisations. Page 30 of 54
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To be eligible applicants must be involved in one of the three sectors identified above and provide at least 60% of the project funding which will then be matched by 40% of public funding in capital / revenue investment or tax incentives. Renfrewshire Council and its joint venture partner Tarras Park Property Limited (trading as Buccleuch Property), opted to apply at this stage for funding to help further develop the Advanced Manufacturing Innovation District Scotland (AMIDS), centred on Council-owned land at Netherton Campus. Phase 3: Collation of proposals and projects / Approval by Government: The deadline for applications at Phase 2 was the 31st of March 2024. The application was not sufficiently developed to allow it to be presented at the Economy and Regeneration Board in March 2024. The GCR have subsequently confirmed almost £2 billion worth of project funding bids had been submitted over 41 key projects. The applications are now being reviewed and assessed by the GCR using a scoring matrix. This will produce a list of projects which will be eligible for IZ funding. They will also select the sites which will be put forward for the tax zone status as well as agreeing on a final position in terms of what the IZ’s primary sector will be. These decisions will be ratified at the next available GCR Cabinet meeting. The GCR will then collate the Region’s formal proposal including the final package of projects for consideration and approval by the UK and Scottish Governments. 4. Renfrewshire IZ application 4.1 The main emphasis for the Council’s IZ bid is to achieve the overarching ambition of AMIDS becoming Scotland’s premier destination for advanced manufacturing innovation. AMIDS is already home to two new world-class innovation centres - the National Manufacturing Institute Scotland (NMIS) and the CPI Medicines Manufacturing Innovation Centre (CPI/MMIC) with a third confirmed, titled the Oligonucleotide Manufacturing Innovation Centre of Excellence (OMICE). AMIDS has also been supported by significant enabling infrastructure, including City Deal investment which has provided new roads and bridges. Securing IZ funding will complement and support this existing investment creating a conducive environment for growth and development. 4.2 The Council’s bid was developed in collaboration with its JV partner and with key stakeholders across Renfrewshire. The Council’s bid plans to use IZ funding to help implement the AMIDS Development Programme (ADP), which aims to scale up activities at AMIDS, acting as a catalyst for securing additional investment and creating modern workspace for advanced manufacturing companies which will ultimately increase economic activity to benefit local, regional, and national economies. Page 31 of 54
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4.3 The ADP comprises an integrated series of IZ projects and bids (from the Council and AMIDS partners including University of Strathclyde/NMIS and CPI/MMIC) aimed at achieving transformative advanced manufacturing development. The ADP is dependent on realising three objectives: enhancing modern infrastructure for sectoral growth, attracting future investment and increasing skills and innovation among the workforce and businesses. It is hoped that securing IZ funding will be a key driver in achieving these outcomes. 4.4 Specifically, the Renfrewshire Council IZ bid was based upon two main elements: Creation of a tax site (one of the three potential IZ tax sites across the GCR) at Netherton Campus alongside Westway and potentially Glasgow Airport. It estimated that around £10m in tax incentives could be utilised at the site. Securing capital investment (£4m) for “Tech Terrace” at Netherton Campus which will be a new facility (32,000 sq. ft) providing modern individual spin out units with a specific focus on advanced manufacturing SMEs. The Council also asked for potential additional capital investment (£12m) which will enhance AMIDS appeal further to potential occupiers and improve development viability. A copy of the full application submission is available to elected members on request. 4.5 The proposed tax zone site within Renfrewshire will not be a separate legal site, and as such is bound by relevant devolved legislation including employment rights and climate change. The IZ will not contain any special exceptions and the principle of Fair Work First should be embedded at every opportunity. There are also opportunities to take leading action with partners in terms of additionality, such as using any investment within the zone as an opportunity to deliver social and employment outcomes. Moreover, the tax incentives will be discounted from the overall funding package which means that any proposal for their inclusion must have a rationale which links back to the overall aims and objectives of the GCR IZ. Each investment seeking funding to locate and operate from within the IZ will be subject to specific and individual agreement with the GCR governance. 5. Next Steps 5.1 The GCR will review and assess all IZ bid applications and then prepare an Investment Zone Programme based on the finalised sector, projects and tax Sites which will then be submitted to both the UK and Scottish Governments for sign-off. It is expected that this process will be complete by Summer 2024. 5.2 Future governance arrangements regarding the IZ funding will be presented to this Board at a future date, once confirmed by the GCR and the Governments. 5.3 If Renfrewshire Council’s bid for IZ funding is successful, then this will be reported back to Board for approval. Page 32 of 54
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Implications of the Report 1. Financial – Significant as the Council will potentially have access to millions of pounds of IZ funding. 2. HR & Organisational Development – None. 3. Community Planning – • Our Renfrewshire is thriving – AMIDS will deliver an economic boost bringing thousands of jobs to the local area. • Our Renfrewshire is well – AMIDS will bring new talent, career opportunities and economic advantages. • Reshaping our place, our economy and our future – AMIDS will transform a previous derelict and unoccupied area of land. This has already seen the transformation of core infrastructure, and buildings will now follow to enhance the area. • Tackling inequality, ensuring opportunities for all – AMIDS will deliver job opportunities at all levels within multiple different sectors. • Creating a sustainable Renfrewshire for all to enjoy – Net Zero is a key feature of innovation that is being sought at AMIDS. The area is also supported by a district heating network for low carbon heat to premises. • Working together to improve outcomes – AMIDS will see partnership working between the public, private, and education sectors bringing a wealth of experience. 4. Legal – None. 5. Property/Assets – None. 6. Information Technology – None. 7. Equality & Human Rights - (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None. 9. Procurement – None. Page 33 of 54
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10. Risk – Project specific and Programme level risk registers have been established for all projects. These are kept under regular review and reported to the Council’s internal City Deal and Infrastructure Programme Board. 11. Privacy Impact – None. 12. Cosla Policy Position – None. 13. Climate Risk – None. ________________________________________________________________ List of Background Papers None. ___________________________________________________________________ Author: Euan Shearer, Regeneration and Place Manager Page 34 of 54
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___________________________________________________________________ To: Economy and Regeneration Policy Board On: 28 May 2024 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Modern Apprenticeship Programme Update ___________________________________________________________________ 1. Summary 1.1 Renfrewshire Council’s Modern Apprenticeship Programme has been successfully delivered for a number of years. 1.2 The Programme supports approximately 80 apprentices at any given time, with around 30 new opportunities available to Renfrewshire residents each year. 1.3 Our programme outcomes consistently exceed national targets, compare well to other providers and are shown to support under-represented individuals and groups. 1.4 This report updates on progress for 2023 / 24 and confirms continued delivery of the programme into 2024 / 25. 2. Recommendations 2.1 It is recommended that the Board: a) Note the content of this report and continuation of funding from Skills Development Scotland into 2024/25. 3. Background: 3.1 Renfrewshire Council’s Modern Apprenticeship Programme (MAP) has been in place for approximately 18 years and in that time has supported almost 800 Renfrewshire residents into employment. 3.2 Modern Apprenticeships (MA) mainly support young people aged 16 – 24 into employment. However, increasingly opportunities are being made available to applicants of all ages, with particular support offered to those aged up to 29 who are disabled or care experienced. Item 3 EAR280524 Page 35 of 54
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3.3 Modern Apprentices gain paid work experience and a qualification related to their particular occupational requirements. They will have an Individual Training Plan and complete an appropriate vocational qualification at either, SCQF Level 5, 6 or 7. The Council has qualified staff who assess and verify a range of qualifications in the areas of Business and Administration and Social Services for a number of apprentices. Whilst other apprentices will attend at a local further education college to achieve their required qualification, for example in areas such as construction. 4. Modern Apprenticeship Programme Delivery 4.1 Renfrewshire Council is contracted as a Learning Prover to deliver modern apprenticeships through a procurement process, which is led by Skills Development Scotland (SDS) on behalf of Scottish Government. 4.2 During 2023 / 24 we recruited 31 new apprentices across a range of frameworks including Business and Administration, Social Services (Children and Young People), Construction (a range of trades), Horticulture and Motor Vehicle Mechanics. This included supporting a small number of local businesses to recruit new apprentices. 4.3 The number of opportunities and range of roles available each year can change based on Council and business service requirements. Recruitment for these opportunities is restricted to Renfrewshire residents. 4.4 It can take between 12 and 48 months for an apprentice to achieve all requirements depending on the framework undertaken. 4.5 Each year we provide a full range of support to around 80 apprentices, with approximately 65% being employed by the Council and 35% with local businesses. 4.6 SDS recently advised our 2024/25 contract will be renewed and we have been awarded up to 27 new opportunities in the following areas: o Business and Administration (9 apprenticeships) o Social Services (Children and Young People) (2 apprenticeships) o Construction (Trades) (8 apprenticeships) o Horticulture (3 apprenticeships) o Motor Vehicle Mechanics (1 apprenticeship) o Housing (2 apprenticeships) (NEW) o Youth Work (2 apprenticeships) (NEW) 4.7 We regularly discuss with Council service colleagues how we might add to the range of opportunities available, wherever possible. This year we will offer new apprenticeship opportunities in Housing (2), Youth Work (2) and Regulatory Services (2). The Regulatory Services framework is being offered for the first time, so SDS has restricted contract access to a small number of learning providers. We are not one of the learning providers selected. However, Regulatory Services colleagues have secured access to two these opportunities. Page 36 of 54
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4.8 The Modern Apprenticeship team have provided advice and assistance to Regulatory Services colleagues to support recruitment of these roles. This support will continue throughout the duration of these apprenticeships. This will increase the number of opportunities offered to 29. 5. Programme Outcomes 5.1 The main objective of our MAP is to ensure that apprentices complete all MA requirements and progress into a permanent job role. This is referred to by SDS as an Achievement. Renfrewshire’s MAP has for many years consistently received Achievement Rates which are higher than national targets of 70% - 75% (depending on framework). 5.2 Our overall achievement rate for 2023 / 24 was 81% (42 Leavers / 34 Achievers). 5.3 The vast majority of successful Modern Apprentices sustain their employment for many years, with many progressing onto further promoted posts and building excellent careers, both with the Council and with other local employers. There are many excellent examples within the Council of colleagues who began their careers as Modern Apprentices now working very successfully in supervisory and management roles. 6. Equality and Inclusion 6.1 Learning Providers are also required to ensure that our programme delivery supports those who are under-represented to access modern apprenticeship opportunities. We must report on our gender profile, as there is often a gender imbalance with young women negatively impacted in general regards access to modern apprenticeships. They are also particularly negatively impacted within some frameworks, which are viewed as being traditional male industries. 6.2 We are also required to report on the number of MAs we support who have a disability, are care experienced and who are from ethnically diverse communities, as these groups are often under-represented across Modern Apprenticeship starts. We take this requirement very seriously and strive to ensure our programme is reflective of our local communities. We therefore take steps to engage, wherever possible, with those from the under-represented groups noted above. We also ensure that both our programme marketing and our recruitment advertising makes clear our desire for our programme to be truly representative. 6.3 We have ensured that our MAP is aligned to other Invest in Renfrewshire employability programme provision e.g. Council Traineeship Programme and DFN Project SEARCH. This ensures that all Invest clients , in particular those from under-represented groups, have clear pathways to progress into apprenticeship opportunities at the right time in their employability journey to allow them to achieve secure and sustainable paid work. Page 37 of 54
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6.4 The table below outlines our SDS equality and inclusion data for the past 5 years. YEAR Gender (Male / Female) Ethnicity (Other B.M.E) Disability (Yes) Care Experienced (Yes) National Renfrewshire Council National Renfrewshire Council National Renfrewshire Council National Renfrewshire Council 2019 ‐ 20 M 60% / F 40% M 52% / F 48% 2.4% 2.3% 15.4% 18.2% 1.7% 4.5% 2020 ‐ 21 M 60% / F 40% M 55% / F 45% 2.7% 3.2% 13% 19.4% 1.7% 9.7% 2021 ‐ 22 M 61,2% / F 38.8% M 61.1% / F 38.9% 3.1% 2.8% 13.3% 16.7% 2.0% 5.6% 2022 – 23 M 61.9% / F 38.1% M 53.1% / F 46.9% 3.3% 3.1% 15.3% 31.3% 2.1% 12.5% 2023 – 24* M 65.6% / F 34.4% M 87.5% / F 12.5% 4.2% 0% 16.5% 26.7% 2.2% 0% *Data to Quarter 3 (December 2023) 7. Future Reporting 7.1 It is proposed that a further update report(s) be provided to Board at a date(s) to be agreed. _________________________________________________________________ Implications of the Report 1. Financial – No additional finance is sought. 2. HR & Organisational Development – 3 FTE posts within Economic Development are supported through our SDS contract and current funding streams 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. 8. Health & Safety – None. 9. Procurement – None 10. Risk – None. Page 38 of 54
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11. Privacy Impact - None. 12. COSLA Policy Position – Not Applicable. 13. Climate Risk – Not Applicable. ___________________________________________________________________ List of Background Papers Modern Apprenticeship Programme Update; Economy and Regeneration Board; 14 March 2023 ___________________________________________________________________ Author: Michael Moran, Assistant Economic Development Manager Email: michael.moran@renfrewshire.gov.uk Page 39 of 54
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___________________________________________________________________ To: Economy and Regeneration Policy Board On: 28 May 2024 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Scottish Local Authorities Economic Development (SLAED) 2022-23 Indicators Framework Report 1. Summary 1.1 The Scottish Local Authorities Economic Development Group (SLAED) is the professional network for economic development officers from across Scotland’s 32 local authorities. They represent a shared interest in working with a wide range of contacts in supporting local economic development, working together to learn from each other to improve delivery of local authority services. 1.2 The SLAED network provides an annual report on local authority economic development activity and performance, published by the Improvement Service, and this board report provides an update on the 2022-2023 SLAED Indicators Framework Report. ___________________________________________________________________ 2. Recommendations 2.1 Board members are asked to: Note the contents of the report which summarises the Scottish Local Authorities Economic Development Group (SLAED) Indicators Framework Report 2022-2023, and Renfrewshire Councils contribution towards local and national economic development. ___________________________________________________________________ Item 4 EAR280524 Page 41 of 54
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3. Background 3.1 The Scottish Local Authorities Economic Development Group (SLAED) has been established for over 10 years and is the professional network for economic development officers from across Scotland’s 32 local authorities. 3.2 The SLAED Indicators Framework Report collates data from all 32 Scottish local authorities and details what Councils across Scotland are delivering as local economic development organisations. 2022-2023 marks the 11th annual SLAED Indicators Framework Report since the introduction of the framework in 2012. 3.3 The report has been kept under continuous review by the SLAED Performance Group, with support from the Improvement Service to ensure it remains reflective of local authority economic development priorities and delivery and is of practical use to councils and their partners. 3.4 The Indicators Framework divides data into 5 categories: Inputs, Activities, Outputs, and Outcomes, as well as information around priority areas such as wellbeing economies and inclusive growth. It allows meaningful comparisons to be made on the relative performance of areas, which can assist in ongoing monitoring of performance and effective resource allocation. 4. Overview of Renfrewshire 4.1 Overall, Renfrewshire Councils performance in this year’s annual SLAED Indicators Framework remained largely consistent with previous years, measuring well against other Councils, and demonstrating the continued success of the area. Statistics from ONS are also used in the report to provide wider area based analysis. Figures from the SLAED Indicators Framework contribute to the Local Government Benchmarking Framework (Employability and Business Development). 4.2 Appendix 1 provides the Renfrewshire figures against Scottish averages and provides a link to the full report. 4.3 The 2022-23 year is considered one of post covid repair and recovery, many of the stats improved year on year as normality returned, services resumed, and the economy improved. The two key areas of local authority service delivery covered in the report are business development and employability. 5. Business Development Highlights 5.1 Overall the business stats improved during 2022-23 following the covid period however there were some drops in numbers for Renfrewshire. The number of businesses attending Business Gateway events dropped in Renfrewshire and this was replicated across local authorities in Scotland. This can be attributed to an overall decrease in events being held. Page 42 of 54
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5.2 There was an increase of businesses in Renfrewshire with a Business Gateway Unique Customer Account, highlighting that although attendance at Business Gateway events had dropped, more businesses in Renfrewshire were receiving support to develop. 5.3 Additionally, in Renfrewshire the number of attendees attending business events provided by the Council has significantly increased despite many other Councils not running any one-to-many business events in 2022/23. 5.4 Through some of these events, such as the ‘Meet the Buyer’ and ‘How to Bid with Renfrewshire Council’, the Supplier Development Programme (SDP) has been advertised, leading to a steady increase of Renfrewshire companies registered with SDP (as shown below). This will contribute to developing local supply chains and boosting Renfrewshire’s economy. 5.5 Renfrewshire businesses participating in the Supplier Development Programme more than doubled from less than 50 in the previous reporting year, to over 100 business in 2022/2023. 5.6 The main area of concern that year was the 32% reduction (from the previous year) of new Business Gateway businesses that started to trade. Figures went from 264 in year 20-21, to 205 in 22-23. During that time the team were supporting broadly the same number of business interests in start-up but there was a reduction in those going on to commence trading. Fortunately, the figures to be reported for 23-24 show that the numbers increased the following year to 305 new trading businesses with Business Gateway support and so the downturn appears to be a one-off. 6. Employability Highlights 6.1 The employability stats and performance remains high for the Council’s employability service. The number of unemployed people in Renfrewshire that have participated in Council funded or operated employability activities has stayed consistent with last year’s high performance with around 1,900 unemployed people in Renfrewshire participating. Almost 50% of people participating in employability activities across all local authorities were through the Government’s No One Left Behind programme. 6.2 The number of unemployed people in Renfrewshire that have progressed to employment as a result of participation in Council funded or operated employability activities remains within the top 5 of Scottish local authorities. The figures did fall from the previous year due to the end of the Kickstart scheme where Renfrewshire Council ran the largest Kickstart programme in Scotland and achieved around 450 positive employment results from that programme over 2020-2022. The majority of figures from Councils across Scotland show a decrease in numbers in the 2022-23 year. 6.3 Only 5.7% of Renfrewshire’s working age population have low / no qualifications compared to the Scottish average of 9.9%. Renfrewshire has the 3rd lowest figure in comparison to all other Scottish local authorities. Page 43 of 54
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7. Conclusion 7.1 The SLAED Indicators Framework report should be used to identify possible areas of improvement in local services and should help guide possible future projects and target areas. 7.2 Continuing to monitor and report on the delivery of economic development services across Renfrewshire is essential to allow meaningful comparisons to be made across all local authorities. ___________________________________________________________________ Implications of the Report 1. Financial – Not Applicable. 2. HR & Organisational Development – Not Applicable. 3. Community/Council Planning – Jobs / Economy – the Council’s Economic Development Team continue to be instrumental in creating employment opportunities across Renfrewshire in partnership with local businesses and continue to offer robust advice to new and existing builsinesses seeking to create further jobs and economic growth. 4. Legal – Not Applicable. 5. Property/Assets - Not Applicable. 6. Information Technology – Not Applicable. 7. Equality & Human Rights- Not Applicable. 8. Health & Safety- Not Applicable. 9. Procurement – Not Applicable. 10. Risk- Not Applicable. 11. Privacy Impact- Not Applicable. 12. Cosla Policy Position- Not Applicable. ___________________________________________________________________ For more information contact: Ruth Cooper, Economic Development Manager ruth.cooper@renfrewshire.gov.uk Author: Holly Stephen, Social Policy, and Economic Development Graduate Intern holly.stephen@renfrewshire.gov.uk Page 44 of 54
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Appendix 1: A. SLAED Indicators Framework: https://www.slaed.org.uk/__data/assets/pdf_file/0030/47874/SLAED-Indicators- Report-2022-23.pdf B. Renfrewshire Councils Returns for SLAED report: Page 45 of 54
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___________________________________________________________________ To: Economy and Regeneration Policy Board On: 28 May 2024 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Scottish Government Employability Grant Award 2024-25 1. Summary 1.1 This report updates Board on the most recent funding allocation from the Scottish Government for employability support in Renfrewshire for the 2024-25 period. 1.2 A grant award to local authorities is provided under the banner of No-One Left Behind (NOLB) to support an all-age employability service and to tackle child poverty. 1.3 Renfrewshire Council is accountable for the resources which are directed and managed through the Renfrewshire Local Employability Partnership. ___________________________________________________________________ 2. Recommendations 2.1 Board members are asked to: (i) Note the acceptance of Scottish Government grant by the Director of Finance awarded for the 2024-25 period of £0.546M under the banner of No-One Left Behind. (ii) Note that a further funding allocation for the balance of funds and a separate award through the General Revenue Grant is anticipated in the next 2 months. This will be reported to a future board. __________________________________________________________________ Item 5 EAR280524 Page 47 of 54
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3. Background 3.1 Employability plays an essential role in delivering both Scottish and local government’s aims of tackling poverty, promoting inclusion and social justice and creating a fair and prosperous Scotland. It is a key component of the National Strategy for Economic Transformation (NSET), contributing to delivering the vision for a strong economy where good, secure and well-paid jobs and growing businesses have driven a significant reduction in poverty and, in particular, child poverty. 3.2 Collectively, Scottish and local government aim to build an employability system that tackles inequalities in Scotland’s labour market by creating a more responsive, joined up and aligned employability system that meets the needs of employers and local labour market and helps people of all ages achieve their potential. 3.3 Many individuals face significant challenges and barriers to obtaining and sustaining work: This includes disabled people, those with long-term health conditions, lone parents, homeless people and those from minority ethnic groups. Barriers are also likely to exist and needing to be overcome for young care leavers, ‘new Scots’ / refugees and those in the justice system, meaning there is still a strong demand for employability support. 3.4 No One Left Behind promotes a strengthened partnership approach where Scottish and local government are working together with public, private and third sector organisations to identify local needs and deliver a mixed economy of provision. 3.5 Local authorities act as lead accountable bodies for funding, with funding being used by Local Employability Partnerships (LEPs) to design and deliver services that meet the needs of people and labour markets in their area. 4. Employability Award 2024-25 4.1 Scottish Government announced budgets earlier this year and indicated a figure of around £90M for employability support of which £75.196M would come to Councils and Local Employability Partnerships. 4.2 Indicative allocations were provided to Councils in March 2024 and the expected allocation for Renfrewshire was £2.262M for employability delivery from 1st April 2024 to end March 2025. Grant award letters were expected at the end of March to allow delivery to commence 1st April. 4.3 Unfortunately Grant Award Letters were not forthcoming and it was clear that there was going to be a delay. The issue was raised at both Cosla Community Wellbeing Board and with Council Leaders and ongoing discussions with Scottish Government have been taking place. 4.4 Scottish Government have now confirmed that they remain committed to working with COSLA to deliver on the joint No One Left Behind ambitions. Page 48 of 54
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Discussions are continuing to finalise allocations, with funding being released as decisions are taken to ensure activities in agreed areas can proceed as soon as possible. 4.5 To enable progress and support continuity of service, Scottish Government have decided to release funding equivalent to the first quarter of the financial year allocation for No One Left Behind. 4.6 A Grant Award letter for £0.546M was received by the Council on May 2nd 2024 and this initial award will be accepted by the Director of Finance. As part of the offer of grant an Annual Investment Plan will be developed for Employability for the year ahead to be submitted to Scottish Government. This will be reported to a future board. 4.7 Although the Council does not have formal confirmation of the full financial award under No-One Left Behind the service is continuing as normal for now. All commissioning for the year has taken place and partners are already delivering services. The Invest in Renfrewshire budget was established to cope with retrospective payments and funding delays and so the team are able to continue as planned for the time being. 4.8 Any future funding cut in the grant award would be unfortunate however as funding is never fully guaranteed there are mitigations in the plan for the year to downsize certain elements and this will be reported through the Investment Plan to be reported to the next board if it is required. 5. Conclusion 5.1 In summary, the first quarter grant award will be accepted by the Director of Finance with the remainder to follow in the next few months. It is hoped that the full indicative allocation will be forthcoming and a further report to Board will outline this alongside the Employability Investment Plan for the year ahead. ___________________________________________________________________ Implications of the Report 1. Financial – No immediate implications for Renfrewshire. The grant award is for the current quarter spend, any further implications relating to delays or cuts will be outlined in a future board report. 2. HR & Organisational Development – Not applicable. 3. Community/Council Planning – the funding award comes through Renfrewshire Council for decision by the Renfrewshire Local Employability Partnership, a group reporting to the CPP. All partners on the LEP have been kept up to date on funding delays and are happy with the plans in place. 4. Legal – Not applicable. 5. Property/Assets - Not applicable. Page 49 of 54
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6. Information Technology – Not applicable. 7. Equality & Human Rights - Not applicable. 8. Health & Safety- Not applicable. 9. Procurement – Not applicable. 10. Risk- no risks at present. Funding delays are already mitigated against using the Invest in Renfrewshire budget and any funding reduction in future will be subject to a separate report to board. 11. Privacy Impact- Not applicable. 12. Cosla Policy Position- Cosla are involved in ongoing discussions with Scottish Government over the grant award. ___________________________________________________________________ For more information contact: Ruth Cooper, Economic Development Manager ruth.cooper@renfrewshire.gov.uk Page 50 of 54
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___________________________________________________________________ To: Economy and Regeneration Policy Board On: 28 May 2024 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Renfrewshire Economy Conference 1. Summary 1.1 This report informs and invites Board members to a Renfrewshire Economy Conference to be held in Paisley Town Hall on the morning of Wednesday 12th June 2024. 1.2 The conference is being organised by Renfrewshire Council’s Economic Development Team in association with the new Renfrewshire Business Support Partnership, a group established for all business support agencies and organisations in the area. ___________________________________________________________________ 2. Recommendations 2.1 Board members are asked to: (i) Note the report. ________________________________________________________________ 3. Background 3.1 Members will recall the intention from previous Shared Prosperity Fund board reports to establish a Renfrewshire Business Support Partnership which would consist of the various agencies and organisations that strategically provide business support services across Renfrewshire. Item 6 EAR280524 Page 51 of 54
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3.2 The success and joint working across the Renfrewshire Local Employability Partnership was the motivator for the new business partnership with the aim of replicating joint working and shared agendas more consistently. 3.3 The Business Support Partnership has now met twice and has already proven to be useful to all partners (West College Scotland, UWS, NMIS/University of Strathclyde, Renfrewshire Chamber, SDS, Inspirent, Scottish Enterprise, Launch It, Renfrewshire Council). 3.4 One of the first actions agreed was to hold a partnership conference on the Renfrewshire economy with all partners involved in the event. 3.5 The conference would be aimed at those involved in economic, business and skills development in Renfrewshire from the public sector, local economic agencies, FE and HE, local businesses, and social enterprises. If successful, then it could become an annual event. 4. Renfrewshire Economy Conference 4.1 The conference is planned to be held on Wednesday 12th June at Paisley Town Hall. It will consider Renfrewshire’s economy and the key economic factors for sustainable growth. 4.2 The first part of the event aims to provide an overview of the national, regional and Renfrewshire economy, the current challenges and opportunities and the key agendas for the next 5 years. Different organisations will present on key economic drivers and attendees will be asked to respond to key questions and to share experiences that will shape the next phase (and any review) of Renfrewshire’s Economic Strategy and guide the direction of Renfrewshire Business Support Partnership in terms of local business need. 4.3 The second part of the event will offer a range of sectoral and thematic workshops covering current issues across sectors and to enable greater understanding and awareness of current challenges and opportunities. 4.4 The event aims to be an annual focal point for local economy discussions, updates and actions involving all key partners and including the involvement of local businesses. It will encourage greater networking and collaboration and aims to influence the direction of future funding (such as Shared Prosperity Funds) and joint economic responses to key local agendas. 4.5 At the time of writing this report the final agenda has not get been published but Economy & Regeneration Board members will receive an invite to the conference separately by email from the Council’s Economic Development Manager. Page 52 of 54
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5. Conclusion 5.1 It is hoped that Board Members will be interested in, and available to attend the conference and that the event forms the first part of increased joint working across the Business Support Partnership in the future. ___________________________________________________________________ Implications of the Report 1. Financial – No implications. Budgets for the event are available and planned for. 2. HR & Organisational Development – Not applicable. 3. Community/Council Planning – the new Renfrewshire Business Support Partnership will report progress to the CPP. 4. Legal – Not applicable. 5. Property/Assets- Not applicable. 6. Information Technology – Not applicable. 7. Equality & Human Rights- Not applicable. 8. Health & Safety- Not applicable. 9. Procurement – Not applicable. 10. Risk- Not applicable. 11. Privacy Impact- Not applicable. 12. Cosla Policy Position- Not applicable. ___________________________________________________________________ For more information contact: Ruth Cooper, Economic Development Manager ruth.cooper@renfrewshire.gov.uk Page 53 of 54
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