Agenda Document Pack - Finance, Resources and Customer Services Policy Board - 05/02/2026
Renfrewshire Council · 5 February 2026
Back to Finance, Resources and Customer Services Policy Board — 5 February 2026 and its agenda
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29/01/2026 Notice of Meeting and Agenda Finance, Resources and Customer Services Policy Board Date Time Venue Thursday, 05 February 2026 10:00 Remotely via MS Teams, Membership Councillor John Shaw (Convener): Councillor Fiona Airlie-Nicolson (Depute Convener): Councillor Alison Ann-Dowling: Councillor Jacqueline Cameron: Provost Lorraine Cameron: Councillor Graeme Clark: Councillor Audrey Doig: Councillor Chris Gilmour: Councillor Edward Grady: Councillor Neill Graham: Councillor Robert Innes: Councillor James MacLaren: Councillor Sam Mullin: Councillor Iain Nicolson: Councillor Jim Paterson: Further Information - online meetings only This meeting is on-line only but is a meeting which is open to members of the public by prior arrangement. 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 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 MARK CONAGHAN Head of Corporate Governance Page 1 of 182
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29/01/2026 Items of business Apologies Apologies from members. Declarations of Interest and Transparency Statements Members are asked to declare an interest or make a transparency statement in any item(s) on the agenda and to provide a brief explanation of the nature of the interest or the transparency statement. 1 Investment Review Board Minute of meeting held on 19 November 2025. 4 - 5 2 Joint Consultative Board (Non-Teaching) Minute of meeting held on 20 November 2025. 6 - 8 3 Revenue and Capital Budget Monitoring 2025/26 at 14 November 2025 Report by the Director of Finance & Resources. 9 - 22 4 Revenue and Capital Budget Monitoring – Council Overview as at 14 November 2025 Report by the Director of Finance & Resources. 23 - 35 5 Business Services Performance Report Report by the Director of Finance & Resources. 36 - 48 6 Business Services Accounts for Write-Off Report by the Director of Finance & Resources. 49 - 53 7 Customer Services Performance Report Report by the Director of Finance & Resources. 54 - 59 8 Civic Hospitality Report by the Director of Finance & Resources. 60 - 62 9 Paisley and Renfrew Common Good Fund Budgets 2026/27 Report by the Director of Finance & Resources. 63 - 69 Page 2 of 182
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29/01/2026 10 The Future of Council Tax in Scotland - Consultation Response Report by the Director of Finance & Resources. 70 - 79 11 Employee Reward and Recognition Scheme Report by the Director of Finance & Resources. 80 - 92 12 ‘Improving our Workplace’ - Employee Engagement Survey Progress Update Report by the Director of Finance & Resources. 93 - 112 13 Facilities and Property Services - Service Update Report Report by the Director of Environment, Housing & Infrastructure. 113 - 123 14 Contract Authorisation Report for a Flexible Framework for Early Learning and Childcare Places August 2025 (RC- CPU-25-008) Joint report by the Director of Finance & Resources and the Director of Children's Services. 124 - 133 15 Six Contracts for Early Learning and Childcare Places – November 2025 (RC-CPU-25-071, RC-CPU-25-072, RC- CPU-25-073, RC-CPU-25-074, RC-CPU-25-075 and RC- CPU-25-078) Joint report by the Director of Finance & Resources and the Director of Children's Services. 134 - 144 16 Three Contracts for Early Learning and Childcare Places – November 2025 (RC-CPU-25-070, RC-CPU-25-083 and RC-CPU-25-084) Joint report by the Director of Finance & Resources and the Director of Children's Services. 145 - 152 17 Contract Authorisation Report for Heriot Primary School - Boiler House and Heating Replacement (RC-CPU-25-082) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 153 - 157 Page 3 of 182
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29/01/2026 18 Contract Authorisation Report for Park Mains High School Extension – Design and Build – Advance Works Contract (RC-CPU-24-053) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 158 - 164 19 Contract Authorisation Report for Specialist Cleaning, Clearances and Ad-hoc Services (RC-CPU-25-150) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 165 - 170 20 Notification of Cost Increases –Lead Consultant Appointment for the AMIDS South Project (formerly GAIA South Project) (RC-CPU-19-081) Joint report by the Chief Executive and the Director of Finance & Resources. 171 - 177 21 Contract Authorisation Report for the Supply of Citrix Licences (RC-CPU-25-171) Report by the Director of Finance & Resources. 178 - 181 Page 4 of 182
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Minute of Meeting Investment Review Board Date Time Venue Wednesday, 19 November 2025 11:00 Remotely via MS Teams, Present: Councillor Jacqueline Cameron, Councillor Alison Ann-Dowling, Councillor Iain Nicolson, Councillor John Shaw. Chair Councillor Shaw, Convener, presided. In Attendance C McCourt, Head of Finance & Procurement, G Borland, Finance Manager, A Burns, Corporate Finance Manager, J Barron Committee Services Officer and D Cunningham, Licensing & Committee Services Officer (all Finance & Resources). Also in Attendance D Watson, Investment Consultant Hymans Robertson LLP, G Brisbane and J Ryan, LGT Wealth Management Limited, formerly abrdn Capital Limited. Recording of Meeting Prior to the commencement of the meeting, the Convener intimated that this meeting of this Board would be recorded and that the recording would be available to watch on the Council’s website. Declarations of Interest and Transparency Statements There were no declarations of interest or transparency statements intimated prior to the commencement of the meeting. Item 1 Page 5 of 182
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1 Minute of Previous Meeting There was submitted the Minute of the meeting of the Investment Review Board held on 11 June 2025. DECIDED: That the Minute be approved. 2 Paisley and Renfrew Common Good Funds six-month report to 30 September 2025 There was submitted a report by the Director of Finance & Resources together with a presentation by D Watson from Hymans Robertson LLP, relative to the Paisley and Renfrew Common Good Funds, a review of investment income and the key issues relating to the Paisley and Renfrew Common Good Funds. G Brisbane, Senior Investment Manager and Charity Lead (Scotland) LGT Wealth Management Limited (formerly abrdn Capital Limited) also spoke to the presentation relative to the Paisley and Renfrew Common Good funds investments performance. The presentation referred to a review of the Investment Managers’ performance for the six months to 30 September 2025; an update of markets; and the current economic climate. DECIDED: That the report and presentation be noted. 3 Review of Investment Policy Statement There was submitted a report by the Director of Finance & Resources relative to the scope and content of the proposed Investment Policy Statement. The Council had arranged for the investments of the Paisley and Renfrew Common Good Funds to be managed by LGT Wealth Management Limited and had agreed a number of principles governing decisions regarding those investments. These requirements were formalised in an Investment Policy Statement, which was reviewed annually to ensure that the principles remained appropriate to the Council's requirements. The Investment Policy Statement was last reviewed in November 2024. A copy of the Policy was appended to the report. DECIDED: That the Investment Policy Statement, a copy of which was attached to the report, be approved. 4 Date of Next Meeting DECIDED: That the next meeting of the Investment Review Board be held on 10 June 2025. Page 6 of 182
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Minute of Meeting Joint Consultative Board (Non-Teaching) Date Time Venue Thursday, 20 November 2025 15:00 Via Teams Platform, Present Councillor Fiona Airlie-Nicolson, Councillor Audrey Doig, Councillor Chris Gilmour, Councillor Lisa-Marie Hughes. Representing Trades Unions Ann Canning (GMB); Bailey Fallon, Colin Goodhall, Stephen Hicks and Derek Kent (all UNISON); and Gordon Cochrane (UNITE). In Attendance C Dalrymple, Head of Facilities & Property Services (Environment, Infrastructure & Housing); R Cree, Head of People & Organisational Development; S Fanning, Strategic Lead Partner (Health & Safety); R Laouadi, HR Manager; and J Barron, Committee Services Officer (all Finance & Resources); and K Burton, Operations Manager (Locality Teams) (RHSCP). Appointment of Chair In accordance with the terms of the constitution of the Joint Consultative Board (Non- Teaching), which stated that the Chair of the Board should alternate between the management-side and the trade unions it was proposed and agreed that Councillor Audrey Doig chair this meeting of the JCB (Non-Teaching). DECIDED: That Councillor Audrey Doig chair the meeting. Item 2 Page 7 of 182
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Recording of Meeting Prior to the commencement of the meeting the Chair intimated that this meeting would be recorded for subsequent broadcast via the Council’s internet site. Apologies Councillor S Mullin; and M Ferguson (UNISON). Declarations of Interest There were no declarations of interest intimated prior to the commencement of the meeting. 1 Health Safety & Wellbeing There was submitted a report by the Director of Finance & Resources relative to developments in relation to health, safety and wellbeing achievements of the Council since the last meeting of this Board in September 2025. The Strategic Lead Partner (Health & Safety) was heard in response to questions on the report. DECIDED: That the report be noted. 2 Details of Grievances There was submitted a report by the Director of Finance & Resources relative to the number of grievances received. The report provided information on grievances at both the informal and formal stages and indicated that there was a total of eleven grievances as at November 2025, two more cases than at the previous meeting of this Board in September 2025. DECIDED: That the report be noted. 3 Agency Workers There was submitted a report by the Director of Finance & Resources relative to the number of agency staff employed within the Council as at September 2025 and which detailed the capacity and Services in which they were engaged. The HR Manager was heard in response to questions on the report. DECIDED: That the report be noted. Page 8 of 182
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4 Timetable of Meetings 2026 There was submitted a report by the Director of Finance & Resources relative to the proposed timetable of JNC (Non-Teaching) meetings for 2026. The report advised that the current constitution of the Joint Consultative Board (Non- Teaching) stipulated the frequency of meetings of the Board, currently requiring the Board to meet no less than five times per year. Following discussion with representatives of the management side and the trade union representatives it was proposed that meetings of the JCB (Non-Teaching) be held on 5 February, 23 April, 11 June, 10 September and 19 November 2025. It was agreed that all future meetings of the JCB Non-Teaching start at 3 pm. DECIDED: (a) That the proposed timetable for the JCB (Non-Teaching) meeting dates for 2026, detailed in the report, be approved; and (b) That it be noted that future meetings of the JCB (Non-Teaching) would start at 3 pm. 5 Date of Next Meeting DECIDED: That it be noted that the next meeting of the JCB (Non-Teaching) would be held at 3pm on 5 February 2026 via the Teams platform. Page 9 of 182
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 5 February 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Revenue and Capital Budget Monitoring 2025/26 at 14 November 2025 ___________________________________________________________________ 1. Summary 1.1 At the close of reporting Period 8 on 14 November 2025, the projected revenue outturn at 31 March 2026 for those services reporting to the Finance, Resources and Customer Services Policy Board is an overspend position of £0.408m (0.4%) against the revised budget for the year. 1.2 The projected capital outturn at 31 March 2026 for projects reporting to the Finance, Resources and Customer Services Policy Board is a break-even position. 1.3 This is summarised over the relevant services in the table below and further analysis is provided in the report and appendices. Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Revenue Finance and Resources 50.669 50.594 0.075 0.1% Environment, Housing and Infrastructure 28.275 28.693 (0.418) (1.5%) Chief Executive's Service (Estates) 0.683 0.748 (0.065) (9.5%) Miscellaneous 17.914 17.914 0 0.0% Total 97.541 97.949 (0.408) (0.4)% Capital Finance, Resources and Customer Services Policy Board 6.097 6.097 0 0% Item 3 Page 10 of 182
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PUBLIC 2. Recommendations 2.1 Members are requested to: a) Note the projected Revenue outturn overspend position of £0.408m; b) Note the projected Capital outturn break-even position; and c) Note the budget adjustments detailed at section 6. 3. Revenue Budget Projection – overspend of £0.408m by 31 March 2026 3.1 The tables in Appendix 1 present the projected year-end position for all services reporting to this Board, by both subjective analysis (what the budget is spent on) and objective analysis (which division is spending the budget). Significant variances affecting the projected position are analysed further below. 3.2 It should be noted that the projected outturn position reported here is based on the latest information available, which is subject to change during the financial year. The impact of any change on this projection will be updated at each board cycle until the close of reporting Period 10. Budget holders are obliged to seek mitigating action to minimise significant budget variances. 4. Objective Analysis – Significant Variances 4.1 Environment, Housing and Infrastructure - £0.418m overspend The Public Building Repairs budget is currently forecasting an overspend of £0.402m, which is a slight improvement on the position reported at Period 6. The overspend is primarily driven by continued inflationary pressures and rising costs, which have impacted the service over the last number of years. The position continues to be closely monitored by management, with work ongoing to understand the underlying cost drivers and mitigating actions taken where possible, including moving to emergency repairs only in public buildings. 4.2 Chief Executive’s Service (Estates) - £0.065m overspend This forecast position relates mainly to the costs of maintaining and securing surplus properties and progressing them to sale. Page 11 of 182
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PUBLIC 5. Subjective Analysis – Significant Variances 5.1 Employee Costs - £0.393 underspend Environment, Housing and Infrastructure is projecting an underspend of £0.403m, which reflects current high staff turnover and recruitment challenges. This position is being managed and will continue to be monitored for the remainder of the year. 5.2 Premises Related - £1.111m overspend This projected overspend predominantly relates to repairs and maintenance in Public Building Repairs due the continued inflationary and cost pressures that have been experienced by the service over the last few financial years. It is partly offset by underspends and income elsewhere in the service at present. The position continues to be closely monitored. 6. Revenue Budget Virements 6.1. Under the Council’s financial regulations, Directors and their nominated officers, in consultation with the Director of Finance and Resources, have certain delegated authority to transfer sums between subjective budget headings within a service division to enable budget management throughout the financial year. This is known as budget virement. 6.2. Transfers between divisions of the same service / department in excess of £100,000, and transfers between services / departments must be authorised by the respective service Director and the Director of Finance and Resources for submission to the relevant policy board for approval. The budget adjustments processed since the previous report to board reflect either the allocation of centrally held budgets already approved, or within delegation. 7. Capital Budget Projection – break even position by 31 March 2026 7.1 The revised Capital Investment Programme 2025/26 to 2029/30 was approved by the Council on 1 May 2025. The Finance, Resources and Customer Services approved capital spend for 2025/26 is £9.662m. 7.2 The in-year Capital budget is forecast to break even by 31 March 2026, however, this will be monitored as the projects progress. Further details of the programme can be found in the Capital Monitoring report at Appendix 2. Page 12 of 182
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PUBLIC 7.3 There have been a number of budget adjustments to reflect revised programming for some capital projects. The revised capital spend for 2025/26 is £6.097m, and details of these adjustments, which amount to (£3.565m) are as follows: Project Amount (£m) Budget carried forward into 2026/27 - updated cashflows Lifecycle maintenance capital fund (3.000) Artificial pitches (0.615) Budget Increases in 2025/26 Village Improvement Fund – (CFCR funded) 0.050 Total (3.565) Implications of the Report 1. Financial The projected budget outturn position for Finance, Resources and Customer Services’ Revenue budget is an overspend of £0.408m (0.4%) at 31 March 2026. Income and expenditure will continue to be monitored closely for the rest of the financial year, with steps being taken as far as possible to mitigate any overspends. The projected outturn position for Finance, Resources and Customer Services’ Capital budget is break-even, after the adjustments outlined at section 7. 2. HR & Organisational Development While staffing budgets form a significant proportion of the Council’s revenue budgets, there are no direct implications arising from the recommendations in this report. 3. Community/Council Planning Community Plan Our Renfrewshire is thriving The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Our Renfrewshire is well Our Renfrewshire is fair Our Renfrewshire is safe Council Plan Reshaping our place, our economy, and our future The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Building strong, safe, and resilient communities Tackling inequality, ensuring opportunities for all Page 13 of 182
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PUBLIC Creating a sustainable Renfrewshire for all to enjoy Ongoing revenue and capital budget monitoring is a tool to enable good financial management so that the Council has resources now and in the future for continued service delivery. Working together to improve outcomes 4. Legal There are no direct implications arising from the recommendations in this report. 5. Property/Assets The capital expenditure noted in this report will result mainly in lifecycle maintenance improvements to existing properties, replacement of ICT assets and infrastructure and replacement of artificial pitches. 6. Information Technology While ICT assets and revenue costs are included within these reported budgets, there are no direct implications arising from the recommendations in this report. 7. Equality & Human Rights While new areas of spend may impact on particular groups, any such impact would be assessed prior to the spend being incurred, therefore there are no direct implications arising from the recommendations in this report. 8. Health & Safety The capital expenditure noted in this report will result in lifecycle maintenance improvements to existing properties and replacement of ICT assets, which may in some cases improve health and safety measures. 9. Procurement While Procurement is an important consideration prior to the Council incurring any revenue or capital spend, there are no direct implications arising from the recommendations in this report. 10. Risk The potential financial risk that the Council will overspend its approved revenue budgets for the year is managed at a Council-wide level by the Chief Executive and Directors. 11. Privacy Impact There are no direct implications arising from the recommendations in this report. 12. Cosla Policy Position N/a Page 14 of 182
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PUBLIC 13. Children’s Rights There are no direct implications arising from the recommendations in this report. 14. Climate Change The Council aims to reduce its carbon and other emissions to net zero by 2030, however there are no direct implications arising from the recommendations in this report. List of Background Papers • Revenue Budget and Council Tax 2025/26, Council 27 February 2025 • The Capital Investment Programme 2025/26 to 2029/30, Council 27 February 2025 Author: Valerie Howie and Lisa Dickie, Finance Business Partners; Alison Burns, Corporate Finance Manager; and Linsey McGregor, Capital Accountant. Page 15 of 182
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 14 November 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Objective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Finance and Resources 50,513 156 50,669 50,594 75 0.1% 70 5 Environment, Housing and Infrastructure 28,163 112 28,275 28,693 (418) (1.5%) (470) 52 Chief Executive's Service (Estates) 683 0 683 748 (65) (9.5%) (113) 48 Miscellaneous 18,114 (200) 17,914 17,914 0 0.0% 0 0 NET EXPENDITURE 97,473 68 97,541 97,949 (408) (0.4%) (513) 105 Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 90,383 (43) 90,340 89,947 393 0.4% 973 (580) Premises Related 11,209 127 11,336 12,447 (1,111) (9.8%) (1,225) 114 Transport Related 2,377 (113) 2,264 2,449 (185) (8.2%) (80) (105) Supplies and Services 24,742 73 24,815 25,754 (939) (3.8%) (145) (794) Third Party Payments 1,868 0 1,868 1,860 8 0.4% 8 0 Transfer Payments 47,271 (8,549) 38,722 38,718 4 0.0% 552 (548) Support Services 860 17 877 942 (65) (7.4%) (49) (16) Depreciation and Impairment Losses 14,909 0 14,909 14,909 0 0.0% 0 0 GROSS EXPENDITURE 193,619 (8,488) 185,131 187,026 (1,895) (1.0%) 34 (1,929) Income (96,146) 8,556 (87,590) (89,077) 1,487 1.7% (547) 2,034 NET EXPENDITURE 97,473 68 97,541 97,949 (408) (0.4%) (513) 105 Page 16 of 182
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 14 November 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Objective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Finance and Resources Directorate (836) 29 (807) (792) (15) (1.9%) (15) 0 Audit Services 640 (109) 531 448 83 15.6% 37 46 Corporate Governance 3,552 0 3,552 3,511 41 1.2% 40 1 Digital, Transformation & Customer Services 25,386 92 25,478 25,503 (25) (0.1%) (4) (21) Finance and Procurement 5,137 12 5,149 5,143 6 0.1% 4 2 Business Services 7,539 392 7,931 7,933 (2) 0.0% 4 (6) People & Organisational Development 2,367 (264) 2,103 2,105 (2) (0.1%) 19 (21) Social care (non-delegated) 818 3 821 832 (11) (1.3%) (14) 3 Council and Externally Funded Schemes 5,910 1 5,911 5,911 0 0.0% (1) 1 NET EXPENDITURE 50,513 156 50,669 50,594 75 0.1% 70 5 Page 17 of 182
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 14 November 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - FINANCE & RESOURCES Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 39,013 (13) 39,000 39,010 (10) 0.0% (55) 45 Premises Related 2,747 0 2,747 2,757 (10) (0.4%) (25) 15 Transport Related 274 0 274 263 11 4.0% 10 1 Supplies and Services 11,681 73 11,754 11,837 (83) (0.7%) (50) (33) Third Party Payments 1,868 0 1,868 1,860 8 0.4% 8 0 Transfer Payments 46,163 (8,500) 37,663 37,674 (11) 0.0% 522 (533) Support Services 400 17 417 424 (7) (1.7%) 8 (15) Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 102,146 (8,423) 93,723 93,825 (102) (0.1%) 418 (520) Income (51,633) 8,579 (43,054) (43,231) 177 0.4% (348) 525 NET EXPENDITURE 50,513 156 50,669 50,594 75 0.1% 70 5 Page 18 of 182
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 14 November 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - FINANCE & RESOURCES Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 39,013 (13) 39,000 39,010 (10) 0.0% (55) 45 Premises Related 2,747 0 2,747 2,757 (10) (0.4%) (25) 15 Transport Related 274 0 274 263 11 4.0% 10 1 Supplies and Services 11,681 73 11,754 11,837 (83) (0.7%) (50) (33) Third Party Payments 1,868 0 1,868 1,860 8 0.4% 8 0 Transfer Payments 46,163 (8,500) 37,663 37,674 (11) 0.0% 522 (533) Support Services 400 17 417 424 (7) (1.7%) 8 (15) Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 102,146 (8,423) 93,723 93,825 (102) (0.1%) 418 (520) Income (51,633) 8,579 (43,054) (43,231) 177 0.4% (348) 525 NET EXPENDITURE 50,513 156 50,669 50,594 75 0.1% 70 5 Page 19 of 182
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Appendix 1 PUBLIC Objective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn V i Movement £000 £000 £000 £000 £000 % £000 £000 Building Services 173 0 173 174 (1) (0.6%) 0 (1) Public Building Repairs 6,620 113 6,733 7,135 (402) (6.0%) (486) 84 Soft Facilities Management Services 21,226 (1) 21,225 21,240 (15) (0.1%) 16 (31) Property Services 144 0 144 144 0 0.0% 0 0 NET EXPENDITURE 28,163 112 28,275 28,693 (418) (1.5%) (470) 52 Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn i Movement £000 £000 £000 £000 £000 % £000 £000 Employees 34,376 0 34,376 33,973 403 1.2% 1,028 (625) Premises Related 4,801 111 4,912 6,013 (1,101) (22.4%) (1,200) 99 Transport Related 1,812 0 1,812 2,008 (196) (10.8%) (90) (106) Supplies and Services 12,349 0 12,349 13,140 (791) (6.4%) (30) (761) Third Party Payments 0 0 0 0 0.0% 0 0 Transfer Payments 167 1 168 153 15 8.9% 30 (15) Support Services 1,356 0 1,356 1,414 (58) (4.3%) (57) (1) Depreciation and Impairment Losses 1,677 0 1,677 1,677 0 0.0% 0 0 GROSS EXPENDITURE 56,538 112 56,650 58,378 (1,728) (3.1%) (319) (1,409) Income (28,375) 0 (28,375) (29,685) 1,310 4.6% (151) 1,461 NET EXPENDITURE 28,163 112 28,275 28,693 (418) (1.5%) (470) 52 Budget Variance (Adverse) or Favourable POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - ENVIRONMENT, HOUSING AND INFRASTRUCTURE RENFREWSHIRE COUNCIL Budget Variance (Adverse) or Favourable REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 14 November 2025 Page 20 of 182
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 14 November 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - CHIEF EXECUTIVE'S SERVICE (ESTATES) Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 0 0 0 0 0 0.0% 0 0 Premises Related 1,379 0 1,379 1,379 0 0.0% 0 0 Transport Related 0 0 0 0 0 0.0% 0 0 Supplies and Services 4 0 4 69 (65) (1625.0%) (65) 0 Third Party Payments 0 0 0 0 0 0.0% 0 0 Transfer Payments 66 0 66 66 0 0.0% 0 0 Support Services 503 0 503 503 0 0.0% 0 0 GROSS EXPENDITURE 1,952 0 1,952 2,017 (65) (3.3%) (65) 0 Income (1,269) 0 (1,269) (1,269) 0 0.0% (48) 48 NET EXPENDITURE 683 0 683 748 (65) (9.5%) (113) 48 Page 21 of 182
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 14 November 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - MISCELLANEOUS Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 16,994 (30) 16,964 16,964 0 0.0% 0 0 Premises Related 2,282 16 2,298 2,298 0 0.0% 0 0 Transport Related 291 (113) 178 178 0 0.0% 0 0 Supplies and Services 708 0 708 708 0 0.0% 0 0 Third Party Payments 0 0 0 0 0 0.0% 0 0 Transfer Payments 875 (50) 825 825 0 0.0% 0 0 Support Services (1,399) 0 (1,399) (1,399) 0 0.0% 0 0 Depreciation and Impairment Losses 13,232 0 13,232 13,232 0 0.0% 0 0 GROSS EXPENDITURE 32,983 (177) 32,806 32,806 0 0.0% 0 0 Income (14,869) (23) (14,892) (14,892) 0 0.0% 0 0 NET EXPENDITURE 18,114 (200) 17,914 17,914 0 0.0% 0 0 Page 22 of 182
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Appendix 2 PUBLIC Prior Years Approved Budget Revised Projected Total Approved Projected Expenditure Budget Adjustments Budget Outturn Budget Outurn Project Title to 31/03/2025 2025-26 since previous 2025-26 2025-26 to 31-Mar-30 to 31-Mar-30 Board report £000 £000 £000 £000 £000 £000 £000 CORPORATE PROJECTS ICT Infrastructure Maintenance & Renewal Programme 0 1,269 0 1,269 1,269 0 0% 4,469 4,469 0 0% Lifecycle Capital Maintenance (LCM) Fund 0 6,650 (3,000) 3,650 3,650 0 0% 22,583 22,583 0 0% Artificial Pitch Upgrades 1,315 1,186 (615) 571 571 0 0% 2,501 2,501 0 0% Digital Infrastructure Provision 1,907 29 0 29 29 0 0% 1,936 1,936 0 0% Commnunity Empowerment Fund 684 266 0 266 266 0 0% 951 951 0 0% Villages Improvement Fund 349 201 50 251 251 0 0% 600 600 0 0% Greenspaces and Parks 0 60 0 60 60 0 0% 60 60 0 0% Retail Improvement Fund 149 1 0 1 1 0 0% 150 150 0 0% TOTAL FINANCE, RESOURCES & CUSTOMER SERVICES BOARD 4,404 9,662 (3,565) 6,097 6,097 0 0% 33,250 33,250 0 0% Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 14th November 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Current Year 2025-26 Full Programme - All years Page 23 of 182
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 5 February 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Revenue and Capital Budget Monitoring – Council Overview as at 14 November 2025 __________________________________________________________________ 1. Summary of Financial Position 1.1 At the close of reporting Period 8 on 14 November 2025, the projected revenue outturn position at 31 March 2026 for Council services is an overspend position of £1.742m (0.4%) against the revised budget for the year. Adult Services (HSCP) is projecting an overspend of £5.393m (4.8%), resulting in a combined projected overspend of £7.135m (1.3%). 1.2 The projected capital outturn at 31 March 2026 all services is a break-even position. 1.3 This is split between General Fund Services and the Housing Revenue Account (HRA) in the table below, with further analysis provided in the Appendices. Table 1 Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Planned Use of Reserves £000 Revenue General Fund Services (Council) 456.858 458.600 (1.742) (0.445) Adult Services (HSCP) 111.791 117.184 (5.393) (5.969) Housing Revenue Account (HRA) 0 0 0 0 Total 568.649 575.784 (7.135) (6.414) Capital Variance % General Fund Services 113.586 113.586 0 0.0% Housing Revenue Account (HRA) 46.546 46.546 0 0.0% Total 160.132 160.132 0 0.0% Item 4 Page 24 of 182
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PUBLIC 2. Recommendations 2.1 Members are requested to: a) Note the projected Revenue outturn overspend position of £7.135m; b) Note the projected Capital outturn break-even position; and c) Note the prudential indicators detailed in section 7 of the report. _________________________________________________________ 3. Revenue Budget Projection – overspend of £7.135m by 31 March 2026 3.1 The projected overspend of £7.135m across all services includes £5.393m for Adult Services (HSCP), leaving a forecast overspend of £1.742m for Council services. 3.2 The tables in Appendix 1 present the projected year-end position for all services, by both subjective analysis (what the budget is spent on) and objective analysis (which division is spending the budget). Significant variances affecting the projected position are analysed further below. 3.3 The projected outturn is based on information currently available, and assumptions made by service budget holders. Any changes to these projections will be detailed in future reports to this board. 4. Objective Analysis – Significant Variances 4.1 Education & Children’s Services - £1.061m overspend This projected overspend includes £1.077m of Transport Costs mainly due to SPT contracts for both mainstream and ASN school transport being higher than available budget, predominately caused by price inflation. The projected overspend also includes £0.906m within Early Learning & Childcare in relation to payments to partner providers, and in Children & Families in relation to Direct Payments and Section 22 payments, which are demand- driven. There are pressures within Employee Costs for teaching staffing across Primary, Secondary and ASN schools and for non-teaching staffing in Additional Support for Learning due to the demand for Additional Support Needs Assistants. These overspends are partly offset by underspends projected in Third Party Payments of £1.451m mainly due to the number of fostering and kinship arrangements being less than previously predicted, and a projected over- recovery of income (£0.278m) within Primary and Secondary schools in relation to insurance premium rebates within schools PPP contracts. Page 25 of 182
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PUBLIC 4.2 Infrastructure, Land & Environment - £0.380m overspend The projected overspend arises from two main areas of the service, being Waste Services and Social Transport. Within Refuse Collection employee costs are impacting the overspend, with contract inflation in Waste Disposal also creating pressures. In Social Transport, the pressure arises from the need to hire agency staff to cover for long-term sickness absence and vacancies. The service is actively working with HR to effectively manage this within the team. 4.3 Finance, Resources & Customer Services - £0.408m overspend The anticipated overspend is mainly driven by Public Building Repairs (£0.402m), still owing to the continued inflationary and cost pressures that have been experienced by the service over the last few financial years. The position has improved since last year and continues to be closely monitored, with work ongoing to understand the underlying cost drivers. 4.4 Adult Services - £5.393m overspend The overspend is mainly due to external care at home packages for both Older People and those with Physical or Sensory Disabilities. This results from increased acuity of patients with more complex needs discharged from hospital, meaning more intensive Care at Home packages are required to support people to remain in their own homes. There is also a forecast overspend within Learning Disabilities in relation to Adult Care Placements driven by increases in client needs, and therefore service demand. 4.5 Housing Revenue Account (HRA) - break even The HRA is projected to break-even overall in 2025/26. Demand for repairs to HRA premises, including void properties, is still currently expected to be managed within the revised budget levels. 5. Capital Budget Projection – Housing Services Programme 5.1 The HRA Capital Investment Programme 2025/26 to 2029/30 was approved by the Council on 27 February 2025. For 2025/26, the approved capital budget totalled £46.546m. The current programme totals £46.546m, indicating no budget adjustments since the last board report. 5.2 Capital expenditure to 14 November 2025 amounted to £18.794m, representing 40% of available resources, compared to 46% for the same period in 2024/25. This is as a result of planned council house new build not anticipated to commence until later in the financial year. Page 26 of 182
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PUBLIC 5.3 16% of expected capital income has been received to date, compared to 22% for the equivalent period in 2024/25. This indicator is dependent on the timing of asset disposals, and on the receipt of grants. 5.4 The projected outturn position, after budget changes, is for the Housing Services Programme to break even (see Appendix 2). However, inflationary impacts of delays to work and related cost estimates are still ongoing and may result in this forecast being revised at a future date. 6. Capital Monitoring: Non-Housing Services Programme 6.1 The General Services Capital Investment Programme 2025/26 to 2029/30 was approved by Council on 27 February 2025. For 2025/26, the approved capital budget totalled £118.774m. The current revised programme totals £113.586m (a decrease of £5.188m) resulting mainly from the net effect of: • budget increases of £0.538m, mainly as result of grant funding approved by Transport Scotland of £0.259m for the implementation of the 20mph speed limit and Candren Burn Restoration £0.100m approved at the Economy & Regeneration Board in August; and • budget carried forward from 2025/26 into 2026/27 of (£5.726m), mainly as a result of lifecycle maintenance projects (£3.000m) not anticipated to commence until later in the financial year as well as Artificial Pitch Upgrades (£0.615m) and Lagoon Internal Play Centre (£0.500m) not anticipated to be complete until early next financial year. 6.2 Capital expenditure to 14 November 2025 totals £57.057m, representing 50% of the available resources, compared to 43% for the equivalent period in 2024/25. 6.3 Capital income totalling £27.821m has been received to 14 November 2025. This represents 71% of the total anticipated income, compared to 41% for the equivalent period in 2024/25. This is due to receipt of the City Deal Grant of £13.7m in 2025/26. 6.4 The projected outturn position after these budget changes is to break even (see Appendix 2). However, the full impact of inflation on capital costs on each project is not yet known, with increased costs through inflation and compliance expected to lead to the risk of overspends across the capital programme. Page 27 of 182
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PUBLIC 7. Capital Overview: Prudential Indicators 7.1 The Council is required to set prudential indicators to ensure that its capital investment plans are affordable, proportionate, prudent and sustainable. The current prudential indicators were approved in the mid-year review by Council on 11 December 2025. 7.2 The CIPFA Prudential Code 2021 recommends that from 2024/25, a regular update is provided to Members noting the current forecasts for prudential indicators compared to those approved at the start of the financial year. These are outlined in 7.3 to 7.7 below. 7.3 Capital Expenditure: The limit on capital expenditure that the Council has set for 2025/26 is shown in the table below. The limit is based on the resources available to fund the capital programmes, split between Housing and Non-Housing Services, but excludes the Public Sector Housing Grant, as this is not considered to be capital spend for the Council. Approved Plan £m Forecast Expenditure £m Non-Housing 113 114 Housing 47 47 Total 160 161 7.5 Capital Finance Requirement (CFR): The CFR originally planned by the Council for 2025/26 is shown in the table below and is split between Housing and Non-Housing Services. The projected outturn at 31 March 2026 is also shown. Any significant increase in the capital expenditure without planned funding at the point of spend will result in an increase to the CFR. Planned CFR to 31 March 2026 £m Projected CFR to 31 March 2026 £m Non-Housing 518 518 Housing 156 156 Total 674 674 7.6 Operational Boundary: This is the focus of day-to-day treasury management activity within the Council and is an estimate of the most likely, but not worst case, scenario in terms of cashflow. Risk analysis and risk management strategies are taken into account, as are plans for capital expenditure, estimates of the CFR and estimates of cashflow requirements for all purposes. Page 28 of 182
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PUBLIC It is possible that this boundary could be breached occasionally and this should not be regarded as significant. However, a sustained or regular trend of such would be significant and require investigation and action. Planned Operational Boundary to 31 March 2026 £m Projected Operational Boundary to 31 March 2026 £m Borrowing 550 550 Other Long-Term Liabilities 124 124 Total 674 674 7.7 Authorised Limit: This is based on the same assumptions as the Operational Boundary, with additional headroom to ensure sufficient capacity to allow for both planned and exceptional cashflow requirements, without breaching the limit. The reasons for movement are as above. Planned Authorised Limit to 31 March 2026 £m Projected Authorised Limit to 31 March 2026 £m Borrowing 578 579 Other Long-Term Liabilities 124 124 Total 702 703 7.8 Ratio of Financing Costs to Net Revenue: A key measure of affordability is the incremental impact of investment decisions on Council Tax or housing rents. Estimates of the ratio of financing costs to net revenue stream provide an indication of how much of the Council’s revenue budget is committed to the repayment of debt. Approved Ratio of Financing Costs to Net Revenue 2025/26 % Projected Ratio of Financing Costs to Net Revenue 2025/26 % Non-Housing 2.73 3.04 Housing 24.53 24.15 Financing costs include the interest payable with respect to forecast borrowing levels, interest payable on finance leases, interest and investment income, loans fund and finance lease principal repayments and gains/losses on the repurchase or early settlement of borrowing. There is only a marginal change in the projected ratios due to the updated profiling and interest rate outlook. Page 29 of 182
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PUBLIC Revenue streams relate either to the amounts received in terms of government grant and local taxpayers for Non-Housing, or to the amounts received from tenants in respect of housing rents for Housing. Private Sector Housing Grant Programme 8.1. The overall budget provision for this programme is included within the revenue budget. However, in order to monitor the performance of the individual programmes, it is included within capital budget monitoring procedures. 8.2. The Council approved expenditure up to £1.100m for 2025/26. The current revised programme totals £1.100m indicating no budget adjustments since the previous Communities and Housing Policy Board on 19 September 2025. 8.3. The programme is expected to fully spend by 31 March 2026 and will be contained within the overall resources. Implications of the Report 1. Financial The projected budget outturn position for General Fund Services Revenue budget, including HSCP, is an overspend of £7.135m (1.3%) and break even for the HRA Revenue budget. Income and expenditure will continue to be monitored closely for the rest of the financial year and, where necessary, steps will be taken to mitigate any overspends. The projected outturn position for General Fund Services and HRA Capital budgets is a break-even position. The Capital programme will continue to be monitored closely for the rest of the financial year. Any changes to current projections in either Revenue or Capital budgets will be detailed in future reports to this board. 2. HR & Organisational Development While staffing budgets form a significant proportion of the Council’s revenue budgets, there are no direct implications arising from the recommendations in this report. 3. Community/Council Planning Community Plan Our Renfrewshire is thriving The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Our Renfrewshire is well Our Renfrewshire is fair Page 30 of 182
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PUBLIC Our Renfrewshire is safe Council Plan Reshaping our place, our economy and our future The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Building strong, safe and resilient communities Tackling inequality, ensuring opportunities for all Creating a sustainable Renfrewshire for all to enjoy Ongoing revenue and capital budget monitoring is a tool to enable good financial management so that the Council has resources now and in the future for continued service delivery. Working together to improve outcomes 4. Legal There are no direct implications arising from the recommendations in this report. 5. Property/Assets The capital expenditure noted in this report will result in lifecycle maintenance improvements to existing properties and replacement of ICT, infrastructure, and plant and equipment. 6. Information Technology There are no direct implications arising from the recommendations in this report. 7. Equality & Human Rights While new areas of spend may impact on particular groups, any such impact would be assessed prior to the spend being incurred, therefore there are no direct implications arising from the recommendations in this report. 8. Health & Safety There are no direct implications arising from the recommendations in this report. 9. Procurement While Procurement is an important consideration prior to the Council incurring any revenue or capital spend, there are no direct implications arising from the recommendations in this report. Page 31 of 182
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PUBLIC 10. Risk The potential financial risk that the Council will overspend its approved revenue budgets for the year is managed at a Council-wide level by the Chief Executive and Directors. 11. Privacy Impact There are no direct implications arising from the recommendations in this report. 12. Cosla Policy Position - N/a 13. Children’s Rights - There are no direct implications arising from the recommendations in this report. 14. Climate Change The Council aims to reduce its carbon and other emissions to net zero by 2030, however there are no direct implications arising from the recommendations in this report. ___________________________________________________________________ List of Background Papers • Revenue Budget and Council Tax 2024/25, Council 27 February 2025 • The Capital Investment Programme 2025/26 to 2029/30, Council 27 February 2025 • 2025/26 Delegated Health and Social Care Budget, Renfrewshire Integration Joint Board 21 March 2025 ___________________________________________________________________ Author: Alison Burns, Corporate Finance Manager Linsey McGregor, Accountant (Capital) Page 32 of 182
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 14 November 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - OVERVIEW Policy Board - Objective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Communities and Housing Services 15,269 7 15,276 15,276 0 0.0% 0 0 Education and Children's Services 278,189 (71) 278,118 279,179 (1,061) (0.4%) (154) (907) Infrastructure, Land and Environment 39,717 48 39,765 40,145 (380) (1.0%) (252) (128) Finance, Resources and Customer Services 97,473 68 97,541 97,949 (408) (0.4%) (513) 105 Adult Services 111,791 0 111,791 117,184 (5,393) (4.8%) (5,482) 89 Planning 857 (1) 856 824 32 3.7% 15 17 Economy and Regeneration 3,172 (4) 3,168 3,111 57 1.8% 22 35 Chief Executive's Service 21,757 377 22,134 22,116 18 0.1% 23 (5) GENERAL SERVICES NET EXPENDITURE 568,225 424 568,649 575,784 (7,135) (1.3%) (6,341) (794) Housing Revenue Account (HRA) 0 0 0 0 0 0.0% 0 0 NET EXPENDITURE 568,225 424 568,649 575,784 (7,135) (1.3%) (6,341) (794) Page 33 of 182
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 14 November 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - OVERVIEW Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Total Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 392,611 159 392,770 391,117 1,653 0.4% 3,139 (1,486) Premises Related 56,350 317 56,667 58,377 (1,710) (3.0%) (2,055) 345 Transport Related 19,160 (50) 19,110 20,288 (1,178) (6.2%) (901) (277) Supplies and Services 97,439 112 97,551 99,293 (1,742) (1.8%) (594) (1,148) Third Party Payments 97,509 90 97,599 102,447 (4,848) (5.0%) (4,998) 150 Transfer Payments 101,099 (9,198) 91,901 93,080 (1,179) (1.3%) (1,027) (152) Support Services 6,460 (18) 6,442 6,555 (113) (1.8%) (148) 35 Depreciation and Impairment Losses 37,168 (35) 37,133 37,124 9 0.0% (15) 24 GROSS EXPENDITURE 807,796 (8,623) 799,173 808,281 (9,108) (1.1%) (6,599) (2,509) Income (239,571) 9,047 (230,524) (232,497) 1,973 0.9% 258 1,715 NET EXPENDITURE 568,225 424 568,649 575,784 (7,135) (1.3%) (6,341) (794) Page 34 of 182
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Appendix 2 PUBLIC Prior Years Approved Budget Revised Projected Expenditure Budget Adjustments Budget Outturn Total Approved Projected to 31/03/2025* 2025-26 since previous 2025-26 2025-26 Budget Outurn Board report to 31-Mar-30 to 31-Mar-30 £000 £000 £000 £000 £000 £000 £000 EDUCATION & CHILDREN'S SERVICES Education & Children's Services 51,019 53,194 0 53,194 53,194 0 0% 201,371 201,371 0 0% TOTAL 51,019 53,194 0 53,194 53,194 0 0% 201,371 201,371 0 0% COMMUNITIES, HOUSING & PLANNING Housing (HRA) 57,731 46,546 0 46,546 46,546 0 0% 350,163 350,163 0 0% Housing (PSHG) 0 1,100 0 1,100 1,100 0 0% 4,700 4,700 0 0% TOTAL 57,731 47,646 0 47,646 47,646 0 0% 354,863 354,863 0 0% INFRASTRUCTURE, LAND & ENVIRONMENT Environment & Infrastructure 3,637 17,058 (433) 16,625 16,625 0 0% 89,528 89,528 0 0% TOTAL 3,637 17,058 (433) 16,625 16,625 0 0% 89,528 89,528 0 0% ECONOMY & REGENERATION Economy and Development 98,353 18,850 (400) 18,450 18,450 0 0% 124,187 124,187 0 0% TOTAL 98,353 18,850 (400) 18,450 18,450 0 0% 124,187 124,187 0 0% FINANCE, RESOURCES & CUSTOMER SERVICES Corporate Projects 4,404 9,662 (3,565) 6,097 6,097 0 0% 33,250 33,250 0 0% TOTAL 4,404 9,662 (3,565) 6,097 6,097 0 0% 33,250 33,250 0 0% PLANNING & CLIMATE CHANGE Climate Projects 0 875 0 875 875 0 0% 1,167 1,167 0 0% TOTAL 0 875 0 875 875 0 0% 1,167 1,167 0 0% LEADERSHIP Leisure Services 25,402 3,013 (790) 2,223 2,223 0 0% 28,805 28,805 0 0% Chief Executives 169,252 16,122 0 16,122 16,122 0 0% 229,198 229,198 0 0% TOTAL 194,654 19,135 (790) 18,345 18,345 0 0% 258,003 258,003 0 0% TOTAL ALL BOARDS 409,798 166,420 (5,188) 161,232 161,232 0 0.0% 1,062,369 1,062,369 0 0% MADE UP OF: Non-Housing Programme 352,067 118,774 (5,188) 113,586 113,586 0 0% 707,506 707,506 0 0% Housing Programme (HRA) 57,731 46,546 0 46,546 46,546 0 0% 350,163 350,163 0 0% Housing Programme (PSHG) 0 1,100 0 1,100 1,100 0 0% 4,700 4,700 0 0% PROGRAMME TOTAL 409,798 166,420 (5,188) 161,232 161,232 0 0.0% 1,062,369 1,062,369 0 0% Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 14th November 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Current Year 2025-26 Full Programme - All years Page 35 of 182
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Appendix 2 PUBLIC 2025/26 Housing Non Housing PSHG Total Services Services Programme A. RESOURCES AVAILABLE TO FUND CAPITAL PROGRAMME £'000 £'000 £'000 £'000 1. Prudential Borrowing 36,037 52,922 88,959 2a General Capital Grant 14,826 750 15,576 2b. Specific Capital Grant 5,000 1,107 6,107 3. Usable Capital Receipts 575 23,390 23,965 4. Contribution From Current Revenue (CFCR) 4,934 21,341 350 26,625 5 Total Resource Availability 46,546 113,586 1,100 161,232 B. CAPITAL PROGRAMME 6. Resources Available 46,546 113,586 1,100 161,232 7. Current Programme 46,546 100% 113,586 100% 1,100 100% 161,232 100% C. ACTUAL EXPENDITURE VS PROJECTED 8. Resource Availability 46,546 113,586 1,100 161,232 9. Cash Spent at 14 November 2025 18,794 40% 57,057 50% 487 44% 76,338 47% 10. Cash to be Spent by 31 March 2026 27,752 56,529 613 84,894 D. ACTUAL RECEIPTS VS PROJECTED 11. Current Programme (total receipts expected) 5,575 39,323 750 45,648 12. Actual Cash Received at 14 November 2025 902 16% 27,821 71% 440 59% 29,163 64% 13. Receipts to be received by 31 March 2026 4,673 11,502 310 16,485 RENFREWSHIRE COUNCIL 2025/26 CAPITAL BUDGETS MONITORING SUMMARY REPORT TO 14th November 2025 Page 36 of 182
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PUBLIC _________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 05 February 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Business Services Performance Report ___________________________________________________________________ 1. Summary 1.1 This report details performance across key Business Services functions including revenue collection and benefit administration for the period ending 28 December 2025. _______________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: • Note the contents of the report. _______________________________________________________________ 3. Revenue Collection 3.1 Council Tax 3.1.1 This section details the collection performance as at 28 December 2025 for Council Tax. It also provides details of the total sums collected for the previous financial year. 3.1.2 The billable sum for 2025/26 is £112,744,923. 3.1.3 The sums collected to date for 2025/26 are £96,848,383 which is 85.90% of the billable sum (86.02% last year). This represents a small decrease of 0.12% in cash collection as a proportion of net charges billed compared with the same position for 2024/25. More customers are choosing to pay over 12 months rather than 10 compared with last year, it is therefore anticipated the position will improve by year end. Item 5 Page 37 of 182
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PUBLIC 3.1.4 The Council Tax Reduction (CTR) awarded is £15,129,376, amounting to 11.83% of the billable sum, which is 0.06% more than at the same point last year, the number of recipients of CTR has increased by approximately 6%. 3.1.5 The Service continues to encourage the take-up of CTR, and process claims following notification of Universal Credit awards being in place. Take-up activities are ongoing including tracking of potential applications, data matching and analysis to maximise CTR awards and support customers, where possible. 3.2 Non-Domestic Rates 3.2.1 This section details the collection performance as at 28th December 2025 for Non-Domestic Rates (NDR). It also provides details of the total sums collected for the last financial year. 3.2.2 The Non-Domestic Rates (NDR) charges billed for 2025/26 amount to £112,025,383. 3.2.3 Cash receipts to date amount to £94,682,721 which is 84.52% of the sum billed. This is a decrease in cash collection as a proportion of net charges billed of 1.39% compared with the same position for 2024/25. 3.2.4 Differences in payment profiles for one very large NDR customer between 2024/25 and 2025/26 have reduced the collection performance for 2025/26 by 1.41% but this will even out over the remainder of the financial year. 3.2.5 Appendix 1 shows NDR collection for 2024/25 of greater than 100%. This has been caused by backdated rateable value reductions advised by Renfrewshire Valuation Joint Board, which have created significant credit balances. Work is ongoing to refund affected customers. 3.2.6 Payment collection for NDR starts in May each year. 4. Benefit administration This section details the processing performance in relation to Housing Benefit, Council Tax Reduction, and the Scottish Welfare Fund, as at the end of December 2025. Also provided is an update on the funding and expenditure position in relation to Discretionary Housing Payments (DHP) and the Scottish Welfare Fund plus details of Housing Benefit Overpayment recovery. 4.1 Workload and Performance 4.1.1 The Service aims to balance the varied and changing workload resulting from the impacts of the ongoing Cost of Living Crisis. 4.1.2 The Service continues with a positive trend; this is reflected in the performance data below showing most indicators within target for the period. Page 38 of 182
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PUBLIC 4.1.3 Training and support remains in place for all staff members. Training for benefits work is an extensive process, taking several weeks for a new team member to become proficient in a single process, and many months to be fully trained in all areas and be fully productive. 4.1.4 The Service maintains a targeted plan aimed at sustaining improved performance. 4.2 Speed of Processing – Housing Benefit 4.2.1 As detailed in Table 1 below, processing speed for New Claims is slightly over target for the period. Performance during the period was impacted following an upgrade to one of the service’s key systems. Some New Claims received were not visible and as a result there was a delay in actioning them. The issue has now been rectified, and the Service has been priortising the progression of those claims. Members may be assured that due to the type of claims which were affected customers were not directly impacted, due to payments being direct to the Council’s Housing Service. 4.2.2 In relation to New Claims processed within 14 days of all information received, this measure is within target for the period. 4.2.3 Processing of Changes in Circumstance (CIC) is well within target for the reporting period. (Supplementary processing information is attached in Appendix 2 for members’ reference) Table 1 – Housing Benefit Performance Summary Performance measure 4 Week Reporting Period 06 November 2025 to 03 December 2025 Year to date position Annual Target New Claims – processing time (no. of days) 22 days 18 days 20 days New Claims - % processed within 14 days of all information received 92% 96% 92% Changes in Circumstance – processing time (no. of days) 5 days 4 days 7 days 4.3 Speed of Processing – Council Tax Reduction (CTR) 4.3.1 The majority of new applications for CTR relate to customers claiming Universal Credit (UC). Due to the DWP’s UC claim mechanism, the service can’t begin processing such applications until 28 days has elapsed. The processing target therefore appears inflated but has been set at a challenging 35 days. Page 39 of 182
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PUBLIC 4.3.2 Delayed CTR awards do not negatively impact on customers to the extent they would with housing benefit claims, but the service nevertheless endeavours to process these as quickly as possible. 4.3.3 As detailed in Table 2 below, processing speed for CTR New Claims is within target for the period. 4.3.4 Processing of CTR Changes in Circumstance (CIC) is well within target for the reporting period. Table 2 – Council Tax Reduction Performance Summary Performance measure 4 Week Reporting Period 06 November 2025 to 03 December 20252025 Year to date position Annual Target New Claims – processing time (no. of days) 35 days 28 days 35 days Changes in Circumstance – processing time (no. of days) 4 days 3 days 7 days 4.4 Housing Benefit Overpayments 4.4.1 Council expenditure on Housing Benefit (HB) is largely funded by the DWP via a process known as Housing Benefit Subsidy. 4.4.2 Where a HB payment is found to have been made in error, a Housing Benefit Overpayment debt (HBO) will be raised against the customer who has been overpaid. This often negatively effects the level of subsidy the Council receives. 4.4.3 If an overpayment arises due to a customer failing to report a change in their circumstances, the Council will receive subsidy amounting to 40% of the overpayment value. These are known as Claimant Errors. If the overpayment instead arises due to the Council not acting quickly enough on information received, or as a result of staff error, the level of subsidy received will either be 100%, 40%, or zero, depending on the cumulative total of such errors during the financial year compared to total HB expenditure. These are known as Local Authority Errors (LA Errors). 4.4.4 Provided the total of LA Errors amounts to less than 0.48% of all HB expenditure, 100% subsidy will be paid by the DWP to the Council to cover this classification of error. If this threshold is breached but the ratio is not greater than 0.54% of expenditure, the Council will receive only 40% subsidy for LA Errors. Where the value exceeds 0.54% the Council loses out on all subsidy for LA Errors. Page 40 of 182
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PUBLIC 4.4.5 As of 4th January 2026 the total of LA Errors was below the lower threshold at 0.43% of all HB expenditure which, if the position was maintained for the remainder of the financial year, this would result in the Council receiving 100% subsidy for LA Errors. 4.4.6 The service strives to minimise LA Errors and is closely tracking progress in this area. The position is currently improving with progress made from the situation reported at the November board (effective 12/10/25) when errors were at 0.52% with a projected loss of £106k. 4.4.7 It should be noted that it is just beyond the three quarter point in the financial year and the value of HB expenditure, which is key to the LA Error calculation, increases over the year. 4.4.8 As stated above, the total of HB expenditure is key to the threshold calculation. The continued migration of customers from HB to Universal Credit makes meeting the LA Error thresholds increasing challenging due to the resulting overall reduction in HB expenditure. 4.4.9 Regardless of the level of subsidy received for a HBO, the service will normally endeavour to recover the full amount of the overpayment from the customer or landlord who has been overpaid. Appendix 3 shows year to date HBO recovery performance. 4.5 Discretionary Housing Payments 4.5.1 The total budget for Discretionary Housing Payments for 2025/26 is shown in Table 3 below. 4.5.2 The budget shows the indicative spending split provided to the Council by Scottish Government. 4.5.3 The DHP budget has been calculated to include the full Scottish Government estimate of the amount of funding required to fully mitigate the effect of both the Benefit Cap and the Bedroom Tax. These estimates include a 20% reserve allocation, which will be paid in May 2026, if required. 4.5.4 Between September & November 2025 Scottish Government announced two additional sets of DHP funding for Renfrewshire Council totalling £36k to support households in temporary accommodation in finding settled homes. This is shown in Table 3 below. 4.5.5 The total Financial Hardship budget currently available to the Council, including the latest £36k funding, is now 98% of the equivalent spend during 2024/25. 4.5.6 In line with DHP Policy and DHP Regulations, the Service makes awards to fully mitigate the effect of the Benefit Cap and the Bedroom Tax and maximise spend within the year. Page 41 of 182
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PUBLIC 4.5.7 Table 4 shows the performance information in relation to DHPs. The table shows that the average processing time in relation to DHP is within target. Table 3 – DHP Budget Funding – indicative allocations Amount Renfrewshire Council £450,000 Financial Hardship – Scottish Government £256,782 Benefit Cap* – Scottish Government £190,792 Temporary Accommodation Support - Scottish Government £36,000 Bedroom Tax* – Scottish Government £2,622,438 Total budget for the year £3,556,012 *These figures represent the maximum amount required to cover the estimated shortfall of customers impacted by the Benefit Cap or Bedroom Tax. Table 4 – DHP Performance Summary Measure 1 April 2025 to 31 December 2025 Volume of DHP applications received 5,267 applications Volume of DHP decisions made 5,128 decisions Number of DHP awards 4,901 awards Average processing time (target 29 days) 8 days Total amount committed/paid £3,249,308 4.6 The Scottish Welfare Fund 4.6.1 The Scottish Welfare Fund (SWF) provides a safety net for vulnerable people on low incomes through the provision of Community Care Grants and Crisis Grants. The Scottish Welfare Fund is a national scheme, underpinned by law and delivered on behalf of the Scottish Government by all local councils. The SWF replaced elements of the Social Fund abolished by the Department for Work and Pensions in 2013. 4.6.2 The Service makes awards in 2025/26 in line with Scottish Government guidance and had spent 74.8% of the total budget for the SWF by the end of December 2025. 4.6.3 The total budget for the SWF for 2025/26 is shown in Table 5 below. 4.6.4 £600,000 of additional funding, previously allocated by the Council for 2024/25 SWF but then held in reserve, was approved for spend during 2025/26 at the June 2025 meeting of the Finance, Resources and Customer Services Policy Board. Page 42 of 182
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PUBLIC 4.6.5 As highlighted in previous reports, the Scottish Welfare Fund budget was under significant pressure, with almost 75% of the initial whole year budget spent at the three quarters point in the year. This has been alleviated with the recent announcement of additional funding by Scottish Government as outlined in 4.6.6 below. Officers continue to monitor spend very closely to ensure funds are sufficient. Looking at most recent trends there will now be sufficient funds to continue making awards at the current priority level for the remainder of 2025/26, this would have been unlikely without the additional funds announced. 4.6.6 The initial budget received from Scottish Government for 2025/26 was the same as that for 2024/25. The First Minister’s announcement on 8th January 2026 confirmed additional £5.5m of funding for the SWF across Scotland, with £193,000 being allocated to the Council under the distribution methodology. 4.6.7 In line with Scottish Government legislative guidance, applications for the Crisis and Community Care Grants (CCGs) are categorised as Low, Medium, High and High Most Compelling priority, both in terms of the circumstances of the applicant and the items requested (in the case of CCGs). Due to the financial pressure on the budget the Council has been awarding on a High priority basis since May 2021 and has only ever made awards on a High Most Compelling basis twice before, most recently in 2018/19 for a short period. 4.6.8 Under High priority awards are likely to be made to customers considered highly vulnerable and who are in immediate and severe need of the goods applied for. With a switch to High, Most Compelling customers would need to be both highly vulnerable and at immediate risk, with a need for goods which is extremely severe. 4.6.9 The performance data relating to the Fund is presented in Table 5 below. The Service processed both Crisis Grants and Community Care Grants within target for the period. Table 5 – SWF Performance Summary (Crisis & Community Care Grants) Measure 1 April 2025 to 28 December 2025 Number of Crisis Grant applications received 6,582 Number of Crisis Grant Awards 4,223 Total amount paid for Crisis Grants £506,597.71 Average Processing time year to date (2 working days target) 2 days Average Processing time within December 1 day Number of Community Care Grant applications received 2,028 Page 43 of 182
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PUBLIC Measure 1 April 2025 to 28 December 2025 Number of Community Care Grant Awards 1,191 Total amount paid for Community Care Grant £918,355.33 Average processing time year to date (15 working days target) 8 days Average processing time within December 6 days Total amount paid/committed from the fund £1,424,954.04 Budget from Council 2025/26 £600,000.00 Initial Budget provided by Scottish Government £1,252,119.00 Remaining Top-up Budget provided by Scottish Government December 2024 £52,503.70 Top-up Budget announced by Scottish Government January 2026 £193,000.00 Total Budget £2,097,622.70 _____________________________________________________________ Implications of the Report 1. Financial - The level of collection of Local Taxation continues to provide funding for the delivery of Council services throughout Renfrewshire. The benefits which are administered by the Service and have a statutory basis are managed in accordance with those requirements. 2. HR & Organisational Development – None. 3. Community/Council Planning – • Our Renfrewshire is fair - An effective Benefits service is vital to the quality of life of many of our citizens as it provides vital support for low income households to sustain tenancies and meet their rent obligations. • Working together to improve outcomes - An efficient and effective billing and administrative process for the collection of local taxes is vital for ensuring the recovery of income to the Council to support the provision of local services. This is supported by a range of payment opportunities for the public, including electronic and digital payments (e.g. Direct Debit, Website and Telephone). • Working together to improve outcomes – Efficient and effective customer service is vital to ensuring that citizens have equality of access to Council services, whether this is digitally, by telephone or face to face. 4. Legal – the benefits which are administered by the Service and have a statutory basis are managed in accordance with those requirements Page 44 of 182
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PUBLIC 5. Property/Assets – None. 6. Information Technology – None. 7. Equality & Human Rights - The recommendations contained within this report in relation to performance updates has been considered in relation to its impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for consideration of performance only. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact – None. 12.. Climate Risk – None. 13. Children’s Rights – The recommendations contained within this report in relation to performance updates has been considered in relation to its impact on Children’s Rights. No negative impacts have been identified arising from the recommendations contained in the report because it is for consideration of performance only. 14. Cosla Policy Position – None. _________________________________________________________ List of Background Papers None. ___________________________________________________________________ Author: Emma Shields, Interim Head of Business Services, Risk and Safety Page 45 of 182
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PUBLIC Appendix 1 RENFREWSHIRE COUNCIL REVENUES COLLECTION STATEMENT AS AT 28 DECEMBER 2025 Page 46 of 182
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PUBLIC Appendix 2 REVISIONS Where a claimant disputes a benefits decision in the first instance, they can request for it to be looked at again. This is known as a Revision. The process involves a Senior Benefit Assessor reviewing the decision thoroughly to decide whether the decision should stand. Target 28 days Result last report Jul’ 25: 19 days Aug’ 25: 22 days Sep’ 25: 13 days Result Last 3 months Oct’ 25: 16 days Nov’ 25: 15 days Dec’ 25: 10 days Comment:- Revisions processed well within target. ACCURACY The Service proactively monitors the accuracy of benefits decisions made through a robust audit checking programme. The Service targets to audit a minimum of 4% of calculations. Target % Actual % Volume of Audits 2025/26 4% 26% Accuracy – December 2025 95% 97% Accuracy – 2025/26 95% 96% APPEALS Where a claimant disputes a Benefits decision and also disputes a revision decision, they can formally make an Appeal. The Benefits Service will prepare a detailed submission which is then considered by the Independent Tribunals Service. Preparation of a submission is a very involved process and requires significant data gathering. Target processing speed (number of days) 60 Result: last 3 months (days) October: 5 days November: 78 days December: 92 days Average (12 months to date) 27 days Average Appeals Completed (12 th t d t ) 4 Appeals per month Comment:- Appeals volumes are very low, which is expected due to reducing Housing Benefit caseload, Regrettably the December figure reflects one appeal which took far longer than target to resolve. Initial vetting of that appeal was delayed far beyond normal practice. Had this delay not been coupled with extreme complexities it would still have been resolved within 60 days, but the involvement of multiple agencies slowed the process considerably. Page 47 of 182
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PUBLIC Comment:- The Service continues to analyse errors and action trends/patterns by providing additional guidance/training where needed. Accuracy is recognised as a key priority for sustained improvement, targeted training takes place following errors being identified and a detailed training matrix is in place. Page 48 of 182
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PUBLIC Appendix 3 HOUSING BENEFIT OVERPAYMENTS The service is responsible for raising overpayments where Housing Benefit has been paid in error. If these have resulted from errors made by claimants, the cost is partially funded by the DWP. The service attempts to recover both newly raised and historic debts from claimants or landlords as appropriate and the position is developing well towards the annual target. Overpayments raised 2025/26 £765,446 Overpayments raised and recovered in year £454,590 % Recovery for above (Target 50%) 59.39% All recovery in year £979,355 All recovery vs raised in year (Target 120%) 127.95% All recovery vs all debt (Target 16.50%) 13.21% Total debt outstanding at end of reporting period £6,435,297 Page 49 of 182
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1 PUBLIC _________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 05 February 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Business Services Accounts for Write Off ___________________________________________________________________ 1. Summary 1.1 In accordance with Financial Regulation 3.5.10 a report regarding the write-off for sums over £10,000 due must be submitted to the Finance and Resources Policy Board. 1.2 The debt recovery process involves extensive effort by the Council and its collection agents to locate the debtor and recover the debt. During this process a stage can be reached when it is recognised that the recovery of the sums is no longer viable, and it is prudent to write-off the recovery of the outstanding liability. 1.3 The Council has already pursued each of the debts summarised on the attached Appendix through its follow up cycle and it is considered prudent to write-off the outstanding balance. 1.4 The approval for the write-off will enable the Council to prudently reflect within the financial accounts an accurate representation of the collectable debt. The Council continues to monitor the accounts and, where the circumstances of the debtor alter, will instigate further recovery action as appropriate. The level of write-off will be contained within the Council’s bad debt provision. 1.5 An analysis of the debt proposed for write-off highlighting the reason why collection is deemed irrecoverable is shown in table 1 below: Item 6 Page 50 of 182
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2 PUBLIC Table 1 Council Tax Reason No. Debtors Value Trust Deed 1 £13,016.78 Total 1 £13,016.78 Table 2 Non-Domestic Rates Reason No. Debtors Value Company Voluntary Arrangement 2 £93,104.96 Dissolved 6 £97,408.19 Total 8 £190,513.15 Table 3 Housing Benefit Overpayments Reason No. Debtors Value Trust Deed 1 £1,783.95 Total 1 £1,783.95 Table 4 Sundry Debtors Reason No. Debtors Value Prescribed 2 £57,214.04 Total 2 £57,214.04 2. Recommendations 2.1 The Board is asked to authorise the write-off of the £262,527.92 as detailed above. Page 51 of 182
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3 PUBLIC Implications of the Report 1. Financial – There has been adequate provision made for these bad debts. 2. HR & Organisational Development - None 3. Community Planning – None 4. Legal - None 5. Property/Assets – None 6. Information Technology – None 7. Equality & Human Rights – None 8. Health & Safety - None 9. Procurement – None 10. Risk - None 11. Privacy Impact – None 12. Climate Risk – None 13. Children’s Rights – None 14. CoSLA Policy Position – N/A Author: Emma Shields – Interim Head of Business Services, Risk and Safety Page 52 of 182
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Finance, Resources and Customer Services Policy Board – Business Services Accounts for Write-Off Appendix Name Property Address Service Reason Year/Period/ Invoice Date Amount 1 PUBLIC Debtor 1 Not Applicable Council Tax Trust Deed 2013/2014 to 2024/2025 13016.78 Not Applicable Housing Benefit Overpayments Trust Deed 10/04/2017 to 27/08/2017 1783.95 Total £14,800.73 Debtor 2 Not Applicable Sundry Debtors - Health and Social Care Prescribed 01/11/2019 to 06/06/2025 45038.04 Total £45,038.04 Debtor 3 Not Applicable Sundry Debtors - Infrastructure, Land and Environment Prescribed 30/06/2017 12176.00 Total £12,176.00 C-Retail Ltd Units 63 & 64, Braehead Shopping Centre, King'S Inch Road, Glasgow, G51 4BP Non-Domestic Rates Company Voluntary Arrangement 2024/2025 67952.96 Total £67,952.96 Dobbies Garden Centres Limited Dobbies Garden World, Braehead Retail Park, King'S Inch Drive, Glasgow, G51 4FB Non-Domestic Rates Company Voluntary Arrangement 2024/2025 25152.00 Total £25,152.00 Duvetco Ltd Units 37-38 Piazza, Central Way, Paisley, PA1 1EN Non-Domestic Rates Dissolved 2019/2020 11191.65 Total £11,191.65 Four Seasons Health Care Limited Abbeycourt Care Centre, Blackhall Street, Paisley, PA1 1TN Non-Domestic Rates Dissolved 2020/2021 11108.01 Total £11,108.01 Ftl Foundry Equipment Ltd Block F Unit 6, 35, Porterfield Road, Renfrew, PA4 8DJ Non-Domestic Rates Dissolved 2015/2016 to 2016/2017 32306.10 Total £32,306.10 Hillington Storage Limited Block B4/A, 31, Edison Street, Hillington, Glasgow, G52 4JW Non-Domestic Rates Dissolved 2023/2024 to 2024/2025 19036.81 Total £19,036.81 Page 53 of 182
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Finance, Resources and Customer Services Policy Board – Business Services Accounts for Write-Off Appendix Name Property Address Service Reason Year/Period/ Invoice Date Amount 2 PUBLIC Hmv Retail Ltd Unit 62, Braehead Shopping Centre, King'S Inch Road, Glasgow, G51 4BP Non-Domestic Rates Dissolved 2018/2019 10838.85 Total £10,838.85 Strategic Regeneration Ltd Yard 1, Clark Street, Paisley, PA3 1QS Non-Domestic Rates Dissolved 2021/2022 to 2024/2025 12926.77 Total £12,926.77 Overall Total £262,527.92 Page 54 of 182
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 5 February 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Customer Services Performance Report ___________________________________________________________________ 1. Summary 1.1 This report details performance across key Customer Service functions including Call Centre, E-mail, Face to Face and Digital Support for customers during December 2025. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: • Note the contents of the report. _________________________________________________________ 3. Customer Service Provision 3.1 This section details the performance of the customer service centre for December 2025. The report provides an update on the overall contact centre call and e-mail volumes. Face to Face services continue in Renfrewshire House, and details of customer volumes are provided in this report. Item 7 Page 55 of 182
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PUBLIC Demand for Digital Services remains high, and this report will update members on the level of online transactions being completed and the performance of the Digital Advisor “Millie”. 3.2 Contact Centre Performance 3.2.1 High level monthly summary – for the month of December, the contact centre received 18,238 and answered 98% against a primary target of 90% for the period. Table 1 – Customer Service Unit – Primary Target (call handling) Primary target Year Calls Received December Performance Year to Date 90% calls answered 2025 18,238 98% 98% 2024 17,137 98% 97% 3.2.2 The call centre achieved the primary target of answering over 90% of calls received. 3.2.3 The secondary target is to respond to 70% of all calls within 40 seconds. Table 2 – Customer Service Unit – Secondary Target (call handling) Secondary target Year December Performance Year to Date 70% calls in 40 seconds 2025 70% 71% 2024 71% 69% 3.2.4 The contact centre achieved the secondary target of answering 70% of calls within 40 seconds for the month and the year to date. The total call volume is slightly higher than the same period last year mainly due to an increase in customers calling regarding their new year bin calendars as this is the first year these haven’t been distributed to home addresses. 3.2.5 The process for Free School Meals and Clothing grant applications for the new school session re-opened in June, and to date the team have processed 4,016 applications for Free School Meals and Clothing Grants and paid £660,540 in clothing grants to 4,955 children. Page 56 of 182
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PUBLIC Applications volumes continue to be lower than the same period last year, where we processed 4,220 applications and paid £701,460 for 5,254 children. 3.2.6 In addition to the calls outlined above, customers also contact the Council using e-mail as their preferred channel. Since the new contact system was implemented, this has given greater visibility to the volumes handled through this route. The e-mails received in the three months to December for each service are outlined in table 3 below. Table 3 – E-mail contact volumes Service October 2025 November 2025 December 2025 Blue Badge 520 466 268 General Enquiry 888 829 831 Environmental 48 44 85 Free School Meals / Clothing Grants 104 51 48 Housing Repairs 1426 1326 1131 Licensing 372 327 273 Mybins 504 335 576 Roads and Lighting Faults 107 126 175 Garden Waste 30 18 19 Total e-mails handled 3,999 3,522 3,406 3.3 Face to face provision 3.3.1 The Customer Service Centre offers face to face support to customers by appointment where this is required. 3.3.2 Table 4 below shows the volume of customers who received face to face support during the month of December 2025. Table 4 – Face to Face Customer Volumes Service Total Customers Birth Registration 76 Marriage Registration 18 Licensing 67 TOTAL 161 Page 57 of 182
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PUBLIC 4. Digital Service Provision 4.1 Digital Advisor (Millie) For the month of December, the Digital Advisor received 20,324 calls. Depending on the nature of the customers query, Millie will either provide an appropriate response to the customer or will transfer the customer to the correct advisor in the call centre. Table 5 below shows the performance levels for the month and a total volume since the start of the financial year. Table 5 – Digital Advisor Performance Calls Received Transferred to Advisor Response Provided December 2025 20,324 62% 38% Year to Date 198,971 63% 37% The top 5 reasons for transfers, which account for 76% of all transferred calls are. • Housing Repairs 19% • Automated Payments 15% • Recycling 15% • Council Tax 14% • Council Switchboard 13% The percentage of calls deflected and transferred to Advisors remains in line with previous months. 4.2 Digital Services 4.2.1 The Council continues to see a high level of requests processed through the online platform, with an additional 8,221 customers registered since the start of the financial year. The total number of registered users on the MyAccount platform is now 124,090. 4.2.2 Since the start of the financial year, 273,352 online transactions have been completed, which is 114,003 higher than the same period last year. This increase continues recent trends following the introduction of the digital advisor, which is now offering customers the option to transact online if they prefer. Page 58 of 182
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PUBLIC ___________________________________________________________________ Implications of the Report 1. Financial – None 2. HR & Organisational Development – None 3. Community/Council Planning – • Working together to improve outcomes – An efficient and effective Customer Services Unit is vital to ensuring citizens have equality of access to Council services whether this is digitally, by telephone or face to face. 4. Legal - None 5. Property/Assets - None 6. Information Technology - None - 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for consideration of performance only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None 0 5000 10000 15000 20000 25000 30000 35000 40000 45000 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Online Transactions 2021/22 2022/23 2023/24 2024/25 2025/26 Page 59 of 182
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PUBLIC 9. Procurement - None. 10. Risk - None 11. Privacy Impact - None 12. Cosla Policy Position – Non applicable. 13. Climate Risk – none. 14. Children’s Rights –The administration of Free School Meals and Clothing Grants has a positive impact on article 24 (Health, Water, Food, Environment) and article 27 (Food, Clothing, A Safe Home) of the United Nations Convention on the Rights of the Child. _________________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Gary Innes, Senior Service Delivery Manager (Customer and Digital Operations) Page 60 of 182
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PUBLIC _________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 5 February 2026 __________________________________________________________________ Report by: Director of Finance and Resources __________________________________________________________________ Heading: Civic Hospitality __________________________________________________________________ 1. Summary 1.1 The following requests for civic hospitality have been received for the financial years 2025/26 and 2026/27. a) Correspondence has been received from St Vincent’s Hospice in relation to two Renfrewshire based fundraising events taking place at the Glynhill Hotel, Renfrew suggesting the possibility that a table of 10 be taken for each of these charity events. The first event is being held on 6th March 2026, and is ‘An audience with’ event with the second event occurring on 31st May 2026 is a ‘Fizz and Fun’ charity evening. Following consultation with the Provost, it is proposed that the Board agree to take a table of 10 at both events detailed above at the cost of £450 each and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. b) Correspondence has been received from St Mirren Scouts in relation to their Centenary celebrations suggesting the possibility of civic hospitality to accompany their weekend break at Lapwing Lodge on 27th March 2026 for approximately 50 people. Following consultation with the Provost, it is proposed that the Board agree to provide soft drinks and a hot evening buffet on Friday 27th March at the cost of approximately £1100 and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. Item 8 Page 61 of 182
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PUBLIC c) Correspondence has been received from REN96 Swim Team, Renfrewshire’s largest swimming club in relation to their 30th anniversary celebrations, requesting the possibility of some civic hospitality to accompany an event that they are planning to hold for the volunteers and members of the club on Friday 4th September 2026 at the Normandy Hotel, Renfrew for approximately 210 people. Following consultation with the Provost, it was agreed to provide a contribution of £3000 towards the cost of a sit down 2 course dinner and welcome drink at the Normandy Hotel and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. d) Correspondence has been received from Renfrew Bowling Club in relation to their 175th anniversary suggesting the possibility of civic hospitality to accompany an event that they are holding on Saturday 20th March 2027 at the Glynhill Hotel, Renfrew consisting of a 3 course sit down meal for approximately 250 people. Following consultation with the Provost, it is proposed the Board agree to provide a contribution of £3000 towards the hospitality as detailed above and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. 1.2 The budget provision for 2025/26 for Civic Hospitality (including international Links) is £46,460. Should the above be agreed, and taking account of previous decisions, the remaining balance would be approximately £2,800. The budget provision for 2026/27 has not yet been determined. 2. Recommendations 2.1 That the Board agrees to: (a) provide the hospitality as detailed above for St Mirren Scouts, REN96 Swim Team and Renfrew Bowling Club (b) take a table at both St Vincent’s ‘An audience with’ event and the ‘Fizz and Fun’ event and; (c) that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements Implications of the Report 1. Financial – The costs of the request from civic hospitality will be met from the 2025/26 and 2026/27 budget provision. 2. HR & Organisational Development – None. 3. Community/Council Planning – Civic receptions provide recognition of the contributions made by individuals and organisations to the fabric of life in Renfrewshire. 4. Legal - None. 5. Property/Assets - None. Page 62 of 182
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PUBLIC 6. Information Technology – None. 7. Equality & Human Rights (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact - None. 12. Climate Risk – None. 13. Children’s Rights – Not applicable. 14. Cosla Policy Position – Not applicable. __________________________________________________________________ List of Background Papers (a) Background Paper 1 – Email correspondence in relation to the St Vincent’s Hospice ‘An audience with event’ and ‘Fizz and Fun event’ (b) Background Paper 2 – Email correspondence in relation to the St Mirren Scout Group (c) Background Paper 3 – Email correspondence in relation to REN96 Swim Club (d) Background Paper 4 – Email correspondence in relation to Renfrew Bowling Club The foregoing background papers will be retained within Finance & Resources for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the service is Donna Gallagher, Member Services Officer (Telephone – 0141 487 1115, e-mail – donna.gallagher- pt@renfrewshire.gov.uk Author: Donna Gallagher – Member Services Officer. Tel: 0141 487 1115 E-mail donna.gallagher-pt@renfrewshire.gov.uk Page 63 of 182
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PUBLIC __________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 5 February 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Paisley and Renfrew Common Good Fund Budgets 2026/27 ___________________________________________________________________ 1 Summary 1.1 The level of funding available to disburse annually from the Paisley and Renfrew Common Good Funds is dependent upon the income received by the Funds during the year. For each Fund, income is derived from its respective investment portfolio and is received in the form of property rental payments, interest payments or dividends, with the latter two being particularly sensitive to financial market fluctuations. 1.2 The level of income available for 2026/27 has been estimated, along with existing annual commitments and assessments of the affordability of existing funds delegated to Local Partnerships on an annual basis. ___________________________________________________________________ 2 Recommendations 2.1 The Board is asked to: i) Approve the 2026/27 budget allocations to Local Partnerships as follows: Common Good Fund Local Partnership Budget 2026/27 Renfrew Renfrew £107,400 Paisley Paisley East £12,800 Paisley Paisley North, West and Central £11,200 Paisley Foxbar / Brediland and Glenburn £10,500 Item 9 Page 64 of 182
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PUBLIC ii) Approve the continued funding of project awards, as outlined in Appendix 1, and noting the changes detailed in section 5; iii) Note the future year allocations (previously agreed in 2024/25) to the Cherrie Centre as outlined in paragraph 5.2; iv) Note the non-recurring awards for the projects approved in 2025 after the 2025/26 Common Good budgets were agreed (see paragraph 3.3). v) Note the ongoing wider review of the financial arrangements related to leases and property maintenance as outlined in Section 7. ___________________________________________________________________ 3 Background 3.1 The Common Good Funds of both Paisley and Renfrew are used each financial year to fund ongoing projects and commitments made by the Finance, Resources and Customer Services Policy Board. In addition, an annual allocation is made to relevant Local Partnerships, which have delegated authority to disburse grants to local organisations from which they receive bids for funding and/or to use the funding themselves to support appropriate projects. The proposed allocations are based on the current Local Partnership arrangements. 3.2 Income received by the Common Good Funds is derived from rental income from Common Good property and, principally, from dividend income and interest payments. Subject to maintaining tenancies, rental income remains stable and predictable on a yearly basis. However, in terms of investment income from dividends and interest, it is necessary to make an informed estimate each year of the income that will be available to the Common Good Funds in the following year. 3.3 There were three Common Good funding proposals approved after the 2025/26 budget was set. For Paisley Common Good this was a £260,000 award for urgent repairs and reinstatement works at the Oakshaw Trinity Church in Paisley. For Renfrew Common Good it was £500,000 to fund works at Renfrew Victory Baths, and £153,000 to fund works at the former Renfrew Police Station. 4 Income 4.1 The Paisley Common Good rental income budget remains the same in 2026/27 although the Renfrew Common Good rental income budget has been increased by £2,000 to realign based on actual income received in recent years. Page 65 of 182
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PUBLIC 4.2 The investment income for 2026/27 is based on estimated figures provided for both the Paisley and Renfrew Common Good funds as at 30 September 2025. The markets and anticipated sustainability of investments will continue to be monitored by both officers and the Investment Review Board. 5 Expenditure 5.1 Based on CPI in January 2026, Local Partnership allocations have been uplifted by 3.0% for 2026/27. 5.2 In accordance with the approved plan in 2024/25, the Cherrie Centre’s funding allocation reduced to £50,000 in 2026/27. The reduction is added into the Renfrew Local Partnership Fund. 5.3 It is proposed that the budget for property maintenance for both Funds is increased given the experience of additional works that have been required in recent years. This will assist with a more proactive maintenance regime to be put in place as an interim position, while the review outlined in Section 7 below progresses. 5.4 It is further proposed that a number of Renfrew events are increased to enhance support; these are the Renfrew Gala, the Christmas Lights Switch-on, and the Renfrew Pipe Band Competition (see Appendix 1). 6 Net Position 6.1 Taking all these factors into account, a forecast Income and Expenditure Statement for each Common Good Fund has been prepared on a cash basis (i.e. excluding non-cash movements, such as depreciation) and is appended for Members’ consideration. These forecasts presume that prior year surpluses will be used to partially fund in-year expenditure. There is a requirement to ensure that the ongoing commitments of each Common Good Fund remain affordable and sustainable. 6.2 Should all proposals be approved, the Paisley Common Good Fund is planned to return a net surplus in 2026/27 of £19,500, and the Renfrew Common Good Fund is planned to return a net surplus in 2026/27of £509,080. 7 Property Review 7.1 As reported to Council in October 2025, following a legal opinion a small number of properties previously understood to have been General Fund assets have been advised to be classified as Common Good assets. There are a number of financial and legal implications that flow from this advice and these are being worked through currently by officers. Page 66 of 182
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PUBLIC Officers are also taking the opportunity to review the current leasing arrangements for Common Good assets, and the financial and management arrangements in place for these, in order to ensure these arrangements remain appropriate. A report on this issue will be provided to a future Board meeting. __________________________________________________________________ Implications of the Report 1. Financial – The proposed budget is based on a general principle of only spending the available income in each year, where possible. The presented 2026/27 budgets result in a net surplus of £19,500 for Paisley Common Good and a net surplus of £509,080 for Renfrew Common Good. 2. HR & Organisational Development – None arising directly from this report. 3. Community Planning: Our Renfrewshire is well – Many of the projects funded by Local Partnerships contribute to the promotion of more active pursuits for all age groups. Our Renfrewshire is thriving - The funding allocated from the Common Good Funds supports local community groups and projects. Our Renfrewshire is safe – The community projects funded by Local Partnerships, as well as recurring funding for events and community services supports communities to be safer and stronger. 4. Legal – None arising directly from this report. 5. Property/Assets – Some of the expenditure noted in the budget report will result in improvements and / or maintenance to Common Good and community-owned properties. 6. Information Technology – None arising directly from this report. 7. Equality & Human Rights – None arising directly from this 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 – Some of the expenditure noted in the budget report will result in improvements and / or maintenance to Common Good and community-owned properties, which may in some cases enhance health and safety measures. 9. Procurement – None arising directly from this report. 10. Risk – There is a risk investment income will not be realised as forecast; however, this risk will be monitored through regular discussion with the Council’s investment managers and advisers. Page 67 of 182
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PUBLIC 11. Privacy Impact – None arising directly from this report. 12. COSLA Policy Position – n/a. 13. Children’s Rights – None arising directly from this report. 14. Climate Risk – None arising directly from this report. ___________________________________________________________________ Author: Alison Hunter, Principal Accountant (Treasury) alison.hunter@renfrewshire.gov.uk Background reports: Finance, Resources and Customer Services Policy Board (13 February 2025) Finance, Resources and Customer Services Policy Board (12 June 2025) Page 68 of 182
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Appendix 1 PUBLIC Paisley Common Good - Income & Expenditure Forecast Approved Proposed 2025/26 2026/27 £ £ Estimated Net Annual Income available: Income receivable from Loans Fund (11,000.00) (10,000.00) Investment Income (155,000.00) (155,000.00) Property Rental Income (49,000.00) (49,000.00) (215,000.00) (214,000.00) Less costs: Investment Management Fees 21,000.00 21,000.00 Council Administration Fee 14,000.00 14,000.00 Property Maintenance Costs 1,000.00 20,000.00 Total Available for Disbursement (179,000.00) (159,000.00) Proposed Recurring Projects: Christmas lights 55,000.00 55,000.00 Repair to War Memorial 500.00 500.00 Barshaw Gala 15,000.00 15,000.00 Sma' Shot Day (Note 1) 15,000.00 15,000.00 CCTV Operations 19,500.00 19,500.00 Total Cost of Recurring Projects 105,000.00 105,000.00 Proposed Local Partnership Allocations: Paisley East, Ralston, Hawkhead/Lochfield, Hunterhill and Charleston 12,400.00 12,800.00 Paisley North, Gallowhill, Ferguslie, Paisley West and Central 10,900.00 11,200.00 Foxbar / Brediland and Glenburn 10,200.00 10,500.00 33,500.00 34,500.00 (Surplus)/Deficit on cash basis (40,500.00) (19,500.00) Note 1 Sma' Shot Day - this award was approved as Non-recurring in previous years. Page 69 of 182
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Appendix 1 PUBLIC Renfrew Common Good - Income & Expenditure Forecast Approved Proposed 2025/26 2026/27 £ £ Estimated Net Annual Income available: Income receivable from Loans Fund (70,000.00) (70,000.00) Investment Income (589,000.00) (592,000.00) Property Rental Income (265,000.00) (267,000.00) (924,000.00) (929,000.00) Less costs: Investment Management Fees 80,000.00 82,000.00 Council Administration Fee 45,000.00 46,000.00 Property Maintenance Costs 23,000.00 50,000.00 Total Available for Disbursement (776,000.00) (751,000.00) Proposed Recurring Projects: Christmas lights: operating costs 16,700.00 16,700.00 Christmas lights: switch-on event 10,000.00 15,000.00 Renfrew Pipe Band Competition 10,000.00 20,000.00 Repair to War Memorial 300.00 300.00 Repair to Public Clocks 220.00 220.00 Bench Maintenance - Robertson Park 700.00 700.00 Cherrie Centre Support 60,000.00 50,000.00 Renfrew Gala Week 15,000.00 20,000.00 CCTV Operations 11,600.00 11,600.00 Total Cost of Recurring Projects 124,520.00 134,520.00 Proposed Non-recurring Projects: Robertson Park Play Area 50,000.00 0.00 50,000.00 0.00 Proposed Local Partnership Allocations: Renfrew 94,600.00 107,400.00 (Surplus)/Deficit on cash basis (506,880.00) (509,080.00) Page 70 of 182
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PUBLIC _________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 05 February 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: The Future of Council Tax in Scotland - Consultation Response 1. Summary 1.1 The Scottish Government and COSLA launched a consultation on The Future of Council Tax in Scotland on 27 October 2025, closing on 30 January 2026. The consultation seeks views on the preferred option for reform, views on whether a national or local model should be applied, the frequency of revaluations, the use of transitional relief, a deferral scheme, and the Council Tax Reduction Scheme. 1.2 Officers have prepared a response attached as Appendix 1, this has been submitted in line with the deadline mentioned above with the stipulation that it is subject to final approval. 1.3 Links to published papers useful for reference are detailed below: • Consultation: The Future of Council Tax in Scotland (Scottish Government) https://www.gov.scot/binaries/content/documents/govscot/publications/consu ltation-paper/2025/10/consultation-future-council-tax- scotland/documents/consultation-future-council-tax-scotland/consultation- future-council-tax-scotland/govscot%3Adocument/consultation-future- council-tax-scotland.pdf Item 10 Page 71 of 182
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PUBLIC • Revaluation and reform of council tax in Scotland: design considerations and potential impact. (Research paper produced by Institute of Fiscal Studies (IFS) on behalf of Scottish Government) https://www.gov.scot/binaries/content/documents/govscot/publications/r esearch-and-analysis/2025/10/revaluation-reform-council-tax-scotland- design-considerations-potential-impacts/documents/revaluation-reform- council-tax-scotland-design-considerations-potential- impacts/revaluation-reform-council-tax-scotland-design-considerations- potential-impacts/govscot%3Adocument/revaluation-reform-council- tax-scotland-design-considerations-potential-impacts.pdf _______________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: • Agree to homologate the consultation response (attached as Appendix 1) and agree the Director of Finance & Resources will confirm final approval to the Scottish Government and COSLA. _______________________________________________________________ 3. Background 3.1 Council Tax is a local tax set by each individual council which, along with the grant councils receive from the Scottish Government, helps pay for the services councils provide. For individual properties, Council Tax is determined by eight bands based on the value of a property, with Band A being the lowest and Band H being the highest. 3.2 The current eight-banded Council Tax bands system is based on valuations from more than 30 years ago (1991 values). As property values and local circumstances have changed, there is growing concern that the current system and valuation methodology is not representative of an ability to pay. 3.3 The main areas which the consultation explores and seeks views on are: o National versus localised banding and valuation. o Options for revaluation including keeping the status quo, adopting a differentiated system (smaller increases in tax between more bands) or progressive (where tax rates decrease for lower value properties and increase more significantly for higher value properties). o Use of Transitional Relief, designed to offset the impact of any increase in bills through a gradual progression. Page 72 of 182
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PUBLIC o Use of a Deferral Scheme which would allow some households to delay paying the extra council tax they owe as a result of the changes. o Extending Council Tax Reduction eligibility to include a wider group of low- income households. 3.4 The analysis presented in the Institute of Fiscal Studies paper predicted that with a 12-band progressive scheme, the majority of properties in Renfrewshire would pay a less or similar proportion in relation to the current band ‘D’ charge. 3.5 The response presented supports revaluation and a change to the existing structure. It advocates keeping banding and valuation at a national level, due to the potential complexity of hundreds of bands across Scotland. A more progressive system of 12 bands is supported, with protection provided through transitional relief and a wider CTR scheme which could remove the necessity for a potentially complex deferral scheme. 3.6 Commentary has been added with regards to potential impacts on protected groups and specific concerns have been noted in relation to: o the absence of any consideration of Water and Sewerage charges, o funding of an expanded CTR/transitional relief scheme o additional administration costs depending on the complexity of any new scheme 3.7 Overall the Council’s response supports the modernisation of the Council Tax system to make it less regressive and fairer. Page 73 of 182
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PUBLIC ___________________________________________________________________ Implications of the Report 1. Financial - None – consultation response only no policy changes 2. HR & Organisational Development – None. 3. Community/Council Planning – None consultation response only no policy changes 4. Legal – None in relation to responding to the consultation 5. Property/Assets – None. 6. Information Technology – None at this stage 7. Equality & Human Rights – None at this stage. No changes to existing policy Question 15 outlines potential impacts of changes on protected groups. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact – None. 12. Climate Risk – None. 13. Children’s Rights – None – consultation response only 14. Cosla Policy Position – COSLA supports the reform of council tax to be more progressive. _________________________________________________________ Author: Emma Shields, Interim Head of Business Services, Risk and Safety Page 74 of 182
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PUBLIC Consultation: The Future of Council Tax in Scotland Respondent Information Form Please Note this form must be completed and returned with your response. To find out how we handle your personal data, please see our privacy policy - Privacy - gov.scot Are you responding as an individual or an organisation? Individual Organisation Full name or organisation’s name Phone number Address Postcode Email Address The Scottish Government would like your permission to publish your consultation response. Please indicate your publishing preference: Publish response with name Publish response only (without name) Do not publish response We will share your response internally with other Scottish Government policy teams who may be addressing the issues you discuss. They may wish to contact you again in the future, but we require your permission to do so. Are you content for Scottish Government to contact you again in relation to this consultation exercise? Yes No Renfrewshire Council 0141 4870874 PA1 1JB Cotton Street Paisley Emma.shields@renfrewshire.gov.uk Information for organisations: The option 'Publish response only (without name)’ is available for individual respondents only. If this option is selected, the organisation name will still be published. If you choose the option 'Do not publish response', your organisation name may still be listed as having responded to the consultation in, for example, the analysis report. Page 75 of 182
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PUBLIC About You Questions 1. About you Question 1 [For individual respondents] Please tell us which local authority area(s) you live in Local Authority Area(s): [For organisational respondents] Please tell us which local authority area(s) your organisation operates in Local Authority Area(s): Renfrewshire 2. About you Question 2 If you pay council tax, please indicate which council tax band(s) apply to the property (or properties) for which you pay council tax: Band A Band B Band C Band D Band E Band F Band G Band H I don’t pay council tax I don’t know Page 76 of 182
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PUBLIC Questions for Consultation 1. Do you think the current council tax system in Scotland needs to be reformed? Yes ☐ No ☐ Don’t know 2. Do you think property values used to calculate council tax should be updated to reflect current market values, instead of using 1991 values (i.e. should there be a revaluation of every Property in Scotland)? Yes ☐ No ☐ Don’t know 3. How often do you think property values should be reviewed and updated for council tax purposes? ☐ Every 3 years ☐ Every 5 years Every 7 years ☐ Every 10 years ☐ Other, please specify [50 words maximum] ☐ Don’t Know 4. Following a revaluation, do you think council tax band property value thresholds should be set at a national level or vary by council area? Thresholds should be set nationally to be the same across all council areas ☐ Thresholds should vary by council area based on local housing markets ☐ Don’t know 5. Which of the following is most important to you in the design of council tax bands ☐ Ensuring tax rises between bands are gradual and predictable (differentiation) ☐ Ensuring households in higher-value homes contribute more (progressivity) ☐ Don’t know Other, please specify [50 words maximum] It is important that bands are gradual and predictable (differentiated) as well as progressive where higher value homes contribute more. Page 77 of 182
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PUBLIC 6. Which of the potential council tax systems do you most support? ☐ Revaluation with 8 existing bands ☐ Revalued 12-band (differentiated) system Revalued 12-band (progressive) system ☐ Revalued 14-band system ☐ The current council tax system ☐ Don’t know 7. Which of the potential council tax systems do you least support? ☐ Revaluation with 8 existing bands ☐ Revalued 12-band (differentiated) system ☐ Revalued 12-band (progressive) system ☐ Revalued 14-band system The current council tax system ☐ Don’t know 8. Do you support the establishment of a transitional relief scheme to limit how much a household’s council tax bill can increase each year following reform? Yes ☐ No ☐ Don’t know 9. Which transitional relief scheme would you prefer? ☐ Scheme 1: Cap increases at 10% or £300 per year Scheme 2: Cap increases at 25% or £600 per year ☐ Other, please specify [50 words maximum] ☐ Don’t know 10. Do you support the establishment of a council tax deferral scheme for homeowners? ☐ Yes No ☐ Don’t know 11. In your view, who should be eligible to receive support from a council tax deferral scheme? Page 78 of 182
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PUBLIC [Select as many as you think should apply] Pensioners (over state pension age) ☐ Disabled people ☐ Households with children ☐ Households experiencing financial hardship ☐ Other, please specify [50 words maximum] ☐ Don’t know 12. Should households who defer payment pay interest on the amount deferred? Yes ☐ No ☐ Don’t know 13. Do you think the Council Tax Reduction scheme should be expanded to support more households following any reform? Yes ☐ No ☐ Don’t know 14. Which changes to the Council Tax Reduction scheme would you support? [Select as many as you think should apply] Broaden eligibility criteria for CTRS to include low-income households where the property moves into a higher band due to council tax system changes Change CTR so support is withdrawn more gradually as rising incomes move individuals out of eligibility ☐ No changes needed ☐ Other, please specify [50 words maximum] ☐ Don’t know 15. Do you have any information you wish to share that has not already been discussed in the paper on the impact of council tax reform on any of the following: - Groups who share protected characteristics - Island Communities - Businesses or organisations in the public, private or third sector - Your local area Please provide details, making reference to the type of impact to which your comments relate. [free text, 300 words maximum] Page 79 of 182
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PUBLIC • Until a new scheme is proposed and detailed work undertaken, we cannot determine the extent of the impact of any change. However, in terms of protected characteristics, some groups are more likely to be on fixed incomes – specifically those who are older, and those who have a disability/long-term condition. Renfrewshire has almost 23,000 households with no children and at least one adult aged over 65, with more than half of those being single-person households. Any rise in Council Tax would represent a larger proportion of their income. Those in homes which have been adapted to support independent living may not be able to easily downsize. It may be that we have residents in larger properties who are now asset-rich and cash-poor but more work would need to be done to understand the scale of that. • More than 1 in 5 Renfrewshire residents have a disability and/or long-term condition, according to the most recent Census data. In relation to the Fairer Scotland duty, Renfrewshire has a number of intermediate zones with levels of child poverty much greater than the average, and any increase in household costs could exacerbate that. The number of people in receipt of • Council Tax reduction in Renfrewshire is rising. We are also experiencing a rise in the number of tenants in arrears. • Our advice services have also observed higher numbers of clients presenting with priority debt (mortgage or rent arrears, council tax and utility debts) over “straightforward” non priority debt, loans, credit card and catalogues etc. 16. Please provide any other comments or views on the consultation themes or council tax reform that you have not been able to share above. [free text, 300 words maximum] • Funding of transitional relief scheme need to consider if that be taken into account with the Revenue grant or Councils having to adjust the band D charge. • There doesn’t appear to be mention of phasing banding increases (similar to transitional relief) limiting to 1 banding increase per year, this is an option which could be considered. • Responses in relation an expanded CTR scheme very dependent on how this would be funded, not possible for Councils to fund this. • Water charges not mentioned at all, they are already out of sync as the band E-H changes made a few years ago were not incorporated. In addition, CTRS is also already divergent in relation to water charges, major changes to council tax without accompanying changes to water add to the divergence billing would be more complex. Proposals should include an intention on Water charges. • Administration costs need to be fully reviewed depending on complexity of scheme e.g. deferral schemes, frequency of revaluation Page 80 of 182
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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: Employee Reward and Recognition Scheme ___________________________________________________________________ 1. Summary 1.1 Our ‘People Strategy’ places a strong focus on creating a positive and inclusive workplace, where recognition and reward play a vital role in supporting engagement and organisational success. To ensure our approach remains relevant and effective, officers have undertaken a comprehensive review of our reward and recognition practices. This review examined current arrangements, identified areas for improvement, and considered best practice from other organisations. 1.2 Guided by feedback from the 2025 Council Employee Engagement Survey, Employee Engagement Forums and Trade Unions, Officers have developed a new, modernised scheme that reflects the evolving needs and expectations of our workforce and promotes a culture where achievements are valued and celebrated. 1.3 This report therefore seeks approval from members to implement our new scheme which aligns with the Council’s People Strategy and strengthens our Council values. 1.4 The new scheme will refresh the existing Living Our Values programme and replace the legacy employee and long-service retirement awards with a more contemporary and inclusive approach. This approach is designed to celebrate behaviours that demonstrate our values and help create a workplace where everyone can thrive. 1.5 The new reward and recognition scheme will be delivered through the Council’s existing employee benefits platform. This will enable both peer-to-peer and manager-led recognition, as well as long-service awards. Item 11 Page 81 of 182
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2 PUBLIC The scheme also introduces an annual Council-wide awards celebration, which will feature six categories: 1) Living Our Values Award 2) Young Person Award 3) Leadership Award 4) Positive Impact Upon the Community Award 5) Chief Executive Award 6) Workforce Innovation Award 1.6 These categories capture all feedback provided during the review and are designed to celebrate individuals and teams who create a positive impact day to day. 1.7 Appendix 1 provides full details of the scheme. Subject to Members’ approval, Officers will work with services to finalise and implement the scheme, which is scheduled to launch in the spring. Communications will be issued to all managers and employees through established channels. ___________________________________________________________________ 2. Recommendations 2.1 Members are asked to: • Approve the new Reward and Recognition Scheme, attached at Appendix 1. ___________________________________________________________________ 3. Background 3.1 Our People Strategy is designed to build a modern, inclusive, and high- performing workforce by fostering continuous learning, collaboration, and innovation. While the recent Employee Engagement Survey results show that many employees feel appreciated and regularly recognised by their managers, there is a clear opportunity to strengthen and broaden how we recognise and reward contributions across the organisation. 3.2 Feedback from the Employee Engagement Forums and Trade Unions highlight that timely and meaningful recognition, particularly from senior managers, has a significant impact on how valued individuals and teams feel. Recognition, whether financial or non-financial, should be an ongoing part of the employee experience, not limited to annual events. Regular communications through established channels will spotlight and celebrate achievements, reinforcing a culture where success is visible and appreciated. 3.3 While recognition already takes place across the organisation, existing schemes such as our Living Our Values, employee awards, and retirement awards have been in place for many years and are limited in scope. They do not fully reflect the diverse contributions of employees, or the expectations highlighted through engagement feedback. Page 82 of 182
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3 PUBLIC 3.4 A new scheme is expected to improve engagement and morale, reinforce behaviours aligned with organisational values, and promote fairness and inclusivity. It will provide equal opportunities for recognition, support retention and attraction of talent, and encourage collaboration and innovation across services. 4. Principles and Overview of The New Scheme 4.1 The new Reward and Recognition Scheme is underpinned by principles of fairness, accessibility, and timeliness. It is designed to be simple and inclusive, ensuring recognition is meaningful, visible, and reinforces behaviours that contribute to a positive and high-performing workplace. 4.2 Recognition will be delivered through the Council’s employee benefits platform. This provides two main routes: peer-to-peer recognition, where colleagues can acknowledge everyday contributions that make a positive difference, and manager-led recognition, which allows managers to make formal awards for exceptional performance or behaviours that reflect our values. Where appropriate, manager-led recognition can include a financial reward, delivered instantly through our employee benefits platform as an e-gift card redeemable at a wide range of retailers. Long-service milestones will also be recognised through the platform, ensuring consistency and visibility across the organisation. 4.3 The scheme also includes an annual awards celebration to showcase achievements and recognise outstanding contributions. Employees will be able to nominate colleagues or teams through a simple online process, and nominations will be assessed by a panel comprising a Trade Union representative, a senior manager, and a member of the Employee Engagement Forum. Panel members will review nominations against published criteria, confirm shortlists, and select winners. Finalists will be celebrated at the event, with winners receiving formal recognition as part of the Council’s commitment to valuing excellence. Their achievements will also be highlighted through internal communications to showcase the positive impact they have made. 4.4 Eligibility for recognition applies to all employees, and nominations can be made for individuals or teams. Clear criteria will guide peer acknowledgements, manager awards, and annual award shortlisting to ensure consistency and fairness. All processes, including access to the employee benefits platform and nomination forms are designed to be accessible, with alternative routes available for employees who have limited digital access. Recognition and nomination data will be managed in line with data protection requirements, and panel members will declare any conflicts of interest and recuse themselves where necessary. 4.5 Governance will be provided by the People & Organisational Development team, which will set criteria, provide guidance to managers, and monitor usage through regular reporting and audit trails. Financial awards will operate within agreed service budgets and published thresholds. Page 83 of 182
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4 PUBLIC Success will be measured through platform usage data, nomination volumes, and feedback from engagement forums, with criteria reviewed annually to ensure the scheme remains relevant and effective. 4.6 Subject to approval, the scheme will launch in the spring. A short onboarding phase will focus on enabling peer recognition and manager awards, followed by opening the nomination window for the annual celebration. Communications will be issued through established channels to ensure employees and managers understand how to participate and where to find support. 4.7 If members approve the implementation of this new scheme, Officers will provide a progress report towards the end of the year. This update will provide members with an overview of how the scheme has been embedded, usage levels across services, and feedback from employees and managers, ensuring continued oversight and allowing any refinements to be considered as part of ongoing improvement. Page 84 of 182
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5 PUBLIC Implications of the Report 1. Financial – Budget provision for platform-based financial rewards has already been agreed by the Finance, Resources and Customer Services Policy Board (12 September 2024). The current spend on retirement awards will be reallocated to fund long-service awards, making this cost neutral. Any discretionary, manager-led awards will be contained within agreed service budgets and published thresholds. 2. People & Organisational Development – The scheme supports the Council’s People Strategy by reinforcing values-based behaviours and making recognition timely, visible, and inclusive. People & OD will own governance, set criteria, support managers with guidance, and monitor usage through reporting and audit trails. 3. Community Planning – No direct implications. The scheme is expected to enhance employee engagement and service culture, which in turn supports delivery against Community Plan outcomes. 4. Legal – No direct implications. The SME HCI Ltd platform is being changed from Vivup to Perkbox and this process requires to completed prior to launching the Reward and Recognition Scheme. Recognition and nomination processes will operate in line with existing employment and information governance frameworks, with declared conflicts of interest for panel members. 5. Property/Assets – None. The scheme does not require changes to the estate or physical assets. 6. Information Technology – No new corporate IT systems are required beyond use of the existing employee benefits platform. Officers will work with ICT as needed to ensure secure access and appropriate support for users with limited digital access. 7. Equality & Human Rights – The approach is designed to be inclusive and accessible, with clear criteria, alternative access routes for colleagues with limited digital access, and transparent decision-making to ensure fairness. Annual review of criteria will help identify and address any differential impacts. 8. Health & Safety – None directly from this report. 9. Procurement – None directly from this report. Platform procurement approvals were previously secured; ongoing use will follow standard procedures and existing frameworks as required. 10. Risk – Low. Governance by People & OD, clear published thresholds, and routine reporting/audit reduce delivery and compliance risks. An annual criteria review provides further assurance that the scheme remains proportionate and effective. Page 85 of 182
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6 PUBLIC 11. Privacy Impact – Recognition and nomination data will be handled in line with data protection requirements, with anonymised reporting where appropriate. Panel members will declare conflicts of interest and recuse themselves as needed. A DPIA has been carried out. 12. Climate Risk – None direct. Digital-first recognition reduces the need for printed materials and supports sustainable practices. 13. Children’s Rights – None. 14. Cosla Policy Position – None direct. The scheme aligns with sector good practice on workforce engagement and recognition and may inform future contributions to COSLA workforce networks. _________________________________________________________________ List of Background Papers Appendix 2 – 2003 Retirement Award Scheme ___________________________________________________________________ Author: Fiona Sinclair, Organisational Development Adviser, People & OD, Finance and Resources Page 86 of 182
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1 OFFICIAL-SENSITIVE 9 26 17 22 ipline Employee Reward and Recognition Scheme February 2026 Page 87 of 182
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PUBLIC Contents 1. Background 3 2. Principles of the Reward and Recognition Scheme 3 3. How We Recognise and Reward 4 4. Annual Award Categories 4-5 5. Summary 6 Page 88 of 182
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PUBLIC 1 Background 1.1 Our People Strategy aims to build a modern, inclusive, and high-performing workforce through continuous learning, collaboration, and innovation. Our recent Employee Engagement Survey highlighted that many employees feel appreciated by their managers and are regularly recognised for their efforts. That's great news, but we recognise there’s always room to grow in how we support and acknowledge our people. 1.2 We want to ensure that when someone goes the extra mile, their efforts are genuinely seen, valued, and celebrated in ways that feel meaningful to them. This will help create an even more positive and supportive workplace for everyone. 1.3 This new scheme will focus on celebrating positive behaviours that reflect our values and help shape the kind of workplace we all want to be part of. 2 Principles of the Reward and Recognition Scheme 2.1 This scheme will reinforce our values by enabling managers to recognise and reward excellent work, supporting a culture of continuous improvement. Investing in recognition demonstrates our commitment to living our values and positively shaping our culture. 2.2 We’ve designed the scheme to be inclusive, accessible, and sensitive to the diverse experiences of our workforce. • All employees will have the opportunity to recognise when someone has gone above and beyond at work or positively impacted their experience using Celebration on our employee benefits platform and app. This is a non-financial recognition. • Managers can formally recognise and reward individual employees or teams for living our values and going above and beyond in their role using the Celebration financial rewards and recognition scheme on the employee benefits platform and app. • An annual awards celebration will take place when all services come together to recognise and reward our people based on the different categories described below. This will replace the current retirement award and Chief Executive annual employee award schemes. Page 89 of 182
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PUBLIC 3 How We Recognise and Reward 3.1 There are different ways we will recognise and reward our employees. 3.2 Peer to Peer Recognition: Celebration is a peer-to-peer recognition tool accessible via our new employee benefits platform on any work or personal device and via an app (available on iOS and Android). This tool allows all employees to say, 'thank you' and recognise when their colleagues have gone above and beyond or positively impacted their working day. This is non-financial recognition. 3.3 Service Recognition: Service managers can financially reward employees or teams for living our values using the Celebration dashboard. Employees will instantly receive their reward via the Celebration app and can select an e-Gift card redeemable at over 8000 retailers, both in-store and online. 3.4 Council Long Service Recognition: We will recognise those employees who have achieved long service with Renfrewshire Council at key milestones. Those who achieve key milestones of 20 to 40 years of service will receive the following awards: 20 years will receive a £200 voucher. 25 years will receive a £250 voucher. 30 years will receive a £300 voucher. 35 years will receive a £350 voucher. 40 years will receive a £400 voucher. 3.5 Annual Awards Celebration: An annual awards event will take place, to recognise our employees who have gone above and beyond in their role. Our employees will be invited to nominate a fellow colleague for one of the following award categories, detailed below in paragraph 5.1, using a nomination form available in Business World. 3.6 A panel will be established to review entries for the award categories. The panel will consist of a Trade Union Official, Director / nominated Head of Service and a member from the Employee Engagement Forum. Panel members will review nominations against a set criterion and decide on a short-list of 3 finalists per category, with the worthy winner announced on the day. The winner from each of the categories below will receive a certificate and a trophy. Our Chief Executive will personally visit all 6 award winners at their place of work to congratulate them, learn more about their roles, and hear firsthand about the valuable contributions they make. Page 90 of 182
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PUBLIC 4 Annual Award Categories 4.1 We will celebrate behaviours that align with our values and recognise and reward employees and teams who embody these principles. Based on feedback from our Employee Engagement Forums, we propose the following categories for the annual awards: i. Living Our Values Award: Recognises individuals or teams who exemplify behaviours that align with our values. ii. Young Person Award: Recognises employees under 25, including apprentices, who go above and beyond in their roles. It celebrates young people who work hard, make a positive impact, and inspire those around them. iii. Leadership Award: Celebrates individuals who demonstrate exceptional leadership by inspiring others, taking initiative, communicating with influence, acting with integrity, and championing cultural change. iv. Positive Impact Upon the Community Award: Honours those who have made a meaningful difference in the community by listening, responding thoughtfully, and creating lasting, positive change. v. Chief Executive Award: Recognises individuals or teams that consistently delivers exceptional performance, contributes to our success, and demonstrates a strong commitment to delivering Best Value for the Council. vi. Workforce Innovation Award: Celebrates creative thinkers and problem- solvers who bring fresh ideas and improvements that help us work smarter and better together.” 5 Governance 5.1 To support the successful implementation of our Employee Reward and Recognition Scheme, the People & Organisational Development team will establish clear and consistent criteria for managers to follow when rewarding employees. This will help to ensure fairness, transparency and alignment with organisational values. The People & Organisational Development team will regularly run reports to monitor usage and maintain an audit trail, providing assurance that the scheme is being applied appropriately across the organisation. Page 91 of 182
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PUBLIC Summary What Are We Rewarding Who Can Reward Beneficiary Frequency Celebration Positive impact upon working day Going above and beyond Anyone Anyone Any time Service Awards Our values Authorised service managers Anyone as per agreed criteria Any time Annual Awards Ceremony Living Our Values Award Young Person Award Leadership Award Positive Impact upon the Community Award Chief Executive Award Workforce Innovation Award Everyone can nominate a colleague or team Finalists of each award category Annual Long Service Award Long Service Milestones BAU All employees who meet service criteria Annual Page 92 of 182
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PUBLIC Page 93 of 182
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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. Item 12 Page 94 of 182
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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. Page 95 of 182
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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. Page 96 of 182
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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. Page 97 of 182
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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 Page 98 of 182
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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 Page 99 of 182
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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 Page 100 of 182
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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 Page 101 of 182
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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. Page 102 of 182
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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 Page 103 of 182
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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 Page 104 of 182
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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, Page 105 of 182
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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 Page 106 of 182
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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 Page 107 of 182
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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 Page 108 of 182
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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 Page 109 of 182
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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, Page 110 of 182
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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 Page 111 of 182
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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 Page 112 of 182
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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. Page 113 of 182
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PUBLIC To: Finance, Resources and Customer Services Policy Board On: 05 February 2026 Report by: Director of Environment, Housing & Infrastructure Heading: Facilities and Property Services - Service Update Report 1 Summary 1.1 Environment, Housing & Infrastructure brings together a range of Council services and activities, with both strategic and operational responsibilities. This report provides an operational performance update on Facilities Management (Hard and Soft Services), Building Services and Technical Services delivered by Environment, Housing & Infrastructure since the last Policy Board in November 2025. 2 Recommendations It is recommended that members of the Finance, Resources and Customer Services Policy Board: 2.1 Note the content of this report. 3 Operational Update Hard Facilities Management (Hard FM) 3.1 Public Buildings – Capital Projects 3.1.1 As part of on-going improvements for sports/activities across the learning estate, Officers are currently exploring the provision for additional Multi Use Games Arenas (MUGAs) and upgrades to red blaes pitches, within a number of primary schools. These works will be discussed with Children’s Services and undertaken on a priority basis as the budget allows. A commission has been raised for feasibility studies to 5 schools: • Barsail PS • St Anne’s PS Item 13 Page 114 of 182
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PUBLIC • Gallowhill PS • East Fulton PS • Kilbarchan PS Once the feasibility study is complete, a further update will be brought back to this policy board. 3.1.2 Waterproofing/ramp works at Renfrewshire House have now been completed. 3.1.3 The tender for decarbonisation surveys to 5 schools went out to the market and was reviewed in late January 2026. 3.2 Public Buildings - Lifecycle Replacement works Works have progressed well this fiscal year and officers continue to explore areas of investment across the estate. 2025/26 (New Works) Site Work Required McKillop Institute Lining Disabled car park spaces Castle Semple Country Park Replace shutter Parkmains HS Replace PC lighting control Castlehead HS Replace carpet Ralston PS Electric works (re-cabling) Trinity HS Renew Single door set 3.3 Public Buildings – Reactive/General Improvement works: 3.3.1 The Hard FM team are currently working on the following commissions: • Condition surveys for various community buildings (19 buildings in total). Surveys have concluded and reports are being reviewed. • HQ Building Management System upgrade - options appraisal includes the installation of new routers and is currently being finalised with ICT. • HQ lining of car park, general clean up and drainage works. Works due to commence in early 2026. • Underwood Road Depot – improvements to depot systems and security on going. Progress to date includes interlinking of all fire alarms systems. • Back Sneddon Street refurbishment – cost plans currently being finalised. Some priority works planned for early 2026. • Renfrew Victory Baths – roofing works prior to further capital investment. • Children Services upgrade works within various schools following Care Inspectorate inspection and recommendations. • Howwood Village Hall (minor internal upgrade works) is currently with Page 115 of 182
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PUBLIC contractor for pricing. • Officers continue to explore potential upgrade works within community buildings and to help promote potential CAT transfers. 3.4 Public Buildings compliance – Key Performance Indicators (KPIs) 3.4.1 Compliance stats for this quarter are slightly below target returning 88% across all tasks. Officers will continue to monitor to ensure high levels are maintained. 3.4.2 Compliance performance within the PPP Schools estate dropped to 92.5% for September 2025 due to 5 tasks being completed late. 3.5 Public Buildings - Repairs data 3.5.1 The repairs profile remains as expected, as detailed below: 2025/26 Repairs Education Core Prestige OneRen Total 6096 1544 779 211 8630 The pressure on the repairs budget remains a challenge as such, all non- essential works are currently being deferred for the remainder of the financial year. 3.5.2 The new Multi-Trade Framework is up and running and is currently progressing as expected. Officers have met with all the new suppliers and work orders are now being issued. Moving forward, regular meetings will be set up to ensure performance targets are met. 3.6 Responsive Repairs 3.6.1 The numbers shown below are only the repairs carried out by Building Services on behalf of Housing Services from April 2025 to December 2025. These numbers are very similar the total numbers at the same point in 2024/25. Page 116 of 182
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PUBLIC 3.6.2 Repairs to Public Buildings Building Services carry out responsive repairs across public buildings and OneRen properties across Renfrewshire. Officers are working with our colleagues within Hard FM to ensure the categorisation of the urgent repairs is correct. 3.6.3 Compliance - Public Buildings Building Services carry out compliance works across a number of areas. Officers continue to track and monitor data to maximise and increase the compliance of the Renfrewshire Council estate. There are a large number of electrical certificates requiring to be validated by the Qualified Supervisor and as a result, another Officer is due to be recruited. 3.7 Voids 3.7.1 From October 2025 through December 2025, Building Services void team have received 469 job orders, and continue to perform well and turn around void properties quickly. 3.7.2 The increased remedial workload in void properties makes keeping within KPI targets challenging, this is further heightened by the increase in GCH installs which require completion before the majority of other Trades can begin work within void properties. Building Services continue to use every available resource to ensure the timescales are being met, with reports showing the average void days for Building Services minus exemptions in Q3 was 13.3 days. The current average is below the 14 day KPI for the first time since post Covid (Q2 2019-2020, 13.8 days). 3.7.3 Building Services have continued the implementation of the 360° Viewing Technology with a mix of 291 post and pre-tenancy tours carried out over Q3, this brings the total number of tours carried out since the technology was Page 117 of 182
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PUBLIC introduced last year to 1,685. 3.8 Electrical Testing programme 3.8.1 There is currently a programme for carrying out the Electrical Installation Condition Report (EICR) testing across both Housing properties and Public Buildings. Building Services are working hard to ensure that the electrical compliance across both domestic and public buildings is maintained. 3.8.2 For every electrical job carried out across Renfrewshire, even minor works, there requires to be an electrical certificate issued by the electrician and then fully checked by the Electrical QS (Qualified Supervisor) before it is issued. The chart below demonstrates the volume of electrical work and certificates that are being managed by Building Services. • 21% increase from quarter 1 to quarter 2. • 24% increase from quarter 2 to quarter 3. Page 118 of 182
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PUBLIC 3.9 Gas servicing 3.9.1 From October 2025 to the end of December 2025, the domestic gas servicing and repairs team carried out 3,600 gas services. This is 30% higher than the gas services carried in the previous 2 years due to the change in procedures to service a boiler at a forced entry if there is sufficient funds in the meter. 3.10 Kitchen and Boiler Replacement Programme 3.10.1 Building Services have commenced work to put a programme in place to replace a substantial number of kitchens and gas boilers throughout the estate. Surveys and pre- measures have commenced, and boiler installations began on the 23 July 2025 and Kitchen installations started in August 2025. Page 119 of 182
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PUBLIC 3.10.2 Boilers Building Services are now fitting 16 Boilers per week. There were 242 fitted and installed by 31 December 2025. 100% inspection checks from Building Services have been undertaken and agreed following inspections by Housing Services Quality Officers. All categories are achieving positive feedback following the checks with Housing Services and tenant. 3.10.3 Kitchens Building Services are fitting 8 kitchens per week. Since the 11 August 2025, there have been 72 fully completed kitchens by 31 December 2025. 100% inspection from Building Services with routine inspections by Housing Services. All categories are achieving positive feedback following the checks with Housing Services and tenant. Building Services were made aware on 19 January 2026 that the kitchen supplier that had been awarded the contract via the procurement framework had gone into administration. Officers are working with colleagues in Corporate Procurement to assess options to appoint a new supplier and an update will be provided to this Policy Board in due course. 3.11 Capital / Planned Works 3.11.1 School Toilet Refurbishments Works are currently ongoing to refurbish school toilets. This has been an ongoing program working through the education estate to improve the toilets within schools. Works include Wetwall, vinyl flooring, ceilings, new sanitary ware and plumbing, all electrics including hand dryers, new radiators, new cubicles vanity units and decoration. 3.11.2 Building Services have recently completed Barsail PS. St Charles PS toilet refurbishment started in January 2026. 3.12 Apprentices/Training 3.12.1 Building Services submitted 13 comprehensive apprentice applications for APSE - UK apprentice of the year 2026. 4 Apprentices have made it through to the finals (Joiner/Painter/Electrical and Non-Trade specific) with the event being held on 5/6 March 2026. 4 Soft Facilities Management (Soft FM) 4.1 School Meals Kitchens & Boilers KPI Target Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Cumulative Status 1.0 Satisfaction 1.1 Customer Satisfaction 85% n/a n/a 96% 100% 93% 96% ✓ On Track 2.0 Quality 2.1 Zero Defects 90% 100% 95% 100% 90% 94% 96% ✓ On Track 3.0 Timescales 3.1 Units 80% 100% 100% 100% 90% 100% 98% ✓ On Track 4.0 Programme 4.1 Programme Updates 90% 100% 100% 100% 100% 100% 100% ✓ On Track 5.0 Health & Safety 5.1 RIDDOR Notifications 100% 100% 100% 100% 100% 100% 100% ✓ On Track 5.2 Risk Management 100% 100% 100% 100% 100% 100% 100% ✓ On Track Page 120 of 182
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PUBLIC 4.1.1 The rollout of the pre-order app continues across the remaining secondary school sites, supporting Renfrewshire Council’s commitment to improving the school dining experience and reducing food waste. Registration data shows steady growth, with Park Mains High School reporting 440 pupils registered and Castlehead High School at 298 registrations. Feedback from pupils has been overwhelmingly positive, highlighting key benefits such as reduced queuing times and the ability to secure their preferred lunch choices, which enhances satisfaction and minimizes waste from unserved meals. Work will continue to promote the functionality of the system within the remaining schools ahead of their go-live dates. Engagement activities will focus on demonstrating the convenience and efficiency of the app to pupils, ensuring a smooth transition and maximizing uptake. 4.1.2 The pre-order app has now been successfully implemented for senior pupils at St Benedict’s High School within the PPP school estate. PPP Management has adopted a targeted approach to increase uptake, resulting in 372 active users at St Benedict’s High School. Plans are in place to extend the rollout to other PPP school sites, with promotional activities aimed at demonstrating the benefits of the system to pupils prior to go-live. Early feedback indicates that pupils value the convenience of securing their preferred meal choices and the efficiency of the lunch service. 4.1.3 The introduction of a new menu for mid-year has contributed to an increase in school meal uptake. A review of preferred choices will be undertaken, with adjustments made to the current menu to further reduce dining hall waste. The annual pupil and parent survey, undertaken in January 2026, will inform the next menu cycle due for implementation August 2026. 4.1.4 In addition to these initiatives, significant kitchen upgrades were completed in early November 2025 at Heriot PS, Kilbarchan PS, Our Lady of Peace PS, and St Margaret’s PS. These schools have now returned to fully operational production kitchens, supporting improved service delivery and compliance with food safety standards. 4.1.5 HMIE Health & Nutrition inspection was undertaken at Castlehead High School in November 2025 with recommendations for further promotion of fruit & vegetables to actively encourage increased consumption. Actions have been implemented. 4.2 Scottish Child Payment 4.2.1 Work continues to focus on increasing the number of pupils accessing Universal Free School Meals (P1–P5), Free School Meals, and paid meals across both primary and secondary schools. While uptake remains strong in the early years of primary education, data indicates a gradual decline in participation among older primary year groups. As part of the 2026 strategy, targeted efforts will be made to increase uptake in P4-P7 Page 121 of 182
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PUBLIC ensuring pupils continue to benefit from healthy, balanced meals and supporting the wider objectives of reducing food waste and improving nutritional outcomes. Engagement will include collaboration with schools, parents, and pupils to understand barriers to participation and implement initiatives that encourage consistent meal uptake 4.2.2 A process was implemented on 4 April 2025 where Parents/Carers of pupils in P6/7 that are eligible for Scottish Child Payment can apply for Free School Meals. Renfrewshire Council continues to share with families as part of the general contact relating to School meals, Clothing grants and changes to eligibility criteria. 4.3 Food Waste Management in Renfrewshire Primary Schools 4.3.1 In response to heightened focus on sustainability and compliance with HNIE inspections and Food for Life award criteria, Renfrewshire primary schools have implemented a comprehensive food waste management strategy. Beginning in August 2025, a structured process was introduced to track and measure food production, service and dining hall waste across all schools. This initiative included the installation of new waste segregation units in dining halls and close collaboration with Children’s Services to actively engage pupils in reducing food waste through awareness and participation. 4.3.2 To further support this strategy, branding enhancements have been introduced within school dining environments. New signage, badges, and associated materials have been developed to promote positive messaging around school meals and sustainability, reinforcing the importance of reducing waste. 4.3.3 Food waste at production and service stages has been significantly minimized through the pre-order system integrated with cashless catering. However, despite these measures, waste levels within dining halls remains a challenge, primarily due to uneaten meals and plate waste. Continued engagement with pupils, staff, and stakeholders will be essential to address this issue and drive further improvements. 5 Technical Services 5.1 Current Commissions 5.1.1 Officers within Technical Services continue to work across the Renfrewshire Council’s property portfolio and given the workload, major projects are reported to the respective Board e.g. Education and Children’s Services Board. 5.2 Infrastructure Programme 5.2.1 Renfrewshire House Archive Store Waterproofing/Ramp Upgrade o The commencement date was 12 July 2025, the existing condition of the ramp was in much worse condition that anticipated from the trial pits that were dug as per the site investigation works. Works were delayed and are now complete. The main source of delay has been primarily the wet weather inhibiting the contractor from installing the waterproofing and concrete. Page 122 of 182
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PUBLIC 5.2.2 Heriot PS Boiler House Heating Pipe Replacement o Tender documents have been revised and updated to capture some of the issues identified as part of the initial tender process. The works are programmed for site commencement in summer 2026. Major repairs have been completed to allow the building to operate as normal. 5.3 Life Cycle Maintenance: Schools Retrofit Programme 5.3.1 External consultants are currently being engaged to carry out feasibility studies on potential energy efficiency upgrades across five initial school and ELCC sites. A procurement exercise/approach has been agreed and will be taken forward. Hard FM has directed Technical Services to initiate a pilot project at Douglas Street ELCC. 5.4 Life Cycle Maintenance: General Programme 5.4.1 Technical Services, in collaboration with Hard FM, is currently reviewing the short-term component renewal programme. The aim is to identify priority works over the next 1–3 years, focusing on boilers, MUGAs, and other key components. Proposed projects are being cross-referenced with upcoming Children’s Services estate plans to avoid duplication and reduce costs. Implications of the Report 1. Financial – Any financial elements referenced in this report will be progressed through the Council’s financial & budget planning process. 2. HR & Organisational Development – Apprentice recruitment detailed in the report will be undertaken as per standard Renfrewshire Council recruitment processes. 3. Community/Council Planning – the report details a range of activities which reflect local community and council planning themes. 4. Legal – As detailed within the report. 5. Property/Assets – As detailed within the report in relation to work on the Council property portfolio. 6. Information Technology - None 7. Equality & Human Rights – The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be Page 123 of 182
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PUBLIC reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – Advice and guidance is being given to protect the health and safety of employees and service users when carrying out priority services for the Council in line with government and health guidance. 9. Procurement – As noted within the report. 10. Risk – None 11. Privacy Impact – The Scottish Government have introduced legislation to allow the data sharing with local authorities in relation to parents/carers who receive the Scottish Child Payment. 12. COSLA Policy Position – None 13. Children’s Rights – Facilities and Property Services are essential in trying to assist and deliver in support of Children’s Rights. In particular, the report demonstrates compliance by ensuring buildings are suitable provides good educational establishments (Article 28 - Access to Education) and by delivering schools meals and nutritious food (Article 27 – Food, Clothing, and a safe home). 14. Climate Change – Parts of the work undertaken in this report will reduce carbon emissions and assist in trying the reach Net Zero targets by improving efficiency of current buildings and new buildings across the portfolio. List of Background Papers None Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Email: gordon.mcneil@renfrewshire.gov.uk Page 124 of 182
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 5 February 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Children’s Services ___________________________________________________________________ Heading: Contract Authorisation Report for a Flexible Framework for Early Learning and Childcare Places August 2025 (RC-CPU-25-008) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to authorise the Head of Corporate Governance to award a place on the Flexible Framework for Early Learning and Childcare Places August 2025 (RC-CPU-25-008) (“Flexible Framework”) to each of the Tenderers detailed within Appendix 1 of this report. 1.2 The recommendation to award this Flexible Framework follows a procurement exercise which was conducted as an Open Procedure for an above Threshold Social and Other Specific Services Framework Agreement in accordance with Section 7 of the Public Contracts (Scotland) Regulations 2015, as amended. and in accordance with the Renfrewshire Council Standing Orders relating to Contracts. 1.3 A Contract Strategy for this Flexible Framework was approved by the Interim Corporate Procurement Manager, Finance and Resources on 31 July 2025 and the Head of Education, Children’s Services on 7 August 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 14 Page 125 of 182
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PUBLIC 2.1 Authorises the Head of Corporate Governance to award a Flexible Framework for Early Learning and Childcare Places August 2025, reference RC-CPU-25- 008 (Flexible Framework), to the 37 Tenderers listed in Appendix 1 of this report; 2.2 Authorises the maximum approved value of up to £125m for the Period of Contract of the Flexible Framework, including use of any extension periods, for all Commissioned Places made under this Flexible Framework; 2.3 Authorises the Flexible Framework for an initial period of 4 years with the option to extend, at the discretion of the Council, for a further period of 12 months on 3 separate occasions. The anticipated Commencement Date of the Flexible Framework is 7 April 2026; the actual Commencement Date will be confirmed in the Council’s Letter of Acceptance to Tenderers in Appendix 1 of this report; 2.4 Notes that each Provider’s Appointment Date to the Flexible Framework may be after the Commencement Date; and 2.5 Notes that where the Council reopens the Flexible Framework, a recommendation will be presented to the Finance Resources and Customer Services Policy Board for approval of any New Entrants to the Flexible Framework. _________________________________________________________ 3. Background 3.1 Renfrewshire Council has a statutory duty to provide Early Learning and Childcare (ELC) places to eligible children. Children’s Services manages the provision of Scottish Government Funding in respect of eligible pre-school children who attend nurseries or childminders (Settings) within the Renfrewshire Council area. The Council commissions ELC places in private and voluntary sector nurseries and with childminders through a Flexible Framework. This allows the Council flexibility to offer parents a choice of provider for their child/children funded ELC entitlement. The current Flexible Framework for Early Learning and Childcare Places (RC-CPU-20-113) will expire on 23 May 2026. 3.2 The procurement process for the new Flexible Framework was conducted using the Open Procedure in accordance with the Public Contracts (Scotland) Regulations 2015 for a Social and Other Specific Services and in accordance with the Renfrewshire Council Standing Orders Relating to Contracts. 3.3 The Contract Notice was published on the Find a Tender Service via the Public Contracts Scotland website on 28 August 2025. Page 126 of 182
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PUBLIC The Invitation to Tender was also published and available on this date from Public Contracts Scotland – Tender. The Tender Deadline was 12 noon on 9 October 2025. 3.4 The Flexible Framework contained two Lots: Lot 1 – Registered Child Day Care Providers – ‘Day care of children’ and Lot 2 – Registered Childminders – ‘Childminding’. During the tender live period, 33 economic operators viewed the tender opportunity for Lot 1 and 17 viewed the tender opportunity for Lot 2 prior to the Tender Submission Deadline: • Lot 1 - 28 tender responses submitted, 5 declined to respond; • Lot 2 - 11 tender responses submitted, 6 declined to respond. Those who did not respond either could not meet the scope within the Service Specification or did not meet the minimum tender requirements. 3.5 The 39 Tender Submissions received were evaluated against a pre- determined set of criteria in the form of the Single Procurement Document (SPD) (Scotland), by: representatives from the Corporate Procurement Unit (CPU), representatives from Children’s Services, Health and Safety, Finance, Risk and Security and Compliance teams, against pre-determined bidder selection criteria which assessed competence, expertise and financial stability. Two Tenderers who submitted under Lot 1 did not pass the selection criteria of the SPD (Scotland) and were not evaluated further. 3.6 All 37 Tenderers recommended for award of a place on the Flexible Framework (Appendix 1) confirmed compliance with the minimum selection criteria set within the SPD (Scotland). 3.7 As the funding rate for each Fully Loaded Place is set by the Council, in line with Regulation 67(5) of The Public Contracts (Scotland) 2015, the Tender did not include a price criterion. Each of the 37 Tender Submissions were evaluated against the published award criteria of 100% Quality by representatives from both the CPU and Children’s Services. The Invitation to Tender stated the standard Price per hour for each Fully Loaded Place for children aged 3-5 and eligible 2 year olds and the maximum Price for an approved meal. All 37 Tenderers recommended for award of a place on the Flexible Framework (Appendix 1) confirmed acceptance of the stated Prices in the Invitation to Tender. 3.8 Tenderers were required to complete Renfrewshire Council’s Cyber Security Questionnaire, and this was evaluated by the Council’s Cyber Security team. As part of the Flexible Framework management requirements all 37 Tenderers recommended for award of a place on the Flexible Framework (Appendix 1) are required to undergo an annual review to ensure ongoing compliance and/or improvement of their current Cyber Security status. Page 127 of 182
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PUBLIC 3.9 As part of the Invitation to Tender, Tenderers on Lot 1 were required to confirm their commitment to delivering Community Benefits throughout the Flexible Framework. Community Benefits will be linked to cumulative annual spend of Commissioned Places made with each Tenderer awarded and accepting a place on Lot 1 of the Flexible Framework. 3.10 The Flexible Framework is not ranked and Commissioned Places will be awarded based on Parent/Carer choice for eligible children. 3.11 The Flexible Framework has the benefit that it can be reopened to allow new providers to join at a later date as a New Entrant. The timescales for reopening will be determined by the Council. Any New Entrant will be required to satisfy the same minimum criteria as those Providers awarded a place from this initial procurement and Flexible Framework award. ___________________________________________________________________ Implications of the Report 1. Financial - The maximum approved value of £125m, excluding VAT, for the initial four year period plus further extension of 3 x 12 months will be met from the Early Learning and Childcare Budget. The anticipated Commencement Date for the Flexible Framework is 7 April 2026. As this is a Flexible Framework, there is no guarantee of Commissioned Places or business for any awarded Provider through the Flexible Framework. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – • Our Renfrewshire is well - o Promoting wellbeing and good mental health, particularly in our young people; o Developing strong community-based services that respond to local need. • Our Renfrewshire is fair – o Ensuring our children get the best possible start in life; o Addressing the poverty related attainment gap, and young people can achieve success after school; o Ensuring all eligible receive their entitlement of 1140 hours of early learning and childcare. • Our Renfrewshire is safe – o Protecting vulnerable adults and children, ensuring they can live safely and independently. Page 128 of 182
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PUBLIC • Fair - nurturing bright, happy and healthy futures for all o Reducing child poverty in Renfrewshire and improving outcomes for children and families currently living in poverty; o Protecting the most vulnerable members of our communities, including children and young people who are at risk; o Supporting and nurturing children and families, with particular focus on early intervention and mental health and wellbeing, to ensure positive outcomes for children and young people; o Placing the rights and needs of every child and young person at the centre of our decision making and service delivery; o Promoting a shared vision and refreshed understanding of inclusion for our children and young people; and o Raising educational attainment while ensuring equity for all our children and young people. 4. Legal - This procurement was carried out in accordance with the procedures for an above Threshold Flexible Framework as permitted under Section 7 of the Social and Other Specific Services of the Public Contracts (Scotland) Regulations 2015, as amended, and the Renfrewshire Council Standing Orders Relating to Contracts. 5. Property/Assets - None directly arising from this report. 6. Information Technology - The Council’s Security and Compliance team evaluated the cyber security evidence submitted by each of the 37 Tenderers recommended for award of a place on the Flexible Framework (Appendix 1). ICT will support the review of cyber security evidence on an annual basis, as well as any Tenderers applying as a New Entrant at a future date. 7. Equality & Human Rights - The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored. 8. Health & Safety - The Corporate Health and Safety team evaluated the Health and Safety evidence submitted by each of the 37 Tenderers recommended for award of a place on the Flexible Framework (Appendix 1), and these met the Council’s minimum requirements. Page 129 of 182
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PUBLIC 9. Procurement – The procurement procedures outlined within this report shall ensure that the Council meets its statutory requirements in respect of procurement procedures, efficiency and modern Government. 10. Risk - The Council’s Risk team evaluated the insurance evidence submitted by each of the 37 Tenderers recommended for award of a place on the Flexible Framework (Appendix 1), and these met the Council’s minimum requirements. 11. Privacy Impact - The Council’s Information Governance Team and Children’s Services conducted a data protection impact assessment (DPIA) as part of the procurement exercise. Each of the 37 Tenderers recommended for award of a place on the Flexible Framework (Appendix 1) will be Data Controllers and will be required to comply with the Conditions of Contract including Data Protection Conditions. 12. Climate Risk - The level of impact associated with the services was assessed using the Scottish Government Sustainability Test and is considered to be low impact. 13. Children’s Rights - This report demonstrates compliance with Articles 1 – 42 of the United Nations Convention on the Rights of the Child. 14. Cosla Policy Position – None directly arising from this report. _________________________________________________________ List of Background Papers - None ___________________________________________________________________ Author: Sarah Ford, Senior Procurement Specialist, Corporate Procurement Unit, sarah.ford@renfrewshire.gov.uk Page 130 of 182
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PUBLIC Appendix 1 Recommended Tenderers for Flexible Framework for Early Learning and Childcare Places August 2025 (RC-CPU-25-008): Lot 1 - Registered Child Day-Care Providers Tenderer Setting Company Registration Number or Scottish Charity Number Care Inspectorate Registered Provider Number Care Inspectorate Service Number 3 Bears Nursery Limited 3 Bears Nursery - Renfrew SC250276 SP2006008256 CS2006118768 Abbeymill Childcare Limited Abbeymill Childcare Ltd SC259017 SP2004004085 CS2003054842 Bright Starts Nursery (Inchinnan) Ltd Bright Starts Nursery SC302775 SP2010010850 CS2010239163 Cairellot Nursery Limited Cairellot Nursery Ltd SC285240 SP2003001014 CS2006118166 Carli's Kindergarten Ltd Carli's Kindergarten Ltd (Linwood) SC290076 SP2007009038 CS2021383142 Carli's Kindergarten Ltd Carli's Kindergarten Ltd (Erskine) SC290076 SP2007009038 CS2008180365 Childcare First Limited Rainbow Nursery - Paisley SC279472 SP2003001011 CS2003004867 Children's Hour Limited Abbey Nursery Houston SC310714 SP2009010598 CS2009232874 Erskine Community Nursery SCIO Erskine Community Nursery - Bargarran SC007210 SP2014012369 CS2014332202 Erskine Community Nursery SCIO Erskine Community Nursery - St Anne's SC007210 SP2014012369 CS2014332198 Page 131 of 182
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PUBLIC Tenderer Setting Company Registration Number or Scottish Charity Number Care Inspectorate Registered Provider Number Care Inspectorate Service Number Genesis (J & T) Limited Nursery Times SC277422 SP2010011218 CS2010274766 Gleniffer Nursery Limited Gleniffer Nursery SC235192 SP2003001056 CS2003005000 Heather Murphy t/a Carriagehill Nursery Carriagehill Nursery sole trader SP2003001028 CS2003004889 Inchinnan Community Nursery Committee Inchinnan Community Nursery SC016068 SP2003001002 CS2003004816 Kibbleworks Puddle Lane SC269349 SP2021000100 CS2021000070 Kilbarchan Community Nursery (SCIO) Kilbarchan Community Nursery SC009757 SP2015012492 CS2015337344 Kilpatrick Leisure Limited Little Panda's Nursery SC468740 SP2020013569 CS2020380809 Leaps And Bounds (Scotland) Limited Leaps and Bounds Nursery SC259446 SP2004936578 CS2003053457 Little Flowers Limited Little Flowers Nursery SC288529 SP2005007505 CS2005099039 Little Stars (Stirling) Limited Little Stars Hillington SC396870 SP2011011652 CS2013319493 Maxwellton Park Nursery & OSC Maxwellton Park Nursery & OSC N/a SP2003001012 CS2003004849 Orchard Grove Nurseries Limited Orchard Grove Nursery SC262043 SP2005007817 CS2005107800 Roin Limited Jennyswell Nursery SC160359 SP2003000993 CS2003004793 Page 132 of 182
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PUBLIC Tenderer Setting Company Registration Number or Scottish Charity Number Care Inspectorate Registered Provider Number Care Inspectorate Service Number Lorna Bradley and Michael Brown, a partnership trading as "Stepping Stones" Stepping Stones Partnership SP2003003346 CS2003034567 The Committee of Linwood Community Care Linwood Community Childcare SC008450 SP2003001053 CS2003004944 Thrive Childcare and Education Limited Happitots Nursery - Glasgow Airport SC192599 SP2003002955 CS2003004824 Lot 2 – Registered Childminders Tenderer Setting Care Inspectorate Registered Provider Number Care Inspectorate Service Number Carole McLachlan Carole's Kiddies SP2015987482 CS2015342008 Catherine Whyte Whyte, Catherine SP2009972690 CS2009193073 Catherine Young Young, Catherine SP2016987741 CS2016344535 Claire Crawford Cee Cee's Childcare SP2007966568 CS2007159999 Elaine Parkhill Elaine Parkhill Childminding SP2021000178 CS2021000281 Karen Chalmers Chalmers, Karen SP2010978829 CS2010254746 Karen Finnie Finnie, Karen SP2006008559 CS2006134188 Page 133 of 182
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PUBLIC Tenderer Setting Care Inspectorate Registered Provider Number Care Inspectorate Service Number Kelly Rix Rix, Kelly SP2011981416 CS2011280846 Kerry Goudie Goudie, Kerry SP2008970719 CS2008180744 Malgorzata Kowalik trading as Little Rabbit Little Rabbit SP2010981039 CS2010279617 Sharon Wallace Sharon's Tiny Tots Childminding SP2023000052 CS2023000070 Page 134 of 182
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 5 February 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Children’s Services ___________________________________________________________________ Heading: Contract Authorisation Report for Six Contracts for Early Learning and Childcare Places November 2025 (RC-CPU-25-071, RC-CPU-25-072, RC-CPU-25-073, RC-CPU-25-074, RC-CPU-25-075 and RC-CPU-25- 078) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to enter into six separate Contracts for Early Learning and Childcare Places as detailed in paragraph 2 (i) below. 1.2 The procurement exercise for each of these Contracts was conducted as a Negotiated Procedure in accordance with Regulation 6 of the Procurement (Scotland) Regulations 2016 and the Renfrewshire Council Standing Orders relating to Contracts for health and social care services contracts. 1.3 A Contract Strategy covering all six Contracts was approved by the Interim Corporate Procurement Manager on 31 July 2025 and the Head of Education, Children’s Services on 7 August 2025. ___________________________________________________________________ Item 15 Page 135 of 182
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PUBLIC 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: (i) Authorises the Head of Corporate Governance to enter into six separate Contracts: 1.1. RC-CPU-25-071 Early Learning and Childcare Places to RAM 211 Limited (CRN SC384523, Care Inspectorate Service Number CS2010273088 and Provider Number SP2010011260), for a contract period of up to 1 year with the option to extend for a period of up to 1 year, with a maximum value of up to £631,835 excluding VAT; 1.2. RC-CPU-25-072 Early Learning and Childcare Places to Mid Gavin Nursery Limited (CRN SC219812, Care Inspectorate Service Number CS20091950007 and Provider Number SP2009010310), for a contract period of up to 1 year with the option to extend for a period of up to 1 year, with a maximum value of up to £552,802 excluding VAT; 1.3. RC-CPU-25-073 Early Learning and Childcare Places to Enchanted Forest Nursery Limited (CRN SC289081, Care Inspectorate Service Number CS2005107944 and Provider Number SP2005007827), for a contract period of up to 1 year with the option to extend for a period of up to 1 year, with a maximum value of up to £180,000 excluding VAT; 1.4. RC-CPU-25-074 Early Learning and Childcare Places to Collin Care Limited (Rivendale Nursery) (CRN SC335906, Care Inspectorate Service Number CS2011280672 and Provider Number SP2008009795), for a contract period of up to 1 year with the option to extend for a period of up to 1 year, with a maximum value of up to £306,782 excluding VAT; 1.5. RC-CPU-25-075 Early Learning and Childcare Places to Insafehandschildcare Limited (CRN SC461804, Care Inspectorate Service Number CS2013319854 and Provider Number SP2013012146), for a contract period of up to 1 year with the option to extend for a period of up to 1 year, with a maximum value of up to £485,148 excluding VAT; 1.6. RC-CPU-25-078 Early Learning and Childcare Places to Collin Care Limited (Glencoats Lodge Nursery) (CRN SC335906, Care Inspectorate Service Number CS2016351379 and Provider Number SP2008009795), for a contract period of up to 1 year with the option to extend for a Page 136 of 182
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PUBLIC period of up to 1 year, with a maximum value of up to £375,340 excluding VAT; (ii) Note that each of these six Contracts are intended to commence on 7 April 2026, the exact Commencement Date will be confirmed in the respective Letter of Acceptance. _________________________________________________________ 3. Background 3.1 Renfrewshire Council has a statutory duty to provide Early Learning and Childcare (ELC) places to eligible children. Children’s Services manages the provision of Scottish Government Funding in respect of eligible pre-school children who attend nurseries or childminders (Settings) within the Renfrewshire Council area. In addition to the Council run Settings, the Council commissions ELC places in private and voluntary sector nurseries and with childminders through a Flexible Framework. This allows the Council flexibility to offer Parents a choice of Provider for the funded ELC entitlement. The current Flexible Framework for Early Learning and Childcare Places (RC-CPU-20-113) will expire on 23 May 2026. 3.2 Scottish Government Funding Follows the Child (FFtC) and the National Standard for ELC Providers: Operating Guidance (Published December 2023) informs of the universal funded entitlement to high quality, nurturing ELC for all 3 to 5 year old and eligible 2 year old children in Scotland. The minimum requirement of the National Standard is for Providers to hold evaluations of ‘Good or better’ in Care Inspectorate inspections. The six Providers recommended for award of a shorter term negotiated contract do not currently meet evaluations of ‘Good or better’ across all Care Inspectorate quality themes inspected and therefore would not be eligible to participate in the Council’s Flexible Framework until they meet this minimum requirement. 3.3 The six short term negotiated contracts are required to ensure continuity of provision for children currently attending these Settings and to ensure adequate provision in these localities within Renfrewshire Council area for new Commissioned Places. This approach allows the Council to work with current Settings providing support to improve their inspection evaluations. 3.4 All six Providers would be encouraged to apply at the next available opening of the Council’s Flexible Framework for Early Learning and Childcare Places (RC-CPU-25-008) when the minimum evaluation requirements are met. Page 137 of 182
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PUBLIC 3.5 The Interim Corporate Procurement Manager approved the procedure for procurement of individual negotiated contracts without competition in accordance with the Procurement Reform Rules and the Renfrewshire Council Standing Orders relating to Contracts for health and social care services contract. 3.6 On 7 November 2025, 5 economic operators were invited separately to submit a Tender and on 24 November 2024, 1 economic operator (Enchanted Forest Nursery Limited) was invited to submit a Tender, with each individual response to be made by the return deadline of 12 noon on 8 December 2025. 3.7 The following providers were invited to respond to these specific opportunities: a. RC-CPU-25-071 Early Learning and Childcare Places - RAM 211 Limited; b. RC-CPU-25-072 Early Learning and Childcare Places - Mid Gavin Nursery Limited; c. RC-CPU-25-073 Early Learning and Childcare Places - Enchanted Forest Nursery Limited; d. RC-CPU-25-074 Early Learning and Childcare Places - Collin Care Limited (Rivendale Nursery); e. RC-CPU-25-075 Early Learning and Childcare Places - Insafehandschildcare Limited; f. RC-CPU-25-078 Early Learning and Childcare Places - Collin Care Limited (Glencoats Lodge Nursery). 3.8 Each of the providers invited to submit a response replied to the relevant Invitation to Contract. The evaluation was carried out by representatives from Children’s Services, Corporate Procurement Unit (CPU), Health and Safety, Finance, Risk and Security and Compliance teams. 3.9 In accordance with Council’s Standing Order relating to Contracts 11.5, a Single Procurement Document (Scotland) required to be completed as part of the Tender submission for each contract. Each SPD (Scotland) was considered against predetermined criteria. Page 138 of 182
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PUBLIC 3.10 Following review of the SPD (Scotland) received: a) Tender submission for RC-CPU-25-071 Early Learning and Childcare Places from RAM 211 Limited is compliant with the selection criteria set out within the SPD (Scotland); b) Tender submission for RC-CPU-25-072 Early Learning and Childcare Places from Mid Gavin Nursery Limited is compliant with the selection criteria set out within the SPD (Scotland); c) Tender submission for RC-CPU-25-073 Early Learning and Childcare Places from Enchanted Forest Nursery Limited is compliant with the selection criteria set out within the SPD (Scotland); d) Tender submission for RC-CPU-25-074 Early Learning and Childcare Places from Collin Care Limited (Rivendale Nursery) is compliant with the selection criteria set out within the SPD (Scotland); e) Tender submission for RC-CPU-25-075 Early Learning and Childcare Places from Insafehandschildcare Limited is compliant with the selection criteria set out within the SPD (Scotland); f) Tender submission for RC-CPU-25-078 Early Learning and Childcare Places from Collin Care Limited (Glencoats Lodge Nursery) is compliant with the selection criteria set out within the SPD (Scotland). 3.11 Each response was then evaluated against the Price/Quality Award Criteria detailed in the respective Invitation to Contract. 3.12 The evaluation outcome for each Contract is noted as follows: 3.12.1 Tender Submission for RC-CPU-25-071 Early Learning and Childcare Places: • RAM 211 Limited submission met the requirements set out in the Invitation to Contract; • RAM 211 Limited confirmed they will deliver the Service for the agreed Price; 3.12.2 Tender Submission for RC-CPU-25-072 Early Learning and Childcare Places: • Mid Gavin Nursery Limited submission met the requirements set out in the Invitation to Contract; Page 139 of 182
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PUBLIC • Mid Gavin Nursery Limited confirmed they will deliver the Service for the agreed Price; 3.12.3 Tender Submission for RC-CPU-25-073 Early Learning and Childcare Places: • Enchanted Forest Nursery Limited submission met the requirements set out in the Invitation to Contract; • Enchanted Forest Nursery Limited confirmed they will deliver the Service for the agreed Price; 3.12.4 Tender Submission for RC-CPU-25-074 Early Learning and Childcare Places: • Collin Care Limited (Rivendale Nursery) submission met the requirements set out in the Invitation to Contract; • Collin Care Limited (Rivendale Nursery) confirmed they will deliver the Service for the agreed Price; 3.12.5 Tender Submission for RC-CPU-25-075 Early Learning and Childcare Places: • Insafehandschildcare Limited submission met the requirements set out in the Invitation to Contract; • Insafehandschildcare Limited confirmed they will deliver the Service for the agreed Price; 3.12.6 Tender Submission for RC-CPU-25-078 Early Learning and Childcare Places: • Collin Care Limited (Glencoats Lodge Nursery) submission met the requirements set out in the Invitation to Contract; • Collin Care Limited (Glencoats Lodge Nursery) confirmed they will deliver the Service for the agreed Price; Page 140 of 182
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PUBLIC 3.13 Community Benefits were requested as part of each of these Contracts. The following Community Benefits will be delivered under the respective contract: RC-CPU-25-071 RAM 211 Limited Community Benefit Number Offered S/NVQ (or equivalent) for • New Employee • Existing Employee • Supply Chain Employee 3 RC-CPU-25-072 Mid Gavin Nursery Limited Community Benefit Number Offered Modern Apprenticeship 5 Work Experience Placement for an individual in full time education 4 Industry Awareness Events • Schools • Invest in Renfrewshire – Employability • Further Education 1 RC-CPU-25-073 Enchanted Forest Nursery Limited Community Benefit Number Offered S/NVQ (or equivalent) for • New Employee • Existing Employee • Supply Chain Employee 1 Industry Awareness Events • Schools • Invest in Renfrewshire – Employability • Further Education 1 RC-CPU-25-074 Collin Care Limited (Rivendale Nursery) Community Benefit Number Offered Job for an unemployed individual 1 Work Experience Placement for an individual 16+ years of age 1 Work Experience Placement for an individual in full time education 1 Page 141 of 182
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PUBLIC RC-CPU-25-075 Insafehandschildcare Limited Community Benefit Number Offered Modern Apprenticeship 1 Work Experience Placement for an individual in full time education 1 RC-CPU-25-078 Collin Care Limited (Glencoats Lodge Nursery) Community Benefit Number Offered Job for an unemployed individual 1 Work Experience Placement for an individual 16+ years of age 1 Work Experience Placement for an individual in full time education 1 ___________________________________________________________________ Implications of the Report 1. Financial - The maximum contract values: RC-CPU-25-071 up to £631,835 excluding VAT; RC-CPU-25-072 up to £552,802 excluding VAT; RC-CPU-25-073 up to £180,000 excluding VAT; RC-CPU-25-074 up to £306,782 excluding VAT; RC-CPU-25-075 up to £485,148 excluding VAT; RC-CPU-25-078 up to £375,340 excluding VAT; for the initial up to 1 year period plus further up to 1 year extension will be met from the Early Learning and Childcare Budget. The anticipated Commencement Date for each of these six Contracts is 07 April 2026. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – • Our Renfrewshire is well - o Promoting wellbeing and good mental health, particularly in our young people; o Developing strong community-based services that respond to local need. • Our Renfrewshire is fair – o Ensuring our children get the best possible start in life; o Addressing the poverty related attainment gap, and young people can achieve success after school; Page 142 of 182
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PUBLIC o Ensuring all eligible receive their entitlement of 1140 hours of early learning and childcare. • Our Renfrewshire is safe – o Protecting vulnerable adults and children, ensuring they can live safely and independently. • Fair - nurturing bright, happy and healthy futures for all o Reducing child poverty in Renfrewshire and improving outcomes for children and families currently living in poverty; o Protecting the most vulnerable members of our communities, including children and young people who are at risk; o Supporting and nurturing children and families, with particular focus on early intervention and mental health and wellbeing, to ensure positive outcomes for children and young people; o Placing the rights and needs of every child and young person at the centre of our decision making and service delivery; o Promoting a shared vision and refreshed understanding of inclusion for our children and young people; and o Raising educational attainment while ensuring equity for all our children and young people. 4. Legal – Each of these six contracts follows a procurement exercise which was conducted as a negotiated procedure in accordance with Regulation 6 of the Procurement (Scotland) Regulations 2016 and the Renfrewshire Council Standing Orders relating to Contracts. Legal risk including a challenge from other Providers has been considered and balanced against the need to ensure continuity and availability of service provision within Renfrewshire and recognising Parent/Carer choice of Provider/Setting. 5. Property/Assets - None directly arising from this report. 6. Information Technology - The cyber submissions for each of the six tender submissions were evaluated by the Council’s Security and Compliance team and were all scored “Pass” as satisfying the Council’s requirements: • RC-CPU-25-071 Early Learning and Childcare Places – RAM 211 Limited (Pass); • RC-CPU-25-072 Early Learning and Childcare Places – Mid Gavin Nursery Limited (Pass); • RC-CPU-25-073 Early Learning and Childcare Places – Enchanted Forest Nursery Limited (Pass); Page 143 of 182
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PUBLIC • RC-CPU-25-074 Early Learning and Childcare Places - Collin Care Limited (Rivendale Nursery) (Pass); • RC-CPU-25-075 Early Learning and Childcare Places - Insafehandschildcare Limited (Pass); • RC-CPU-25-078 Early Learning and Childcare Places - Collin Care Limited (Glencoats Lodge Nursery) (Pass). 7. Equality & Human Rights - The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored. 8. Health & Safety - The Health and Safety submissions for each of the six tender submissions were evaluated by Health and Safety and were all scored “Pass” as satisfying the Council’s requirements: • RC-CPU-25-071 Early Learning and Childcare Places – RAM 211 Limited (Pass); • RC-CPU-25-072 Early Learning and Childcare Places – Mid Gavin Nursery Limited (Pass); • RC-CPU-25-073 Early Learning and Childcare Places – Enchanted Forest Nursery Limited (Pass); • RC-CPU-25-074 Early Learning and Childcare Places - Collin Care Limited (Rivendale Nursery) (Pass); • RC-CPU-25-075 Early Learning and Childcare Places - Insafehandschildcare Limited (Pass); • RC-CPU-25-078 Early Learning and Childcare Places - Collin Care Limited (Glencoats Lodge Nursery) (Pass). 9. Procurement – The procurement procedures outlined within this report comply with the principles of procurement in accordance with the Procurement Reform (Scotland) Act 2014 and Regulation 6 of the Procurement (Scotland) Regulations 2016. 10. Risk - The insurance documents submitted with each tender submission for each contract was assessed by Renfrewshire Council’s Page 144 of 182
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PUBLIC Risk Officer, and all were all scored “Pass” as satisfying the Council’s requirements: • RC-CPU-25-071 Early Learning and Childcare Places – RAM 211 Limited (Pass); • RC-CPU-25-072 Early Learning and Childcare Places – Mid Gavin Nursery Limited (Pass); • RC-CPU-25-073 Early Learning and Childcare Places – Enchanted Forest Nursery Limited (Pass); • RC-CPU-25-074 Early Learning and Childcare Places - Collin Care Limited (Rivendale Nursery) (Pass); • RC-CPU-25-075 Early Learning and Childcare Places - Insafehandschildcare Limited (Pass); • RC-CPU-25-078 Early Learning and Childcare Places - Collin Care Limited (Glencoats Lodge Nursery) (Pass). 11. Privacy Impact - All six contracts contain Renfrewshire Council’s General Conditions of Contract including Data Protection Conditions. The Providers (RAM 211 Limited, Mid Gavin Nursery Limited, Enchanted Forest Nursery Limited, Collin Care Limited (Rivendale Nursery), Insafehandschildcare Limited and Collin Care Limited (Glencoats Lodge Nursery)) will be a Data Controller under the respective Contract and, as such, have a legal responsibility to comply with Data Protection legislation when collecting, processing and storing personal data. 12. Climate Risk – The level of impact associated with the services was assessed using the Scottish Government Sustainability Test and is considered to be low impact. 13. Children’s Rights – This report demonstrates compliance with Articles 1 – 42 of the United Nations Convention on the Rights of the Child. 14. Cosla Policy Position – None directly arising from this report. _________________________________________________________ List of Background Papers – None ___________________________________________________________________ Author: Sarah Ford, Senior Procurement Specialist, Corporate Procurement Unit, sarah.ford@renfrewshire.gov.uk Page 145 of 182
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 5 February 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Children’s Services ___________________________________________________________________ Heading: Contract Authorisation Report for Three Contracts for Early Learning and Childcare Places – November 2025 (RC-CPU-25-070, RC-CPU- 25-083 and RC-CPU-25-084) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to enter into three separate Contracts for Early Learning and Childcare Places as detailed in paragraph 2 (i) below. 1.2 The procurement exercise for each of these Contracts was conducted as a Negotiated Procedure in accordance with the Public Contracts (Scotland) Regulations 2015, as amended, for Social and Other Specific Services. 1.3 A Contract Strategy covering all three Contracts was approved by the Interim Corporate Procurement Manager on 31 July 2025 and the Head of Education, Children’s Services on 7 August 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: (i) Authorises the Head of Corporate Governance to enter into three separate Contracts: Item 16 Page 146 of 182
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PUBLIC 1.1. RC-CPU-25-070 Early Learning and Childcare Places to RAM 204 Limited (CRN SC348088, Care Inspectorate Service Number CS2008186651 and Provider Number SP2008010093), for a contract period of up to 1 year with the option to extend for a period of up to 1 year, with a maximum value of up to £744,431, excluding VAT; 1.2. RC-CPU-25-083 Early Learning and Childcare Places to Gryffe Manor Nursery Ltd (CRN SC554988, Care Inspectorate Service Number CS2017360728 and Provider Number SP2017012994), for a contract period of up to 1 year with the option to extend for a period of up to 1 year, with a maximum value of up to £1,040,971, excluding VAT; 1.3. RC-CPU-25-084 Early Learning and Childcare Places to Heather Murphy trading as Carriagehill Nursery (Green Road) (Sole Trader, Care Inspectorate Service Number CS2003043988 and Provider Number SP2003001028), for a contract period of up to 1 year with the option to extend for a period of up to 1 year, with a maximum value of up to £914,041, excluding VAT. (ii) Notes that each of these three Contracts are intended to commence on 7 April 2026, the exact Commencement Date will be confirmed in the respective Letter of Acceptance. _________________________________________________________ 3. Background 3.1 Renfrewshire Council has a statutory duty to provide Early Learning and Childcare (ELC) places to eligible children. Children’s Services manages the provision of Scottish Government Funding in respect of eligible pre-school children who attend nurseries or childminders (Settings) within the Renfrewshire Council area. In addition to the Council run Settings, the Council commissions ELC places in private and voluntary sector nurseries and with childminders through a Flexible Framework. This allows the Council flexibility to offer Parents a choice of Provider for the funded ELC entitlement. The current Flexible Framework for Early Learning and Childcare Places (RC-CPU-20-113) will expire on 23 May 2026. 3.2 Scottish Government Funding Follows the Child (FFtC) and the National Standard for ELC Providers: Operating Guidance (Published December 2023) informs of the universal funded entitlement to high quality, nurturing ELC for all 3 to 5 year old and eligible 2 year old children in Scotland. The minimum requirement of the National Standard is for Providers to hold evaluations of ‘Good or better’ in Care Inspectorate inspections. The three Providers recommended for award Page 147 of 182
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PUBLIC of a shorter term negotiated contract do not currently meet evaluations of ‘Good or better’ across all Care Inspectorate quality themes inspected and therefore would not be eligible to participate in the Council’s Flexible Framework until they meet this minimum requirement. 3.3 The three short term negotiated contracts are required to ensure continuity of provision for children currently attending these Settings and to ensure adequate provision in these localities within Renfrewshire Council area for new Commissioned Places. This approach allows the Council to work with current Settings providing support to improve their inspection evaluations. 3.4 All three Providers would be encouraged to apply at the next available opening of the Council’s Flexible Framework for Early Learning and Childcare Places (RC-CPU-25-008) when the minimum evaluation requirements are met. 3.5 The Interim Corporate Procurement Manager approved the procedure for procurement of individual negotiated contracts without competition in accordance with the Renfrewshire Council Standing Orders Relating to Contracts and in accordance with the Public Contracts (Scotland) Regulations 2015, as amended, for Social and Other Specific Services. 3.6 Each Invitation to Contract was published on 7 November 2025 with Tender Submission responses to be made by the return deadline of 12 noon on 08 December 2025. 3.7 The following providers were invited to respond to these specific opportunities: A. RC-CPU-25-070 Early Learning and Childcare Places – RAM 204 Limited; B. RC-CPU-25-083 Early Learning and Childcare Places – Gryffe Manor Nursery Ltd; C. RC-CPU-25-084 Early Learning and Childcare Places – Heather Murphy trading as Carriagehill Nursery (Green Road). 3.8 Each of the providers invited to submit a response replied to the relevant Invitation to Contract. The evaluation was carried out by representatives from Children’s Services, Corporate Procurement Unit (CPU), Health and Safety, Finance, Risk and Security and Compliance teams. Page 148 of 182
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PUBLIC 3.9 The Tender submission received for each contract was considered against predetermined criteria in the form of the Single Procurement Document (SPD) (Scotland). 3.10 Following review of the 3 SPD (Scotland) received: A. Tender submission for RC-CPU-25-070 Early Learning and Childcare Places from RAM 204 Limited is compliant with the selection criteria set out within the SPD (Scotland); B. Tender submission for RC-CPU-25-083 Early Learning and Childcare Places from Gryffe Manor Nursery Ltd is compliant with the selection criteria set out within the SPD (Scotland); C. Tender submission for RC-CPU-25-084 Early Learning and Childcare Places from Heather Murphy trading as Carriagehill Nursery (Green Road) is compliant with the selection criteria set out within the SPD (Scotland). 3.11 Each response was then evaluated against the Price/Quality Award Criteria detailed in the respective Invitation to Contract. 3.12 The evaluation outcome for each Contract is noted as follows: 3.12.1 Tender Submission for RC-CPU-25-070 Early Learning and Childcare Places: • RAM 204 Limited submission met the requirements set out in the Invitation to Contract; • RAM 204 Limited confirmed they will deliver the Service for the agreed Price; 3.12.2 Tender Submission for RC-CPU-25-083 Early Learning and Childcare Places: • Gryffe Manor Nursery Ltd submission met the requirements set out in the Invitation to Contract; • Gryffe Manor Nursery Ltd confirmed they will deliver the Service for the agreed Price; 3.12.3 Tender Submission for RC-CPU-25-084 Early Learning and Childcare Places: • Heather Murphy trading as Carriagehill Nursery (Green Road) submission met the requirements set out in the Invitation to Contract; Page 149 of 182
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PUBLIC • Heather Murphy trading as Carriagehill Nursery (Green Road) confirmed they will deliver the Service for the agreed Price; 3.13 Community Benefits were requested as part of these Contracts. The following Community Benefits will be delivered under the respective Contract: RC-CPU-25-070 RAM 204 Limited Community Benefit Number Offered Modern Apprenticeship 2 S/NVQ (or equivalent) for • New Employee • Existing Employee • Supply Chain Employee 1 RC-CPU-25-083 Gryffe Manor Nursery Ltd Community Benefit Number Offered Modern Apprenticeship 3 S/NVQ (or equivalent) for • New Employee • Existing Employee • Supply Chain Employee 2 Industry Awareness Events • Schools • Invest in Renfrewshire – Employability • Further Education 1 Industry Skill Transfer to Schools 1 RC-CPU-25-084 Heather Murphy trading as Carriagehill Nursery (Green Road) Community Benefit Number Offered Modern Apprenticeship 1 Work Experience Placement for an individual 16+ years of age 2 S/NVQ (or equivalent) for • New Employee • Existing Employee • Supply Chain Employee 1 ___________________________________________________________________ Page 150 of 182
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PUBLIC Implications of the Report 1. Financial - The maximum contract values are as follows: RC-CPU-25- 070 up to £744,431 excluding VAT; RC-CPU-25-083 up to £1,040,971 excluding VAT; RC-CPU-25-084 up to £914,041 excluding VAT; for the initial up to 1 year period plus further up to 1 year extension will be met from the Early Learning and Childcare revenue budget. The anticipated Commencement Date for each of these three Contracts is 07 April 2026. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – • Our Renfrewshire is well - o Promoting wellbeing and good mental health, particularly in our young people; o Developing strong community-based services that respond to local need. • Our Renfrewshire is fair – o Ensuring our children get the best possible start in life; o Addressing the poverty related attainment gap, and young people can achieve success after school; o Ensuring all eligible receive their entitlement of 1140 hours of early learning and childcare. • Our Renfrewshire is safe – o Protecting vulnerable adults and children, ensuring they can live safely and independently. • Fair - nurturing bright, happy and healthy futures for all o Reducing child poverty in Renfrewshire and improving outcomes for children and families currently living in poverty; o Protecting the most vulnerable members of our communities, including children and young people who are at risk; o Supporting and nurturing children and families, with particular focus on early intervention and mental health and wellbeing, to ensure positive outcomes for children and young people; o Placing the rights and needs of every child and young person at the centre of our decision making and service delivery; o Promoting a shared vision and refreshed understanding of inclusion for our children and young people; and o Raising educational attainment while ensuring equity for all our children and young people. Page 151 of 182
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PUBLIC 4. Legal - Each of these three contracts is for Social and Other Specific Services for an above GPA threshold contract in accordance with the Public Contracts (Scotland) Regulations 2015 as amended for and the Council Standing Orders relating to Contracts. Legal risk including a challenge from other Providers has been considered and balanced against the need to ensure continuity and availability of service provision within Renfrewshire and recognising Parent/Carer choice of Provider/Setting. 5. Property/Assets - None directly arising from this report. 6. Information Technology - The cyber submissions for each of the three tender submissions were evaluated by the Council’s Security and Compliance team and were all scored “Pass” as satisfying the Council’s requirements: • RC-CPU-25-070 Early Learning and Childcare Places – RAM 204 Limited (Pass); • RC-CPU-25-083 Early Learning and Childcare Places – Gryffe Manor Nursery Ltd (Pass); • RC-CPU-25-084 Early Learning and Childcare Places – Heather Murphy trading as Carriagehill Nursery (Green Road) (Pass). 7. Equality & Human Rights - The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored. 8. Health & Safety - The Health and Safety submissions for each of the three tender submissions were evaluated by Health and Safety and were all scored “Pass” as satisfying the Council’s requirements: • RC-CPU-25-070 Early Learning and Childcare Places – RAM 204 Limited (Pass); • RC-CPU-25-083 Early Learning and Childcare Places – Gryffe Manor Nursery Ltd (Pass); • RC-CPU-25-084 Early Learning and Childcare Places – Heather Murphy trading as Carriagehill Nursery (Green Road) (Pass). Page 152 of 182
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PUBLIC 9. Procurement – The procurement procedures outlined within this report comply with the principles of procurement in accordance with Regulation 76 of the Public Contracts (Scotland) Regulations 2015. 10. Risk - The insurance documents submitted with each tender submission for each contract was assessed by Renfrewshire Council’s Risk Officer, and all were all scored “Pass” as satisfying the Council’s requirements: • RC-CPU-25-070 Early Learning and Childcare Places – RAM 204 Limited (Pass); • RC-CPU-25-083 Early Learning and Childcare Places – Gryffe Manor Nursery Ltd (Pass); • RC-CPU-25-084 Early Learning and Childcare Places – Heather Murphy trading as Carriagehill Nursery (Green Road) (Pass). 11. Privacy Impact - All three contracts contain Renfrewshire Council’s General Conditions of Contract including Data Protection Conditions. Each Provider (RAM 204 Limited, Gryffe Manor Nursery Ltd and Heather Murphy trading as Carriagehill Nursery (Green Road)) will be a Data Controller under the respective Contract and, as such, have a legal responsibility to comply with Data Protection legislation when collecting, processing and storing personal data. 12. Climate Risk – The level of impact associated with the services was assessed using the Scottish Government Sustainability Test and is considered to be low impact. 13. Children’s Rights – This report demonstrates compliance with Articles 1 – 42 of the United Nations Convention on the Rights of the Child. 14. Cosla Policy Position – None directly arising from this report. _________________________________________________________ List of Background Papers – None ___________________________________________________________________ Author: Sarah Ford, Senior Procurement Specialist, Corporate Procurement Unit, sarah.ford@renfrewshire.gov.uk Page 153 of 182
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 5 February 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for Heriot Primary School, Boiler House and Heating Replacement (RC-CPU-25-082) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to award a Works Contract for Heriot Primary School, Boiler House and Heating Replacement (reference RC-CPU-25-082) to Taylor & Fraser Limited (Co.no. SC155035). 1.2 The recommendation to award Heriot Primary School, Boiler House and Heating Replacement Works Contract follows a procurement exercise which was conducted in accordance with the Open Procedure under the Council’s Standing Orders Relating to Contracts for a below Regulated (Works) Contract. 1.3 A Contract Strategy was approved by the Interim Corporate Procurement Manager on 14 October 2025 and the Head of Facilities and Property Services on 15 October 2025. 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 17 Page 154 of 182
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PUBLIC 2.1 Authorises the Head of Corporate Governance to award a Works Contract in the form of SBCC Standard Building Contract without Quantities for use in Scotland (SBC/Q/Scot), 2011 Edition with Employer’s Amendments for Heriot Primary School, Boiler House and Heating Replacement (reference RC-CPU-25-082) to Taylor & Fraser Limited (Co.no.SC155035). 2.2 Authorises the Total Tendered Contract Sum of £412,768.89 excluding VAT. 2.3 Authorises a contingency spend of £41,276.89 which equates to 10% of the Total Tendered Contract Sum. 2.4 Authorises a total Approved Contract value of £454,045.78 excluding VAT, which is the Total Tendered Contract Sum plus the contingency spend. 2.5 Note, the Date of Possession of the Site is 1 July 2026, and the Date of Completion of the Works is 13 August 2026. If there is a change to these dates then the actual dates will be as stated in the Award Schedule issued with the Council’s Letter of Acceptance to Taylor & Fraser Limited. _________________________________________________________ 3. Background 3.1 Renfrewshire Council has the requirement to appoint a contractor to carry out the strip out of all main plant in the Boilerhouse, Heating Pipes and Radiators at Heriot Primary School. The Contractor will replace boilers, gas-fired water heater and boiler house equipment and will be required to completely replace all school heating pipework and radiators. 3.2 To initiate the procurement process a Contract Notice was published on Public Contracts Scotland advertising portal on 15 October 2025 with tender documentation available for downloading from Public Contracts Scotland – Tender portal from this date. 3.3 During the live tender period, 32 organisations expressed an interest in this tender. By the closing date set for the return of electronic tender submissions at 12 noon on Monday 17 November 2025, 3 organisations submitted a tender response, 3 organisations declined to respond, and 26 organisations did not respond. Page 155 of 182
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PUBLIC 3.4 Tenderers were required to complete a Single Procurement Document (SPD) in accordance with the Renfrewshire Council Standing Orders relating to Contracts 11.5 and to submit this document with their tender submission. All 3 organisations were evaluated against a pre- determined set of criteria in the form of the SPD by representatives from the following Council Services: Property Services, the Corporate Procurement Unit, Corporate Risk and Corporate Health & Safety. 3.5 All 3 tender submissions complied with the minimum selection criteria within the SPD. The 3 tender submissions were each evaluated against the Award Criteria which were based on a weighting of 60% Quality and 40% Price. 3.6 During the Commercial Clarifications 1 tenderer withdrew their tender submission due to other work commitments. 3.7 The 2 remaining tender submissions scores relative to the Award Criteria are noted below: Quality (60%) Price (40%) Total (100%) 1 Taylor & Fraser Limited 55.00% 40.00% 95.00% 2 James Ramsay (Glasgow) Limited 54.25% 30.35% 84.60% 3.8 The evaluation of tender submissions received identified that the submission by Taylor & Fraser Limited is the most economically advantageous tender. 3.9 Community Benefits were requested as part of the procurement process and Taylor & Fraser Limited have committed the following Community Benefits: Community Benefits Description No of People / Activity Work Experience Placement for an individual 16+ years of age 1 Industry Awareness Events 1 Industry Skill Transfer to Schools 1 Business Advice/support 1 Commitment to Supply Chain 1 Non-Financial Support for social enterprise or other approved initiative 1 ___________________________________________________________________ Page 156 of 182
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PUBLIC Implications of the Report 1. Financial The Approved Contract Value is £454,045.78, excluding VAT, which includes the Total Tendered Contract Sum and the Contingency. The costs for this Contract will be met through the Facilities Management – Planned Maintenance Capital budget. 2. HR & Organisational Development – None directly arising from this report. 3. Community/Council Planning – • Our Renfrewshire is thriving – maximising economic growth, which is inclusive and sustainable. • Our Renfrewshire is well – supporting the wellness and resilience of our citizens and communities. • Our Renfrewshire is fair – addressing the inequalities which limit life chances. • Our Renfrewshire is safe – protecting vulnerable people and working together to manage the risk of harm. Living our Values: Ensuring Renfrewshire Council delivers Best Value for our citizens and customers, that we demonstrate we are a well governed, effective organisation. 4. Legal – The procurement of this Contract was conducted in accordance with the requirements of the Renfrewshire Council’s Standing Orders Relating to Contracts for a below Regulated value Works Contract. 5. Property/Assets – This work will bring a significant upgrade to the heating infrastructure at Heriot Primary School with a new boiler, heating pipes and radiators throughout the school. This aligns with the Council’s commitment to continue to invest in schools that are on the priority list of the Learning Estate Strategy for major investment. 6. Information Technology – None directly arising from this report. . 7. Equality & Human Rights – None directly arising from this report. 8. Health & Safety - Taylor & Fraser Limited health and safety credentials were evaluated by Corporate Health and Safety and met the Council’s requirements regarding health and safety. Page 157 of 182
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PUBLIC 9. Procurement – The procurement procedure outlined within this report ensures that the Council meets its statutory requirements in respect of procurement procedures, efficiency, and modern Government. 10. Risk – Taylor & Fraser Limited insurance has been assessed and evaluated to confirm they meet the minimum requirements regarding insurance risk. 11. Privacy Impact – None directly arising from this report. 12. Climate Risk – The level of impact associated with the provision of these works have been assessed using the Scottish Government Sustainability Test and is considered High Risk. To mitigate against the High Risk, the Contractor: - accredited with ISO14001: 2015 - Environmental Management System Manual - Waste Management Process 13. Children’s Rights – None directly arising from this report. 14. Cosla Policy Position – None directly arising from this report. _________________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Kevin Milliken, Senior Procurement Specialist, Corporate Procurement Unit, (kevin.milliken@renfrewshire.gov.uk) Page 158 of 182
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 5 February 2026 ___________________________________________________________________ Report by: Report by the Director of Environment, Housing and Infrastructure and the Director of Finance and Resources ___________________________________________________________________ Heading: Contract Authorisation Report for Park Mains High School Extension – Design and Build – Advance Works Contract (RC-CPU-24-053) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to award an Advance Works Contract for Park Mains High School Extension – Design and Build (RC-CPU-24-053) to Galliford Try Construction Limited, T/A Morrison Construction Scotland (co.no. 02472080). 1.2 The Pre-Construction Services Agreement, approved at the Finance, Resources and Customer Services Policy Board meeting on 13 February 2025, is due for completion in May 2026. RIBA stage 3 is complete, and it is currently in RIBA stage 4. At the Finance, Resources and Customer Services Policy Board meeting on 13 February 2025, it was advised that a further report would be brought to a future Finance, Resources and Customer Services Policy Board to seek approval of the award of an Enabling Works Contract. For clarity, the Enabling Works Contract is now renamed the Advance Works Contract. 1.3 Formal approvals are now required to progress the Project to ensure it remains on track with the agreed timescales; therefore the Finance, Resources and Customer Services Policy Board approval is requested to award the Advance Works Contract Park Mains High School Extension – Design and Build to Galliford Try Construction Limited, T/A Morrison Construction Scotland. Item 18 Page 159 of 182
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PUBLIC ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: (a) Authorises the Head of Corporate Governance to award an Advance Works Contract for the Park Mains High School Extension – Design and Build (RC-CPU-24-053) to Galliford Try Construction Limited, T/A Morrison Construction Scotland (co.no. 02472080). (b) Authorises the amount for the Advance Works Contract of £1,876,270.82 exclusive of VAT. (c) Authorise a contingency spend of £187,627.08 which equates to 10% of the Advance Works Contract. (d) Authorise a total Approved Contract Value of £2,063,897.90 (which is the total of the Advance Works Contract plus the contingency spend) (e) Authorises that the Contractor’s total liability for matters which would be covered by Professional Indemnity is limited to £10m in the aggregate with an annual automatic reinstatement. (f) Note the anticipated Date of Commencement of the Works is 23 March 2026 and the Date for Completion is 12 weeks from the Date for Commencement of the Works. The actual dates will be confirmed in the Council’s Letter of Acceptance to Galliford Try Construction Limited, T/A Morrison Construction Scotland. (g) Note that a further report will be brought to a future Finance, Resources and Customer Services Policy Board seeking formal approval to enter into the Design and Build Contract (the Main Works) with Galliford Try Construction Limited, T/A Morrison Construction Scotland. _________________________________________________________ 3. Background 3.1 This procurement exercise is for the appointment of a Contractor for the creation of an extension at Park Mains High School. The requirement was tendered for a single Contractor to provide both pre-construction services and construction. Park Mains High School is located in Erskine within the Renfrewshire Council area. Learning estate planning is central to the Council’s asset management strategy. Planned housing developments within the school catchment area will result in significant school roll growth. Page 160 of 182
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PUBLIC As a result of these planned housing developments there is a need to increase the current pupil capacity within Park Mains High School by extending the current building infrastructure to accommodate the increasing pupil roll. 3.2 The procurement exercise is for a single contractor to deliver all Contracts related to the Park Mains High School Extension. This procurement was tendered as an above Threshold procurement in accordance with Public Contracts (Scotland) Regulations 2015 Regulation 29 – Restricted Procedure. The Restricted Procedure is conducted in two stages, Selection (Stage 1) and Invitation to Tender (Stage 2). 3.3 The Pre-Construction Services are due to conclude May 2026, RIBA stage 3 is complete, RIBA Stage 4 is currently underway. The requirement for final design services will be instructed under the Pre- Construction Services Agreement under the existing Terms and Conditions and the already approved budget. 3.4 It has been identified that an Advance Works Contract is required to ensure the project is delivered on time. The Advance Works will consist of site set-up, soil strip & formation of pilling mat, localised drainage and fire hydrant diversions, installation of underground drainage attenuation tanks and formation of the new carpark to base course level. The Advance Works Contract will also allow the Contractor to place orders for materials with long lead times that will be required by the Contractor to complete Phase 1 of the internal re-purposing work within the existing school building. This work is planned during over the 2026 summer school holiday period. 3.5 The form of Contract to be utilised for the Advance Works Contract is the SBCC Minor Works Building Contract with Contractor’s Design for use in Scotland 2016 edition accompanied with bespoke Employer’s Amendments. 3.6 Subject to further approval from a future Finance, Resources and Customer Services Policy Board, the intention would be to enter into a Design and Build Contract with Galliford Try Construction Limited, T/A Morrison Construction Scotland at the end of RIBA stage 4 to complete the Main Works construction contract. As tendered, the form of Design and Build Contract required will be SBCC Design and Build Contact for use in Scotland 2016 edition accompanied with bespoke Employer’s Amendments and Preliminaries. Page 161 of 182
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PUBLIC 3.7 Mandatory Community Benefits were included as a condition of contract award. Galliford Try Construction Limited T/A Morrison Construction Scotland confirmed they would provide community benefits as disclosed with their Tender Submission. The commitment as tendered was to deliver 10 employment opportunities. In addition to the mandatory Community Benefits Galliford Try Construction Limited T/A Morrison Construction Scotland committed to delivering 180 community benefit points. The community benefits to be delivered across, Pre Constructions Services, Advance Works and the Main Contract will be agreed and will include discussion with the Council’s Community Benefit Forum. 3.8 The costs for all Contracts forming the Park Mains High School Extension – Design and Build (RC-CPU-24-053) will be met through the Capital – General Services budget. ___________________________________________________________________ Implications of the Report 1. Financial - The cost for this Advance Works Contract of £2,063,897.90 (which is the total of the Advance Works plus the contingency spend) excluding VAT, will be met through the Capital – General Services budget. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – • Our Renfrewshire is thriving – maximising economic growth, which is inclusive and sustainable. • Our Renfrewshire is well - supporting the wellness and resilience of our citizens and communities. • Our Renfrewshire is fair - addressing the inequalities which limit life chances. • Our Renfrewshire is safe - protecting vulnerable people and working together to manage the risk of harm. Place: - Demonstrating that Renfrewshire is a great place to grow up, it's a place of opportunity for those that live and work here, Page 162 of 182
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PUBLIC Economy: - Improving lives and securing wellbeing through a stronger, inclusive and sustainable economy, being creative, imaginative and linking opportunities to enhance the benefits for Renfrewshire. - Matching the skills developed in Renfrewshire with the opportunities available in Renfrewshire and equipping all children and young people to achieve success in life. Fair: - Reducing inequalities in Renfrewshire, focusing on supporting our communities through the cost-of-living crisis with dignity and empowering people to live fulfilled lives. Green: - Working across partners and communities to deliver the priority areas highlighted in our Plan for Net Zero, working towards a net zero Renfrewshire by 2030. - Ensuring our journey to net zero is a just transition with climate justice and fairness at the heart, finding opportunities to challenge inequalities in new green ways as we tackle the climate crisis. - Integrating climate considerations into our long term strategic and financial planning as an organisation - Planning for future climate adaptations when designing our services and our developing our place, particularly considering the impacts for our most vulnerable citizens. - Boosting our green economy, creating good green jobs that are sustainable for the future. Living Our Values: - Leading positively through transition and change. - Delivering best value for our citizens and customers. 4. Legal - The procurement of this and related Contracts for the Park Mains High School Extension have been conducted in accordance with the Restrictive Procedure under the Public Contracts (Scotland) Regulations 2015, as amended and the Renfrewshire Council’s Standing Orders Relating to Contracts for an above GPA works Contract. Page 163 of 182
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PUBLIC 5. Property/Assets - The Council’s investment in its learning estate offers the opportunity for a place-based approach to local outcomes: integrating local services to support communities. Extending the current building infrastructure at Park Mains High School to accommodate the increasing pupil roll. 6. Information Technology – None directly arising from this report 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety - Galliford Try Construction Limited, T/A Morrison Construction Scotland health and safety credentials were evaluated by Corporate Health and Safety and met the Council’s requirements regarding health and safety for this procurement exercise 9. Procurement – The procurement procedures outlined within this report shall ensure the Council meets its statutory obligations in respect of the Public Contracts Scotland Regulations 2015, the Renfrewshire Council's Standing orders Relating to Contracts and the Renfrewshire - Council's Financial Regulations. 10. Risk - The Contractor’s total liability for matters which would be covered by Professional Indemnity is limited to £10m in the aggregate with an annual automatic reinstatement. Project specific risk registers have been established. These internal risk registers will be kept under regular review and reported to the Council’s internal Learning Estate Project Board. 11. Privacy Impact - None directly arising from this report. 12. Climate Risk – The level of impact associated with the provision of these works have been assessed using the Scottish Government Sustainability Test and is considered to be overall high risk. Mitigations the Council has taken in regard to sustainability within this Contract is to include contractual elements within the Scope such as: - The Contractor should aim to ensure that any deliveries to site are consolidated to reduce emissions. - The Contractor is required to provide a Site Specific Waste Management Plan detailing where all the waste produced will be recycled or if it cannot be recycled where the waste will go. Page 164 of 182
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PUBLIC 13. Children’s Rights – This report does not cover a new policy, function or strategy nor a substantive change to an existing policy, function or strategy which will have an impact on children’s rights. 14. Cosla Policy Position – None directly arising from this report. _______________________________________________________ List of Background Papers (a) Contract Authorisation Report: Park Mains High School Extension – Design and Build (RC-CPU-24-053) on 13 February 2025 to Finance, Resources and Customer Services Policy Board ___________________________________________________________________ Author: Joanna Tannock, Interim Strategic Category Manager, Corporate Procurement Unit, Joanna.tannock@renfrewshire.gov.uk Page 165 of 182
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 5 February 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for Specialist Cleaning, Clearances and Ad-hoc Services (RC-CPU-25-150) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Service Policy Board to award a Services Contract for the Specialist Cleaning, Clearances and Ad-hoc Services (reference RC-CPU-25-150) to Caledonian Maintenance Services Limited (Co.no. SC084888). 1.2 The recommendation to award the Specialist Cleaning, Clearances and Ad-hoc Services Contract follows a procurement exercise which was conducted in accordance with the Open Procedure under The Public Contracts (Scotland) Regulations 2015, as amended and The Renfrewshire Council Standing Orders relating to Contracts for an above Government Procurement Agreement (Services) Contract. 1.3 A Contract Strategy was approved by the Interim Corporate Procurement Manager on 4 November 2025 and the Head of Housing Services on 5 November 2025. ___________________________________________________________________ Item 19 Page 166 of 182
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PUBLIC 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board authorises: 2.1 the Head of Corporate Governance to award a Services Contract in the form of an NEC3 Term Service Short Contract April 2013 and the ‘Z’ Clauses for the Specialist Cleaning, Clearances and Ad-hoc Services (reference RC-CPU-25-150) to Caledonian Maintenance Services Limited (Co.no. SC084888). 2.2 the contract value of up to £1,600,000.00, excluding VAT, for the Service Period, including use of any extension periods, for all Task Orders made under this Contract. 2.3 a Service Period of 24 months with the option to extend up to 12 months on two separate occasions. The proposed starting date is 16 March 2026. If there is a change to this date then it will be stated in the Award Schedule issued with the Council’s Letter of Acceptance to Caledonian Maintenance Services Limited. 2.4 notes the award of this Contract requires the provision of a Data Processor Agreement as indicated within the tender documentation. _________________________________________________________ 3. Background 3.1 A central requirement of the Environment, Housing and Infrastructure Service is to ensure Council properties are maintained at a high-quality standard and that Council tenants are protected from any hazards that may arise. 3.2 Renfrewshire Council has the requirement to appoint a specialist contractor to carry out specialist cleaning requirements such as trauma cleans / hazardous cleans, house, communal and garden clearances and ad-hoc requirements. 3.3 To initiate the procurement process a Contract Notice was published on Find a Tender Service via the Public Contracts Scotland advertising portal on Wednesday 5 November 2025, with tender documentation available for downloading from Public Contracts Scotland – Tender portal from this date. 3.4 During the live tender period, 47 organisations expressed an interest in the tender. Page 167 of 182
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PUBLIC By the closing date set for the return of electronic tender submissions, 12 noon, Friday 5 December 2025, 13 organisations submitted a tender response, 5 organisations declined to respond, and 29 organisations did not respond. 3.5 Tenderers were required to complete a Single Procurement Document (SPD) to be submitted with their tender submission. All 13 organisations were evaluated against a pre-determined set of criteria in the SPD by representatives from the following Council Services: Housing Services, the Corporate Procurement Unit, Corporate Risk and Corporate Health & Safety. 3.6 11 tender submissions complied with the minimum selection criteria within the SPD, while 2 organisations failed to comply with the minimum selection criteria and were deemed irregular bids. The 11 remaining tender submissions were each evaluated against the Award Criteria which were based on a weighting of 70% Quality and 30% Price. 3.7 During the Commercial evaluation 3 organisations were deemed irregular due to submitting pricing above the percentage caps required by the Council for Out of Hours working. 3.8 The 8 remaining tender submissions scores relative to the Award Criteria are noted below: Quality (70%) Price (30%) Total (100%) 1 Caledonian Maintenance Services Limited 56.25% 30.00% 86.25% 2 New Two Limited 55.50% 27.65% 83.15% 3 Orbis Protect Limited 55.50% 22.24% 77.74% 4 Perfect Clean Edinburgh Ltd 53.75% 21.98% 75.73% 5 RON Services Limited 58.00% 16.83% 74.83% 6 Excel Environmental Services LTD. 55.50% 13.48% 68.98% 7 Regency FM LTD 53.00% 14.54% 67.54% 8 Plover Services Limited 44.25% 8.86% 53.11% 3.9 The evaluation of tender submissions received identified that the submission by Caledonian Maintenance Services Limited is the most economically advantageous tender. Page 168 of 182
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PUBLIC 3.10 Community Benefits were requested as part of the procurement process and Caledonian Maintenance Services Limited have committed the following Community Benefits: Community Benefits Description No of People / Activity Job for an unemployed individual 3 ___________________________________________________________________ Implications of the Report 1. Financial The Approved Contract Value is up to £1,600,000.00, excluding VAT. The Housing Revenue Account will fund £1,500,000 of this, and there is a £100,000 budget to cover other areas of the Council such as Social Work/ Adult Services who do not have specific budgets for this work within Adult Social Care. 2. HR & Organisational Development – None directly arising from this report. 3. Community/Council Planning – • Our Renfrewshire is thriving – maximising economic growth, which is inclusive and sustainable. • Our Renfrewshire is well – supporting the wellness and resilience of our citizens and communities. • Our Renfrewshire is fair – addressing the inequalities which limit life chances. • Our Renfrewshire is safe – protecting vulnerable people and working together to manage the risk of harm. Place: - Working with partners to ensure our neighbourhoods are safe, vibrant and attractive places to live. Green: - Working across partners and communities to deliver the priority areas highlighted in our Plan for Net Zero, working towards a net zero Renfrewshire by 2030. Living our Values: - Ensuring Renfrewshire Council delivers best value for our citizens and customers, that we demonstrate we are a well governed, effective organisation. Page 169 of 182
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PUBLIC 4. Legal – The procurement of this Contract was conducted in accordance with the requirements of the Renfrewshire Council Standing Orders Relating to Contracts and The Public Contracts (Scotland) Regulations 2015, as amended for an above Government Procurement Agreement Value Services Contract. 5. Property/Assets – the services provided in this Contract will ensure Council properties remain of high-quality standard and that properties are maintained to legislative standards. To ensure Renfrewshire remains a clean and attractive place and to ensure Council Officers and Contractors are safe to carry out their work. 6. Information Technology – None directly arising from this report. 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety - Caledonian Maintenance Services Limited health and safety credentials were evaluated by Corporate Health and Safety and met the Council’s requirements regarding health and safety. 9. Procurement – The procurement procedure outlined within this report ensures that the Council meets its statutory requirements in respect of procurement procedures, efficiency and modern Government. 10. Risk - Caledonian Maintenance Services Limited insurance has been assessed and evaluated to confirm they meet the minimum requirements regarding insurance risk. 11. Privacy Impact – A Data Processor Agreement is required between Renfrewshire Council and Caledonian Maintenance Services Limited as indicated in the tender documentation. 12. Climate Risk - The level of impact associated with the provision of these works have been assessed using the Scottish Government Sustainability Test and is considered to be overall high risk. To mitigate against the High Risk, the Contractor: - All waste generated under Contract is processed through SEPA- licensed carriers and disposal facilities. - Waste is segregated into different streams. - Full consignment notes provided and audit trail of all waste. 13. Children’s Rights – None directly arising from this report. 14. Cosla Policy Position – None directly arising from this report. Page 170 of 182
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PUBLIC _________________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Kevin Milliken, Senior Procurement Specialist, Corporate Procurement Unit, (kevin.milliken@renfrewshire.gov.uk) Page 171 of 182
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PUBLIC _______________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 05 February 2026 _______________________________________________________________________ Report by: The Chief Executive and the Director of Finance and Resources _______________________________________________________________________ Heading: Notification of Cost Increases –Lead Consultant Appointment for the AMIDS South Project (formerly GAIA South Project) (RC-CPU-19-081) _______________________________________________________________________ 1. Summary 1.1 The purpose of this report is to notify the Finance, Resources and Customer Services Policy Board of an increase in cost to the Lead Consultant for the Advanced Manufacturing Innovation District (AMIDS) South (formerly GAIA South) Project appointment. _________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1.1 Note the increase in the approved contract value for the Lead Consultant for AMIDS South Project (RC-CPU-19-081) contract awarded to Amey OW Limited from £3,000,000.00 excluding VAT to a forecast fee of £8,000,000.00 excluding VAT. 2.1.2 Note the completion of the Lead Consultant for AMIDS South Project (RC- CPU-19-081) contract is anticipated to be the end of March 2028 upon completion of the AMIDS South construction works. 2.1.3 Note that variations to this contract have been negotiated and agreed with the Lead Consultant in accordance with Standing Orders Relating to Contracts 34.4 and 34.5 and follow assessment of best value including Regulation 72 of the Public Contract (Scotland) Regulations 2015. Item 20 Page 172 of 182
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PUBLIC 3. Background 3.1 The AMIDS South project (the Project) will provide a 1.7km ‘gateway route’ along the White Cart river with a network of road, cycling and walking links from the town centre train station and bus interchange to Glasgow Airport, AMIDS and onwards to Inchinnan. The project includes landscaping as well as a new bridge crossing around Paisley Harbour for pedestrians, cyclists and road traffic. AMIDS South is a high-impact local transport scheme which will reduce carbon emissions, improve air quality, cut congestion, support economic growth and improve the experience of transport users. 3.2 As part of the Project, the works include a new east-west road linking Renfrew Road to the new Gateway route which will increase connectivity to and from the new manufacturing district and improve accessibility to the new Paisley Grammar community campus (PGSCC), West College Scotland and the Gallowhill area. A contract for these elements of the AMIDS South works was awarded in August 2025 and the Lead Consultant will provide the project management and site supervision services. 3.3 On 04 September 2019 the Finance, Resource and Customer Services Policy Board approved a recommendation to award the Contract for the Lead Consultant for the AMIDS South (formerly Glasgow Airport Investment Area (South)) Project to Amey OW Limited for a contract value up to £3,000,000.00 exclusive of VAT. 3.4 The reasons for the increase in the Lead Consultant fee forecast from 2019 include changes and enhancements to the scope of the Project, and extensions to the programme requiring extension to the quantity of services required from the Lead Consultant. These modifications and enhancements have been instructed incrementally and are summarised below: i. Additional services relating to the Levelling Up Fund (LUF) including the requirement to work with both the Department for Transport (DfT) and subsequently Active Travel England (ATE) to develop and produce the outline business case to meet LUF governance requirements. As this was a new initiative, DfT and ATE were still in the process of establishing their business case requirements and assembling their teams during the first two years of LUF. This led to the Council’s team having to repeat work to align with newly introduced personnel and evolving business case criteria; ii. Additional surveys and sub-commissions (e.g. ground investigation surveys and site clearance) required to progress the Gallowhill cycle link due to the unexpected discovery of significant drainage and ground condition issues on the old train cutting; Page 173 of 182
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PUBLIC iii. Additional services carried out at the direction of the Council’s EH&I service for the development of the plans and drawings for the Paisley Gateway Junctions, a separate project being considered by EH&I; iv. Redesign of proposed elements of the works required for planning and land assembly, including successive revisions of Compulsory Purchase Order (CPO) documentation; v. Additional services due to the requirement for Public Local Inquiry (PLI) relating to the CPO despite the scheme only receiving one objection which necessitated additional documentation, technical support and attendance at the PLI and extended the CPO work requirements by approximately 6 months; vi. LUF granted the Outline Business Case (OBC) approval in February 2023 with conditions that required additional consultant services due to the significant number of additional reviews and requests for information including re-runs of the economic model and traffic model necessary to obtain full approval at Full Business Case (FBC) stage. This was in part due to the changing requirements of LUF outlined above; vii. Additional services to respond to a design audit carried out by Active Travel England (ATE), part of the LUF review team. Consultant required to review the comments issued by ATE and close them out for FBC stage. Again, this was a consequence of the changing LUF requirements; viii. Additional design work required as a result of independent structures and geotechnical checks; ix. Additional design development required on the Harbour Road Retaining Wall as a result of ground investigations indicating that the existing wall condition was poorer than originally anticipated; x. Surveys identified the location of a Scottish Water Sewer on Harbour Road. Design of the protection structure required for crossing the sewer was more complex than initially foreseen by the design team, leading to additional time and resources to resolve with Scottish Water. The main factors impacting the design are: a. Accommodating the highways drainage design, which is affected by Renfrew Road and the school requirements, within the bridge. b. Scottish Water engagement and ensuring their requirements are accommodated within the design, acquiring Scottish Water’s approval and conditions letter. c. design changes to deal with the comments from Scottish Water. Page 174 of 182
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PUBLIC xi. Additional services relating to the interface between AMIDS South project and Paisley Grammar School community campus (PGSCC) project, which extended the overall detailed design stage and necessitated rework of the initial AMIDS South design and construction contract documents to accommodate the following: a. A new junction design on Renfrew Road including tie-ins for the PGSCC vehicular and pedestrian accesses. b. Facilitating access for PGSCC Principal Contractor within the site boundary for AMIDS South construction contract during construction phase. c. Redesign of drainage on the east- west link road. d. Redesign where the PGSCC construction works extended into the AMIDS South site boundary e. Constraints added to the AMIDS South construction works contract to require access to the PGSCC via the east-west link road by a specified key date of 30 June 2026; xii. the bridge design required updates to align with the agreed procurement strategy and construction method required for the works contract; xiii. Further geotechnical analysis required to show that the existing quay wall is adequate to carry the additional loads from plant and equipment required during the construction of the improved Harbour Road retaining wall referenced at ix; xiv. The anticipated duration of the works contract has increased from 18 months as assumed at tender stage to 30 months, which necessitates additional costs for extended site supervision and project management support. The overall contract is more complex due to the new junction design on Renfrew Road and the additional complexity of the east west link road with the PGSCC tie-ins and the requirement to deliver this element of the project by 30 June 2026. Along with lessons learned on previous projects as to Contractor delivery times, this necessitated an extension of the overall Construction programme; xv. Anticipated value includes contingency for delay to the construction works contract and contingency for additional design services required in case of compensation events under the construction works contract necessitating re-design work; and xvi. Inflationary increase in key staff rates, in line with the Consumer Price Index and in accordance with the Conditions of Contract over and above initial fee forecasts to cover extended site supervision and project management services required to manage the construction works phase. Page 175 of 182
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PUBLIC 3.5 The construction works for the AMIDS South project was awarded on 14 August 2025 for a period of 30 months with completion anticipated in March 2028. As the project is ongoing, there are a number of live risks detailed in the project’s quantified risk assessment including public utility diversions, ground conditions, contamination and non-native invasive species (NNIS) and completion of works to allow access for the PGSCC from Summer 2026 which may impact the services required from the Lead Consultant during the site supervision and contract management phase of the project. It is anticipated the revised contract value for AMIDS South Lead Consultant is sufficient for these risks. _________________________________________________________________ 4. Project Governance 4.1 The modifications and additional instructions for the Lead Consultant have been fully documented and approved in accordance with the Change Control process and project governance, which requires the approval of the City Deal and Infrastructure Programme Board prior to agreeing the final modifications / changes to external consultant appointments. 4.2 The increases in consultant fees will be met from project resources earmarked for site supervision services and contingencies within the agreed budget for AMIDS South. 4.3 This report is submitted in accordance with Standing Order 20.3, which requires that where it becomes apparent that the total value of a contract as previously reported to the Finance, Resources and Customer Services Policy Board is likely to be exceeded by more than the greater of £100,000 or 25% of the approved contract value, that a report on the matter be submitted to the Finance, Resources and Customer Services Policy Board. 4.4 As outlined above, the increase in cost has arisen from a number of factors, which are being monitored closely by the project team. While the cumulative total of the modifications to the external consultant appointment is high, each modification has been made in accordance with the Council’s Standing Orders relating to Contracts and with consideration to Regulation 72 (1) (a) or 72 (1) (e) of the Public Contract Scotland Regulations 2015 where appropriate for each modification over the course of the contract. Implications of the Report 1. Financial - The increase of £5m in consultant fees will be met from capital project resources earmarked for site supervision services and contingencies within the agreed budget for AMIDS South. 2. HR & Organisational Development – None directly arising from this report. Page 176 of 182
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PUBLIC 3. Community/Council Planning - Reshaping our place, our economy and our future - The contract will assist the project team in delivering the strategic aims and outcomes of the Council’s AMIDS South project and objectives of the Levelling Up Fund (LUF). 4. Legal – While the cumulative total of the modifications to the external consultant appointment is high, each modification has been made in accordance with the Council’s Standing Orders relating to Contracts and with consideration to Regulation 72 (1) (a) or 72 (1) (e) of the Public Contract Scotland Regulations 2015 where appropriate for each modification over the course of the contract. As noted in item 4.1, each modification and additional instruction for the Lead Consultant contract as summarised in item 3.4 have been approved in accordance with the Change Control process and project governance for the City Deal & Infrastructure (CD&I) Programme Board. 5. Property/Assets - None directly arising from this report 6. Information Technology - None directly arising from this report. 7. Equality & Human Rights – The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. 8. Health & Safety- None directly arising from this report. 9. Procurement - The modifications were considered in accordance with the Council’s Standing Orders relating to Contracts and officers do not consider any of these to be substantial modifications to the existing contract and therefore permissible under Regulation 72 (1) (e) of the Public Contracts (Scotland) Regulations 2015. 10. Risk – As noted in item 3.7, the AMIDS South project is ongoing and there are live risks that may further impact the progress of the project, and the constructions works. It is anticipated the revised contract value noted in item 2.1.1 is sufficient for risks. However, the project team will continue to monitor the services required from the Lead Consultant and report any further modifications or additional instructions required through the CD&I programme board for approval in accordance with the Change Control process and project governance. 11. Privacy Impact - None directly arising from this report. 12. Climate Risk - None directly arising from this report. Page 177 of 182
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PUBLIC 13. Children’s Rights – None directly arising from this report. 14. Cosla Policy Position - None directly arising from this report. _________________________________________________________ List of Background Papers a) Contract Authorisation Report for the Contract for the Lead Consultant for the AMIDS South (formerly Glasgow Airport Investment Area (South)) Project approved by the Finance Resources and Customer Services Policy Board on 04 September 2019. b) Unaudited Annual Accounts 2024/25 and Interim Financial Update approved by the Council at its meeting on 26 June 2025. _________________________________________________ Author: Rebecca Park, Strategic Category Manager – City Deal and Infrastructure, rebecca.park@renfrewshire.gov.uk Page 178 of 182
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 5 February 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources ___________________________________________________________________ Heading: Contract Authorisation Report for the Supply of Citrix Licences (RC- CPU-25-171) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to award the Call-Off Contract for the Supply of Citrix Licences (RC-CPU-25-171) to Phoenix Software Limited (co.no.02548628). 1.2 The procurement exercise was conducted in accordance with the Call- Off Contract requirements under Lot 3: Software of the Crown Commercial Services Framework Agreement reference RM6098 for Technology Products & Associated Services 2 (“the Framework”) and the Renfrewshire Council’s Standing Orders Relating to Contracts. 1.3 A Contract Strategy was approved both by the Strategic Category Manager and Head of Digital, Transformation & Customer Services on 2 December 2025. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Service Policy Board authorises: Item 21 Page 179 of 182
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PUBLIC 2.1.1 The Head of Corporate Governance to award the Call-Off Contract for the Supply of Citrix Licences following an e-auction under Lot 3 Software of the Crown Commercial Service Framework Agreement reference RM6098 for Technology and Associated Services 2 to Phoenix Software Limited (co.no. 02548628). 2.1.2 That the Call-Off Contract is for a period of 3 years and it is proposed that the Call-Off Contract Start Date will be 1 April 2026 to expire on 31 March 2029. However, the actual Call-Off Start Date and Call-Off Expiry Date will be confirmed in the Order Form. 2.1.3 The Call-Off Contract value of £211,459.25, excluding VAT, for the 3-year period. 2.1.4 In accordance with the Framework Agreement Core Terms an aggregated liability cap which will not exceed the greater of £1m or 150% of the Estimated Yearly Charges. _________________________________________________________ 3. Background 3.1 The Council has a requirement for the supply of 580 Citrix Universal Hybrid Multi Cloud Licenses. These licences provide remote access to Windows applications and data over any network, on any device and enables employees to access Linux virtual desktops side-by-side with Windows resources for a complete workspace experience. These licences also reduce the risk of data loss and prevents unwanted intrusions by delivering virtual applications and data as an on-demand service to users based on their location, device-specific features and security configurations. 3.2 A review of the procurement options identified that Lot 3 of the Crown Commercial Services (CCS) Framework Agreement reference RM6098 for Technology Products & Associated Services 2 (“the Framework”) could be utilised. The procurement exercise for this Call-Off Contract was conducted in accordance with the Framework’s Call-Off Award Procedure as an e-auction and in accordance with the procedures for use of third party Framework Agreements under the Renfrewshire Council Standing Orders Relating to Contracts. Page 180 of 182
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PUBLIC 3.3 In accordance with the Framework Guidance, an Expression of Interest (“EOI”) was issued to all 42 suppliers on Lot 3 of the Framework on 2 December 2025, providing the Council’s Statement of Requirements. Four EOIs were returned, confirming that Suppliers could meet requirements and intended to participate in the e-auction. The e-auction was run via the Public Contracts Scotland – Tender portal on the 11 December 2025 at 11am. In accordance with the EOI, all 42 suppliers on Lot 3 of the Framework were invited to participate in the e-auction to limit risk of suppliers missing out on the opportunity. Three suppliers participated: Phoenix Software Limited, Specialist Computer Centres Plc, and Getech Limited. 3.4 By the end of the e-auction, Phoenix Software Limited had submitted the lowest price. 3.5 It is recommended that the Call-Off Contract under Lot 3 of the Framework, is awarded to Phoenix Software Limited who submitted the lowest price. The Contract will be formed under the Framework Call- Off Award Procedure using the Order Form and relevant schedules. Phoenix Software Limited is the reseller of the licences being purchased. 3.6 The Call-Off Contract will be funded from the ICT Revenue budget. ___________________________________________________________________ Implications of the Report 1. Financial - The approved Call-Off Contract value is £211,459.25, excluding VAT, for the 3-year contract period. The cost of this Call-Off Contract will be met under the ICT Revenue budget. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – Place - working together to enhance wellbeing across communities - Creating a Renfrewshire where those who live, work, visit and invest are digitally capable and connected. 4. Legal - The procurement for this Call-Off Contract was carried out in accordance with the requirements of the Crown Commercial Service Framework Agreement reference RM6098 for Technology Products and Associated Services 2 - Lot 3 Software and the Renfrewshire Council Standing Orders Relating to Contracts. Page 181 of 182
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PUBLIC 5. Property/Assets – The licences purchased will be for use on Council and OneRen staff devices. 6. Information Technology – This Call-off Contract will provide the necessary licences for remote access to Windows applications. 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety - None directly arising from this report. 9. Procurement – The procurement exercise was conducted in accordance with the Call-Off Contract Award Procedure under the Crown Commercial Services (CCS) Framework Agreement reference RM6098 for Technology Products & Associated Services 2 - Lot 3: Software and Renfrewshire Council Standing Orders Relating to Contracts. 10. Risk - The insurance cover held by Phoenix Software Limited was assessed as part of their appointment on to the Framework and are reviewed annually by Crown Commercial Services. The aggregate liability cap in accordance with the Framework Agreement Core Terms and Framework Special Terms, which for this Call-Off Contract will not exceed the greater of £1 million or 150% of the Estimated Yearly Charges. 11. Privacy Impact - None directly arising from this report. 12. Climate Risk - None directly arising from this report. 13. Children’s Rights - None directly arising from this report. 14. Cosla Policy Position - None directly arising from this report. _________________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Rachel Davison, Digital Category Manager, rachel.davison@renfrewshire.gov.uk Page 182 of 182