Improving our Workplace - Employee Engagement Survey Progress Update
Renfrewshire Council · 5 February 2026
Back to Finance, Resources and Customer Services Policy Board — 5 February 2026 and its agenda
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1 PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 5 February 2026 __________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: ‘Improving our Workplace’ - Employee Engagement Survey Progress Update ___________________________________________________________________ 1. Summary 1.1 This report provides members with an update on progress following the Council Employee Engagement Survey results shared in February 2025. The survey, launched in late 2024 as part of the Council’s People Strategy, was a significant milestone in our commitment to creating a positive, inclusive, and productive workplace. Supported by Trade Union colleagues and services, the survey achieved a 22.9% response rate, with 1,956 employees participating across all five Council services. This aligns with the commonly reported response rates of 20 to 40% across local authorities, sitting toward the lower end of that range. 1.2 The results of the survey provided a clear picture of where we are performing well and where improvements were needed. Since then, officers have progressed and delivered all agreed corporate actions for the first six months and are actively progressing actions scheduled for the six-to-twelve-month period. Each service has developed its own action plan, supported by their Employee Engagement Forums, ensuring staff voices are central to shaping improvements. 1.3 This structured and collaborative approach has already delivered tangible outcomes, and work continues to embed our Council values, strengthen job satisfaction, enhance learning and development opportunities, and improve physical working conditions. These improvements demonstrate our commitment to listening to staff and acting on their feedback, creating a workplace where colleagues feel valued, supported, and engaged.
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2 PUBLIC 1.4 The next Council-wide survey remains scheduled for autumn 2027, providing an opportunity to measure impact and identify future priorities. 2. Recommendations 2.1 Members are asked to: • Note the progress made within the first six-to-twelve-month period. • Note a further progress report will be provided early 2027. 3. Background to the Survey 3.1 Aligned with the Council’s People Strategy and our ongoing commitment to fostering a positive, inclusive, and productive workplace, we launched the Council wide ‘Improving our Workforce’ employee engagement survey in late 2024. Developed in partnership with Trade Union colleagues and services, the survey explored six key themes designed to capture how employees feel about their roles, management, wellbeing, and organisational culture. Questions were themed around: • What our people know and feel about the Council • How they feel about their job • How they feel about management • How they feel about their performance, learning and recognition • How they feel about wellbeing supports at work • What they know about our HR policies 3.2 Members were given a comprehensive overview of the survey findings along with the agreed improvement actions and timelines. This included clear insights into areas of strength, areas requiring attention, and the structured approach being taken to deliver meaningful change across the organisation. 3.3 Members noted the results and agreed that a progress update would be provided early in 2026. 4. From Insight to Impact – Delivering Improvements Since the Survey 4.1 Since the Employee Engagement Survey, we have taken a structured and collaborative approach to driving change. Each of the five Council services reviewed its survey results and developed tailored action plans, ensuring local priorities were addressed from the outset. To support this, we held dedicated sessions with all senior managers across all services to share the findings, agree practical next steps, and secure leadership commitment. These actions have been embedded within Service Improvement Plans, making them visible, measurable, and aligned with wider organisational priorities. This approach integrates engagement outcomes into core planning and governance, ensuring improvements become part of business as usual and progress is tracked through existing performance frameworks.
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3 PUBLIC It has also strengthened trust between leadership and staff, with improvements actively championed at every level. 4.2 Alongside service-level work, all corporate actions scheduled for the first six months have been completed. During this initial phase (February to August 2025), we focused on strengthening communications, improving understanding of Council priorities, and enhanced wellbeing support (Appendix 1). The following six months (August 2025 to February 2026) concentrated on building collaboration, making colleagues feel valued, improving access to resources and tools, and expanded learning opportunities (Appendix 2). These actions have laid strong foundations for the next phase, which will see us continuing to embed our Council values and further improve job satisfaction, development opportunities, and working conditions. 4.3 We will continue to monitor progress, communicate updates regularly, and maintain a strong link between survey feedback and organisational improvements. The next Council-wide survey in autumn 2027 will provide an opportunity to measure impact and identify future priorities. We are confident that the actions taken so far, combined with those planned for the next phase, will deliver lasting cultural and operational benefits for our workforce. ___________________________________________________________________ Implications of the Report 1. Financial – All activity has been delivered within existing service budgets, drawing on business-as-usual resources in People & OD, Communications, and service management teams. 2. People & Organisational Development – The People & OD team will continue to lead the corporate programme and support services to embed actions within Service Improvement Plans. This includes practical help with engagement sessions, action tracking, and manager development, ensuring improvements are mainstreamed and benefits are sustained across the workforce. 3. Community Planning – There are no direct Community Planning implications. However, clearer communication of Council priorities and improved collaboration will strengthen how services contribute to Community Plan outcomes, particularly around inclusion, wellbeing, and safe communities. 4. Legal – There are no direct legal implications. Actions are consistent with statutory employment duties and recognised good practice in staff engagement, health, safety, and equality.
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4 PUBLIC 5. Property/Assets – No property decisions arise directly from this report. Where actions touch on workplace conditions (e.g., meeting-space availability or layout), services will work through normal asset management processes to identify low-cost, high-impact adjustments within existing accommodation strategies. 6. Information Technology – No new systems are required. Improvements to learning access and staff communications will use existing platforms (e.g., iLearn and corporate channels) and be delivered in partnership with IT, ensuring changes are secure, cost-neutral, and accessible for frontline colleagues. 7. Equality & Human Rights – The programme continues to promote fair treatment, inclusion and respect at work. Embedding actions in Service Improvement Plans strengthens our ability to identify and address any differential impacts and to demonstrate active consideration of equality across services. 8. Health & Safety – The report supports continuous improvement in health, safety and wellbeing, including actions that reduce incidents of violence and aggression and promote access to support. Progress will be monitored through existing H&S governance arrangements. 9. Procurement – No procurement activity is required. If services identify small-scale purchases (e.g., training materials or minor equipment), these will be routed through standard procurement procedures and existing frameworks. 10. Risk – Embedding actions into Service Improvement Plans with named owners and milestones reduces delivery risk and strengthens assurance. Ongoing reporting through existing performance frameworks provides visibility of progress and enables early mitigation where needed. 11. Privacy Impact – There is no change to personal data processing arises from this update. Any future engagement activities will continue to follow corporate information governance policies, with anonymised reporting and appropriate data handling. 12. Climate Risk – There is no direct climate implications. Where workplace improvements intersect with estate and operational changes, services will seek opportunities to support sustainability (e.g., efficient use of space and digital-first engagement). 13. Children’s Rights – There are no direct implications. The programme supports a more engaged and supported workforce, which in turn helps services maintain high-quality delivery for children, young people and families.
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5 PUBLIC 14. Cosla Policy Position – There are no direct policy implications. The approach aligns with sector good practice on workforce engagement and culture, and progress will inform our future contributions to COSLA workforce networks. _________________________________________________________________ List of Background Papers 'Improving our Workplace' - Employee Engagement Survey 2024 ___________________________________________________________________ Author: Gillian O’Neill, OD Partner, People & OD, Finance and Resources
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Appendix 1 6-month actions 1 PUBLIC Up to 6 months actions Work undertaken/ongoing 1. Explore areas where the Council can demonstrate Best Value more effectively and educate and inform colleagues how we provide Best Value currently In response to only 40% of employees feeling we demonstrate Best Value, the Chief Executive directly addressed this in a Council wide message following the Accounts Commission audit. The audit acknowledged our leadership development, sound financial management, ambitious capital programme, and high performance in education and social care. Employees were encouraged and directed to the Best Value web page to help aid their understanding of what Best Value deem as efficient and effective use of public resources. Best Value will feature more in future communications. 2. Educate and inform colleagues about the decision-making process at the Council To address the need for clearer understanding of how Council decisions are made, this topic has now been added to induction training. Communications and policy teams are now working together on follow-up messaging to ensure all employees have a clear view of the decision-making structures in place. 3. Educate and inform colleagues about the Community Plan 2017-27 and how their role supports this The survey highlighted uncertainty about how individual roles connect to the Community Plan, so this has now been integrated into induction training. Communications and policy teams are continuing to work together to help employees clearly understand how their day-to-day work contributes to delivering the ten-year Community Plan. 4. Explore the possibility of providing additional meeting rooms and required meeting spaces With 45% of employees satisfied with meeting-room availability, recent Working at Renfrewshire House communications outlined
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Appendix 1 6-month actions 2 PUBLIC the steps being taken to improve access. Lower-ground floor works have created new family rooms and additional meeting spaces for Children’s Services Social Work teams, while areas on the 1st floor south are being repurposed to provide more meeting rooms. Across Renfrewshire House, six soundproof pods have been installed to support focused work and private conversations, and informal collaboration zones are being introduced at both Renfrewshire House and the Underwood Road Depot. These improvements will continue as part of our ongoing review cycle to ensure workspaces meet staff needs. 5. Explore ways to reduce the negative impact work has on the mental wellbeing of colleagues With 29% of employees reporting that work negatively impacts their mental wellbeing, we’ve taken significant action. We launched an enhanced Wellbeing Hub, expanded counselling through Time for Talking, increased mental health first aid provision, and delivered initiatives from our Health & Wellbeing Plan approved by members. Employee benefits now include flexible working, leisure discounts, and support for carers and menopause. Work is also progressing on the People, Performance & Wellbeing framework, giving managers structured tools for proactive wellbeing check-ins. To strengthen this approach, we introduced RenTalk sessions on topics such as financial wellbeing (with Scotwest Credit Union and Strathclyde Pension Fund), menopause support, carers’ rights, and mental health awareness. These sessions are recorded and
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Appendix 1 6-month actions 3 PUBLIC available on iLearn, with content adapted into toolbox talks for frontline teams. We’ve also launched a Menopause Forum, financial wellbeing campaigns, and manager training to identify and address issues early. The Absence Performance Board is driving improvements through a dedicated workstream focused on absence management. This includes enhanced dashboards and reporting templates, revised policies, and a manager support toolkit, helping us monitor trends, identify risks, and take timely action to support staff wellbeing. 6. Take steps to protect colleagues from violence and aggression to reduce the number of incidents With 21% of employees reporting experiences of violence or aggression, we’ve taken decisive action. In Education, a new approach to managing uncontrolled or distressed behaviour has been introduced alongside the refreshed Managing and Reporting Violence & Aggression Incidents in Educational Establishments policy. Employees are supported through a suite of training options, iLearn modules, in-person sessions for senior leaders and teaching employees, and Teams sessions for support staff, covering planning for distressed behaviour and signposting to available supports. Beyond Education, we’ve partnered with Police Scotland to deliver specialist training for community wardens (de-escalation, threat assessment, neurodiversity, unconscious bias). Work is also
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Appendix 1 6-month actions 4 PUBLIC underway on a trauma-informed policy to embed a consistent, council-wide approach. To enable faster insight and action, a data dashboard is being developed to monitor incidents and support timely interventions. This will be progressed through a new Violence & Aggression Corporate Working Group, which will be chaired by the Head of Education, with input from trade unions and key stakeholders. In parallel, the Health & Safety team meets weekly with departmental H&S coordinators to review incidents and implement strategies to reduce them.
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Appendix 2 – 6-12 months actions 1 PUBLIC 6 - 12 months actions Work undertaken/ongoing 1. Explore how the Council’s workforce can become more reflective of the communities we serve We have begun outreach initiatives to attract a more diverse workforce by attending local schools to inform students about career opportunities within the Council. In addition, we have participated in several community-based job fairs to engage with a wider pool of candidates and promote inclusivity in recruitment. Alongside these efforts, we are embedding the Council’s employability programmes and routes within our recruitment processes to create clearer pathways into employment. This approach ensures that individuals participating in these programmes have tangible opportunities to transition into roles within the Council, supporting both workforce diversity and local economic development. 2. Educate and inform colleagues about the Council’s financial position In addition to the regular public financial outlook reports presented to elected members and the briefings provided to managers and senior managers, the Chief Executive issued a comprehensive update to all staff following Council approval of the 2025–26 budget. This update explained the budget-setting process and expressed thanks to staff across the organisation for their crucial role in achieving a balanced budget. 3. Educate and inform colleagues about the Council Plan 2022- 2027 and how their role supports this The core elements of the Council Plan 2022–2027 five strategic outcomes supported by a strong focus on children, families, and clear priorities are now fully embedded within the mandatory Induction training module for all new employees and strongly recommended for existing employees. This ensures that all
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Appendix 2 – 6-12 months actions 2 PUBLIC employees understand the Council’s vision and how their role contributes to delivering these outcomes. To reinforce this, a dedicated intranet page provides comprehensive details on the Council’s vision, the refresh process, and practical examples of how individual roles align with key themes such as innovation, wellbeing, and fairness. This resource also highlights success stories and offers guidance on how staff can actively support the plan in their day-to- day work, fostering a shared sense of purpose and accountability across the organisation. 4. Focus on our Council Value ‘Collaboration’ and how we improve collaboration across the Council We’ve introduced a new nomination process that allows employees to recognise employees who exemplify Council values, including our value of collaboration. To strengthen workforce planning, a cross- service Workforce Planning Group has been established with representatives from all services. The group provides a forum for collaboration on key priorities such as recruitment, retention, skills development, and succession planning, ensuring a coordinated approach across the organisation. All services have also created Employee Engagement Forums, whose chairs participate in the Workforce Planning Group to enhance collaboration and shared decision-making. 5. Explore ways to make colleagues feel more valued We’re developing a Reward and Recognition Scheme and an Employee Suggestion Scheme, both launching in 2026, to celebrate achievements and encourage innovation. Alongside this, the new People, Performance and Wellbeing (PPW) Guidance will embed
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Appendix 2 – 6-12 months actions 3 PUBLIC regular recognition and supportive conversations, ensuring employees feel valued and appreciated. 6. Take steps to ensure the expectation of roles is reasonable and manageable We will introduce the PPW Policy and supporting guidance, providing a structured framework for regular conversations between managers and employees. These discussions will clarify expectations, review workloads, and agree on any support needed, ensuring roles remain manageable and aligned with wellbeing principles. 7. Provide colleagues with the tools and equipment needed to do their job well As above, the introduction of PPW Policy and Guidance provides a structured framework for regular conversations between managers and employees to review workload, including required tools and equipment needed in a role. 8. Take steps to ensure ideas and suggestions are welcome We’re preparing to launch a Council-wide Employee Suggestion Scheme in 2026, designed to reward employees whose ideas are successfully implemented. In addition, services have established Employee Engagement Forums, providing a structured platform for staff to share suggestions and influence improvements across the organisation. Council officers also meet regularly with all trade unions to share plans and strategies, seek feedback, and agree on approaches that help make the Council a great place to work. 9. Explore ways to make the Council a place colleagues are proud to work for We are actively sharing news of awards and achievements with employees as they happen, celebrating success and reinforcing pride in the difference we make. Over the past year, the Council has received significant national recognition, including being named Overall Council of the Year (Service Delivery) at the 2025 APSE Awards,
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Appendix 2 – 6-12 months actions 4 PUBLIC the most prestigious UK-wide accolade for local government. We also won the GO Awards Scotland for Procurement Transformation Through Technology and were finalists in three categories at the Carer Positive 10th Anniversary Employer Awards, reflecting our commitment to innovation, service excellence, and supporting working carers. Our digital innovation has also been nationally recognised, with Millie, our AI Digital Advisor, winning the COSLA Excellence Award for Leading Innovation and the Scottish Public Services Award for Digital Public Services, highlighting its impact on customer service and efficiency. In Education and Children’s Services, Renfrewshire was singled out in the Education Scotland Thematic Inspection for best practice in multiple areas, while local schools and Children’s Houses received strong inspection ratings for leadership, inclusion, and nurturing environments. These achievements demonstrate the strength of our services and the dedication of our teams, and we will continue to celebrate and communicate successes as they happen. 10. Take steps to make colleagues feel more positive about their future at the Council Recent high-profile award submissions and communications from the Chief Executive have helped reinforce staff confidence and showcase organisational success. For example, the Chief Executive’s November messages celebrated national recognition, including winning APSE Council of the Year and the APM Public Sector Organisation award. These achievements highlight the strength of our frontline services and project delivery. In December, the Chief
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Appendix 2 – 6-12 months actions 5 PUBLIC Executive reflected on a successful year, directly thanking employees for their dedication, creativity, and commitment to making Renfrewshire a great place to live and work. These communications not only celebrate success but also strengthen pride in our shared achievements and future ambitions. 11. Explore approaches to provide regular updates from the director/head of service for all colleagues Directors now issue regular communications/newsletters to their respective services, ensuring that key updates and priorities are consistently shared across the organisation. In addition, Heads of Service have been encouraged to increase the frequency of their engagement with teams, fostering stronger connections and open dialogue. This includes attending more scheduled team meetings within their service areas to provide updates, listen to feedback, and address questions directly. These efforts are aimed at strengthening transparency, improving collaboration, and creating a more inclusive environment where employees feel informed and involved in decision-making. 12. Act on the findings from this survey and keep colleagues informed of the progress of these actions We have worked closely with the Communications team to keep employees informed and engaged throughout the process. This has included publishing a detailed “You Said, We Listened, We Are Doing” update in summer 2025, which outlined the feedback received and the actions taken in response. In addition, we have shared regular messages from the Chief Executive and service leads to reinforce key priorities and progress. Updates have also been communicated through the Employee Engagement Forums and discussed with trade
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Appendix 2 – 6-12 months actions 6 PUBLIC union representatives to ensure alignment, transparency, and collaborative working. By maintaining this consistent flow of information, we aim to build trust and ensure all employees feel their voices are heard, valued and acted on. 13. Explore ways to provide regular recognition or praise for doing good work As detailed in section 5 above, we plan to implement a new Reward and Recognition Scheme early 2026. This scheme will go beyond traditional recognition by introducing a structured approach that includes peer-to-peer nominations, celebration of individual and team achievements, and an annual awards ceremony to showcase outstanding contributions. The initiative is designed to embed recognition into our culture, promote positive behaviours aligned with our values, and strengthen engagement across all levels of the organisation. By creating visible opportunities to acknowledge success, we aim to ensure employees feel valued, motivated, and proud of the difference they make every day. 14. Educate and inform colleagues they can access iLearn from a personal device As part of the Council’s Learning at Work Week in May 2025, we delivered targeted communications and practical guidance to ensure employees understood how to access iLearn from personal devices. This initiative was designed to remove barriers to participation and promote a culture of continuous learning by making resources more flexible and accessible. In addition to step-by-step instructions, we highlighted the range of learning opportunities available and encouraged employees to take ownership of their development. By enabling access beyond the workplace, we supported greater
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Appendix 2 – 6-12 months actions 7 PUBLIC inclusivity and empowered staff to learn at a time and place that suits them. 15. Take steps to ensure iLearn contains courses relevant to the learner’s needs We are working collaboratively with Services and subject matter experts to review and refresh iLearn content, ensuring that courses remain relevant, practical, and aligned with current operational priorities and professional development needs. This involves systematically assessing existing modules, identifying gaps, and incorporating updated guidance, legislation, and best practice. By engaging experts from across the organisation, we are embedding real-world knowledge into learning resources, making them more meaningful and applicable. This ongoing process is central to maintaining a high-quality learning experience for all employees and supporting a culture of continuous improvement and capability building. 16. Explore ways to ensure the workload is manageable The introduction of the People, Performance and Wellbeing (PPW) Policy provides a clear and structured framework for managers to hold regular, meaningful conversations with their teams. These discussions are designed to review priorities and workloads, identify any emerging pressures, and agree on practical adjustments or support where needed. From a manager’s perspective, this approach helps create space for proactive dialogue rather than reactive problem-solving, enabling issues to be addressed early before they escalate. While we recognise the challenge of balancing these conversations with daily operational demands, the policy is intended
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Appendix 2 – 6-12 months actions 8 PUBLIC to make these check-ins purposeful and efficient, supporting managers in maintaining team wellbeing, sustaining performance, and preventing overload. 17. Explore ways to improve the impact work has on the physical wellbeing of colleagues We are actively reviewing absence trends to identify patterns and underlying causes, which will help shape future physical wellbeing initiatives. This insight-driven approach ensures that our actions are targeted and responsive to the needs of our workforce. Alongside data analysis, we plan to engage with Employee Engagement Forums and trade union representatives to gather additional insights and perspectives, ensuring that any future initiatives reflect the real experiences and concerns of employees. Employees already have access to a range of support, including the Wellbeing Hub for resources and guidance, and Occupational Health services for tailored advice and interventions. By combining data, employee feedback, and collaborative input, we are taking a proactive stance on physical health in the workplace, helping to prevent issues before they arise and promoting a healthier, more resilient workforce. 18. Educate and inform colleagues about the Wellbeing Hub We promoted the Wellbeing Hub during key campaigns, including Time for Talking Day on 6 February and Learn at Work Week in May 2025, to raise awareness of the resources available to support mental and physical health. These campaigns provided an opportunity to encourage employees to explore the Hub and make use of its practical tools and guidance. Work is ongoing with the Digital Experience team to improve the Hub’s structure and navigation,
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Appendix 2 – 6-12 months actions 9 PUBLIC making it easier to find and ensuring employees can quickly access the information they need. By enhancing usability and visibility, we aim to embed the Hub as a go-to resource for wellbeing support across the organisation. 19. Educate and inform colleagues about key HR policies As part of the Digital Experience Programme, we are reviewing how HR policies are presented online to make them clearer, more accessible, and easier to navigate. This work includes simplifying language, improving layout, and introducing intuitive search and categorisation features so employees can quickly find the information they need. By modernising the way policies are displayed, we aim to reduce time spent searching for guidance, improve understanding of key requirements, and support managers and employees in applying policies confidently and consistently. Ultimately, this initiative will enhance the overall user experience and ensure that policy information is not only available but practical and easy to use. 20. Make HR policies easy to understand As part of the Digital Experience Programme (DXP), we are creating concise, easy-to-read summaries of HR policies on the intranet to make key information clear and accessible for all employees. In parallel, we are reviewing and rewriting all HR policies in plain, trauma-informed, and inclusive language to ensure they are straightforward, practical, and supportive of employees in their roles. To complement this, every policy is supported with clear guidance and training resources, helping managers and employees understand
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Appendix 2 – 6-12 months actions 10 PUBLIC how to apply them confidently in day-to-day situations. This work is designed to remove complexity, improve understanding, and embed consistency, ultimately strengthening compliance and enhancing the employee experience. 21. Ensure colleagues are comfortable reporting incidents of discrimination, bullying or V&A. Children’s Services have introduced an updated policy for managing and reporting violence and aggression incidents in educational establishments. This policy is supported by a comprehensive suite of training opportunities, including an online iLearn module, in-person sessions for senior leaders and teaching employees, and virtual sessions via Teams for support staff during in-service days. To strengthen reporting and follow-up, a data dashboard is being developed to make incident reporting more accessible and transparent, ensuring timely support and appropriate resources for both staff and young people. This targeted approach reflects findings from a recent survey, which revealed that Children’s Services reported the highest levels of violence and aggression incidents across the Council. Forty-one percent of respondents in this service experienced such behaviour in the last 12 months, significantly higher than the Council-wide average of 21 percent. Within Children’s Services, teaching employees were identified as being most impacted, underscoring the need for tailored interventions to support those working in educational settings. By concentrating efforts in this area, the aim is to promote a safer learning environment and provide staff with the tools and confidence to
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Appendix 2 – 6-12 months actions 11 PUBLIC respond effectively. Other services, where reported incidents were considerably lower, require no immediate action at this time.