Agenda Document Pack - Finance, Resources and Customer Services Policy Board - 23/04/2026
Renfrewshire Council · 23 April 2026
Back to Finance, Resources and Customer Services Policy Board — 23 April 2026 and its agenda
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16/04/2026 Notice of Meeting and Agenda Finance, Resources and Customer Services Policy Board Date Time Venue Thursday, 23 April 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 214
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16/04/2026 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 Joint Consultative Board (Non-Teaching) Minute of meeting held on 5 February 2026. 6 - 8 2 Revenue and Capital Budget Monitoring 2025/26 at 09 January 2026 Report by the Director of Finance & Resources. 9 - 21 3 Revenue and Capital Budget Monitoring – Council Overview as at 09 January 2026 Report by the Director of Finance & Resources. 22 - 34 4 Business Services Performance Report Report by the Director of Finance & Resources. 35 - 46 5 Customer Services Performance Report Report by the Director of Finance & Resources. 47 - 52 6 Civic Hospitality Report by Director of Finance and Resources. 53 - 56 7 Digital Strategy 2025/30 Update Report by Director of Finance and Resources. 57 - 69 8 Corporate Policy on the Management of Radon Report by Director of Finance and Resources. 70 - 90 9 Public Holiday Proposal: FIFA Men’s World Cup, 15 June 2026 Report by Director of Finance and Resources. 91 - 97 Page 2 of 214
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16/04/2026 10 ‘People Strategy 2021/26’ - New and Revised HR&OD Policies Report by Director of Finance and Resources. 98 - 129 11 Chief Executive’s Service – Health & Safety Action Plan & Performance Indicators 2026/27 Report by Chief Executive. 130 - 134 12 Facilities and Property Services - Service Update Report Report by Director of Environment, Housing & Infrastructure. 135 - 142 13 Corporate Procurement Strategy 2026/27 Report by the Director of Finance and Resources. 143 - 159 14 Contract Authorisation Report for Paisley Halloween Festival – Parade & Town Centre Animation (RC-CPU-25- 168) Joint report by the Director of Finance and Resources and the Chief Executive’s Service. 160 - 164 15 Contract Authorisation Report for GAIA New Water Main (RC-CPU-25-258) Joint report by the Director of Finance and Resources and the Chief Executive’s Service. 165 - 170 16 Contract Authorisation Report for Park Mains High School Extension – Design and Build – Main Works Contract (RC-CPU-24-053) Joint report by the Director of Environment, Housing and Infrastructure and the Director of Finance and Resources. 171 - 177 17 Contract Authorisation Report for Trinity High School – Upgrade of 3G Pitch (RC-CPU-25-128) Joint report by the Director of Finance and Resources and the Director of Environment, Housing and Infrastructure. 178 - 182 Page 3 of 214
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16/04/2026 18 Contract Authorisation Report: Supply and Delivery of 2 x 16 Seat + Driver Wheelchair Accessible Buses - RC-CPU- 25-345 Joint report by the Director of Finance and Resources and the Director of Environment, Housing & Infrastructure. 183 - 187 19 Reactive Repair & Maintenance of CCTV, Fire Alarm and Intruder Alarm Systems (Including the Provision of an Alarm Monitoring Service) - RC-CPU-25-060 Joint report by the Director of Finance and Resources and the Director of Environment, Housing & Infrastructure. 188 - 193 20 Contract Authorisation Report for Provision of a Professional Independent Advocacy Service for Adults (RC-CPU-25-063) Joint report by the Director of Finance and Resources and the Chief Officer Renfrewshire Health and Social Care Partnership (RHSCP). 194 - 198 21 Notification of the award of a Contract for Single Building Assessment – Approved Assessor and Verifier (RC-CPU- 25-089) under standing order 9.1(k) of Council Standing Orders Relating to Contracts Joint report by the Director of Finance and Resources and the Director of Environment, Housing and Infrastructure. 199 - 204 22 Notification of the award of a Contract for Construction of Red Smiddy to Erskine Active Travel Route Phases 4 and 5 (RC-CPU-25-158) Notification of the award of a Contract for Construction of Red Smiddy to Erskine Active Travel Route Phase 6 (RC-CPU-25-159) Joint report by the Director of Finance and Resources and the Director of Environment, Housing and Infrastructure. 205 - 210 Page 4 of 214
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16/04/2026 23 Notification of the Award of a Contract for Supply and Delivery of 1500 x Laptops (RC-CPU-26-008) Report by Director of Finance & Resources. 211 - 214 Page 5 of 214
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Minute of Meeting Joint Consultative Board (Non-Teaching) Date Time Venue Thursday, 05 February 2026 15:00 Via Teams, Present Councillor Fiona Airlie-Nicolson, Councillor Audrey Doig, Councillor Chris Gilmour, Councillor Lisa-Marie Hughes, Councillor Sam Mullin. Representing Trades Unions Ann Canning (GMB); Stephen Hicks and Margaret McIntyre (both UNISON). In Attendance C Dalrymple, Head of Facilities & Property Services (Environment, Infrastructure & Housing); S Fanning, Strategic Lead Partner (Health & Safety); R Laouadi, HR Manager; J Barron, Committee Services Officer and D Cunningham, Committee Services and Licensing Officer (all Finance & Resources); and K Burton, Operations Manager (Locality Teams) (RHSCP). 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. Item 1 Page 6 of 214
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Appointment of Chairperson 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 Stephen Hicks (UNISON) chair the meeting DECIDED: That Stephen Hicks (UNISON) chair the meeting. Apology M Ferguson (UNISON). Declarations of Interest There were no declarations of interest intimated prior to the commencement of the meeting. Transparency Statements Councillor Mullin indicated that he had a connection to items 1, 2 and 3 of the agenda by reason of his membership of the union GMB. However, he indicated that he had applied the objective test and did not consider he had an interest to declare. Councillor Gilmour indicated that he had a connection to items 1, 2 and 3 of the agenda by reason of his membership of the union UNITE. However, he indicated that he had applied the objective test and did not consider he had an interest to declare. Councillor Hughes indicated that she had a connection to items 1, 2 and 3 of the agenda by reason of her membership of the union Unison. However, she indicated that she had applied the objective test and did not consider she had an interest to declare. 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 November 2025. The Strategic Lead Partner (Health & Safety) advised that a report had been submitted to the Health and Safety Executive (HSE) regarding a fatal incident involving one of the Council’s demolition contractors and work was ongoing with Police Scotland and the HSE in this regard. The Strategic Lead Partner (Health & Safety) was heard in response to questions on the report. Page 7 of 214
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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 7 grievances as at January 2026, 4 fewer cases than at the previous meeting of this Board in November 2025. DECIDED: That the report be noted. SEDERUNT M McIntyre, UNISION, joined the meeting before consideration of the following item of business. 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 December 2025 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. 4 Date of Next Meeting DECIDED: That it be noted that the next meeting of the JCB (Non-Teaching) would be held at 3pm on 23 April 2026 via the Teams platform. Page 8 of 214
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 23 April 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Revenue and Capital Budget Monitoring 2025/26 at 9 January 2026 ___________________________________________________________________ 1. Summary 1.1 At the close of reporting Period 10 on 9 January 2026, the projected revenue outturn at 31 March 2026 for those services reporting to the Finance, Resources and Customer Services Policy Board is an underspend position of £3.247m (3.4%) 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 50.626 50.581 0.045 0.1% Environment, Housing and Infrastructure 28.297 28.530 (0.233) (0.8%) Chief Executive's Service (Estates) 0.758 0.823 (0.065) (8.6%) Miscellaneous 17.175 13.675 3.500 20.4% Total 96.856 93.609 3.247 (3.4%) Capital Finance, Resources and Customer Services Policy Board 5.340 5.340 0 0% Item 2 Page 9 of 214
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PUBLIC 2. Recommendations 2.1 Members are requested to: a) Note the projected Revenue outturn underspend position of £3.247m; b) Note the projected Capital outturn break-even position; and c) Note the budget adjustments detailed at section 6 and the proposed transfer to reserves detailed at section 5.4. 3. Revenue Budget Projection – underspend of £3.247m 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, and that budget holders are obliged to seek mitigating action to minimise significant budget variances. The final outturn position will be reported to Council in June. 4. Objective Analysis – Significant Variances 4.1 Environment, Housing and Infrastructure - £0.233m overspend The Public Building Repairs budget is currently forecasting an overspend of £0.275m, which is a further improvement on the position reported at Period 8. 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 surplus properties and progressing them to sale. 4.3 Miscellaneous - £3.500m underspend This forecast position arises from expected underspends within energy costs, NDR relief and Learning Estate loan charges, as explained below. Page 10 of 214
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PUBLIC 5. Subjective Analysis – Significant Variances 5.1 Employee Costs - £1.200m underspend Within this position, Environment, Housing and Infrastructure is projecting an underspend of £1.124m, which reflects current high staff turnover and recruitment challenges, particularly within Soft FM. This position is being managed and will continue to be monitored for the remainder of the year. 5.2 Premises Related - £0.646m underspend There is a projected overspend related to repairs and maintenance within Public Building Repairs due the continued inflationary and cost pressures that have been experienced by the service over the last few financial years. This is offset by expected underspends within Miscellaneous Services on energy costs, and empty property relief on Non-Domestic rates. 5.3 Supplies and Services - £0.940m overspend This projected overspend predominantly relates to Soft FM, where there are overspends in relation to the purchase of tools and equipment, as well as the cost of providing school meals, which is subject to inflationary pressures. 5.4 Depreciation and Impairment Losses - £2.000m underspend This forecast, within Miscellaneous Services, relates to an expected underspend in loan charges. This budget was set aside on a recurring basis in the 2025/26 budget to fund future borrowing for the Learning Estate Strategy. This underspend will be set aside to fund business case development costs, as outlined in the Learning Estate Strategy Update report to the Education and Children’s Services Policy Board on 12 March 2026. This sum will be transferred to earmarked reserves. 5.5 Income - £0.444m over-recovery Environment, Housing and Infrastructure is projecting an over-recovery of income of £0.398m, arising principally from a higher than expected surplus within Building Services, of which Public Buildings receives a share. This is offset by under-recoveries within Soft FM, due to the loss of car parking income and lower recharge income. 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. Page 11 of 214
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PUBLIC 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 £6.097m. 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. 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 £5.340m, and details of these adjustments, which amount to (£0.757m) are as follows: Project Amount (£m) Budget carried forward into 2026/27 - updated cashflows ICT Infrastructure Maintenance & Renewal Programme (0.271) Artificial pitch upgrades (0.486) Total (0.757) Implications of the Report 1. Financial The projected budget outturn position for Finance, Resources and Customer Services’ Revenue budget is an underspend of £3.247m (3.4%) 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. Page 12 of 214
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PUBLIC 2. HR & Organisational Development While staffing budgets form a significant proportion of the Council’s revenue budgets, there are no direct implications arising from the recommendations in this report. 3. Community/Council Planning Community Plan Our Renfrewshire is thriving The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Our Renfrewshire is well Our Renfrewshire is fair Our Renfrewshire is safe Council Plan Reshaping our place, our economy, and our future The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Building strong, safe, and resilient communities Tackling inequality, ensuring opportunities for all Creating a sustainable Renfrewshire for all to enjoy Ongoing revenue and capital budget monitoring is a tool to enable good financial management so that the Council has resources now and in the future for continued service delivery. Working together to improve outcomes 4. Legal There are no direct implications arising from the recommendations in this report. 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. Page 13 of 214
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PUBLIC 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 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 14 of 214
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 9 January 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Objective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Finance and Resources 50,669 (43) 50,626 50,581 45 0.1% 75 (30) Environment, Housing and Infrastructure 28,275 22 28,297 28,530 (233) (0.8%) (418) 185 Chief Executive's Service (Estates) 683 75 758 823 (65) (8.6%) (65) 0 Miscellaneous 17,914 (739) 17,175 13,675 3,500 20.4% 0 3,500 NET EXPENDITURE 97,541 (685) 96,856 93,609 3,247 3.4% (408) 3,655 Subjective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 90,340 (205) 90,135 88,935 1,200 1.3% 393 807 Premises Related 11,336 (157) 11,179 10,533 646 5.8% (1,111) 1,757 Transport Related 2,264 3 2,267 2,296 (29) (1.3%) (185) 156 Supplies and Services 24,815 380 25,195 26,135 (940) (3.7%) (939) (1) Third Party Payments 1,868 0 1,868 1,860 8 0.4% 8 0 Transfer Payments 38,722 594 39,316 39,348 (32) (0.1%) 4 (36) Support Services 877 0 877 927 (50) (5.7%) (65) 15 Depreciation and Impairment Losses 14,909 70 14,979 12,979 2,000 13.4% 0 2,000 GROSS EXPENDITURE 185,131 685 185,816 183,013 2,803 1.5% (1,895) 4,698 Income (87,590) (1,370) (88,960) (89,404) 444 0.5% 1,487 (1,043) NET EXPENDITURE 97,541 (685) 96,856 93,609 3,247 3.4% (408) 3,655 Page 15 of 214
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 9 January 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Objective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Finance and Resources Directorate (807) 0 (807) (793) (14) (1.8%) (15) 1 Audit Services 531 0 531 445 86 16.2% 83 3 Corporate Governance 3,552 0 3,552 3,517 35 1.0% 41 (6) Digital, Transformation & Customer Services 25,478 (44) 25,434 25,464 (30) (0.1%) (25) (5) Finance and Procurement 5,149 0 5,149 5,161 (12) (0.2%) 6 (18) Business Services 7,931 1 7,932 7,933 (1) 0.0% (2) 1 People & Organisational Development 2,103 0 2,103 2,111 (8) (0.4%) (2) (6) Social care (non-delegated) 821 0 821 833 (12) (1.5%) (11) (1) Council and Externally Funded Schemes 5,911 0 5,911 5,911 0 0.0% 0 0 NET EXPENDITURE 50,669 (43) 50,626 50,581 45 0.1% 75 (30) Page 16 of 214
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 9 January 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - FINANCE & RESOURCES Subjective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 39,000 (15) 38,985 38,909 76 0.2% (10) 86 Premises Related 2,747 16 2,763 2,755 8 0.3% (10) 18 Transport Related 274 0 274 263 11 4.2% 11 0 Supplies and Services 11,754 (44) 11,710 11,791 (81) (0.7%) (83) 2 Third Party Payments 1,868 0 1,868 1,860 8 0.4% 8 0 Transfer Payments 37,663 0 37,663 37,673 (10) 0.0% (11) 1 Support Services 417 0 417 430 (13) (3.1%) (7) (6) Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 93,723 (43) 93,680 93,679 1 0.0% (102) 103 Income (43,054) 0 (43,054) (43,098) 44 0.1% 177 (133) NET EXPENDITURE 50,669 (43) 50,626 50,581 45 0.1% 75 (30) Page 17 of 214
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Appendix 1 PUBLIC Objective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Previous Projected Outturn V i Movement £000 £000 £000 £000 £000 % £000 £000 Building Services 173 0 173 173 0 0.0% (1) 1 Public Building Repairs 6,733 22 6,755 7,030 (275) (4.1%) (402) 127 Soft Facilities Management Services 21,225 0 21,225 21,183 42 0.2% (15) 57 Property Services 144 0 144 144 0 0.0% 0 0 NET EXPENDITURE 28,275 22 28,297 28,530 (233) (0.8%) (418) 185 Subjective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Previous Projected Outturn i Movement £000 £000 £000 £000 £000 % £000 £000 Employees 34,376 707 35,083 33,959 1,124 3.2% 403 721 Premises Related 4,912 61 4,973 5,835 (862) (17.3%) (1,101) 239 Transport Related 1,812 176 1,988 2,028 (40) (2.0%) (196) 156 Supplies and Services 12,349 424 12,773 13,567 (794) (6.2%) (791) (3) Third Party Payments 0 0 0 0 0 0.0% 0 0 Transfer Payments 168 2 170 192 (22) (12.9%) 15 (37) Support Services 1,356 0 1,356 1,393 (37) (2.7%) (58) 21 Depreciation and Impairment Losses 1,677 70 1,747 1,747 0 0.0% 0 0 GROSS EXPENDITURE 56,650 1,440 58,090 58,721 (631) (1.1%) (1,728) 1,097 Income (28,375) (1,418) (29,793) (30,191) 398 1.3% 1,310 (912) NET EXPENDITURE 28,275 22 28,297 28,530 (233) (0.8%) (418) 185 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 9 January 2026 Page 18 of 214
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 9 January 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - CHIEF EXECUTIVE'S SERVICE (ESTATES) Subjective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 0 0 0 0 0 0.0% 0 0 Premises Related 1,379 27 1,406 1,406 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 27 1,979 2,044 (65) (3.3%) (65) 0 Income (1,269) 48 (1,221) (1,221) 0 0.0% 0 0 NET EXPENDITURE 683 75 758 823 (65) (8.6%) (65) 0 Page 19 of 214
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 9 January 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - MISCELLANEOUS Subjective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 16,964 (897) 16,067 16,067 0 0.0% 0 0 Premises Related 2,298 (261) 2,037 537 1,500 73.6% 0 1,500 Transport Related 178 (173) 5 5 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 825 592 1,417 1,417 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 11,232 2,000 15.1% 0 2,000 GROSS EXPENDITURE 32,806 (739) 32,067 28,567 3,500 10.9% 0 3,500 Income (14,892) 0 (14,892) (14,892) 0 0.0% 0 0 NET EXPENDITURE 17,914 (739) 17,175 13,675 3,500 20.4% 0 3,500 Page 20 of 214
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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 (271) 998 998 0 0% 4,469 4,469 0 0% Lifecycle Capital Maintenance (LCM) Fund 0 3,650 0 3,650 3,650 0 0% 22,583 22,583 0 0% Artificial Pitch Upgrades 1,315 571 (486) 85 85 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 349 251 0 251 251 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 6,097 (757) 5,340 5,340 0 0% 33,250 33,250 0 0% *Rolling programmes have a prior year year expenditure of £0 as the expenditure is not directly linked from one year to the next as a singular project. RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 9th January 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Current Year 2025-26 Full Programme - All years Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable Page 21 of 214
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 23 April 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Revenue and Capital Budget Monitoring – Council Overview as at 9 January 2026 __________________________________________________________________ 1. Summary of Financial Position 1.1 At the close of reporting Period 10 on 9 January 2026, the projected revenue outturn position at 31 March 2026 for Council services is an underspend position of £2.183m (0.5%) against the revised budget for the year. Adult Services (HSCP) is projecting an overspend of £5.546m (5.0%), resulting in a net projected overspend of £3.363m (0.6%). 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) 457.247 455.064 2.183 (0.445) Adult Services (HSCP) 111.791 117.337 (5.546) (5.969) Housing Revenue Account (HRA) 0 0 0 0 Total 569.038 572.401 (3.363) (6.414) Capital Variance % General Fund Services 111.506 111.506 0 0.0% Housing Revenue Account (HRA) 46.546 46.546 0 0.0% Total 158.052 158.052 0 0.0% Item 3 Page 22 of 214
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PUBLIC 2. Recommendations 2.1 Members are requested to: a) Note the projected Revenue outturn overspend position of £3.363m; 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 £3.363m by 31 March 2026 3.1 The projected overspend of £3.363m across all services includes an overspend of £5.546m for Adult Services (HSCP), offset by a forecast underspend of £2.183m 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. The final outturn position will be reported to Council in June. 4. Objective Analysis – Significant Variances 4.1 Education & Children’s Services - £0.983m overspend This projected overspend includes £1.063m 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 £1.487m 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 Premises costs of £0.515m mainly due to increased janitorial costs, across the school estate. These overspends are partly offset by underspends projected in Third Party Payments of £1.733m mainly due to the number of fostering and kinship arrangements being less than previously predicted, and a projected over- recovery of income (£0.129m) within Primary, in relation to rental income and Secondary schools, in relation to insurance premium rebates within schools PPP contracts. Page 23 of 214
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PUBLIC 4.2 Infrastructure, Land & Environment - £0.197m 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 - £3.247m underspend The anticipated underspend arises within Miscellaneous services with projected underspends on energy costs, non-domestic rates relief, and Learning Estate loan charges. Of this, £2.000m will be transferred to reserves to fund business case development costs, as outlined in the Learning Estate Strategy Update report to the Education and Children’s Services Policy Board on 12 March 2026. 4.4 Adult Services - £5.546m 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 9 January 2026 amounted to £26.811m, representing 58% of available resources, compared to 64% for the same period in 2024/25. Page 24 of 214
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PUBLIC 5.3 27% of expected capital income has been received to date, compared to 47% 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 £113.586m. The current revised programme totals £111.506m (a decrease of £2.080m) resulting mainly from the net effect of: • budget increases of £1.600m, mainly as result of grant funding approved by Transport Scotland for the Red Smiddy Roundabout to Erskine ATT2; and • budget carried forward from 2025/26 into 2026/27 of (£3.680m), mainly as a result of Artificial Pitch Fund (£0.781m) not anticipated to commence until later in the financial year as well as Community Halls Refurbishment (£0.479m), Lagoon Internal Play Centre (£0.470m), Place Based Investment Fund (£0.535m) and Ferguslie Belltrees (£0.550) not anticipated to be complete until early next financial year. The remainder relates to various smaller adjustments. 6.2 Capital expenditure to 9 January 2026 totals £75.926m, representing 68% of the available resources, compared to 66% for the equivalent period in 2024/25. 6.3 Capital income totalling £30.473m has been received to 9 January 2026. This represents 79% of the total anticipated income, compared to 60% 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 25 of 214
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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 113 112 Housing 47 47 Total 160 159 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 518 517 Housing 156 156 Total 674 673 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. Page 26 of 214
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PUBLIC 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. 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 550 549 Other Long-Term Liabilities 124 124 Total 674 673 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 578 577 Other Long-Term Liabilities 124 124 Total 702 701 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 27 of 214
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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. 8. 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 10 March 2026. 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 £3.363m (0.6%) 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. 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 Page 28 of 214
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PUBLIC 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 29 of 214
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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 30 of 214
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 9 January 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - OVERVIEW Policy Board - Objective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Communities and Housing Services 15,276 14 15,290 15,290 0 0.0% 0 0 Education and Children's Services 278,118 730 278,848 279,831 (983) (0.4%) (1,061) 78 Infrastructure, Land and Environment 39,765 82 39,847 40,044 (197) (0.5%) (380) 183 Finance, Resources and Customer Services 97,541 (685) 96,856 93,609 3,247 3.4% (408) 3,655 Adult Services 111,791 0 111,791 117,337 (5,546) (5.0%) (5,393) (153) Planning 856 (1) 855 817 38 4.4% 32 6 Economy and Regeneration 3,168 3 3,171 3,104 67 2.1% 57 10 Chief Executive's Service 22,134 246 22,380 22,369 11 0.0% 18 (7) GENERAL SERVICES NET EXPENDITURE 568,649 389 569,038 572,401 (3,363) (0.6%) (7,135) 3,772 Housing Revenue Account (HRA) 0 0 0 0 0 0.0% 0 0 NET EXPENDITURE 568,649 389 569,038 572,401 (3,363) (0.6%) (7,135) 3,772 Page 31 of 214
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 9 January 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - OVERVIEW Subjective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Total Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 392,770 202 392,972 389,531 3,441 0.9% 1,653 1,788 Premises Related 56,667 348 57,015 57,164 (149) (0.3%) (1,710) 1,561 Transport Related 19,110 65 19,175 20,202 (1,027) (5.4%) (1,178) 151 Supplies and Services 97,551 663 98,214 100,044 (1,830) (1.9%) (1,742) (88) Third Party Payments 97,599 572 98,171 102,759 (4,588) (4.7%) (4,848) 260 Transfer Payments 91,901 1,384 93,285 95,298 (2,013) (2.2%) (1,179) (834) Support Services 6,442 0 6,442 6,622 (180) (2.8%) (113) (67) Depreciation and Impairment Losses 37,133 (184) 36,949 34,948 2,001 5.4% 9 1,992 GROSS EXPENDITURE 799,173 3,050 802,223 806,568 (4,345) (0.5%) (9,108) 4,763 Income (230,524) (2,661) (233,185) (234,167) 982 0.4% 1,973 (991) NET EXPENDITURE 568,649 389 569,038 572,401 (3,363) (0.6%) (7,135) 3,772 Page 32 of 214
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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 53,194 500 53,694 53,694 0 0% 201,371 201,371 0 0% TOTAL 51,019 53,194 500 53,694 53,694 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 142,219 16,625 1,800 18,425 18,425 0 0% 229,760 229,760 0 0% TOTAL 142,219 16,625 1,800 18,425 18,425 0 0% 229,760 229,760 0 0% ECONOMY & REGENERATION Economy and Development 98,353 18,450 (1,468) 16,982 16,982 0 0% 124,187 124,187 0 0% TOTAL 98,353 18,450 (1,468) 16,982 16,982 0 0% 124,187 124,187 0 0% FINANCE, RESOURCES & CUSTOMER SERVICES Corporate Projects 4,404 6,097 (757) 5,340 5,340 0 0% 33,250 33,250 0 0% TOTAL 4,404 6,097 (757) 5,340 5,340 0 0% 33,250 33,250 0 0% PLANNING & CLIMATE CHANGE Climate Projects 0 875 (425) 450 450 0 0% 1,167 1,167 0 0% TOTAL 0 875 (425) 450 450 0 0% 1,167 1,167 0 0% LEADERSHIP Leisure Services 25,402 2,223 (1,730) 493 493 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 18,345 (1,730) 16,615 16,615 0 0% 258,003 258,003 0 0% TOTAL ALL BOARDS 548,380 161,232 (2,080) 159,152 159,152 0 0.0% 1,202,601 1,202,601 0 0% MADE UP OF: Non-Housing Programme 490,649 113,586 (2,080) 111,506 111,506 0 0% 847,738 847,738 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 548,380 161,232 (2,080) 159,152 159,152 0 0.0% 1,202,601 1,202,601 0 0% Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 9th January 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Current Year 2025-26 Full Programme - All years Page 33 of 214
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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 51,861 87,898 2a General Capital Grant 14,826 750 15,576 2b. Specific Capital Grant 5,000 572 5,572 3. Usable Capital Receipts 575 22,979 23,554 4. Contribution From Current Revenue (CFCR) 4,934 21,268 350 26,552 5 Total Resource Availability 46,546 111,506 1,100 159,152 B. CAPITAL PROGRAMME 6. Resources Available 46,546 111,506 1,100 159,152 7. Current Programme 46,546 100% 111,506 100% 1,100 100% 159,152 100% C. ACTUAL EXPENDITURE VS PROJECTED 8. Resource Availability 46,546 111,506 1,100 159,152 9. Cash Spent at 9 January 2026 26,811 58% 75,926 68% 512 47% 103,249 65% 10. Cash to be Spent by 31 March 2026 19,735 35,580 588 55,903 D. ACTUAL RECEIPTS VS PROJECTED 11. Current Programme (total receipts expected) 5,575 38,377 750 44,702 12. Actual Cash Received at 9 January 2026 1,504 27% 30,473 79% 601 80% 32,578 73% 13. Receipts to be received by 31 March 2026 4,071 7,904 149 12,124 RENFREWSHIRE COUNCIL 2025/26 CAPITAL BUDGETS MONITORING SUMMARY REPORT TO 9th January 2026 Page 34 of 214
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PUBLIC _________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 23 April 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 February 2026. ___________________________________________________________________ 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 February 2026 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 £112,519,026. 3.1.3 The sums collected to date for 2025/26 are £104,975,140 which is 93.30% of the billable sum (93.13% last year). This represents an increase of 0.17% in cash collection as a proportion of net charges billed compared with the same position for 2024/25. Item 4 Page 35 of 214
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PUBLIC 3.1.4 The Council Tax Reduction (CTR) awarded is £15,137,702, amounting to 11.86% of the billable sum, which is 0.05% more than at the same point last year, the number of recipients of CTR has increased by approximately 4%. 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 February 2026 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 £111,701,161. 3.2.3 Cash receipts to date amount to £108,821,793 which is 97.42% of the sum billed. This is an increase in cash collection as a proportion of net charges billed of 0.69% compared with the same position for 2024/25. 3.2.4 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. 3.2.5 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 February 2026. 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. 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. Page 36 of 214
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PUBLIC 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 within target for the period. 4.2.2 In relation to New Claims processed within 14 days of all information received, this measure is also 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 12 February 2026 to 11 March 2026 Year to date position Annual Target New Claims – processing time (no. of days) 18 days 19 days 20 days New Claims - % processed within 14 days of all information received 98% 95% 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. 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. Page 37 of 214
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PUBLIC Table 2 – Council Tax Reduction Performance Summary Performance measure 4 Week Reporting Period 12 February 2026 to 11 March 2026 Year to date position Annual Target New Claims – processing time (no. of days) 28 days 28 days 35 days Changes in Circumstance – processing time (no. of days) 3 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. 4.4.5 As of 22nd March 2026, the total of LA Errors was below the lower threshold at 0.38% of all HB expenditure which, if the position was maintained for the remainder of the financial year, 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 has been improving month on month since the situation reported at the November board (effective 12/10/25) when errors were at 0.52% with a projected loss of £106k. Page 38 of 214
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PUBLIC 4.4.7 The 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. 4.4.8 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. 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 Page 39 of 214
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PUBLIC *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 28 February 2026 Volume of DHP applications received 5,867 applications Volume of DHP decisions made 5,709 decisions Number of DHP awards 5,439 awards Average processing time (target 29 days) 7 days Total amount committed/paid £3,439,199 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 83.5% of the total budget for the SWF by the end of February 2026. 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. 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 was alleviated by the 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. Page 40 of 214
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PUBLIC 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 February 2026 Number of Crisis Grant applications received 8,356 Number of Crisis Grant Awards 5,385 Total amount paid for Crisis Grants £642,660.26 Average Processing time year to date (2 working days target) 2 days Average Processing time within February 1 day Number of Community Care Grant applications received 2,616 Number of Community Care Grant Awards 1,487 Total amount paid for Community Care Grant £1,108,878.15 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 £1,751,538.41 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 Page 41 of 214
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PUBLIC _____________________________________________________________ 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 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. Page 42 of 214
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PUBLIC 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, Head of Business Services, Risk and Safety Page 43 of 214
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PUBLIC Appendix 1 RENFREWSHIRE COUNCIL REVENUES COLLECTION STATEMENT AS AT 28 FEBRUARY 2026 COUNCIL TAX 2024/25 2025/26 £m £m Projected Yield 110.304 122.243 Gross Charges 115.377 127.657 Less rebates 13.595 15.138 Net Charges Billed 101.782 112.519 Cash Collected 96.301 104.975 Rebate Grant 13.595 15.138 109.897 120.113 Cash collected as % of Net Charges 94.62% 93.30% Income as % of Projected Yield 99.63% 98.26% NON DOMESTIC RATES 2024/25 2025/26 £m £m Projected Yield 108.979 109.467 Gross Charges 140.801 142.995 Less reliefs 29.598 31.294 Net Charges Billed 111.203 111.701 Cash Collected 111.883 108.822 Cash collected as % of Net Charges 100.61% 97.42% Cash collected as % of Projected Yield 102.66% 99.41% Page 44 of 214
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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 Oct’ 25: 16 days Nov’ 25: 15 days Dec’ 25: 10 days Result Last 3 months Dec’ 25: 10 days Jan’ 26: 24 days Feb’ 26: 14 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% 16% Accuracy – February 2026 95% 96% Accuracy – 2025/26 95% 96% Comment:- The Service continues to analyse errors and action trends/patterns by providing additional guidance/training where needed. Accuracy is within target but continues recognised as a key priority for sustained improvement, targeted training takes place following errors being identified and a detailed training matrix is in place. 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) December: 92 days January: 15 days February: 21 days Average (12 months to date) 29 days Average Appeals Completed (12 th t d t ) 3 Appeals per month Comment:- Appeals volumes are very low, which is expected due to reducing Housing Benefit caseload and are well within target for January and February. Regrettably, as previously reported, 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 45 of 214
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PUBLIC 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 £909,765 Overpayments raised and recovered in year £575,150 % Recovery for above (Target 50%) 63.22% All recovery in year £1,204,058 All recovery vs raised in year (Target 120%) 132.35% All recovery vs all debt (Target 16.50% by yr end) 15.95% Total debt outstanding at end of reporting period £6,342,731 Page 46 of 214
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1 PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 23 April 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 February 2026. ___________________________________________________________________ 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 February 2026. 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. 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”. Item 5 Page 47 of 214
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2 PUBLIC 3.2 Contact Centre Performance 3.2.1 High level monthly summary – for the month of February, the contact centre received 18,308 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 February Performance Year to Date 90% calls answered 2026 18,308 98% 98% 2025 21,288 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 February Performance Year to Date 70% calls in 40 seconds 2026 72% 70% 2025 68% 68% 3.2.4 The contact centre achieved the secondary target and answered over 70% of calls within 40 seconds. The total call volume is lower than the same period last year and members will note continuing trend where we are seeing an increase in e-mails and onilne transactions as the Digital Advisor provides customers with a choice in how to interact with the Council. 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 4,105 applications for Free School Meals and Clothing Grants and paid £668,100 in clothing grants to 5,018 children. Page 48 of 214
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3 PUBLIC For the same period last year, 4,277 applications were processed with £706,380 paid to 5,454 children. The applications for clothing grants in this school year closed on the 31st March, however the team will continue to process requests for Free School Meals. Clothing Grant applications for the next school year will re-open in June. 3.2.5 In addition to the calls outlined above, customers also contact the Council using e-mail as their preferred channel. The e-mails received in the last three months for each service are outlined in table 3 below. Table 3 – E-mail contact volumes Service December 2025 January 2026 February 2026 Blue Badge 268 383 367 General Enquiry 831 1028 1009 Environmental 85 54 35 Free School Meals / Clothing Grants 48 28 25 Housing Repairs 1131 1453 1490 Licensing 273 421 488 Mybins 576 552 399 Roads and Lighting Faults 175 215 136 Garden Waste 19 13 27 Total e-mails handled 3,406 4,147 3,976 The volume of e-mails has increased following the introduction of the digital advisor. Customers are being made aware of options in how to contact us and we continue to see some now choosing to use digital methods like e-mails and online services for non-emergency or routine enquiries, e.g. LED lighting units, applying for larger bins, reporting misuse of a blue badge. 3.3 Face to face service provision 3.3.1 The Customer Service Centre offers face to face support to customers 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 February 2025. Table 4 – Face to Face Customer Volumes Service Total Customers Birth Registration 80 Marriage Registration 45 Licensing 70 TOTAL 195 Page 49 of 214
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4 PUBLIC 4 Digital Service Provision 4.1 Digital Advisor (Millie) For the month of February, the Digital Advisor received 19,062 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 year to date. Table 5 – Digital Advisor Performance Calls Received Transferred to Advisor Response Provided February 2025 19,062 64% 36% Year to Date 242,169 63% 37% The top 5 reasons for transfers, which account for 76% of all transferred calls are. • Report a new housing repair 27% • Council Switchboard 17% • Council Tax 12% • Automated Payments 10% • Recycling 10% The team continue to monitor the performance of the digital advisor, and make regular changes to improve the overall effectiveness of the service. 4.2 Online Digital Services The Council continues to see a high level of requests processed through the online platform, with an additional 13,027 customers registered in the last year. The total number of registered users on the MyAccount platform is now 126,062. Since the start of the financial year we continue to see customers using our online service with 329,092 online transactions completed, which is 117,916 higher than the same period last year. The graph below shows this increase in online activity over the past 5 years. Page 50 of 214
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5 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 51 of 214
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6 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 52 of 214
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PUBLIC _________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 23 April 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 year 2026/27. a) Correspondence had been received from Dates-n-Mates in relation to their charity Ceilidh, requesting the possibility of sponsoring a table at their event on Thursday 26th March 2026. Dates-n-Mates is a charity which supports adults with learning disabilities across Renfrewshire to connect with one another, make friends, build confidence and help to form lasting relationships. Following consultation with the Provost, it was agreed to sponsor a table for Renfrewshire members at the cost of £500 and the Head of Corporate Governance used his delegated authority to approve the request and make the necessary arrangements. b) Correspondence had been received from the Mayor of the town Council of Sant Vicenç de Torelló in Catalonia, the municipality in which the Borgonya Colony is situated requesting the possibility of a small reception for their visiting group, who were hoping to explore more of the historical links between Borgonya and Paisley on 9th April 2026. Borgonya was founded in 1894 by J&P Coats who created an industrial connection between the two towns by building a textile mill, workers from Paisley went to Borgonya to impart their knowledge and skills which cultivated a longstanding friendship between the towns, with a particular affinity embedded in the shared love of football, with CD Borgonya adopting the St Mirren FC colours. Item 6 Page 53 of 214
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PUBLIC Following consultation with the Provost, it is was agreed to provide a tour of the Renfrewshire Council chamber, followed by a light buffet lunch for approximately 15 people at the cost of £200 and the Head of Corporate Governance used his delegated authority to approve the request and make the necessary arrangements. c) Correspondence has been received from the Provincial Grand Lodge of Renfrewshire East in relation to their 200th anniversary, suggesting the possibility of civic hospitality to accompany an event that they are holding in Paisley Town Hall on Saturday 6th June 2026 for approximately 270 people. Following consultation with the Provost, it was agreed to provide a welcome drink from local supplier Two Towns Down for the event as detailed above at the cost of £840 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 Rays of Hope Cancer Support in relation to a Charity Ladies Lunch event being held on Saturday 14th November at Ingliston Country Club suggesting the possibility that we take a table of 10 at the event. Following consultation with the Provost, it is proposed that the Board agree to take a table at the above mentioned event at the cost of £500 and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. e) Correspondence has been received from St Mary’s Church in relation to the 150th anniversary of their congregation and suggesting the possibility of civic hospitality in the form of a hot buffet for approximately 200 people to be held at their premises on Saturday 12th December 2026. Following consultation with the Provost, it is proposed that the Board agree to the hospitality as detailed above at the cost of approximately £2500 and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. f) Each year Renfrewshire, in celebration of our Armed Forces has a flag raising ceremony to thank our local armed forces community for their continued service to our Country. It is proposed that this year we continue the tradition of the Flag raising service on Friday 19th June with light refreshments in Paisley Abbey following this event. The Royal British Legion Scotland Paisley Comrades Branch together with the 102 Field Squadron are collaborating on a family fun day for our local Armed Forces community and families on Saturday 27th June and have suggested the possibility of a contribution towards the costs of a buffet for approximately 200 people. Following consultation with the Provost, it is proposed that the Board agree to provide hospitality for Renfrewshire’s Armed Forces Day events as detailed above at the total cost of approximately £2600 and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. Page 54 of 214
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PUBLIC 1.2 The budget provision for 2026/27 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 £30,370. 2. Recommendations 2.1 That the Board agrees to: (a) provide the hospitality as detailed above for the Provincial Grand Lodge Renfrewshire East, St Mary’s Church congregation and for the Armed Forces 2026 arrangements. (b) take a table at Rays of Hope Cancer Support Ladies Lunch and; (c) that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements 2.2 That the Board note the action taken by the Head of Corporate Governance in terms of his delegated authority in respect of sponsoring a table for Dates-n- Mates and the reception for visitors of Borgonya. Implications of the Report 1. Financial – The costs of the request from civic hospitality will be met from the 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. 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. Page 55 of 214
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PUBLIC 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 Dates-n- Mates event (b) Background Paper 2 – Email correspondence from the Mayor of Sant Vicenç de Torelló (c) Background Paper 3 – Email correspondence from the Provincial Grand Lodge Renfrewshire East (d) Background Paper 4 – Email correspondence from Rays of Hope Cancer Support (e) Background Paper 6 – Email correspondence from St Mary’s Church 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 56 of 214
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PUBLIC ___________________________________________________________________ To: Finance Resources and Customer Services Policy Board On: 23 April 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Digital Strategy 2025 – 2030 Update ___________________________________________________________________ 1. Summary 1.1 The Council’s Digital Strategy 2025 – 2030 was approved by the Finance, Resources and Customer Services Policy Board in April 2025. Since its approval, the Council has made strong progress in delivering the Digital Strategy 2025 – 2030 which is built around six strategic themes in support of four strategic objectives. 1.2 Annual progress reports are to be presented to members for noting and scrutiny. The purpose of this report is therefore to provide members with an update on the progress made within the last 12 months. 2. Recommendations 2.1 Members are requested to: a) Note the progress achieved over the past 12 months in delivering the Council’s Digital Strategy 2025 – 2030. b) Note that the next progress report will be submitted for scrutiny in April 2027. _________________________________________________________ 3. Background 3.1 We have made significant progress in recent years to invest in digital technology and services, changing how we work and how our customers interact with us. Item 7 Page 57 of 214
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PUBLIC The Digital Strategy 2025 - 2030, which was developed using customer insights and in consultation with senior managers from across the Council, builds on the success and learnings from our previous strategy, and recognises the need for bolder, Council-wide transformation. To ensure the successful delivery of this, we identified the need for a strengthened corporate approach. We have created a coordinated programme of work, built around six strategic themes in support of four strategic objectives. We recognise that five years is a long time, particularly in the digital world, so we will conduct a review of the strategy after year two, to ensure our objectives are still relevant and aligned. The four strategic objectives are: • Our employees and residents will be digitally capable and supported in the use of digital solutions. • We will achieve corporate transformation with a single coordinated approach that breaks down operational silos. • Data will become a critical asset to us and the backbone to our transformation and future decision making. • We will be a modern organisation, where our services, people and culture are ready to deliver for the future. Achievement of these objectives is being managed through a programme of work built around the following six strategic themes, which have been developed in consultation with senior managers: • Digital Inclusion. • Data. • Our Technology and Infrastructure. • Digitally Enabled Workforce. • Leadership and Culture. • Digital Public Services. 3.2 Theme 1 Digital Inclusion 3.2.1 Renfrewshire continues to advance a nationally recognised, partnership‑led digital inclusion programme that helps residents access devices and connectivity, build essential digital skills, and confidently use online public services in an increasingly digital world. Progress to date includes DigiRen, Citizens Voice Forum, and National Recognition and Alignment. 3.2.2 DigiRen • Partnered with SCVO to establish an Essential Digital Skills baseline and presented the 2024/25 annual impact report Creating a Fairer and Digitally Inclusive Renfrewshire during DigiKnowVember. Page 58 of 214
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PUBLIC • 170+ events registered as part of DigiKnowVember, engaging 1,200+ participants through workshops, webinars, and community activities to boost digital confidence. • The Network now includes 200+ individuals from 70+ organisations (Renfrewshire-based and national), deepening collaboration and extending support into more settings. 3.2.3 Citizens Voice Forum • Members collaborate to advance digital inclusion priorities, access, skills, confidence, and meaningful use, ensuring no community is left behind. • The Fairer Renfrewshire Fund continues to support the Digital Champions project, delivering 2,000+ volunteer hours and helping 800+ learners, scaling peer-to-peer learning. • DigiZones have seen 71,000+ visits, offering free device access, public Wi- Fi, and tailored support. An early-phase evaluation is underway to inform future scaling, with refined quarterly impact reporting. • The Pachedu ‘E-Quality Access’ project, a community-led device reuse initiative, soft-launched during DigiKnowVember and is in the process of rolling out across four pilot libraries, reducing e-waste, promoting sustainability, and supporting RenZero goals. 3.2.4 National Recognition and Alignment • Renfrewshire is the only Scottish Council referenced in the refreshed national Digital Strategy for its leadership in digital inclusion. • Digital inclusion is embedded as a standalone strategic priority within Renfrewshire’s ambitious Digital Strategy and the CLD Plan 2024–2027. 3.2.5 Renfrewshire’s digital inclusion approach continues to evolve, with ambitious plans for 2026 that include signing Scotland’s Digital Inclusion Charter to align with national standards, exploring data-driven insights to predict and prevent digital exclusion, and developing a Digital Inclusion e-learning module with the Scottish Government, initially for the third sector and later for citizens. Furthermore, we will look to expand DigiZones into Health & Social Care Partnership venues, leverage community benefits in contracts to create opportunities for communities and third sector partners, support the rollout of MyCare.Scot to enable digital access to health and care services, and publish the DigiZones early implementer evaluation report to inform scaling and continuous improvement. Page 59 of 214
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PUBLIC 3.3 Theme 2 Data 3.3.1 The Data Strategy Framework, developed and approved in 2023, was reviewed and updated to ensure it continues to be fit-for-purpose. Service Improvement Plans have been updated across all Directorates to include data improvement activities, ensuring appropriate visibility and tracking of progress. Activities are relevant to each Directorate based on requirements aligned to the Data Strategy but broadly includes data analysis and visibility for senior decision makers, dashboard opportunities, Customer Services performance statistics, data skills gaps, and data quality improvement activities. The Data Catalogue created and populated by Data Advisory Group representatives, continues to be reviewed and updated, providing a register of Council critical data sets and ownership. 3.3.2 The Data Advisory Group is progressing a range of practical data improvement activities aligning with the Data Strategy Framework, including: • Providing training for identified common skills gaps, such as the practical analysis and management of data, through training videos and supporting discussions lead by the Data Analytics Manager. • A Technical Sub-group has been created to provide a forum for deeper dives into technical data challenges, such as address consistency across systems. • Progressing investigation of data aggregation and processing opportunities on new technologies, through a practical use-case in partnership with HSCP. • Continued support for AI roadmap development. • Providing a place to present and discuss the data-related activities of services, encouraging others to share insights, learn from each other, spot opportunities for collaboration, and improve the value of our data. 3.4 Theme 3 Technology and Infrastructure 3.4.1 The Housing Innovations Project (HIP) is a two-phase implementation with Phase 1 being transition from OHMS - a twenty-year-old housing management on premise system - to NEC Housing as a cloud-based service. Phase 1 focuses on housing management and creating a streamlined integrated and scalable management system harnessing modern technology to provide a better user experience and ultimately benefiting our tenants by providing a more streamlined, aligned service. Since contract signing with NEC and kick off in January 2025, the project team has conducted over 70 solution design and configuration sessions across rents, allocations, estates, anti-social behaviour, Customer Services, servicing and interfaces and integrations with finance, GIS and document management. The team have also embedded a benefits realisation approach, completed test cycle 1 and developed a training programme for end users. HIP Phase 1 is due to go live in late 2026. Page 60 of 214
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PUBLIC 3.4.2 November 2025 saw the successful launch of the new Procure to Pay (P2P) service comprising an improved P2P operating model and the launch of the Business World Procurement Module replacing PECOS. This launch was the culmination of months of work from Finance, Business World ERP and Procurement colleagues, supported by the Project Management team and in collaboration with colleagues from across the organisation. Following the successful launch of the P2P service, the team will continue to improve use of data, gain the most from the new technology’s capability, and make interactions with suppliers as efficient as possible. As with Phase 1, the team will engage across the organisation to harness local knowledge, promote innovation and optimise the design of the operating model going forward. 3.4.3 In 2025, major steps were taken to strengthen cyber resilience and protect the Council’s digital assets, successfully passing Public Services Network (PSN) and Payment Card Industry (PCI) accreditations, ensuring we meet the highest security standards. The team rolled out mandatory cyber training for all staff to boost awareness and safe practices. This includes phishing awareness training for staff who click once on phishing campaign emails, plus follow- up tutor-led training for staff who click more than once. The Classification Scheme & Sensitivity Labelling for Corporate and Schools staff was successfully rolled out in November and the team supported Civil Contingency Business Continuity Planning (BCP) events to raise cyber risk awareness among departments and senior leadership. The team also implemented password strength testing and Multi-Factor Authentication (MFA) rollout across the Council. Both of these were significant activities and further enhance the protection of the Council network. 3.4.4 The reduced Council print estate was rolled out by the end of November 2024 and all sites have access to a printer. From that point the Council has been securing savings on lease costs and the project continues to work with services to reduce the volume of printer usage to further reduce the costs to the Council with regular reports on usage taken to the Performance Board. In June 2025 the Council moved to fully using recycled paper across the print estate. This also adds to the savings being generated and positively contributes to the Council’s Net Zero objectives. 3.5 Theme 4 Digitally Enabled Workforce 3.5.1 In 2025, significant progress was made in digital learning and upskilling, particularly in how learning is assigned, tracked, and reported. Integration between Business World ERP and iLearn has been central to these improvements. Page 61 of 214
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PUBLIC 3.5.2 In 2025, we started using Job Characteristics in Business World ERP to simplify the assignment of mandatory learning to specific positions. This ensures our approach is more scalable and allows for more granular and role specific learning assignment moving forward. 3.5.3 Using the Job Characteristics in Business World ERP, and in particular the option to alert users when required courses have not been completed, allowed learners to stay on top of their own learning proactively. This has resulted in mandatory completion levels across all services going up to record levels from 56% at the end of 2024 to 87% at the end of 2025. 3.5.4 To ensure inclusivity, we also worked with front line colleagues to offer ‘Tool Box Talks’ alternatives. With a huge effort from Environment, Housing & Infrastructure in particular, this has resulted in well over 1,000 mandatory course completions for front line, non-networked colleagues who we would not have been able to reach historically via the digital approach. 3.5.5 Over and above the mandatory learning, iLearn has been widely used for all types of e-learning courses, with over 8,000 colleagues accessing iLearn and completing a total of 73,500 courses in 2025 alone. This has again highlighted the effectiveness of iLearn and e-learning for reaching and upskilling a wide audience. 3.5.6 To strengthen quality assurance and ensure continuous improvement, feedback forms were embedded within all mandatory and corporate induction, as well as newly added courses in iLearn. These allow colleagues to rate each course out of four stars and provide optional written comments. Introduced around a year ago, this approach has already generated over 25,000 responses, with an average 3.57 rating out of 4 (and less than 1% giving 1 star). We continue to act on feedback provided as we get it, including cleaning up quizzes or fixing links. 3.5.7 Work has started on using the Course Schedular feature of Business World ERP, allowing instructor led courses to be scheduled, and attendance recorded in Business World ERP directly. This will ensure both instructor led, and e- learning course completions are recorded and tracked via Business World ERP for a comprehensive learning record. 3.5.8 Work has been done to establish essential digital skills for networked colleagues at Renfrewshire Council, based on the Scottish Council for Voluntary Organisations framework and tailored to our needs. Uptake measures are in place, through insights from M365 usage, course completions as well as network accesses, giving us an understanding of where upskilling is required at all levels. Page 62 of 214
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PUBLIC 3.5.9 In support of the essential digital skills, and to ensure we are making the most of our M365 licenses, new iLearn courses for each of the M365 apps are being worked on to ensure learners can access relevant support for their role. These courses will complement our existing M365 Learning content accessible directly via the Teams app which provide guides relevant to how the M365 apps are used at Renfrewshire Council. 3.5.10 We are reviewing the corporate induction content as well as processes, to make them mandatory and trackable, with alerts similar to existing mandatory courses. This will ensure new starters meet corporate requirements and gain essential digital skills as needed. This process will also involve capturing alternative induction delivery methods, such as face to face for a more comprehensive and accurate view on corporate induction completion. 3.5.11 Our staff based Digital Champions network continue to meet on a regular basis, sharing best practices around the use of M365 and other Council tools within their services, while also supporting the roll out of Council wide digital initiatives such as Windows 11 and the Green Print initiative. 3.6 Theme 5 Leadership and Culture 3.6.1 Managers now have access to an expanding set of dashboards and reports within Business World ERP, giving them direct visibility of key people information such as mandatory learning compliance, absence data and team-level workforce insights. This shift towards digital self-service supports more consistent and informed management decisions, reduces reliance on manual processes, and helps embed a culture where ERP is fully utilised as the primary source of people information. 3.6.2 Work is underway on a new Leadership Development Programme designed to support managers at different levels across the organisation. The programme will include a strong focus on digital leadership skills, ensuring leaders understand both the digital tools available to them and the behaviours and mindset needed to operate confidently in a modern, data-driven organisation. 3.6.3 A new set of mandatory courses specifically for line-managers is being introduced and will be managed and tracked through Business World ERP. The first course to launch is Managing Absence, which will help establish a consistent baseline of expectations for anyone with line-management responsibilities. Additional modules will follow to ensure managers are equipped with the knowledge and behaviours required for effective people management and digital adoption. Page 63 of 214
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PUBLIC 3.6.4 The Digital Champions network continues to play a key role in building a collaborative digital culture across services. Work is ongoing to expand the network, while supporting Champions to assist their colleagues digitally, including supporting the rollout of new systems and tools. This peer-support model reinforces digital growth, encourages colleagues to make fuller use of the Council’s digital tools — particularly our M365 apps — and helps embed the behaviours needed for a modern, digitally confident organisation. 3.7 Theme 6 Digital and Public Services 3.7.1 The introduction of Millie, the Council’s AI phone assistant, has resulted in significant improvements in customer service performance, channel shift, operational efficiency, and citizen experience. As of November 2025, across 380,606 AI-handled calls, Millie has accurately answered 134,777 questions, reducing pressure on Customer Service Advisors and offering residents a faster route to information 24/7. Deflection rates - one of the strongest indicators of AI success - show a clear and sustained ability to autonomously resolve queries. When excluding auto-escalations, Millie has achieved 39.82% effective deflection, meaning four out of ten people receive everything they need through the AI without requiring a human advisor. In recognition of this cutting-edge project, Millie and the Customer Services team were recognised at the COSLA Excellence Awards and more recently at the Holyrood Scottish Public Service Awards. Based on the success of Millie, and learning established from the AI innovation being progressed by other Councils across the UK, an AI Transformation Assessment has been progressed by the Council, supported by ICS.AI, our procured AI partner. 3.7.2 The Digital Experience (DxP) team successfully launched the new Council website, streamlining the website, improving navigation for users, and enhancing the overall user experience. This is a UK first and this user-centric approach has drawn positive attention from senior figures at GOV.UK and the Scottish Government. A Consultations Hub has been created, streamlining public consultations and encouraging greater community engagement with council initiatives. In addition, the team modernised our communications by transitioning to the Sendgrid platform, which now enables us to reach residents more effectively through email, SMS, and WhatsApp. The DxP programme has ambitious plans for the coming year. The team will complete the migration and update of all remaining content to the new website. The intranet will also see significant improvements, with priority content being rewritten and moved to enhance internal communications and resources. The Health and Social Care Partnership (HSCP) website is set to be fully integrated into Renfrewshire.gov.uk, further unifying our digital presence. Finally, the team are preparing to support the future use of AI at the Council, ensuring the Council remains at the forefront of digital innovation. Page 64 of 214
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PUBLIC 3.7.3 The Digital Portfolio has a Digital Board, with representation from across all Council services and partners. It also has Elected Member representation. The purpose of this Board is to support successful delivery of the in-focus projects, provide assurance and help to overcome challenges and barriers that may impact progress. It is also a useful forum for information sharing and to support each other to deliver on key priorities. The Board meets approximately 6 times a year. Digital is increasingly part of our everyday life, and as such most projects undertaken regardless of the programme or portfolio of work, will likely have a digital implication. Over the coming months, and to ensure that decisions regarding digital solutions are being made with all key subject matter experts round the table, the team are proposing to establish a Change Advisory Board (CAB). It will be expected that services will bring new projects to a CAB meeting for discussion before they can proceed. Only once approval at CAB can the project then proceed for corporate monitoring via the Transformation Board. Depending on the nature of the project, and whether they align with the Digital Strategy’s strategic objectives, they may become an in-focus project for the Digital Board. 3.7.4 The Smart Social Housing (SSH) project sets out an ambition to develop a business case opportunity to secure the deployment of market leading fibre broadband connectivity and smart sensor assets into the Council’s social housing units at no cost to the tenant. 3.7.5 As outlined earlier in the report, the Council has successfully driven forward the development of Millie, our Digital AI Advisor since her launch in November 2024. During the implementation of Millie and its associated success as a transformation project, it was recognised that the Council was at the forefront of AI development in Scotland and as part of sourcing suitable partner Councils to work with, opportunities have been explored on a wider basis across the UK. In this context, the Council officers have established productive relationships and regularly engaged with Derby City Council who have also launched an AI driven Digital Advisor called ‘Darcie’ as part of a wider corporate transformation programme underpinned by AI innovation. In December 2024, Derby City Council announced a corporate wide AI innovation programme as a key part of their overall transformation and financial saving programme. This programme has been underpinned by an AI Transformation Assessment which was undertaken by the council with the help of an external AI partner. An AI Transformation Assessment is designed to support a council to evaluate current AI readiness, identifying opportunities for AI-driven improvements, and developing a structured roadmap for AI adoption. Derby City Council have welcomed establishing a working relationship with the Renfrewshire Council and have been open and highly collaborative in sharing their journey thus far to develop their AI capability. Page 65 of 214
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PUBLIC It is envisaged that the working partnership will provide future opportunities to jointly share best practice as well as development capacity to support accelerated adoption by both organisations. 3.7.6 Based on the success of Millie so far, and learning established from the AI innovation being progressed by Derby City Council (and some other local authorities across the UK), an AI Transformation Assessment has been progressed by the Council over the second half of 2025, supported by ICS.AI, our procured AI partner. The work progressed during 2025 has seen the completion of a significant programme of stakeholder engagement, workshops, data analysis, financial validation solution demonstrations and trials. This AI Transformation Assessment has provided the Council with a developing understanding of how AI solutions can enhance efficiency, reduce costs, and improve service delivery. Senior officers from across all Council services have been actively working with our AI partner on a challenge and validation stage to ensure that the output from this critical initial assessment stage is sufficiently credible and robust to support the development of a full business case. 3.7.7 This business case is now complete and has been reviewed and approved by the Corporate Management Team in March 2026. The business case provides a clear understanding of the scale of opportunity and the key priorities for building on the success of Millie and progressing the Council’s sector leading development of AI capability. It presents a strategic pathway to achieve both financial sustainability and service excellence through targeted artificial intelligence implementation. A key part of the business case is the implementation of AI which will require strong governance arrangements. The Council recognises that as AI becomes a larger part of public service delivery, ethical governance and transparent safeguards are essential to protect residents’ rights, prevent bias, and ensure AI continues to support key services and our valued workforce. As AI technologies learn over time, ongoing oversight and regular updates to elected members are necessary to ensure safe, transparent and responsible use as these systems evolve. 3.7.8 Throughout the development of the business case, it has been highlighted the significance of maintaining human oversight in decision making even where AI tools are integrated to alleviate administrative burdens. This represents one of the most significant digital transformation opportunities for Renfrewshire Council over the medium term to support the delivery of both financial savings but critically delivery of better services and outcomes but also improved ways of working as an organisation and better supporting and equipping our workforce. This transformation represents significant strategic investment requiring robust risk management. Page 66 of 214
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PUBLIC All risks have been comprehensively assessed with detailed mitigation strategies (e.g. staff adoption and change resistance, savings not materialising as projected, data quality and availability, etc.). The overall risk assessment is classed as manageable with comprehensive mitigations. The Council can proceed with confidence that both financial and delivery risks are manageable and protected. 4. Next Steps (2026) 4.1 The next year looks to be an equally busy and exciting time for the digital portfolio programme of work. We will continue to prioritise work that meets the key objectives and themes as articulated in our Digital Strategy (2025–2030). 4.2 The validation of an AI business case focussed on opportunities to further deploy AI technologies across the organisation, including a roadmap for implementation. 4.3 Following the successful launch of our P2P service, we will continue to improve our use of data, gain the most from our new technology’s capability, and make our interactions with suppliers as efficient as possible. As with Phase 1, we will engage across the organisation to harness local knowledge, promote innovation, and optimise the design of the operating model going forward. 4.4 The Data Advisory Group (DAG) will continue to be essential moving forward in supporting our digital transformation activities. 2026 will see the ongoing creation of a Technical Sub-group for deeper dives into technical data challenges. DAG will also be progressing the investigation of data aggregation and processing opportunities on Microsoft’s Fabric platform, through a practical use-case. Fabric could be crucial for the success of further AI opportunities as a go-to location for trusted, accurate data. 4.5 Signing up to Scotland’s Digital Inclusion Charter, reinforcing our commitment to national standards and exploring innovative ways to predict and prevent digital exclusion using data-driven insights, aiming to identify risk factors before they become barriers. The team will also be publishing the DigiZones early implementer evaluation report, sharing lessons and successes to inform future scaling. Page 67 of 214
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PUBLIC Implications of the Report 1. Financial The Digital Strategy 2025 - 2030 is supporting the Council’s ongoing financial sustainability which is dependent on the ability of the Council to transform and modernise services. 2. HR & Organisational Development – None. . 3. Community/Council Planning Renfrewshire’s Council Plan 2022-2027 sets out how we will work with partners, communities and business to achieve lasting positive change across Renfrewshire. The Council Plan has five strategic outcomes, these are - Place, Economy, Fair, Green and Living our Values. Our digital ambition threads through all of these strategic outcomes and the delivery of this Digital Strategy will support the Council to achieve our vision for Renfrewshire, taking into consideration of national digital initiatives. Across Council services, Service Improvement Plans (SIP) act like delivery plans for the Council Plan, showing how service activity contributes to the overall delivery of our strategic outcomes. Similarly, our digital progress can also be reported through SIP where appropriate. The Council has developed four core values which guide how we deliver our services and make decisions every day. All of these values are relevant to the Digital Strategy, but collaboration and learning are key to the successful delivery of our digital vision. 4. Legal - None. 5. Property/Assets – None. 6. Information Technology – As outlined in the report. 7. Equality & Human Rights – None. 8. Health & Safety - None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact – None. Page 68 of 214
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PUBLIC 12. Climate Change – None. 13. Children’s Rights – None. 14. Cosla Policy Position – None. _________________________________________________________ List of Background Papers Digital Strategy 2025 – 2030. ___________________________________________________________________ Author: Patrick Murray, Head of Digital, Transformation and Customer Services Page 69 of 214
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HS/02/10/477 PUBLIC To: Finance, Resources and Customer Services Policy Board On: 23 April 2026 Report by: Director of Finance and Resources Heading: Corporate Policy on the Management of Radon 1. Summary 1.1 The policy attached to this report ensures that we meet our legal obligations in line with the requirements of the Ionising Radiations Regulations 2017 and provide a safe and supportive living and working environment. 1.2 The Health and Safety at Work Act 1974 and the Management of Health and Safety at Work Regulations 1999 (as amended) places duties on the Council to ensure, so far as is reasonably practicable, the health of our employees and others that could be impacted by acts or omissions. 1.3 Following approval from Members, Officers will follow an engagement plan to work with Housing and other Services to implement the Policy. 2 Recommendations 2.1 Members are asked to approve the Corporate Policy on the Management of Radon. 3. Policy Background. 3.1 This Corporate Policy on the management of radon has been developed in response to a reclassification by the UK Health Security Agency (UKHSA) and the British Geological Survey (BGS). Using an updated statistical modelling approach, these bodies have identified certain areas of Renfrewshire as having a higher potential for radon occurrence due to local ground conditions. This reclassification does not reflect any change in the underlying geology, or the actual levels of radon being emitted. Item 8 Page 70 of 214
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HS/02/10/477 PUBLIC 3.2 As a result of this reclassification, the Council has implemented a programme of radon monitoring across selected Council homes, operational buildings, schools and nurseries within the affected areas of Renfrewshire. This programme will provide evidence-based data on actual radon levels and inform any necessary actions to reduce exposure where required. 3.3 The Policy establishes a clear governance framework for the management of radon risks, defines roles and responsibilities and ensures effective maintenance of control measures. ___________________________________________________________________ Implications of the Report 1. Financial - There may be minor cost implications associated with implementing radon protection measures in both new-build and existing properties located within radon-affected areas. 2. People & Organisational Development - This policy supports the Council’s commitment to the health, safety, and wellbeing of employees by managing their exposure to radon. 3. Community/Council Planning – This policy supports the Place and Green objectives contained within the Council plan. 4. Legal - The Council will continue to comply with current health and safety legislation and best practice. 5. Property/Assets - There is a potential risk of minor impacts to our property assets associated with the requirement to implement radon protection measures across both new-build developments and existing buildings situated within radon-affected areas. 6. Information Technology - Not applicable. 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 as it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - This policy strengthens the Council’s governance responsibilities by demonstrating its commitment to maintaining robust and effective health and safety radon management across its property assets. Page 71 of 214
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HS/02/10/477 PUBLIC 9. Procurement – Not applicable 10. Risk – This policy supports the Council’s overarching governance framework by aligning with the effective management of radon risk across the Council’s property assets 11. Privacy Impact - Not applicable. 12. Climate Risk – Robust health and safety practices strengthen the Council’s governance responsibilities by supporting effective radon environmental controls across its property assets. 13. Children’s Rights – Not applicable 14. Cosla Policy Position - Not applicable. ___________________________________________________________________ List of Background Papers: Corporate Policy on the Management of Radon ___________________________________________________________________ Author: Steven Fanning, Strategic Health, and Safety Manager Page 72 of 214
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PUBLIC Issue Number: HS/##/## Issue Date: ##/2026 Review Date: ##/20## This document is available in alternative formats on request. Renfrewshire Council Corporate Policy on the Management of Radon in Council Homes and Workplaces Page 73 of 214
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PUBLIC 1 Introduction ................................................................................................................... 3 2 Radon properties............................................................................................................ 3 3 Health implications ........................................................................................................ 3 4 Radon Thresholds .......................................................................................................... 4 5 Legal duties ................................................................................................................... 4 6 Internal responsibilities .................................................................................................. 5 7 Information and training ................................................................................................. 6 8 Management of radon..................................................................................................... 7 8.1 Risk Assessment .................................................................................................... 7 8.2 Radon monitoring ................................................................................................... 7 8.3 Record keeping ....................................................................................................... 8 9 Radon protection measures ............................................................................................ 8 9.1 New buildings ......................................................................................................... 9 9.2 Existing buildings .................................................................................................... 9 10 Review of policy and procedures ..................................................................................... 9 10.1 Regular review ............................................................ Error! Bookmark not defined. 10.2 Review as a result of legislative changes ...................... Error! Bookmark not defined. 10.3 Review as a result of incidents, complaints or corrective action . Error! Bookmark not defined. APPENDIX 1 – Building Radon Checklist ................................................................................ 10 APPENDIX 2 Generic risk matrix and action protocol ............................................................. 13 APPENDIX 3 – Recording maintenance visits and the operational state of radon remedial measures ............................................................................................................................ 17 Page 74 of 214
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PUBLIC 1 Introduction This document sets out the Council’s policy for managing risk associated with exposure to radon by employees and persons using Council buildings. Long term exposure to radon may increase the risk of developing lung cancer, especially for smokers. This policy has been developed in line with the general principles outlined in the Council’s Health and Safety Policy and should be used in conjunction with relevant legislation, Health and Safety Executive (HSE)/UK Health Security Agency (UKHSA) guidance, and other recognised procedures relating to the presence of radon in buildings. Where Services occupy premises that are not owned/managed by the Council, they should ensure that the presence of radon is managed by a system comparable to that described in this document 2 Radon properties Radon is a naturally occurring colourless, odourless radioactive gas. It is formed by the radioactive decay of small amounts of uranium and radium that are naturally present in rocks and soils. As a gas, it can seep out through cracks and fissures in the subsoil and will either be released to the atmosphere or can accumulate in the spaces beneath and within buildings. Areas of the UK where UKHSA/British Geological Survey estimate that 1% or more of homes will have a radon level above 200 Becquerels/m³ (Bq/m³) are designated ‘radon affected’ areas. An interactive map showing these areas (as 1km grid squares) is freely available online: (www.ukradon.org/information/ukmaps). The vast majority of Renfrewshire is currently mapped as Class 1 (not radon affected). However, some small areas are shown as radon affected areas – these go up to Class 6, where >30% of properties are estimated to have radon >200 Bq/m3. The Council implemented a programme of testing for radon in Council properties in these areas during 2025 and will continue to monitor those properties on a scheduled basis. 3 Health implications Most of the radon gas breathed in is immediately exhaled and presents little radiological hazard. However, the decay products of radon are radioactive solids. These particles attach to atmospheric dust and water droplets which, when breathed in, can become lodged in the lungs and airways. Some decay products of radon emit harmful radiation called alpha particles, which can cause cellular damage within the lungs. The largest exposure arises in domestic settings (due to the amount of time generally spent at home) but significant exposures can also occur in the workplace. Studies have shown that the risk from radon exposure at 100 Bq/m3 Page 75 of 214
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PUBLIC over 30 years increases the risk of lung cancer by 5-31%1. The absolute risk is estimated as 25 times greater for smokers than non-smokers2. UKSHA reports that the dose-response relationship appears linear, and that there is no evidence of a ‘safe’ concentration below which there is no risk. 4 Radon Thresholds The workplace action level specified in the Ionising Radiations Regulations 2017 (IRR 2017) is 300 Bq/m³ as an annual average. Where this is exceeded, employers are legally required to notify the Health and Safety Executive (HSE) and take prompt action to restrict employee and public exposure to below the relevant annual dose limit (e.g. an effective dose of 1mSv per year for members of the public)3. The residential action level (set out in the UK National Radon Action Plan, 2018) is 200Bq/m3 as an annual average. A target level of 100 Bq/m3 has also been set as the ideal outcome following remedial action in existing homes and inclusion of protective measures in new homes. The UKHSA recommends that the domestic target level is also applied to schools and buildings with public occupancy exceeding 2000 hours per year. In domestic settings, UKHSA recommends that action to reduce radon exposure is taken where the target level is exceeded (even if below the action level) particularly where there are smokers in the household. The Council will therefore adopt a ‘threshold level’ of 100 Bq/m3 in all our properties (including workplaces and homes) as the point at which we will consider whether remedial action to reduce radon exposure is appropriate. 5 Legal duties The Council recognises its responsibilities as an employer and landlord and aims to reduce exposure to radon to the lowest level that is reasonably practical, and in all cases below the specified action levels, by: • Identifying and testing for radon in Council buildings in radon affected areas. • Having clear procedures in place for the management of radon in affected buildings. • Developing and maintaining records of radon levels in Council buildings. • Providing suitable information, training and advice to employees and other persons likely to be exposed to radon in Council buildings. • Consulting, where necessary, with the Council’s Radiation Protection Adviser (RPA), HSE, UKHSA and specialist consultants. 1https://assets.publishing.service.gov.uk/media/5a7ea84aed915d74e6225a5d/RCE- 2 https://www.who.int/news-room/fact-sheets/detail/radon-and-health 3 Schedule 3 Part 1(5) of The Ionising Radiation Regulations (2017) Page 76 of 214
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PUBLIC • Ensuring that any remedial measures put in place to reduce the level of radon in a property are monitored and maintained effectively; and • Reviewing its policy and procedures relating to radon as required. 6 Internal responsibilities General health and safety responsibilities are detailed in the Corporate Health, Safety and Policy. Specific responsibilities in relation to radon are detailed below. The Director of Environment, Housing & Infrastructure must ensure that sufficient resource is made available to: • Provide competent advice on radon risk. • Conduct radon risk assessments and monitoring where required. • Provide competent information, instruction and training to staff, and • Ensure the effective implementation of radon control measures throughout the Council estate. Specific tasks include: • The Environmental Health & Community Safety Manager from Climate, Public Protection & Roads has been appointed for the co-ordination of radon protection within Renfrewshire Council. This officer will be the main liaison between both internal Council Services and external bodies. • Identifying Council buildings that require risk assessment (including testing) using the BGS/UKSHA’s definitive ‘radon potential’ dataset. This licensed dataset from BGS is available to the Council via the Public Sector Geospatial Agreement (PSGA). • Identifying Council workplaces with basements that are occupied for more than 50 hours per year, and ensuring they are monitored whether in radon affected areas or not, in line with UKHSA advice • Ensuring radon risk assessments are completed for Council properties in radon affected areas, and that subsequent recommendations are implemented. Although it is the responsibility of the Director of Environment, Housing and Infrastructure, for the tasks above, effective radon management will require input from other Council services and directorates, and appropriate cross-service staff collaboration/delegation will be expected. The Head of Housing, the Head of Facilities and Property Services and the Head of Climate, Public Protection & Roads will be responsible for ensuring that: • Contract and engineering works are undertaken in accordance with best practice and in a manner that eliminates, reduces or controls identified radon risks. Page 77 of 214
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PUBLIC • a database of Renfrewshire Council properties in radon affected areas is maintained (in line with current UKHSA/BGS radon datasets). • all new Council buildings in radon affected areas are designed with the appropriate level of radon protection. • where radon protection is required, a suitable contractor(s) is identified with the appropriate training and expertise to design and carry out remedial works. • a programme of regular, recorded inspections and testing is maintained to demonstrate that radon protection works are undertaken to the required standard and that any control measures in Council buildings are performing satisfactorily, and • radon is included in risk assessments for all Renfrewshire Council controlled workplaces and homes in radon affected areas. Responsible Persons (RP) in premises that have radon shall: • maintain all on-site records pertaining to radon control measures, including risk assessments, test results and inspection reports • ensure that any protection measures provided to control/reduce radon ingress to the building are properly maintained and regularly monitored to ensure effectiveness (e.g. mechanical ventilation using fans). • Ensure that all control measures (including restricted occupation/access) are followed • Communicate with local staff (Note: The procedure for a PPP school may differ from that described above and you should seek clarification from the PPP Projects Officer in the first instance). The Strategic Health and Safety Manager shall be responsible for ensuring that the Health and Safety team monitor the performance of the Council’s radon policy and the effectiveness of its arrangements. 7 Information and training The Council will provide sufficient information and training to ensure that employees in radon affected premises, understand the potential health risks posed by radon in the workplace, and the importance of any management and control measures provided. Information shall be provided by briefing sessions, toolbox talks, articles in staff newsletters and on the Council intranet, and cascading of information within the All employees (e.g. building maintenance personnel, contractors and others) who may work in radon affected buildings shall be given information regarding the safe operation of any engineering controls such as switches, radon membranes/barriers, ventilation systems, sump controls, fans, vents etc) that are in place to reduce radon ingress. Page 78 of 214
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PUBLIC 8 Management of radon 8.1 Risk Assessment Council buildings have been initially assessed to identify the potential for the presence of radon gas. This assessment will be based on the UKHSA/BGS radon probability dataset (25m grid) which will negate the need to order detailed site-specific reports from BGS. Council premises located in radon affected areas (i.e. Class 2 – Class 6 Areas) will, as part of the risk assessment, be monitored for radon gas levels (see ‘Building Radon Checklist’ in Appendix 1). The results of the test will determine what actions will arise. Appendix 2 gives more detail on reassessment and actions. For Council housing, all tenants of houses and ground-floor flats in radon affected areas have been offered a test kit. It is acknowledged that testing in homes will require the tenant’s voluntary participation, and such testing will not be mandatory. The tenants and homeowners have been given information to support this activity. The Head of Housing Services will be responsible for maintaining a list of which properties have been tested, and for ensuring that new tenants in radon affected areas are offered a radon test kit when they move in. 8.2 Radon monitoring The radon level within buildings can be extremely variable and will be dependent on a number of factors including: • the underlying geology; • details of how the building is constructed; and • how the building is heated and ventilated. Monitoring is carried out using passive detectors which are left in place for a period of at least 3 months to reflect typical occupancy. This longer-term monitoring ensures any short-term fluctuations are evened out, and an annual average concentration is then calculated based on this monitoring period. Radon monitoring will be carried out in Council properties at suitable intervals for the level of risk, based upon, for example, published geological information, radon map data and/or the results of previous monitoring in the vicinity. Council premises (without basements) located in non-radon affected areas will not be routinely tested for radon. This position will be reviewed if there is a further change by UKHSA/British Geological Surveys and specific properties may be tested if required following any risk assessment. Council buildings with basement/subterranean areas that are occupied >50 hours/year will be identified and monitored in line with UKHSA guidance, whether they are in a radon affected area or not. Page 79 of 214
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PUBLIC In premises where the level of radon is found to be below the threshold level (as specified by the Council) re-testing for radon will be carried out at specified intervals, based on an assessment of the risk (see Appendix 2). Re-tests may also be necessary following any significant changes to a building’s use or performance (for example if the basement begins to be used more frequently or there are energy efficiency upgrades which require below ground construction). Managing the re-test process will be the responsibility of the relevant service. When remedial measures are installed to reduce radon levels, the property will be immediately re-tested to confirm that the measures are functioning correctly and effectively. Regular checks of such measures require to be undertaken by the building’s duty holder (which may be quarterly or annual depending on the type of mitigation measures applied). 8.3 Record Keeping The maintenance of records relating to radon at Council properties will be the responsibility of the Head of Housing, the Head of Facilities and Property Services and the Head of Climate, Public Protection & Roads. It is anticipated that information relating to radon will be included in the Council’s property asset management systems (for example CAMIS, Apex). Records shall include: • Property name, UPRN or Council identifier. • Details of the property’s radon monitoring results. • Records of risk assessments. • The monitoring strategy for the property and any deviations from this. • The design and function of any radon related remedial measures undertaken at the property, along with records of installation and any regular maintenance/inspection, and • Any requirements for controlled or restricted access/occupation. 9 Radon protection measures Any buildings which have been identified as exceeding the Council’s radon ‘threshold level’ may require appropriate controls to safeguard employees, tenants and/or other occupants of the building in accordance with Appendix 2. The Building Research Establishment guidance document BR 211 (‘Guidance on protective measures for new buildings (including supplementary advice for extensions, conversions and refurbishment projects)’) provides guidance on the design of practical, cost-effective radon protection measures. The most suitable mitigation measure (or combination of measures) will be dependent on several factors including radon levels, as well as the building design. Page 80 of 214
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PUBLIC 9.1 New buildings It is better to prevent radon from entering a building than to try to remove it once present. All new Council buildings in radon affected areas will be designed and built in accordance with mandatory standard 3.2 set out in Schedule 5 to the Building (Scotland) Regulations 2004 such that “…. there will not be a threat to the health of people in or around the building due to the emission and containment of radon gas”. 9.2 Existing buildings Where monitoring shows the radon level to be above the Council’s adopted ‘threshold level’ of 100 Bq/m3, further risk assessment will be carried out. This will include property-specific considerations, as well as cost/benefit analysis to determine whether further action is warranted. Where remedial measures are considered necessary, they will be designed and implemented as soon as is reasonably practicable. Any such measures will be appropriate to the level of radon detected, the type of building affected and the occupancy rate. Following the introduction of remedial measures, the property will be re-tested as set out in Appendix 2. In exceptional circumstances, it may be necessary to introduce access restrictions on a temporary basis until it is shown that radon levels have been reduced to an acceptable level. Once mitigation measures have been installed, details of the system and any associated test/inspection results should be recorded as set out in Section 8.3. A template checklist for recording inspection visits is included in Appendix 3. 10 Review of the policy The Corporate Health and Safety Team will monitor this policy for its effectiveness. This policy and accompanying documentation contained within will be reviewed and, where necessary, revised on a three-yearly cycle unless an earlier revision is prompted by significant changes in legislation, procedures, best practice or organisational learning. Any changes or amendments to this policy will be done in consultation with The Environmental Health & Community Safety Manager from Climate, Public Protection & Roads and the recognised trade unions. Page 81 of 214
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PUBLIC APPENDIX 1 – Building Radon Checklist Building details Building Address: Name/description/UPRN/use Section 1 a) Is the building in a radon affected area? • Refer to BGS/UKHSA ‘radon potential dataset’ (licensed and available on ArcGIS Online under the PSGA) Yes No b) Does the building have a basement which constitutes a workplace and is occupied for >50 hours per year and/or is the building benched into a slope? Yes No Note If both answers in Section 1 are ‘No’, the building is considered to be at low risk from radon, and the checklist is complete. The checklist should be reviewed at increments of 10 years Proceed to Section 4 If either answer is ‘Yes’, continue to Section 2 Section 2 a) Has the building been tested for the presence of radon gas? If Yes, provide the date(s) of previous testing, and the result (in Bq/m3) (Results/test certificates can be appended to this file) If No, proceed to Section 3 Yes No b) If tested, are the number of locations per building considered sufficient to represent the regularly occupied ground floor and basement levels? Yes No Page 82 of 214
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PUBLIC c) Were the most recent measured levels below the relevant action level (e.g. the Council’s ‘threshold level’ of 100 Bq/m3 Yes No Note If the answers to questions a, b and c in Section 2 are all ‘Yes’ then the building checklist is complete. The checklist should be reviewed at increments of 10 years. Proceed to Section 4 Otherwise, continue to Section 3 Section 3 - Outcome Review the available property data and select the action(s) required a) Does the building need to be tested for radon? If yes, advise the relevant service to commission a test. Yes No b) Does a risk assessment need to be carried out? e.g. if radon levels above the Council’s ‘threshold level of 100 Bq/m3 have been recorded, discuss occupation rates/use profile/building design with the relevant service to obtain site-specific information. If yes, record further details here Yes No c) Do radon protection measures need to be reviewed or installed? Yes No Comments/Observations/Notes/Actions Date Section 4 - Assessors Details Risk assessor Name Signature Page 83 of 214
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PUBLIC Position Date Next review date A copy of this checklist should be made available to the building manager/head of centre and also held in the Councils asset management system Page 84 of 214
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PUBLIC APPENDIX 2 Generic risk matrix and action protocol Following monitoring and verification of radon levels within a building, the table below sets out the proposed course of action. The proposed action levels apply to all building types (residential, schools and other workplaces – see Note 1) Measured radon level (Bq/m³) Action < 100 • No remedial action required • Re-test at 10-year intervals and/or after any significant refurbishment or change of use 100 - 200 • Take initial practical steps e.g. check existing ventilation and seal obvious entry points (for example, floor cracks, pipe runs) and/or • Carry out building-specific risk assessment (likely to be applicable for occupational settings rather than residential) and where relevant • Re-test (paid for by Council). If re-test result falls within the same range: • Consider and/or implement tailored mitigation strategy within 6 months (see Note 2). This may include engineered methods (see Note 3). • Advise tenants/employees of other ways they can reduce their risk (e.g. stop smoking) if not reasonably achievable to meet target level of 100 Bq/m3 • Re-test at 5-year intervals and/or after any significant refurbishment or change of use. 200 - 1000 • Develop and/or implement tailored mitigation strategy within 3 months (see Note 2) This may include short-term practical steps (e.g. increasing ventilation and sealing entry points) and longer term engineered methods (see Note 3). Page 85 of 214
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PUBLIC • For workplaces only, also: - At >300 Bqm-3, report to HSE as required by IRR 2017 (see Note 4) and - Consider restricting access to specific areas, based on site-specific risk assessment. This should take into account factors including radon level, the building design and the pattern and duration of occupation – seek advice from UKHSA / HSE / NHS GG&C as required (see Note 5) • Re-test after remediation (free of charge from UKHSA) • Re-test annually for 2 years and at suitable intervals thereafter and/or after any significant refurbishment or change of use > 1000 > 1000 Residential Workplaces • For residential: - Consult with the UKHSA/NHS Greater Glasgow & Clyde’s Public Health Protection Unit re. short-term intervention/advice to tenants - Develop and/or implement tailored mitigation strategy within 6 weeks (see Note 2) This is likely to include engineered methods (see Note 3). - Re-test once remedial works complete (free of charge from UKHSA) • For workplaces: - Report to HSE as required by IRR 2017 (see Note 4) - Consult with HSE / UKSHA / NHS GG&C and consider any requirement to □ impose immediate restrictions on access to affected area, based upon site specific risk assessment (see Note 5) □ inform and advise employees and any others likely to be exposed Page 86 of 214
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PUBLIC • Develop and implement tailored mitigation strategy within 6 weeks (see Note 2). This is likely to include engineered methods (see Note 3). • Re-test once remedial works are complete (free of charge from UKHSA) • Re-test annually for 3 years and at suitable intervals thereafter, and/or after any significant refurbishment or change of use Notes 1) UKHSA recommends the adoption of the residential target (100 Bq/m3) and action levels (200Bq/m3) for schools and non-domestic buildings with public occupancy exceeding 2000 hours per year. 2) When setting timescales for implementing mitigation measures, we may need to allow time for any required statutory approvals (e.g. building warrants) and also consultation/agreement with private owners in mixed-tenure blocks. Mitigation measures will be identified subject to cost-benefit analysis. 3) A tailored mitigation strategy may need to be developed for each individual building. There are practical and relatively inexpensive measures that can be adopted, but the most effective solution in each case will depend upon a number of independent factors including the initial radon level and the characteristics of the building being remediated (e.g. floor type, heating and ventilation). Examples of different types of mitigation, their relative effectiveness and suitability in different situations are discussed in HPA’s 2011 publication “An Analysis of radon remediation methods”. Appendix B of that document describes each method listed below. It is anticipated that advice will need to be sought from specialist consultants to develop detailed designs for specific buildings. Active sump = A sump under a solid floor or impermeable membrane with a fan sucking or blowing from the sump Passive sump = A sump under a solid floor or impermeable membrane with no fan Positive ventilation = A fan, usually in the loft space, blowing into the living space Natural sub-floor ventilation = Clearing airbricks or replacing them with modern vents and/or increasing their number Page 87 of 214
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PUBLIC Active sub-floor ventilation = A fan beneath the floor which sucks or blows Passive ventilation = Trickle vents in windows or windows that open on a lockable catch. Best done on lower floors to minimise the ‘stack effect’ and to be kept permanently open. Sealing floors = Sealing cracks and gaps in floors (unsuitable for timber floors). Usually done in combination with other methods Sealing loft hatch = Reduces upward flow of air and thereby reduces the negative pressure in the house. Usually done in combination with other methods. In general, active sumps can be expected to result in up to a 6-fold reduction in radon levels. Other methods such as passive sumps, positive ventilation, natural and active sub-floor ventilation are less effective, offering a typical 2-fold reduction. Passive ventilation and sealing are generally the least effective, offering a less than 2-fold reduction in levels. 4) The Ionising Radiation Regulations 2017 5) Where restrictions on entry are implemented to control occupational exposure, in extreme cases also consider carrying out personal monitoring of any persons required to enter the affected area Page 88 of 214
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PUBLIC APPENDIX 3 – Recording maintenance visits and the operational state of radon remedial measures Where mechanical equipment has been installed to reduce the level of radon within a building, a programme of regular checks/inspections should be included in the design specification and implemented as part of the property’s routine maintenance programme Guidance notes: • Mechanical measures to reduce radon gas (e.g. fans fitted to sumps) should operate continuously, and should not be switched off for any reason other than repair or maintenance • Lights attached to fused spur outlets should be illuminated at all times. This indicates that the power is on, NOT that a fan is working so additional checks need to made to confirm that the fan is running. • Air bricks identified as forming part of the ventilation system must always be clear and in good condition • Radon vent stacks should be checked to prevent damage/incorrect use. Look for o Inappropriate connection of wastewater to the vent stack o Removal of rain caps to the vent stack o Vent stack being capped off during re-roofing o Vent stack damage due to vandalism. • Any concerns about the correct operation of the systems should be raised with the relevant service (e.g. Housing, Facilities and Property Services) A template checklist is included below Active Radon Remedial Measures Check Building name Address/UPRN/Description Date Are radon reduction measures in order (/ X) Defect Action taken Owner Page 89 of 214
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 23 April 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Public Holiday Proposal: FIFA Men’s World Cup, 15 June 2026 ___________________________________________________________________ 1. Summary 1.1 The Scottish Government has designated Monday 15 June 2026 as a national bank holiday to celebrate Scotland’s participation in the FIFA Men’s World Cup. This was confirmed through Royal Proclamation on the 4 February 2026. 1.2 Although nationally recognised, the adoption of this date as a local public holiday remains a discretionary decision for each Council. Across Scotland, Councils are taking differing approaches. 1.3 COSLA, at the time of writing this report, has advised that the majority of Councils have opted not to observe the holiday, citing cost, fairness, disruption, and limited practical benefit; however a small number of Councils have decided to recognise it. COSLA has confirmed there is no national policy position on the holiday. 1.4 The key consideration is whether the value of observing the public holiday outweighs the associated financial, operational and workforce implications. This report therefore outlines relevant information to allow the Board to determine the most appropriate approach. 1.5 Some Trade Unions have indicated they may be supportive of recognising the holiday, but no formal collective position has been submitted to the Council. 1.6 Council Officers have submitted a request to the Scottish Government for a conditional exceptional school closure on 15 June 2026 to align with the proposed bank holiday. This exemption from the requirement for 190 school days was lodged by the 23 March deadline. Item 9 Page 91 of 214
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PUBLIC The Scottish Government has approved the request, subject to conditions, ensuring Members retain the option to designate the day as an additional school closure. 1.7 If Members approve any of the options involving a change to local arrangements, this will be communicated across services, employees and communities through usual channels. ___________________________________________________________________ 2. Recommendations 2.1 Members are asked to: • Consider and agree one of the options set out in section 5 of this report. • Note the Scottish Government’s approval of a conditional exceptional school closure on this date, and that should a decision to implement the public holiday be approved, a report will require to be presented to the Education and Children’s Services Board. • Instruct Officers to implement and communicate their decision agreed by Members. ___________________________________________________________________ 3 Background 3.1 Members have previously agreed the schedule of 12 public holidays the Council will observe in 2026. These are attached for information in Appendix 1. 3.2 The Council has on previous occasions, aligned its public holiday schedule with nationally determined arrangements. This included adjustments made during the Queen’s Diamond Jubilee in 2012 to support extended national celebrations, and again in 2022 when the UK-wide changes introduced for the Platinum Jubilee moved the traditional late-May bank holiday to early June and added an additional day of celebration. The Council also observed the national public holiday declared for the State Funeral of Her Majesty Queen Elizabeth II in September 2022, during which all schools and nurseries in Renfrewshire were closed. Collectively, these changes required significant planning and coordination across schools, early years provision, essential services and partner organisations. 3.3 Historically, such adjustments have been directly linked to nationally significant events occurring on, or intrinsically connected to, the designated holiday date. In this instance, Scotland’s opening match is scheduled for 2.00am on Sunday 14 June, with the proposed public holiday being scheduled on Monday 15 June. 3.3 Members are invited to consider the balance of factors relevant to determining a preferred approach, including the symbolic value of the proposal, community expectations, operational planning requirements, workforce implications and the associated financial costs. Page 92 of 214
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PUBLIC 4. Implications 4.1 Each of the options presented carries different financial, operational, workforce and administrative implications. The areas potentially impacted across the options include staffing and rota arrangements for essential services, school and early years calendars, ICT and payroll system configuration, and coordination across services and partners. The scale and type of impact differ for each option. 4.2 Section 5 below sets out the options for how the Council may approach the proposed public holiday. Each option summarises the associated operational, financial and planning implications to support Members in considering how the different approaches would operate in practice. Only Option 2 (additional public holiday) carries direct financial costs, estimated at £80,000–£100,000 for essential service delivery. 5 Options for Members Consideration 5.1 Members are asked to note that options 1–3 involve the designation of a public holiday and therefore determine whether the Scottish Government’s exceptional school closure approval is triggered. Option 4 does not create a public holiday, applies only to non-essential Local Government Employees, and has no impact on school or early years provisions. 5.2 Option 1: Do Not Recognise 15 June 2026 as a Public Holiday. The Council retains its existing public holiday arrangements and 15 June would proceed as a normal working day. Key Considerations: • Aligns with the approach taken by the majority of other Councils, based on reasons they have identified such as cost pressures and the benefits of service continuity. • Avoids unfunded costs and limits operational disruption for essential services, schools, early years settings, families and partners. • Reduces the risk of community concern relating to affordability or service disruption. • Some employees and Trade Unions may feel the Council is not aligning with national sentiment. • Some employees may perceive this as missing out on a benefit available in other areas of the public sector. • If Members wish to support this option, managers may, where service needs allow, be supported to be flexible for the day in approving leave or time-back arrangements, provided essential services are maintained. 5.3 Option 2: Provide an Additional Public Holiday. The Council designates 15 June 2026 as an additional Public Holiday, in addition to the existing public holiday schedule. Page 93 of 214
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PUBLIC Key Considerations: • Provides clear and visible recognition of the national event and aligns with the Scottish Government announcement. • Scottish Government has approved a conditional exceptional school closure on this date. • Introduces an estimated additional cost of £80,000–£100,000 for essential service provision. • Decisions taken in other Council areas have attracted differing community responses, reflecting varying views on recognition of the date and service operation. • May attract concern from our communities regarding affordability, service disruption or fairness. • Employees’ experience of the day would differ depending on operational requirements. • Requires significant Business World adjustments and changes to scheduling and communication, and payroll configuration. • Creates operational impacts for schools, early years settings and families due to established calendars. • The match occurs at 2am the previous day, which may limit the practical relevance and benefit of the timing of the public holiday. • Increases the total number of public holidays in 2026 to 13. • Requires Education & Children’s Services Policy Board approval in relation to schools and early years settings closures. 5.4 Option 3: Substitute One of the May Public Holidays. The Council moves either the 4 May or 25 May public holiday to 15 June, resulting in no increase to the total number of public holidays. Key Considerations: • Recognises the date through substitution of an existing public holiday, resulting in no increase to the number of days or the related financial cost. • Reflects previous approaches used for national events such as Jubilee years. • No other Scottish Councils have indicated that they intend to adopt this approach in 2026. • School, early years and service calendars would require adjustment to reflect the substituted date. • Essential services would operate according to the revised public holiday schedule. • Some employees and Trade Unions may feel that this provides no net additional benefit. • Could disrupt May holiday plans for families, schools and businesses. • Requires Business World adjustments and changes to scheduling and communication. • May be unpopular due to long-standing May holiday expectations in Renfrewshire. Page 94 of 214
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PUBLIC • Some may feel the approach does not fully align with the national announcement. • Requires Education & Children’s Services Policy Board approval in relation to schools and early years settings closures. 5.5 Option 4: Provide a Day of “No Work Requirement” (Similar to the Festive Closure for Local Government Employees). The Council would designate 15 June as a day on which employees not required to deliver essential services would not be required to work. It would not be recorded as a public holiday. Key Considerations: • This arrangement applies only to non-essential Local Government Employees and does not create a public holiday or alter school term dates. As it is not a public holiday, the Scottish Government’s exceptional school closure approval would not apply, and schools and early years settings would operate as normal. This makes the option materially different in scope from Options 1–3. • Offers symbolic recognition without altering the public holiday calendar. • Essential services would operate as normal, with time-off-in-lieu arrangements applied for employees who work on the day • Avoids premium-rate costs associated with public holiday working. • Creates differing experiences between essential and non-essential employees, which may be perceived as inequitable. • Requires bespoke rota planning and may create staffing pressures. • More complex to manage than retaining existing arrangements. 5.6 Members will be aware that different approaches to 15 June 2026 are being taken across Scotland, reflecting local operational, workforce and service-planning requirements. Following the Council’s decision, Officers will implement and communicate the agreed arrangements. ___________________________________________________________________ Implications of the Report 1. Financial – Approving an additional public holiday has financial implications primarily relating to the costs of maintaining essential service delivery should an additional public holiday be recognised. As outlined in section 4 of this report, this may result in costs of £80,000 to £100,000 associated with premium rates of pay for employees required to work on the day. 2. People & Organisational Development - There are implications for employee expectations, workforce planning and operational delivery. Introducing an additional day, or substituting an existing public holiday, would require significant adjustments to the Council’s ERP (Business World) system, as well as communication and coordination across all services. Not recognising the holiday may lead to perceptions among some employees and Trade Unions that the Council is not aligning with national sentiment. 3. Community Planning – None. Page 95 of 214
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PUBLIC 4. Legal - There are no legal implications arising from the recommendations. Adoption of the public holiday remains a discretionary local decision and is not mandated in legislation. 5. Property/Assets – None 6. Information Technology – There are no direct IT implications beyond the system changes outlined under People & OD, or essential ICT report required to support those working on the day, which would only be required if Members approved an additional or substituted holiday. 7. Equality & Human Rights The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of any reassessment will be published on the Council’s website. 8. Health & Safety - None. 9. Procurement – None. 10. Risk – The main risks relate to workforce perception, operational disruption and financial pressures should the Council recognise an additional public holiday. 11. Privacy Impact – None. 12. Cosla Policy Position – COSLA has identified several Councils are not recognising the holiday. The recommended position is consistent with current emerging national practice. 13. Climate Risk – None. 14. Children’s Rights – The recommendations contained within this report have been considered in relation to their potential impact on children and young people, taking account of the options and key considerations set out in the report. If schools and associated services were to close as a result of the public holiday, this would result in a limited and short-term change to the normal school routine and may have implications for childcare arrangements for families. Any such impact would be mitigated through advance notice and existing school holiday planning arrangements, and no significant adverse impact on children is anticipated. _________________________________________________________ Author: Raymond Cree, Head of People and Organisational Development Page 96 of 214
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PUBLIC APPENDIX 1 – 2026 Public Holidays for Local Government Employees Holiday 2026 New Year Thursday 1 January 2026 Friday 2 January 2026 Monday 5 January 2026 Good Friday Friday 3 April 2026 Easter Monday Monday 6 April 2026 May Day Monday 4 May 2026 Spring Bank Holiday Monday 25 May 2026 Fair Holiday Monday 3 August 2026 Autumn Holiday Friday 25 September 2026 Monday 28 September 2026 Christmas Friday 25 December 2026 Monday 28 December 2026 Day of no work requirement Thursday 31 December 2026 Non-teaching staff in schools Children’s Services issue a separate list of school holidays for term time employees. Page 97 of 214
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 23 April 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: ‘People Strategy 2021-26’ - New and Revised HR&OD Policies ___________________________________________________________________ 1. Summary 1.1 As part of the on-going implementation of our People Strategy priorities ‘Our People Our Future 2021-2026’, approved by Members in March 2021, key work continues to be progressed by Officers in relation to our ongoing HR&OD Policy Review Plan. The review plan helps to improve the workplace culture and staff experience by creating the right conditions for change, to deliver future modernised and sustainable services. 1.2 Our revised HR&OD policies create the right supportive foundations to ensure they adequately empower and support the level of organisational development and embed the cultural change journey. The policy review has incorporated our values and a has clear focus on flexibility, health and wellbeing, equality, diversity, and inclusiveness. 1.3 The Council is committed to conducting its business with honesty and integrity, and it expects all employees to maintain high standards in accordance with the Council’s Code of Conduct for Employees. 1.4 The purpose of this report is to seek approval from Members to implement the revised policies attached in the following appendices: • Revised Whistleblowing Policy (Appendix 1). • Revised Recruitment Policy (Appendix 2). • Revised Parenting Leave and Pay Policy (Appendix 3). Item 10 Page 98 of 214
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PUBLIC 1.5 The revisions are required as a result of the Employment Rights Act 2025, which received Royal Assent on 18 December 2025 and represents a significant reform of employment legislation. The Act introduces a range of new statutory rights and protections for workers, with its provisions being implemented on a phased basis through commencement regulations. While some measures took effect immediately or in early 2026, further provisions are due to come into force during 2026 and 2027. The revisions proposed in this report are necessary to ensure that Council policies and practices remain compliant as the Act’s provisions are progressively implemented. 1.6 Consultation has been undertaken with the recognised Trade Unions, and relevant feedback has been taken into account in shaping the revised policies. The policies have been modernised to reflect contemporary standards in style, presentation and language, and to support inclusive and best practice approaches. 1.7 Following approval from Members, Officers will review associated training modules on iLearn to support the implementation of the policies. The policies will be communicated to all managers and employees within the Council via the normal channels. __________________________________________________________________ 2. Recommendations 2.1 It is recommended that members: • Approve the revised Whistleblowing Policy at Appendix 1. • Approve the revised Recruitment Policy at Appendix 2. • Approve the revised Parenting Leave and Pay Policy at Appendix 3. __________________________________________________________________ 3. Background 3.1 The Council strives to create a healthy, open and inclusive working environment which enables all colleagues to carry out their roles in a safe and supportive way. This is important to maintain health and wellbeing which remains our top priority. 3.2 The Employment Rights Act 2025 will require a number of HR&OD Policies to be updated to reflect the legislative reforms being implemented from the Act. The Whistleblowing, Recruitment and Parenting Leave and Pay Policy have been reviewed to align with these reforms and best practice. 3.3 Section 4 of the report provides Members with a summary of each policy and key changes required. 3.4 Through implementing these policies, the Council will promote and encourage people to fully use all the supportive provisions available. Page 99 of 214
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PUBLIC 4 Revised Whistleblowing Policy 4.1 Whistleblowing is protected in law, providing safeguards for employees and workers who raise concerns in the public interest. 4.2 The revised Whistleblowing Policy sets out the Council’s approach to supporting employees and workers to raise concerns, in the public interest, about wrongdoing, malpractice or risks to health and safety. The policy promotes openness, accountability and a culture where concerns can be raised safely and appropriately, in line with the Council’s values and governance arrangements. 4.3 The Employment Rights Act 2025 introduced reforms to strengthen whistleblowing protections, including the explicit inclusion of disclosures relating to sexual harassment as qualifying protected disclosures when raised in the public interest. The Whistleblowing Policy has been updated to reflect this statutory change and to ensure that individuals who raise such concerns are protected from detriment or dismissal in accordance with the legislation. 5 Revised Recruitment Policy 5.1 To deliver the Council’s vision and values and respond effectively to the needs of Renfrewshire’s communities, the Council requires a skilled, adaptable and motivated workforce. This policy supports the attraction and recruitment of people who are committed to continuous improvement and capable of working in a dynamic and evolving public service environment. 5.2 As reported to Members within the annual progress update on the Council’s People Strategy ‘Our People, Our Future 2021–2026’ on 13 November 2025, the Council has committed to guaranteeing an interview for individuals from care-experienced backgrounds who meet the essential criteria for the role for which they are applying. This commitment is now embedded within the Recruitment Policy as a core element of the Council’s inclusive recruitment approach. 5.3 The policy strengthens the importance of robust pre-employment checks and sets out the Council’s statutory responsibilities in relation to right-to-work verification and safer recruitment and vetting practices, including the disclosure of unspent convictions where required. 5.4 Updated supporting guidance and the continued development of recruitment good practice will be made available to managers and employees to support the fair, inclusive and consistent application of this policy across the organisation. Page 100 of 214
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PUBLIC 6. Revised Parenting Leave and Pay Policy 6.1 The revised Parenting Leave & Pay Policy, provides information and awareness of the types of parenting leave and pay entitlements available for all employees with parenting responsibilities. It will offer flexibility to employees at particular stages of their lives and encourage the sharing of parenting responsibilities. 6.2 The Employment Rights Act 2025 introduced Day 1 rights to Paternity Leave and Parental Leave entitlements. The Parenting Leave and Pay Policy has been updated to reflect the Paternity Leave change. Statutory Paternity Pay still requires 26 weeks’ service. Parental leave is already a Day 1 right in the Council. 6.3 The revised policy also includes provision for Bereaved Partners’ Paternity Leave. This provides bereaved fathers and partners with an enhanced entitlement to paternity leave where the child’s mother or primary carer or adopter dies within the first year of the child’s life. Regulations made under the Act enable extended leave of up to 52 weeks, providing additional protection and support during exceptionally difficult circumstances. __________________________________________________________________ Implications of the Report 1. Financial - The Council’s ongoing financial sustainability is dependent on the ability of the Council to transform and modernise services. 2. People & Organisational Development – People & OD and Internal Audit will provide advice and guidance to managers and employees in the interpretation and application of these policies. 3. Community Planning – None. 4. Legal – The Council will meet its legislative and best practice requirements. 5. Property/Assets – None 6. Information Technology – As outlined in the 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 because for example it is for noting only. Page 101 of 214
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PUBLIC 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 – None. 14. Cosla Policy Position – None. _____________________________________________________ List of Background Papers _________________________________________________________________ Author Eddie Simpson, Strategic Lead Partner (Organisational Development) eddie.simpson@renfrewshire.gov.uk Page 102 of 214
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1 PUBLIC Appendix 1 Issue Number: 3 Issue Date: 04/26 Review Date: 04/28 This document is available in alternative formats on request. For all Council employees. Whistleblowing Policy Page 103 of 214
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2 PUBLIC CONTENTS 1. Introduction 3 2. Purpose and Aims 3 3. Scope of policy 3 4. What is whistleblowing? 3 5. Procedure for Raising a Whistleblowing Concern 4 6. Raising a Whistleblowing Concern to Elected Members 5 7. Sexual Harassment Disclosures 6 8. Confidentiality and Anonymity 6 9. External disclosures 6 10. Protection and Support for Whistleblowers 7 11. False Reporting 7 12. Responsibility and Training 7 13. Monitoring and Review 8 14. Contacts 8 VERSION CONTROL Version Date Details of Review/Revisals made Next Review date 1 January 2023 Drafting of new policy to reflect current legislative requirements [February 2025] 2 April 2026 Drafting of revised to reflect legislative requirements [April 2028] Page 104 of 214
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3 PUBLIC 1. Introduction 1.1 The Council is committed to conducting its business with honesty and integrity, and it expects all employees to maintain high standards in accordance with the Council’s Employee Code of Conduct. Part of that is creating an open and supportive working environment where employees feel able to speak up about any suspected wrongdoing. This Policy details our process for dealing with Whistleblowing. 1.2 This Policy has been agreed and implemented following consultation with the recognised Trade Unions. 2. Purpose and Aims 2.1 The purpose of this Policy is to provide a mechanism for employees of the Council and other workers within the Council as detailed in section 3.1 of the policy, to report a concern which they have about serious wrongdoing or malpractice within the Council. It draws on the rights and obligations contained within the Employment Rights Act 1996, the Employment Rights Act 2025, the Public Interest Disclosure Act 1998 and the Enterprise and Regulatory Reform Act 2013. 2.2 The aims of this policy are: (a) To encourage employees and other workers within the Council to report suspected wrongdoing as soon as possible, in the knowledge that their concerns will be taken seriously and investigated as appropriate, and that their confidentiality will be respected. (b) To provide employees and other workers with guidance as to how to raise those concerns. (c) To reassure employees and other workers that they should be able to raise genuine concerns without fear of reprisals, even if they turn out to be mistaken. 3. Scope of policy 3.1 This Policy covers all Council’s employees, workers, officers, consultants, contractors, volunteers, casual workers and agency workers. 4. What is whistleblowing? 4.1 Whistleblowing is the disclosure of information which relates to suspected malpractice, wrongdoing or dangers at work. This may include: • Criminal activity; • Failure to comply with any legal or professional obligation or regulatory requirements; • Miscarriages of justice; • Danger to health and safety; • Damage to the environment; Page 105 of 214
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4 PUBLIC • Information tending to show any matter falling within any one of the preceding paragraphs has been, is being or is likely to be deliberately concealed; • Sexual harassment disclosures. 4.2 A “whistleblower” is a person who raises a genuine concern relating to any of the above. If you have any genuine concerns related to suspected malpractice, wrongdoing or danger affecting any of the Council’s activities (a whistleblowing concern) you should report it under this Policy. 4.3 Whistleblowing does not cover less serious matters, such matters should be raised by an employee to their line manager. An employee’s concerns about their own employment which should be addressed in accordance with the relevant HR policy, for example the Council’s Grievance Procedure or Respect at Work Policy, as appropriate. 4.4 If an employee or other worker is uncertain whether something is within the scope of this Policy they should seek advice from the Whistleblowing Officer, whose contact details are at the end of this Policy. 5. Procedure for Raising a Whistleblowing Concern 5.1 An employee or other worker wishing to raise a matter that is covered by the categories covered in this Policy should: (a) Contact the appropriate designated officer in the employing Service in the Council. The Designated Officers are those identified in Annex 1 to this Policy. The concern should be raised, preferably, in writing and to avoid any doubt, should be preferably described as a “Whistleblowing Concern”. (b) Call the Confidential Whistleblowing Hotline. (c) Completing the online form at www.renfrewshire.gov.uk, search for ‘Whistleblowing Policy’. 5.2 Employees within the Renfrewshire Health and Social Care Partnership can access the National Whistleblowing Standards in relation to NHS Services. Further information can be obtained from Chief Officer and accessed here. 5.3 Where a whistleblowing concern is made directly to a line manager, the line manager should immediately forward details of the concern to the Designated Officer. 5.4 Any whistleblowing concern received in accordance with paragraph 5.1 above, will be sent to the Designated Officer (set out in Annex 1 of this Policy). If a whistleblowing concern is made which alleges wrongdoing by a Designated Officer, then that concern should be made directly to the Chief Executive. In the event the whistleblowing concern relates to the Chief Executive then that concern should be made directly to the Council’s Monitoring Officer. Once a whistleblowing concern has been submitted, the Designated Officer (or Page 106 of 214
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5 PUBLIC nominated officer in their absence) will acknowledge receipt as soon as possible and within a maximum of 5 working days. 5.5 At this stage of the process, it is important that both parties maintain confidentiality where that is required to ensure that the matter can be dealt with in the appropriate way, avoid prejudice and protect individual rights. 5.6 The whistleblowing concern will then be considered and a decision taken as to whether, and in what way, the matter should proceed. 5.7 Should the Designated Officer decide not to take any action you will be notified and given the reason(s) for this decision. 5.8 If the Designated Officer decides that further action is required based on your whistleblowing concern, then you will be notified of this decision and the likely timescale. 5.9 Once the matter has been concluded and the appropriate action taken in response to your concern, you will be informed, subject to confidentiality being maintained, as required. 5.10 Under the terms of this Policy, you may seek a progress update from the Designated Officer regarding the status of your concern, although it must be understood that the response may have to be qualified in order to protect other interests. 5.11 Whilst the Council cannot guarantee the outcome you are seeking, the Council will try to deal with your concern fairly and in an appropriate way. By using this Policy, you can help the Council achieve this. 5.12 If you are not satisfied with the way your whistleblowing concern has been dealt with, you can raise this with the Chief Executive. 6 Raising a Whistleblowing Concern to Elected Members 6.1 Where an Elected Member is approached by an employee or other worker as set out in section 3 above in connection with a whistleblowing concern covered under this Policy, the Elected Member should encourage that individual to raise their concern in accordance with this Policy. 6.2 In cases where an Elected Member receives a whistleblowing concern, they shall send it directly to the Whistleblowing Officer who will then process it in line with this policy. 6.3 Elected Members must not investigate any whistleblowing concerns themselves. Page 107 of 214
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6 PUBLIC 7. Sexual Harassment Disclosures 7.1 The Employment Rights Act 2025 explicitly recognises sexual harassment as a category of wrongdoing that can form the basis of a protected whistleblowing disclosure. This means that where an employee or other worker reasonably believes that their disclosure about sexual harassment is made in the public interest, they will be protected from detriment and, where applicable, unfair dismissal under whistleblowing law. This update removes previous ambiguity by adding sexual harassment directly to the statutory list of protected matters, thereby strengthening legal protections and supporting greater confidence for workers to raise such concerns through whistleblowing channels. 8 Confidentiality and Anonymity 8.1 The Council hopes that all employees or other workers will be able to raise whistleblowing concerns openly under this Policy. However, if an employee or other worker wishes to raise their concern confidentially, the Council will try to ensure that their identity remains anonymous. If it is necessary for anyone investigating the employee or other worker’s concern to know their identity, then this will be discussed directly with them. 8.2 The Council does not encourage employees or other workers to raise concerns anonymously. Proper investigation may be more difficult or impossible if the Council cannot obtain further information. It is also more difficult to establish whether any allegations are credible. Employees or other workers who are concerned about possible consequences if their identity is revealed should raise this with the Designated Officer and appropriate measures may be taken to preserve confidentiality. An employee or other worker can seek advice from the Council’s whistleblowing hotline or Protect, the independent whistleblowing charity, who offer a confidential helpline (details are set out below). 9. External disclosures 9.1 The aim of this Policy is to provide an internal mechanism for reporting, investigating and remedying any wrongdoing in the workplace. It is expected that the internal mechanisms outlined in this Policy will be used and with confidence. If, however, there is genuine cause to believe that an internal disclosure to one of the identified officers would not be appropriate for particular reasons, it is accepted that a disclosure to an external regulator may be protected. It will very rarely, if ever, be appropriate to alert the media and employees and other workers are strongly encouraged to report concerns through this Policy and its internal mechanisms. 9.2 The independent whistleblowing charity, Protect, operates a confidential helpline. They also have a list of prescribed regulators for reporting certain types of concern. Their contact details are at the end of this Policy. 9.3 Whistleblowing concerns usually relate to the conduct of the Council’s employees, but they may sometimes relate to the actions of a third party, such as a customer, supplier or service provider. In some circumstances the law will Page 108 of 214
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7 PUBLIC protect you if you raise the matter with the third party directly. However, the Council encourages its employees and other workers to report such concerns internally first. An employee or other worker should contact the Whistleblowing Officer for guidance regarding this. 10. Protection and Support for Whistleblowers 10.1 It is understandable that whistleblowers are sometimes worried about possible repercussions. The Council encourages openness and transparency and will support employees and other workers who raise genuine concerns under this policy, even if they turn out to be mistaken. Employees and other workers raising concerns under this Policy will be protected, provided that the concern is made in the reasonable belief that it is in the public interest. 10.2 Employees and other workers raising a concern under this policy must not suffer any detrimental treatment as a result of raising the concern. Detrimental treatment includes dismissal, disciplinary action, harassment, victimisation or other unfavourable treatment connected with raising a concern. If you believe that you have suffered any such treatment, you should inform the Whistleblowing Officer immediately. If the matter is not remedied, you should raise it formally using the Council’s Grievance Procedures or Respect at Work Policy. 10.3 An employee or other worker must not threaten or retaliate in any way against another individual raising a whistleblowing concern. Any employee or other worker involved in such conduct may be subject to disciplinary action under the Council’s Disciplinary Procedures. In addition, where an employee or other worker has been subjected to a detriment by another employee, they could be personally liable for their own conduct. 11. False Reporting 11.1 There may be instances when a concern is submitted, based on reasonable belief by an employee or other worker that something is wrong at a particular time, which is subsequently demonstrated to be false or inaccurate. In such circumstances, they will be informed of the discrepancy between their concern and the facts at hand. Provided that the Council is satisfied that the employee or other worker had a reasonable belief that such a situation should be reported, no further action will be taken. 11.2 If an employee or other worker has deliberately raised a concern that they know to be untrue or unfounded this may lead to a disciplinary investigation and disciplinary action taken against them. 12. Responsibility and Training 12.1 Internal Audit has overall responsibility for this policy and for reviewing the effectiveness of actions taken in response to concerns raised under this policy. The Whistleblowing Officer will maintain a register of concerns raised and the outcomes, as required. The Whistleblowing Officer (or other delegated officer) Page 109 of 214
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8 PUBLIC will present an annual report to the Audit, Risk and Scrutiny Board detailing the number of whistleblowing complaints received and actions taken by the Council. This annual report will be anonymised to protect confidentiality. 12.2 The Designated Officers must provide information regarding any concerns received to the Whistleblowing Officer. Regular updates and information about outcomes of any investigations must be provided to the Whistleblowing Officer to allow them to maintain the register of concerns. 12.3 The Designated Officers must ensure that all managers and other staff who may deal with concerns or investigations under this Policy receive regular and appropriate training. 13. Monitoring and Review 13.1 This Policy will be reviewed regularly and in line with any legislative and/or organisational changes. The recognised trade unions will be consulted on any future changes to this Policy. 14. Contacts Whistleblowing Officer Chief Auditor (or delegated officer) whistleblowingofficer@renfrewshire.gov.uk Monitoring Officer Head of Corporate Governance mark.conaghan@renfrewshire.gov.uk Renfrewshire Council’s external auditors Azets 0141 567 450 Whistleblowing hotline Available Monday-Thursday from 9am to 4.45pm and Friday 9am to 3.55pm 0300 300 1314 whistleblowingofficer@renfrewshire.gov.uk Protect (Independent whistleblowing charity) The Green House 244-254 Cambridge Heath Road London E2 9DA Telephone: 020 3117 2520 Email: whistle@protect-advice.org.uk Website: www.protect-advice.org.uk Page 110 of 214
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9 PUBLIC Annex DESIGNATED OFFICERS TO WHOM WHISTLEBLOWING CONCERNS MAY BE REPORTED Alan Russell – Chief Executive Gordon McNeil – Director of Environment, Housing and Infrastructure Alastair MacArthur – Director of Finance and Resources Janie O’Neill – Director of Children’s Services Billy McClean – Chief Officer of the Renfrewshire Health and Social Care Partnership Page 111 of 214
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1 PUBLIC Appendix 2 For all Council employees. Local recruitment procedures are in place for Chief Officers and Teachers. Recruitment Policy Issue Number: 3 Issue Date: 02/26 Review Date: 02/28 This document is available in alternative formats on request. Page 112 of 214
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2 PUBLIC Contents Page Number 1. Introduction 3 2. Purpose of the Policy 3 3. Scope 3 4. Responsibilities 4 5. Recruitment Principles 4 6. Statutory Right to Work Checks 5 7. Declaration of Unspent Convictions 6 8. Supporting Renfrewshire’s Communities 6 9. Recruitment Training 6 10. The Equality Act and the Public Sector Equality Duty 6 11. Recruitment Complaints 7 12. Conflict of Interest 7 13. Confidentiality 7 14. Equality and Human Rights Impact Assessment 7 15. Monitoring and Review 8 Page 113 of 214
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3 PUBLIC 1. Introduction 1.1 The Council is committed to attracting, selecting and appointing the best people to deliver high-quality services for our communities. We will recruit and retain a workforce of the highest calibre and recognise that a diverse workforce, bringing together different perspectives, experiences, values and backgrounds, enhances organisational effectiveness and decision-making. As an equal opportunities employer, we are committed to fostering an inclusive and fair recruitment culture where everyone feels valued, respected and able to perform at their best. 1.2 Recruitment and selection decisions will be based solely on merit. All candidates will be given a fair and equitable opportunity to demonstrate their skills, experience and potential, regardless of any protected characteristic, in line with relevant equality legislation. 1.3 The Council will provide clear guidance and support for both managers and candidates to ensure this policy is applied consistently and transparently, promoting best practice in inclusive and effective recruitment. 2. Purpose of The Policy 2.1 The purpose of this policy is to provide a robust, consistent and transparent framework for the recruitment and selection of employees across the Council. It is designed to support services and managers to attract, assess and appoint the most suitable candidates in a fair, inclusive and lawful manner. 2.2 This policy aims to: • Ensure recruitment and selection decisions are objective, evidence-based and made on merit. • Promote fair, consistent and effective recruitment practices across all Council services. • Embed the Council’s equality, diversity and inclusion commitments throughout all stages of the recruitment and selection process. • Ensure compliance with all relevant employment and equality legislation and reflect recognised best practice. • Support the development and sustainability of a skilled, diverse and high-performing workforce capable of meeting current and future service delivery needs. 3. Scope 3.1 The principles of this policy apply to all potential candidates and existing employees. Separate local procedures apply when recruiting the Chief Executive, Chief Officers, and Teaching staff. We also have separate procedures in place for volume recruitment. 3.2 This policy applies to the recruitment of posts that are permanent, temporary, fixed term or casual/sessional. Services must ensure that any other partner Page 114 of 214
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4 PUBLIC agencies acting on behalf of the Council for the purposes of recruitment resources or shared recruitment campaigns apply the principles in this policy. 4. Responsibilities 4.1 All Managers, Elected Members, People & OD, Customer and Business Services and the Trade Unions all have a part to play in ensuring the principles of this policy are applied effectively. 5. Recruitment Principles 5.1 Vacancies will be advertised online, but we will provide and accept applications in accessible formats where necessary. We can offer alternative, accessible versions of the application form in formats such as large print, braille, audio, Easy Read, and other languages if required. 5.2 Prior to advertising, a vacancy must exist in the organisational structure, with a job-evaluated, current job description and person specification available. 5.3 An organised panel interview will assess a candidate’s suitability. Selection will be based on the essential and desirable criteria of the person specification. Panels will use structured scoring against the criteria and will record reasons for decisions. Other relevant assessment tools may also be used (appropriate to the post being advertised). 5.4 We are a Disability Confident employer and guarantee an interview to all candidates with disabilities who meet the essential criteria for the job. 5.5 We will consider any reasonable adjustments throughout the recruitment process to support and promote a positive and inclusive recruitment experience. Advice on reasonable adjustments should be sought from People & OD. 5.6 As part of the commitment to #KeepThePromise, we will guarantee an interview to all candidates who are care-experienced and meet the essential criteria for the job. 5.7 All candidates will be given reasonable information about what to expect in advance regarding application format and assessment tools. 5.8 If you are currently working with us and on the redeployment register, you will normally be given the opportunity to note interest in jobs before they are advertised. If successful, the post will not be advertised. 5.9 We will obtain a record of each candidate’s employment history and explore any gaps with the candidate. 5.10 All necessary pre-employment checks (for example, references, right to work, appropriate vetting) must be completed before any successful candidate commences employment with us. Page 115 of 214
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5 PUBLIC 5.11 For posts where a criminal record check is required, this will be detailed in the job advertisement and pack. Only successful candidates will be asked to give details of their criminal record in line with legislation. 5.12 Where a former employee has received voluntary redundancy or voluntary early retirement, we will not normally re-employ or re-engage them for a period of 2 years from the date of leaving. 5.13 Where a candidate gives inaccurate or misleading information or withholds relevant information, this may be considered grounds for withdrawing a job offer if a reasonable explanation is not provided. If the candidate has already been appointed, we may take disciplinary action up to and including dismissal if a reasonable explanation is not provided. 5.14 Where a candidate is a former employee who was dismissed by us, we will be entitled to review and consider the circumstances of the dismissal when deciding whether to select the candidate for interview, and/or recruit. This will also apply if the candidate resigned before the outcome of a disciplinary hearing or investigation into an allegation of gross misconduct. 5.15 All candidates will be assessed in line with our competencies, vision, and values. 5.16 We will issue a contract of employment to candidates on the first day of being appointed to the Council. We aim to appoint candidates within a maximum period of 4-5 weeks after the preferred candidate is notified. For job roles that have shorter notice periods, we will try where possible to have contracts sent within a 2-week period. 5.17 After the offer of employment is accepted, your personal data, for example your personal email address or mobile number, may be used to share important updates or information with you to improve communication and engagement. You may opt out of this at any point. 6. Statutory Right to Work Checks 6.1 Vacancy Managers must ensure statutory right to work checks have been completed before employment starts. All recruitment and vetting evidence will be retained in line with data protection requirements. 6.2 Where criminal record checks are required, this will be stated in the advert and pack. Only the successful candidate will be asked to provide relevant details, and only where lawful and proportionate. 6.3 For regulated roles involving children and/or protected adults, under the Disclosure Scotland Act, PVG scheme membership is a legal requirement. Services must follow Disclosure Scotland guidance and the Council’s safer recruitment procedures. Page 116 of 214
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6 PUBLIC 6.4 We will not ask about spent convictions unless an applicable legal exception applies. Where disclosure is requested, we will consider the information received from Disclosure Scotland and assess its relevance to the role before making any decision. 7. Declaration of Unspent Convictions 7.1 Applicants must disclose any unspent convictions during the recruitment process, as required under the Rehabilitation of Offenders Act 1974. The Council may consider this information when assessing suitability for a role, ensuring that any decision is fair, proportionate, and directly relevant to the position’s responsibilities. Failure to declare unspent convictions when asked may result in withdrawal of an offer or termination of employment if discovered later. 7.2 Convictions that will never be spent, will be considered on a case-by-case basis. Appointment may be refused where the nature and severity of the offence are relevant to the job role, and where appointment would pose an unacceptable and significant risk to the Council, including the potential for reputational harm. Hiring mangers seek advice from People & OD and Legal Services for any such cases. 8. Supporting Renfrewshire’s Communities 8.1 We are committed to supporting local business growth and tackling unemployment in Renfrewshire and will therefore participate in all the Council’s local employability initiatives and national government initiatives as part of the recruitment process to assist with training opportunities and creating jobs for disadvantaged or disengaged groups across Renfrewshire. We remain fully committed to collaborating with schools, colleges, and universities, promoting our employment opportunities and various career pathway routes into employment through apprenticeships, traineeships, and internship programmes. 9. Recruitment Training 9.1 If involved in the recruitment process, you must ensure you have received training on the Council’s Recruitment Policy. The Chair of the Recruitment Panel must be assured all panel members have received training prior to any recruitment activities being undertaken. 10. The Equality Act and the Public Sector Equality Duty 10.1 The Equality Act 2010 and the Public Sector Equality Duty requires us to gather evidence and use equality monitoring information from applicants to help ensure we take all reasonable steps to eliminate possible discrimination. Your equality monitoring data will be anonymised and will help us to ensure our recruitment practices are fair and reasonable and understand the impact our recruitment processes have on applicants from different equality groups. We will investigate reasons for any disproportionate trends in the recruitment Page 117 of 214
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7 PUBLIC information and will consider, where appropriate, using positive action and targeted recruitment to better perform the equality duty and encourage applications from underrepresented groups for posts within the Council. 10.2 Where requested, reasonable adjustments to the recruitment process will be considered to ensure that no candidate is disadvantaged because of their disability or any other protected characteristic. 11. Recruitment Complaints 11.1 Applicants who consider they have been unfairly treated in the application of this policy, may submit a complaint to the Head of People & OD for consideration. 12. Conflict of Interest 12.1 Recruitment panel members must declare any personal relationship with a candidate, including family connections or close relationships outside of work. Where such a conflict exists, the panel member may be required to withdraw from the recruitment and selection process to ensure fairness and transparency. 13. Confidentiality 13.1 We will treat all information on application forms confidential and restrict access to this information to those involved directly in the recruitment process and its administration. 13.2 Information relating to the recruitment process and activities should be recorded, maintained, and processed confidentially and securely by the relevant Service, HR & OD and Customer and Business Services. Any information recorded and maintained will be used only to monitor the effectiveness of this policy. 13.3 Information processed may include paper or electronic records and will be done so in line with Data Protection Laws, including the UK General Data Protection Regulation (“UK GDPR”), the Data Protection Act 2018 and any enactment thereunder or amendment thereto. 13.4 The recruitment process and decisions arising from it must be documented and documentation held securely for at least 6 months. 14. Equality and Human Rights Impact Assessment 14.1 This policy has been equality impact assessed in line with the Council’s obligation to comply with the Equality Act 2010. Page 118 of 214
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8 PUBLIC 15. Monitoring and Review 15.1 This policy will be reviewed regularly and in line with any legislative changes and best practice relating to recruitment activities. The recognised trade unions will be consulted on any future changes to this policy. Page 119 of 214
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1 [PUBLIC Appendix 3 Issue Number: 3 Issue Date: 04/26 Review Date: 04/28 This document is available in alternative formats on request. For all Council employees excluding Teachers. Parenting Leave and Pay Policy Supporting parents to get the balance right Page 120 of 214
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2 [PUBLIC Contents Page Number 1. Introduction 3 2. Purpose of the policy 3 3. Scope 4 4. Responsibilities 4 5. Ante-natal Leave and Pay 4 6. Maternity, Adoption and Surrogacy Leave and Pay 4 7. Maternity, Adoption and Surrogacy Support Leave and Pay 6 8. Paternity Leave and Pay 6 9. Shared Parental Leave and Pay 7 10. Parental Leave 7 11. Neonatal Care Leave and Pay 8 12. Parental Bereavement Leave 8 13. Bereaved Partner’s Paternity Leave (BPPL) 8 14. Additional Supportive Leave 9 15. Redeployment Rights 9 16. Confidentiality 10 17. Equality and Human Rights Impact Assessment 10 18. Monitoring and Review 10 Page 121 of 214
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3 [PUBLIC 1. Introduction 1.1 We are working to be the most supportive, caring and inclusive employer we can be. We want to provide you with a workplace where you feel safe, valued and listened to, a place where you will have a good experience each day and feel supported to achieve your own goals and aspirations, helping you to reach your full potential. We want to support you with parenting responsibilities to achieve a better balance between your life inside and outside of work. 1.2 Wherever you are employed in the Council, the work you carry out every day matters to the communities and colleagues we serve, and without it, we cannot deliver essential services to our communities or achieve our Council vision and values. 1.3 The Parenting Leave Policy is designed to offer you support and flexibility at particular stages in your life, encouraging shared parenting responsibilities between both parents and supporting the Council to address its gender pay gap priorities. 1.4 This policy covers leave and pay provisions relating to: • Ante-natal. • Maternity, Adoption and Surrogacy • Paternity • Shared Parental Leave • Parental Leave • Neonatal Care • Parental Bereavement 1.5 Depending on the type of leave and pay entitlements, requests approved will be pro-rated in line with your working hours/work pattern. For example, if you only work on Mondays and Tuesdays, then one week of leave is 2 days. 1.6 To ensure fair, inclusive and consistent implementation of this policy, including eligibility criteria, pay rates as well as requesting and approval processes, supporting guidance will be available on the Council’s intranet and from the People & OD Team. 2. Purpose of the Policy 2.1 The purpose of the policy is to outline the Council’s parenting leave and pay provisions available to the workforce, which supports and encourages our people to share parenting responsibilities. 2.2 The policy aims to: • Support employees who have parenting responsibilities and help them achieve a better balance between working and parenting commitments; Page 122 of 214
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4 [PUBLIC • Provide information and raise awareness of the different types of parenting leave available in the Council, eligibility criteria and the associated pay rates; • Meet all legislative employment requirements and demonstrate best practice; • Apply fair, inclusive and consistent requesting and approval processes; • Support the Council’s workforce planning, and gender pay priorities. 2.3 This policy complements other Council policies such as Flexible Working, Supportive Leave, Pregnancy Loss, Respect at Work, and Equality & Diversity. 3. Scope 3.1 This policy applies to all Council employees, excluding Teaching staff where separate procedures are in place. Advice and guidance on this and other leave provisions are available from the People & Organisational Development (OD) team. 4. Responsibilities 4.1 Managers, Elected Members, People & OD, Customer and Business Services and the Trade Unions all have a part to play in ensuring the principles of this policy are applied effectively. Responsibilities are outlined in the Parenting Leave and Pay Supporting Guidance. 5. Ante-natal Leave and Pay 5.1 Antenatal leave is available to employees, which allows pregnant employees and the father, partner or intended parent, the ability to request reasonable paid time off to attend ante-natal care appointments including parentcraft and dental. You can request this leave using Business World. 6. Maternity, Adoption and Surrogacy Leave and Pay 6.1 You are entitled to take up to 52 weeks Statutory Maternity Leave or Adoption Leave from day one of your employment. 6.2 You do not have to take 52 weeks Maternity Leave however the mother is required by law to take the first 2 weeks leave after the baby is born. This is called Compulsory Maternity Leave. 6.3 Maternity and Adoption leave is made up of: • 26 weeks Ordinary Maternity Leave or Ordinary Adoption Leave (OML/OAL) and; • 26 weeks Additional Maternity Leave or Additional Adoption Leave (AML/AAL). Page 123 of 214
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5 [PUBLIC 6.4 If you have 26 weeks or more continuous service at the 15th week before Expected Week of Childbirth/Expected Week of Adoption (EWC/EWA), you will receive Occupational Maternity Pay or Ordinary Adoption Pay (OMP/OAP) and Statutory Maternity Pay or Statutory Adoption Pay (SMP/SAP) at the following rates: • Week 1-6 6 weeks at 90% of a week’s pay, including SMP where eligible. • Week 7-18 12 weeks at 50% of a week’s pay plus the lower rate of SMP provided earnings do not exceed normal pay. • Week 19-39 21 weeks at the SMP rate. • Week 40-52 Unpaid 6.5 If you have less than 26 weeks continuous service at the 15th week before the EWC/EWA, you will not be eligible for either OMP/OAP or SMP/SAP. However, you may be entitled to receive up to 39 weeks of Maternity Allowance or Adoption Allowance payable by the Government. 6.6 If you are a surrogate or intended parent and apply for a parental order in respect of the child within 6 months of the birth, and you expect the order to be granted, you are entitled to take leave in line with the maternity, adoption and Surrogacy leave and pay provisions at section 6.4 above. 6.7 Payments made by the Council during Maternity Leave or Adoption Leave which are over and above your statutory entitlement are made on the understanding that you will return to employment with the Council for a period of at least 3 months. SMP/SAP payments made to you would not be recovered. 6.8 You should inform your line manager that you are pregnant as soon as you are happy to do so and no later than the 15th week before the EWC/EWA. At this time, a maternity risk assessment for new and expectant mothers will be completed by your line manager. 6.9 You should request Maternity Leave on Business World and attach the required documentation such as your MATB1 form, Matching Certificate and /or Parental Order, when available. 6.10 During your Maternity or Adoption Leave, you can choose to work up to 10 days which can worked in agreement with your line manager throughout the year. These are called Keeping in Touch (KIT) days. The hours you work on an agreed KIT day will be paid at your normal rate of pay. This will not affect your statutory entitlements. 6.11 We are a Breastfeeding Friendly Scotland employer. We support and encourage colleagues who wish to continue to breastfeed or express milk in the Page 124 of 214
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6 [PUBLIC workplace (including milk to be donated). We will encourage flexible arrangements so that you can breastfeed and will provide suitable facilities so you can express milk and store it. We will raise awareness of the facilities available at work locations. You should discuss any requirements should you feel comfortable to do so with your line manager. 7. Maternity, Adoption and Surrogacy Support Leave and Pay 7.1 Maternity, Adoption and Surrogacy Support Leave of up to a maximum of 1 weeks’ paid leave (pro-rated) can be requested by fathers, partners, or intended parents who have less than 26 weeks continuous service with the Council or around the time of the birth or adoption placement/match. In addition, Maternity, Adoption and Surrogacy Support Leave of up to a maximum of 1 weeks’ paid leave will also be available to request for a nominated carer of an expectant mother, adopter, or intended parent at or around the time of the birth or adoption placement/match. This will enable nominated carers to assist in the care of the child and provide support to the mother, primary adopter, or intended parent. 7.2 You may take this leave during the period from 1 week before the EWC/EWA and up to 3 weeks after the birth, match, or placement for adoption. 7.3 When you request Maternity, Adoption and Surrogacy Support Leave you must provide your line manager with evidence that you are a nominated carer for the child. This evidence must be either confirmation from your GP or a birth certificate confirming the child’s date of birth and a declaration from the person you are supporting. Leave will only be approved once this evidence is provided. 7.4 Maternity, Adoption and Surrogacy Support Leave is not available to fathers, partners or intended parents who access paid Paternity Leave provisions. 8. Paternity Leave and Pay 8.1 If you are responsible for your child’s upbringing and wish to take time off work to care for your child or support the primary adopter of your child, you are entitled to Statutory Paternity Leave. 8.2 You must provide notice to take paternity leave from your first day of employment with the Council as soon as reasonably practicable. You can request up to a maximum of 4 weeks Paternity Leave. Paternity Leave is unpaid during the first 26 weeks of your employment. 8.3 If you have 26 weeks continuous service with the Council at the start of the 15th week before the EWC/EWA and are either: • A biological father; • A partner or husband who is not the baby’s biological father; • A mother’s female partner or civil partner in a same sex couple; • A partner/husband/wife of a person adopting a child; • A partner/civil partner of a person adopting a child; Page 125 of 214
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7 [PUBLIC • the intended parent (if you are having a baby through a surrogacy arrangement); You can request up to a maximum of 4 weeks paid Paternity Leave. 8.4 You will be paid at 100% of a weeks’ pay for the first week, followed by 3 weeks paid at 90% of a weeks’ pay (including SPP). This can be taken consecutively or in separate one-week blocks at any point in the first 12 months following the birth of your child or after placement for adoption. You get the same amount of leave even if you have more than one child, for example, twins. 8.5 You will need to provide 4 weeks’ notice for each period of paid Paternity Leave and submit your request on Business World. You can vary the dates if you give at least 4 weeks’ notice of the variation. We recognise that notice periods for Adoption Leave will vary due to the inherent fluctuations in the adoption process. 8.6 You can take paternity leave after a period of shared parental leave. 9. Shared Parental Leave and Pay 9.1 Shared Parental Leave allows eligible mothers, fathers, partners, and adopters to choose how to share time off work after their child is born or when placed with them for adoption. This provides you with more flexibility in how to share the care of your child in the first year following birth or adoption. You can decide to be off work at the same time as your partner and/or take it in turns to have periods of leave to look after your child. You can share up to 50 weeks of leave and up to 37 weeks of pay between you and your partner. 9.2 To be eligible for Shared Parental Leave, both parents must meet the requirements set out in the Supporting Guidance. Shared Parental Leave will be paid in line with the Council’s current Maternity and Adoption Pay provisions. 9.3 During your Shared Parental Leave, you can choose to work up to 20 days. These are called Shared Parental Leave in Touch (SPLIT) days, which can be worked in agreement with your line manager throughout the year. The hours you work on an agreed SPLIT day will be paid at your normal rate of pay. This will not affect your statutory provisions. 9.4 You may also take Statutory Paternity Leave with pay if you have already taken Shared Parental Leave and pay. 10. Parental Leave 10.1 Parental Leave is an additional entitlement and allows parents to request up to 18 weeks’ unpaid leave, per child up to their 18th birthday, to look after their child’s welfare. You can request up to a maximum of 4 weeks’ unpaid parental leave for each child in a 12-month period. You must take parental leave as whole weeks, for example, 1 week or 2-week blocks and you can request this leave using Business World. Page 126 of 214
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8 [PUBLIC 11. Neonatal Care Leave & Pay 11.1 Neonatal Care Leave is available to support you if your child is receiving or has received neonatal care within the first 28 days after the day of their birth and for a continuous period of at least 7 days. This leave is available from day one of your employment. 11.2 You are entitled to request 1 weeks’ leave for every 7 days your child spends in neonatal care up to a maximum of 12 weeks leave. This leave can be used within the first 68 weeks of your child’s birth but not at the same time as any other leave you may be taking such as Maternity Leave. 11.3 If you have 26 weeks or more continuous service with the Council you will receive Statutory Neonatal Care Pay throughout the leave period. If you have less than 26 weeks continuous service, you will not be eligible for Statutory Neonatal Care Pay. 11.4 You can request this leave using Business World. 12. Parental Bereavement Leave 12.1 Losing a child is an unimaginable trauma. Parental Bereavement Leave is available to you if you lose a child under the age of 18 or suffer a stillbirth after 24 weeks of pregnancy. This leave is available from day one of your employment. Your manager will also provide you with any additional support or assistance you may need. We will continue our journey to improve the workplace experience by creating an environment where our people who have experienced trauma can feel safe and have a sense of control to re-engage and return to productivity. 12.2 You are entitled to 2 weeks leave and this can be taken as a single block or as 2 separate weeks within 56 weeks of the date of the death or stillbirth. This leave is in addition to any other leave you may take and should not be taken at the same time. 12.3 If you have 26 weeks or more continuous service with the Council you will receive Statutory Parental Bereavement Pay throughout the leave period. If you have less than 26 weeks continuous service, you will not be eligible for Statutory Parental Bereavement Pay. 13. Bereaved Partner’s Paternity Leave (BPPL) 13.1 The right to take BPPL applies where the primary carer dies and is intended to support continuity of care for children in highly distressing circumstances. 13.2 In the event of bereavement (where the child’s mother or primary adopter dies in childbirth, or within 12 months of birth or placement for adoption), the bereaved father or partner is entitled to statutory Bereaved Partner’s Paternity Leave from day one of employment. Page 127 of 214
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9 [PUBLIC 13.3 The father of the child or partner of the deceased will be entitled to take up to 52 weeks' unpaid leave before the child's first birthday (provided they have the main responsibility for the child’s upbringing and are taking the BPPL to care for the child). If, however, the child’s primary carer dies 20 weeks after childbirth, the employee will only be entitled to 32 weeks’ leave. 13.4 BPPL usually starts and ends within the same 52-week period following the child’s birth or adoption. There is a limited exception to this where the bereavement occurs less than 14 days before the end of the 52-week period. In those circumstances, the employee may take up to 14 days’ BPPL. 13.5 Employees may work up to ten “keeping in touch” days during leave, by agreement, without bringing the leave to an end. 13.6 If the child dies, bereaved fathers/partners can remain on paternity leave for up to 8 weeks within the 52-week period, if they have not taken BPPL before the child’s death. 13.7 Employees will benefit from extended enhanced redundancy protection (mirroring protections available to those taking maternity leave). Similar rights are provided for those who have adopted a child. They are also entitled to return to the job or in some circumstances, to a suitable alternative job. 14. Additional Supportive Leave 14.1 You can request a period of unpaid supportive leave, up to a maximum of 1 year to support any of the above leave provisions. 14.2 Your Head of Service may approve unpaid supportive leave if your service is able to cover the duties of your post, without serious disruption to the service or significant financial cost. 14.3 You can request this in writing to your Head of Service explaining the reasons for the request and the requested start and end date. 14.4 Additional leave may be available in line with other Council policies to support the above leave provisions. 15. Redeployment Rights 15.1 We will prioritise offers of suitable alternative employment to a wider range of employees where their roles no longer exist as part of a service review. Those who are away from work because they are on maternity, adoption or shared parental leave, already have this right. Under the regulations this right extends to cover the following: • Pregnant employees - From the date you inform your manager that you are pregnant, until your maternity leave starts, or where the pregnancy ends and you are not entitled to maternity leave, until two weeks after • the end of the pregnancy. Page 128 of 214
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10 [PUBLIC • On maternity or adoption leave - For 18 months from the date of birth or the date of placement for adoption. • On shared parental leave – For 18 months from the date of birth or the date of placement for adoption, when taking a period of at least 6 weeks continuous leave. When taking less than 6 weeks continuous leave or discontinuous leave, the protected period will end on the last day of each period of leave taken. 16 Confidentiality 16.1 Information relating to Parenting Leave and Pay provisions will be recorded, maintained and processed confidentiality and securely by your service, line manager, People & OD and relevant partners. Information will not be divulged to any third parties without your written consent. 16.2 Information processed may include paper or electronic records and will be done so in line with Data Protection Laws, including the UK General Data Protection Regulation (“UK GDPR”), the Data Protection Act 2018 and any enactment thereunder or amendment thereto.” 17 Equality and Human Rights Impact Assessment 17.1 This policy has been impact assessed in line with the Council’s obligation to comply with the Equality Act 2010 and the Public Sector Equality Duty. 18 Monitoring and Review 18.1 This policy will be reviewed regularly and in line with any legislative and organisational changes. The recognised trade unions will be consulted on any future changes to this policy. Page 129 of 214
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PUBLIC _________________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 23 April 2026 Report By: Chief Executive Heading: Chief Executive’s Service – Health & Safety Action Plan & Performance Indicators 2026/2027 1. Summary 1.1 The Council’s Health, Safety and Welfare Policy requires each service to submit an annual Health and Safety action plan to the relevant Policy Board. 1.2 The Chief Executive’s Service action plan and performance indicators for 2026/2027 is attached as Appendix 1 to this report. It sets out the planned actions the service will undertake during 2026/2027, outlining the service’s commitment to continuous improvement in health and safety performance in accordance with the People Strategy – Ongoing implementation of key priorities (Health and Wellbeing Plan 2024/2029). ________________________________________________________ 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: i) approves the Chief Executive’s Service health and safety action plan and performance indicators for 2026/2027 at Appendix 1. __________________________________________________________________ 3. Background 3.1 The Chief Executive’s Service delivers a range of strategic services within the organisation. Item 11 Page 130 of 214
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PUBLIC We do this through a range of activities delivered across our service areas: policy and partnerships, economy and development, City Deal and infrastructure, and communications, marketing and events. Our services are delivered by 226 employees, led by the Chief Executive who is supported by the Head of Policy and Partnerships, the Head of Marketing and Communications, the Head of Economy and Development, and the Programme Director (City Deal and Infrastructure). 3.2 The Chief Executive’s Service Head of Policy and Partnerships is the lead officer for health, safety and wellbeing within the service and is supported by the Strategy, Policy and Insight Manager. We have a proactive approach and commitment to health, safety and wellbeing which is supported by the service’s working group. Psychological is the biggest absence reason both council-wide and within the service and we have had a recent focus on employee mental health. 3.3 The service’s health and safety working group forms part of the wider corporate health and safety governance structure. The group provides a platform for reviewing service-level performance, identifying emerging risks, and sharing wellbeing activity. Key actions, issues and updates from the service group are highlighted at the Corporate Health and Safety Committee, ensuring that local and service priorities align with corporate policy and decision-making. 3.4 As with other Council services, employees have been hybrid working, splitting their working week between home and office. The service has adapted its processes and procedures to ensure that standards for all employees working from home or in the office are maintained, with the health, safety and wellbeing of employees being a priority. The service’s health and safety working group meet’s quarterly via Teams. 3.5 The action plan and performance indicators 2026/2027 identifies areas for future and continued action which is included as Appendix 1 to this report. The action plan is monitored on a quarterly basis by the service’s health and safety working group and an biannual progress report will be presented to the Finance, Resources and Customer Services Policy Board in both Autumn 2026 and Spring 2027. 3.6 The preparation of this action plan has been supported by the Health and Safety Team within Finance and Resources, Business, Risk & Safety. Page 131 of 214
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PUBLIC Implications of the Report 1. Financial Implications – None. 2. People & Organisational Development - This report supports the Council’s commitment to the health, safety, and wellbeing to employees and anyone else who could be affected. 3. Community/Council Planning Implications – None. 4. Legal Implications – None. 5. Property/Assets Implications – None. 6. Information Technology Implications – None. 7. Equality & Human Rights Implications - The recommendations contained within the report have not been assessed in relation to their impact on equalities. Should the need arise, any specific actions will be reviewed for their impact on equality groups. 8. Health & Safety Implications - The report supports and demonstrates the Council and the Chief Executive’s service’s commitment to ensuring effective health and safety management. 9. Procurement Implications - None. 10. Risk Implications - The report supports the overarching management of risk within Renfrewshire Council. 11. Privacy Impact Implications - None. 12. Cosla Policy position – None. 13. Children’s Rights – this report is for noting and has no direct implications on children’s rights. 14. Climate Risk – None. ___________________________________________________________________ List of Background Papers None ___________________________________________________________________ Author: Pamela McDonald, Policy Officer, pamela.mcdonald@renfrewshire.gov.uk Page 132 of 214
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PUBLIC Chief Executive's Service Health and Safety Action Plan & Performance Indicators 2026/2027 Appendix 1 Action Code Action Title Due Date CEH&S26.01 Continue to implement the Council’s Health & Wellbeing Strategy ensuring all employees are aware of initiatives and participate where relevant / required, including any related performance management measures. The service focus will primarily be supporting employee mental health. 31-Mar-2027 CEH&S26.02 Awareness and compliance with the current corporate policy on Health, Safety and Welfare. 31-Mar-2027 CEH&S26.03 Monitor all task based risk assessments on the services risk assessment register to ensure they remain suitable and sufficient. 31-Mar-2027 CEH&S26.04 Build on the success of a planned management led health and safety inspection programme for 2026/27 across all service locations. 31-Mar-2027 CEH&S26.05 Support the Councils trauma programme by ensuring trauma-informed principles are included in service health, safety and wellbeing activity, including the service WOIR planned programme. 31-Mar-2027 CEH&S26.06 Monitor DSE assessments. 31-Mar-2027 CEH&S26.07 Monitor the completion of health and safety training on iLearn across the service, specifically Display Screen Awareness, Evacuation Process for Renfrewshire House and for managers outwith HQ: Asbestos Awareness, Duty to Manage Asbestos Refresher and Control of Contractors courses. 31-Mar-2027 CEH&S26.08 Implement a procedure for managers to monitor employee H&S training needs within their service area providing service overview of overall H&S training compliance. 30 Sept 2026 CEH&S26.09 Continue to actively promote a positive reporting culture and monitor all accidents/incidents to ensure timely action and compliance. 31-Mar-2027 CEH&S26.10 Ensure that all events planned have an individual event manual which includes health and safety. 31-Mar-2027 CEH&S26.11 Ensure all service areas are represented at the Chief Executive’s health and safety working group. 31-Mar-2027 PI Code Performance Indicator(s) Target 2026/27 CEHSRA % of risk assessments reviewed within 30 days of planned review date. 100% CEHSWOIR Number of WOIRs completed within the year. 4 Page 133 of 214
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PUBLIC PI Code Performance Indicator(s) Target 2026/27 CEHSWOIRACT Number of actions completed from WOIRs. Data Only CEHSDSE % of employees with a current DSE assessment. 100% Page 134 of 214
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PUBLIC To: Finance, Resources and Customer Services Policy Board On: 23 April 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 February 2026. 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. This work 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 12 Page 135 of 214
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PUBLIC • Gallowhill PS • East Fulton PS • Kilbarchan PS 3.1.2 Feasibilities studies are now complete, and the reports are currently being reviewed. Officers have also shared with colleagues within Children’s Services, and a meeting will be arranged to discuss best way forward. The current estimated cost plan indicates a budget of more than £1m may be required for the works, therefore, certain schools will require to be prioritised as the current capital budget remaining (circa £0.5m) is not sufficient. 3.1.3 Following the commitment at the Council budget in February 2026 to provide £1.4 investment in school football pitches, preparation has started on the provision of 2 new artificial pitches for St Benedict’s HS and Linwood HS. This would ensure a 3G provision at all secondary schools in Renfrewshire. Due to the PPP contract, discussions have started with AMEY and Renfrewshire Schools Partnership to assess ground conditions and look to move forward. 3.1.4 The tender for decarbonisation surveys to 5 schools went out to the market and was reviewed in late January 2026. The contract has been awarded to ECD Architects and surveys have concluded. The current programme indicates that reports will be ready for submission/review by mid-May 2025. A further update will be brought to this policy board in due course. 3.1.5 A contract has been awarded for part renewal of Heriot Primary School roof and works will commence during the summer break. 3.1.6 A project is currently being set up for future investment in the OneRen estate following the allocation of funding as part of the budget setting meeting in February 2026. 3.2 Public Buildings - Lifecycle Replacement works 3.2.1 Works have progressed well this fiscal year and officers continue to explore areas of investment across the estate. 3.2.2 The 26/27 Lifecycle Proposals for the PPP Schools estate has been received from Renfrewshire Schools Partnership and is currently under review by the Authority. 2025/26 (New Works) Site Work Required Park Mains H.S. Replace door swing operators and sensors Johnstone Town Hall Replace automatic door operator (inner disabled access door) Renfrewshire House South roof pipework/insulation replacement Page 136 of 214
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PUBLIC Beechwood Community Centre Restoration of Mahogany basket weave mosaic parquet staves (complete) Johnstone Castle Community Centre Replace Network Video Recorder Castle Semple Condition survey Underwood Road Improve barriers St Margarets P.S. Remove bossed render Mary Russell Various roof repairs and gym wall Weavers Linn Replace fire alarm panel Renfrew High School Repairs to windows Houston Park Repair fence Riverbrae school Fit access ladder at Sprinkler tank for H&S purposes Glenburn Resource Centre Signage and lighting upgrades 3.3 Public Buildings – Reactive/General Improvement works: 3.3.1 The Hard FM team are currently working on the following commissions: • 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 are on-going. • Renfrew Victory Baths – Roofing works to be added to the contract planned for late 2026/27. Minor improvements or upgrades will be carried out post contract award. • Officers continue to explore potential upgrade works within community buildings and to help promote potential CAT transfers. • Lochfield Primary School party wall – 3 design packages have been issued to the neighbours affected. The plan is to knock down the wall and rebuild during the summer break. • Over 40 defibrillators across the school estate have been being renewed. 3.4 Public Buildings compliance – Key Performance Indicators (KPIs) 3.4.1 Compliance stats for this quarter are on target, returning 90% across all tasks. Officers will continue to monitor to ensure high levels are maintained. 3.4.2 Compliance performance within the PPP Schools has returned to 100% for October, November & December. 3.5 Public Buildings - Repairs data 3.5.1 The repairs profile remains as expected, as detailed below: Page 137 of 214
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PUBLIC 2025/26 Repairs Education Core Prestige OneRen Total 7542 1962 958 267 10729 The pressure on the repairs budget remained a challenge at the end of the financial year which led to emergency-only jobs. Any deferred jobs will be actioned early in the 2026/27 financial year. 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 February 2026. These numbers are very similar to the total numbers at the same point in 2024/25. 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 identify and improve aspects of categorisation to ensure the works are being deployed with the correct timescale for completion. Page 138 of 214
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PUBLIC 3.6.3 Compliance - Public Buildings Building Services carry out compliance works across a number of areas. Officers from both teams work together to continue to track and monitor data to maximise and increase the compliance of the Renfrewshire Council estate. 3.7 Voids 3.7.1 From January through February 2026, Building Services void team received 278 job orders, 79 of which have been full Void packages with an average estimation of 133 operative hours per property, the team are continuing to perform well and turn around void properties quickly. 3.7.2 The increased remedial workload in void properties shows no sign of falling and continues keeping within KPI targets challenging. 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 January was 10.7 days and February coming in at 12.2 days, this puts Building Services in a great position for finishing year end below the 14-day KPI target. 4 Soft Facilities Management (Soft FM) 4.1 School Meals 4.1.1 The annual School meal survey has been issued for completion by Soft FM staff, Children's Services staff, pupils and parents to gain wider feedback on the current menu cycle. Open for 4 weeks this will provide a narrative to develop the next menu cycle for Aug 2026. This has been shared on learning platforms, and the cashless catering system Parent Pay. 4.1.2 New tills are being installed in Renfrewshire Secondary Schools to help assist in the rollout of the pre-order app across the remaining Secondary School sites. Due to connectivity issues due to the age of the on-site equipment, this was identified as a requirement to enable a smoother service delivery without wi-fi connectivity impacting service. 4.1.3 All planned kitchen works to upgrade school sites to cooking establishments have been implemented. A further 2 sites, St John Ogilvie Primary in Paisley and St Fillan's Primary in Houston, are planned to return to fully operational cooking kitchens by April 2026 utilising remaining capital budget. These will see minor kitchen improvements carried out with the purchase of new equipment along with the creation of new Senior Page 139 of 214
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PUBLIC Facilities Operative - Production Cook positions. 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. 4.3 Food Waste Management in Renfrewshire Primary Schools 4.3.1 In response to heightened focus on sustainability and compliance with HMIE inspections and Food for Life award criteria, Renfrewshire Primary Schools have fully 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 Branding has now been introduced within school dining environments. New signage, badges, and associated materials have been implemented and introduced to schools 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 minimised through the pre-order system integrated with cashless catering. However, despite these measures, waste levels within dining halls remain a challenge, primarily due to uneaten meals and plate waste. A PowerPoint education resource has been developed and shared with Children's Service’s staff to further share the collaborative approach to reducing food waste within dining halls continued engagement with pupils, staff, and stakeholders will be essential to address this issue and drive further improvements. 4.4 Breakfast Provision 4.4.1 In response to the Scottish Governments announcement in relation to a free breakfast provision for all primary age pupils, discussions have begun with other Local Authorities to understand models currently in place and the logistical challenges around the supervision of pupils at breakfast services. Due to the announcement of 1 hour per day supervision. 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. Page 140 of 214
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PUBLIC 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 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). Page 141 of 214
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PUBLIC 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 142 of 214
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PUBLIC ___________________________________________________________________ To: The Finance, Resources and Customer Services Policy Board On: 23 April 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources ___________________________________________________________________ Heading: Corporate Procurement Strategy 2026-2027 ___________________________________________________________________ 1. Summary 1.1 The Procurement Reform (Scotland) Act 2014 requires that any public sector body that expects to have significant procurement expenditure must: A. Prepare a procurement strategy, setting out how the authority intends to carry out regulated procurements; or B. Review its procurement strategy for the current financial year and make any revisions to it as the authority considers appropriate. 1.2 In accordance with this requirement, Renfrewshire Council published its Corporate Procurement Strategy in 2023 covering the period 2023/24 to 2025/26. 1.3 The Corporate Procurement Strategy sets out the strategic context within which the Council is operating, and highlights the key priorities for the Procurement Team, to ensure that they can support the Council to deliver its strategic goals and objectives. 1.4 This updated Corporate Procurement Strategy 2026-2027 aligns to the goals and objectives set out in the Council Plan and recognises the need to address wider social policy through procurement. It covers the period 1 April 2026 to 31 December 2027 to accommodate the planned refresh of the Council Plan in 2027. ___________________________________________________________________ Item 13 Page 143 of 214
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PUBLIC 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: a) Approves the Corporate Procurement Strategy 2026-2027; and b) Notes that in accordance with legislation, this strategy will be subject to annual review and updated as appropriate. _________________________________________________________ 3. Background 3.1 Section 15 of the Procurement Reform (Scotland) Act requires that any public sector body with an annual regulated procurement spend of £5million per annum or more publishes a Procurement Strategy. 3.2 Regulated procurements are contracts with values over £50,000 and above for goods and services, and of £2million and above for works. 3.3 The Scottish Government guidance for the preparation of a procurement strategy confirms that: “A procurement strategy allows a contracting authority to set out how it intends to ensure that its procurement activity delivers value for money and contributes to the achievement of the authority’s broader aims and objectives, in line with Scotland’s National Outcomes.” 3.4 Section 18 of the Procurement Reform (Scotland) Act requires public bodies who publish procurement strategies to also publish an Annual Report which provides an update on performance in terms of the actions set out in the procurement strategy. Both the Procurement Strategy and the Annual Procurement Report are published on Renfrewshire Council’s website. 3.5 Appendix 2 to this report contains the Procurement Strategy for Renfrewshire Council for 2026-2027. It demonstrates how procurement in Renfrewshire will play a fundamental role in supporting the delivery of the Council Strategic Objectives 3.6 The Procurement Strategy sets out four Strategic Objectives for Procurement: 1. Provide effective and efficient procurement services for our stakeholders; 2. Support the Council’s financial challenges; Page 144 of 214
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PUBLIC 3. Support Community Wealth Building and local growth; 4. Support the Council’s net zero ambitions. ___________________________________________________________________ Implications of the Report 1. Financial – none arising directly from this report. 2. HR & Organisational Development – none arising directly from this report. 3. Community/Council Planning – Renfrewshire Council’s Procurement Strategy aligns to each one of the five Strategic Outcomes established in the Council Plan, setting out goals and actions for the Corporate Procurement Team to support the delivery of these Strategic Outcomes. 4. Legal – The Procurement Strategy is published in accordance with the requirements of Section 15 of the Procurement Reform (Scotland) Act 2014. 5. Property/Assets - none arising directly from this report. 6. Information Technology - none arising directly from this report. 7. Equality & Human Rights - none arising directly from this report. 8. Health & Safety - none arising directly from this report. 9. Procurement - The Procurement Strategy is published in accordance with the requirements of Section 15 of the Procurement Reform (Scotland) Act. 10. Risk - none arising directly from this report. 11. Privacy Impact - none arising directly from this report. 12. Climate Risk - none arising directly from this report. 13. Children’s Rights - none arising directly from this report. 14. Cosla Policy Position - none arising directly from this report. _____________________________________________________________________________________________________ List of Background Papers - None Author: Jenny Bowles, Corporate Procurement Manager Jenny.bowles@renfrewshire.gov.uk, 0141 487 0386 Page 145 of 214
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1 PUBLIC Renfrewshire Council Corporate Procurement Strategy 2026 and 2027 Page 146 of 214
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2 PUBLIC Table of Contents 1. Statutory Duty .................................................................................... 3 2. The Local Context - Renfrewshire ...................................................... 3 3. Procurement In Renfrewshire ............................................................ 3 4. Supporting Council and National Priorities....................................... 4 5. Procurement Strategic Objectives ..................................................... 9 6. Monitoring, Reviewing and Reporting on Strategy .......................... 11 7. Strategy Ownership and Contact Details ......................................... 11 8. Appendix 1 – Action Plan Details ..................................................... 12 Page 147 of 214
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3 PUBLIC 1. Statutory Duty Section 15 of the Procurement Reform (Scotland Act 2014) sets out the requirements for public contract authorities with “significant” spend to “prepare a procurement strategy setting out how the authority intends to carry out regulated procurements”. This procurement strategy addresses the requirements of the Procurement Reform (Scotland) Act 2014 and sets out our strategic vision for procurement in Renfrewshire Council. 2. The Local Context - Renfrewshire Renfrewshire’s diverse towns, cultural identify and strategic location within the wider City Region provide a solid foundation for growth and prosperity for its 175,000 residents. The area benefits from a broad range of valuable assets – including established transport connections, a dynamic business base, and ambitious regeneration programmes – that collectively offer substantial opportunities to drive sustainable economic development. These advantages must be fully utilised to address inequalities in educational attainment, employment, poverty, and health. It is essential that economic growth delivers benefits for all communities across Renfrewshire. At the same time, the financial pressures facing the Council are significant with the Council required to achieve significant savings over the coming years. These fiscal challenges must also be considered alongside broader external factors, including climate change, and the impact of global geopolitical issues on the UK’s and Renfrewshire’s access to food, fuel, and other essential commodities. 3. Procurement In Renfrewshire All procurement in Renfrewshire Council is carried out in full accordance with the Renfrewshire Council’s Standing Orders Relating to Contracts and, where relevant value thresholds are met, the requirements of: • The Public Contracts (Scotland) Regulations 2015; the Concessions Contracts (Scotland) Regulations 2016; the Utilities Contracts (Scotland) Regulations 2016; • The Procurement Reforms (Scotland Act 2014) and all regulations and guidance made under and in terms of that Act (the Procurement Reform Rules); and • The principles of fairness, equal treatment, non-discrimination, proportionality, and transparency (the Principles of Procurement). Page 148 of 214
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4 PUBLIC Renfrewshire Council spends in the region of £300m per annum with contractors and third sector to deliver goods, works and services across the region. All contracts with a value of over £25,000 and above are procured by the Corporate Procurement Unit (CPU) and they ensure that all contracts established support the Council in delivery of its statutory functions and delivery of its core objectives and values. The Council faces significant economic and financial pressures, with substantial savings required over the coming years. It is therefore essential that our spending power delivers maximum value for money, underpinned by a strong commercial focus and a commitment to innovation in how we respond to these challenges. Procurement activity must not only support financial efficiency but also drive positive and lasting changes in our local communities. For this reason, we are committed to Community Wealth Building and to embedding its principles within our procurement processes. This approach ensures that our expenditure supports sustainable local benefits – including employment, skills development and opportunities for local community groups and residents. In the financial year 2024/25, the Council engaged with 4,924 suppliers, of which 1,438 were small and medium enterprises (SMEs) who received 53% of the total spend. 20.09% of the Council’s spend was with local suppliers based within Renfrewshire, which accounts for £62.1m into the local economy. By strengthening local supply chains and increasing spend into the Renfrewshire area, procurement helps retain economic value within our communities, supports business growth, and contributes to a more resilient local economy. 4. Supporting Council and National Priorities Procurement in Renfrewshire Council is shaped by the wider economic landscape, as well as local and national priorities. Supporting the delivery of these priorities is central to the work of the procurement team, and all procurement activity is undertaken with clear alignment to the outcomes the Council aims to achieve. Renfrewshire Council Landscape and Priorities Renfrewshire Council’s Plan for 2022-2027 sets out the Council’s vision for Renfrewshire: “Creating a fairer Renfrewshire built on innovation, wellbeing and opportunity” and identifies five strategic outcomes: 1. Place – working together to enhance wellbeing across communities. Page 149 of 214
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5 PUBLIC 2. Economy – building an inclusive, green and resilient economy (matching people, skills and opportunities). 3. Fair – nurturing bright, happy and healthy futures for all. 4. Green – leading Renfrewshire to Net Zero. 5. Living our values – making a difference together. National Procurement Priorities This procurement strategy also aligns to the vision in the Public Procurement Strategy for Scotland: The national strategy sets out that public procurement bodies should aim to procure in a way that is: • Good for Businesses and their Employees – Maximise the impact of procurement to boost a green, inclusive and wellbeing economy, promoting and enabling innovation in procurement. • Good for Places and Communities – Maximising the impact of procurement with strong community engagement and development to deliver social and economic outcomes as a means to drive wellbeing by creating quality employment and skills • Good for Society – Ensure that we are efficient, effective, and forward thinking through continuous improvement to help achieve a fairer and more equal society. • Open and Connected – Ensure procurement in Scotland is open, transparent, and connected at local, national, and international levels. The Public Procurement Strategy for Scotland identifies four key enablers to the success of the strategic aims and objectives of public procurement in Scotland. These enablers are: Procurement Capability, Supplier Development, Engagement, and Collaboration Page 150 of 214
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6 PUBLIC How Procurement Will Support Delivery of the Key Outcomes and Priorities Renfrewshire Council Strategic Outcome Place National Procurement Priority Good for Places and Communities Renfrewshire Council is committed to empowering and supporting local people, enriching our communities, and celebrating our rich local heritage. This commitment is reflected not only through our frontline services but also in the way we plan, invest and delivery long-term outcomes for the region. Through effective procurement practices we contribute to a wide range of key projects which impact our Place – from infrastructure and local regeneration to social initiatives that improve wellbeing and inclusion. • We will support regeneration initiatives and the Learning Estate Strategy, engaging proactively with the market to encourage new ideas, promote innovation, and ensure the delivery of sustainable, best value outcomes • We will apply robust contract management to foster strong collaborative relationships with our suppliers and ensure that Community Benefits are delivered effectively and in ways that genuinely benefit Renfrewshire’s communities • We will strengthen and increase our engagement with local suppliers, social enterprises and supported businesses across Renfrewshire to build local capability and capacity, and to encourage innovate approaches • We will integrate community wealth building into our procurement activity to ensure a local- focused approach that retains and circulates wealth within the Renfrewshire economy, creating meaningful opportunities for local people. Renfrewshire Council Strategic Outcome Economy National Procurement Priority Good for Business and their Employees Through thoughtful and strategic procurement activity, the Council can ensure that investment in goods, services and works directly contributes to the local economy. This includes creating opportunities for local residents, supporting community organisations, and enabling projects that enhance the cultural and social fabric of our area. Page 151 of 214
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7 PUBLIC A strong focus on local economic development also ensures that Renfrewshire Businesses are supported to compete for, and benefit from, Council contracts. • We will ensure tender opportunities are available to the wider market and undertake early market engagement using Prior Information Notices • We will further develop our tender documentation to make it easier for businesses to submit strong competitive bids • In line with our Contract Standing Orders, we will ensure that 75% of suppliers invited to bid for Quick Quote exercises are local businesses where possible • We will collaborate with the Council’s Economic Development service to deliver supplier engagement sessions for businesses interested in accessing public sector contracts, working to remove barriers and increase local participation in procurement • We will support small and medium sized enterprises by ensuring prompt payment on receipt of a valid invoice and we will pay all other suppliers within 30 days of receiving a valid invoice, or in full accordance with the contractual payment terms where these specify an alternative arrangement • We will ensure that contracts include clauses requiring contractors to apply the same payment terms to subcontractors and throughout their supply chains • We will encourage payment of the Real Living Wage to all tenders, recognising the positive impact that fair pay can have on reducing in-work poverty and strengthening the local economy. Renfrewshire Council Strategic Outcome Fair National Procurement Priority Good for Society Fairness sits at the heart of all Renfrewshire Council’s activities, and procurement plays a vital role in ensuring that this principle is embedded across every contracted service. By applying transparent, consistent and proportionate procurement practices (throughout the tender processes, bid evaluation, and contract management) the Council ensures that all suppliers have a genuine opportunity to compete for contracts. Through fair and ethical procurement, we can help ensure delivery of inclusive and equitable outcomes for the people of Renfrewshire. • We will ensure that all procurement activity is conducted professionally, fairly, and transparently, in line with regulatory requirements and best practice • We will publish our procurement pipeline on Public Contracts Scotland, providing visibility of planned activities to support market awareness and engagement Page 152 of 214
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8 PUBLIC • We will ensure that all procurement activity supports the Equality Act 2019 and the Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012 • We will assess Fair Work First criteria in all applicable tenders to promote fair working practices across our supply chain • We will continue to promote compliance with the Health and Safety at Work etc Act 1974 (c.37) and associated regulations among contractors and sub-contractors • Where appropriate, we will include options for the procurement of fairly and ethically traded goods and supporting responsible and sustainable purchasing. Renfrewshire Council Strategic Outcome Green National Procurement Priority All Procurement is recognised nationally as a key enabler in ensuring that the public sector’s spending power in Scotland contributes effectively to achieving Net Zero targets. Renfrewshire Council has committed to working towards a Net Zero target by 2030. To support this target we expect our suppliers to take active, measurable steps that align with our environmental objectives. Where appropriate and feasible, we will design our procurement processes to prioritise partnership with suppliers who share our commitment to circularity, whole life value and the minimisation of environmental impact. • We will collaborate with the Sustainability Team to enhance the use of sustainability-related specifications, key performance indicators, requirements and evaluations within the end-to-end procurement process • We will challenge our client services to take a hierarchy approach to buying and in the first instance reconsider whether the purchase is needed, or whether needs can be met in a more sustainable or green manner • We will support the implementation of the Climate Change Impact Assessment (CCIA) within the Council to allow for effective collaboration around key sustainability risks and opportunities in contracts • We will utilise the Scottish Government’s range of Sustainable Procurement tools such as the Sustainability Test, Life Cycle Impact Mapping and eLearning modules where relevant and proportionate. Page 153 of 214
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9 PUBLIC • Where we use the Single Procurement Document (SPD) question 4C.7 (where proportionate and relevant), we will encompass the outputs into our contract management activities. Renfrewshire Council Strategic Outcome Living Our Values National Procurement Priority Open and Connected Renfrewshire Council’s core values - we are fair, we are helpful, we are great collaborators, we value learning - closely align with the national objective of Open and Connected. Through strong collaboration with internal services, suppliers and wider partners, the procurement function actively supports these ambitions by fostering open communication, promoting equitable access to opportunities, and encouraging shared learning. • We will work in partnership with procurement bodies across the public sector to exchange best practice, share lessons learned, and promote continuous improvement in procurement activity at local and national levels • We will maintain strong collaboration with internal stakeholders to ensure our procurement activities actively support the Council’s priorities • We will increase the available training and learning opportunities for internal stakeholders on the procurement function and processes to foster greater collaboration • We will remain engaged with our supply base and work in partnership with our Economic Development service to provide guidance and support to local businesses and SMEs, helping them access and benefit from public sector opportunities • We will continue to promote and enable innovation, seeking innovative solutions where appropriate to meet emerging, unique or reimagined service and operational needs. 5. Procurement Strategic Objectives This procurement strategy is designed to contribute to Renfrewshire’s ambitions by ensuring that our purchasing decisions support the Council’s financial position, maximise local value and stimulate inclusive growth. For this strategy the Council has four key procurement strategic objectives, each of which has specific actions aligned to it, as detailed within Appendix 1 - Action Plan. Page 154 of 214
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10 PUBLIC 1. Provide effective and efficient procurement services for our stakeholders We will provide effective and efficient procurement services that meet the needs of our stakeholders. This means ensuring that our processes are transparent, timely, and commercially robust, while offering clear guidance and proactive support throughout the procurement lifecycle. By continuously improving our systems, building strong internal relationships, and aligning our activity with organisational priorities, we will deliver a procurement function that adds measurable value. 2. Support the Council’s Financial Challenges Delivering Best Value outcomes means ensuring that every pound the Council spends achieves maximum financial return and long-term value for the public. This outcome places a clear emphasis on strong commercial discipline and securing competitive pricing through effective market engagement. We will prioritise robust contract management, and support services with the identification of savings opportunities that drive financial efficiency and support the Council’s wider budgetary objectives. 3. Support Community Wealth Building and local growth Supporting Community Wealth Building and local growth means using the Council’s spending power to strengthen the local economy. We will work proactively to create opportunities for local businesses, SMEs, social enterprises, and third-sector organisations to compete for Council contracts, removing unnecessary barriers and improving visibility of upcoming opportunities. By designing procurements that encourage local participation, promoting fair work practices, and embedding community benefit requirements where appropriate, we will help build a more resilient, inclusive local economy. 4. Support the Council Zet Zero ambitions Supporting the Council’s Net Zero ambitions means ensuring that procurement actively contributes to reducing carbon emissions, and promoting sustainable practices across all categories of spend. We will embed climate-conscious decision-making into our processes by prioritising low-carbon solutions, encouraging innovation, and assessing whole-life environmental impacts as part of our commercial evaluations. By engaging suppliers on their own Net Zero commitments, setting clear expectations, and promoting circular economy principles, we will use our purchasing power to drive meaningful change across supply chains. This approach ensures that procurement plays a central role in helping the Council meet its 2030 Net Zero target while delivering long-term environmental and financial benefits for Renfrewshire. Page 155 of 214
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11 PUBLIC 6. Monitoring, Reviewing and Reporting on Strategy The key actions set out in this Corporate Procurement Strategy will be monitored by the Corporate Procurement Manager over the duration of the strategy. The action plan included in Appendix 1 to this strategy will be included within future Annual Procurement Reports, providing an opportunity to report on the achievement of and compliance with our strategic objectives, as well as noting any actions yet to be competed. 7. Strategy Ownership and Contact Details The owner of this Corporate Procurement Strategy is: Jenny Bowles, Corporate Procurement Manager. Page 156 of 214
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12 PUBLIC 8. Appendix 1 – Action Plan Details Procurement Strategic Objective Action Timescale Provide efficient and effective procurement services for our stakeholders Work with suppliers and stakeholders to assess and implement process improvements (including identification of potential digital solutions), promoting consistency and standardisation where feasible. Dec 2027 Provide efficient and effective procurement services for our stakeholders Implement a competency framework-aligned training and development programme to enhance CPU team capability and ensure consistent, efficient service performance. FY26/27 Provide efficient and effective procurement services for our stakeholders Collaborate with stakeholders to assess training requirements and subsequently develop and implement a Procurement Training module within iLearn. FY26/27 Provide efficient and effective procurement services for our stakeholders Enhance procurement process, guidance and documentation for stakeholders, clarifying roles and responsibilities, and setting out anticipated process timelines. Dec 2027 Provide efficient and effective procurement services for our stakeholders The CPM and the Category Managers will actively engage in cross-sector working groups to share knowledge and best practice and support continuous improvement. FY26/27 Support the Council’s Financial Challenges Monitor contract and non-contract spend via the P2P Process and target opportunities to rationalise and standardise products. Dec 2027 Support the Council’s Financial Challenges Review and update the Contract and Supplier Management Policy. FY26/27 Support the Council’s Financial Challenges Implement standard Procurement Data Reports for services based on Purchase to Pay information to support identification of opportunities to target savings and efficiencies. FY26/27 Page 157 of 214
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13 PUBLIC Support Community Wealth Building and local growth Together with the Economic Development Team, we will coordinate and support events targeted at local business including the annual Council Local Supplier event, an out- of-hours procurement workshop for suppliers, and a Tender Talk session delivered alongside the Supplier Development Programme. Dec 2027 Support Community Wealth Building and local growth We will publish our pipeline on Public Contracts Scotland twice a year and, where appropriate, release a Prior Information Notice for each procurement activity to ensure suppliers receive early notification of potential opportunities. Dec 2027 Support Community Wealth Building and local growth We will strengthen our Community Benefits Menu and approach to ensure suitability, enable successful supplier delivery and maximise benefits for local residents. FY26/27 Support Council Net Zero Objectives We will support the Council implementation of the CCIA by conducting a procurement focused trial and progressing the findings from that exercise. FY26/27 Support Council Net Zero Objectives Incorporate net zero and sustainability principles into contract management, engaging suppliers to improve the climate resilience of their supply chains. FY26/27 Support Council Net Zero Objectives Engage with the Council Sustainability Team to support further alignment of contract strategies, specifications and tender evaluations with net zero goals. FY26/27 Page 158 of 214
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14 PUBLIC Corporate Procurement Manager Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR Page 159 of 214
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 23 April 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Chief Executive’s Service ___________________________________________________________________ Heading: Contract Authorisation Report for Paisley Halloween Festival – Parade & Town Centre Animation (RC-CPU-25-168) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek approval of Finance, Resources and Customer Services Policy Board to award a Services Contract for Paisley Halloween Festival - Parade and Town Centre Animation (RC- CPU-25-168) to Cirque Bijou Limited (Co no. 05051525). 1.2 The recommendation to award Paisley Halloween Festival - Parade and Town Centre Animation Contract follows a procurement process that 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 2026 for an above Government Procurement Agreement (Services) Contract. 1.3 A Contract Strategy was approved by the Head of Marketing and Communications on 14 January 2026 and the Interim Strategic Category Manager on 13 January 2026. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 14 Page 160 of 214
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PUBLIC 2.1 Authorises the Head of Corporate Governance to award a Services Contract for Paisley Halloween Festival – Parade & Town Centre Animation (RC-CPU-25-168) to Cirque Bijou Limited (Co No. 05051525). 2.2 Authorises the Approved Contract value of £524,845 excluding VAT. 2.3 Notes it is anticipated start date of the contract will be 25 May 2026 until 30 November 2027 with the option to extend for a further 12 months at the sole discretion of the Council until no later than 30 November 2028. In the event that the Contract does not commence on 25 May 2026, the contract period shall run from the start date as stated in the Award Schedule to the Letter of Acceptance issued to Cirque Bijou Limited. The end date of the contract will remain fixed. _________________________________________________________ 3. Background 3.1 Renfrewshire Council has a requirement for a highly experienced and established creative company to develop and deliver a parade and town centre animation for Paisley Halloween Festival 2026 on Friday 23 and Saturday 24 October 2026, and Friday 29 and Saturday 30 October 2027 (with the Council Contract extension option for Friday 27 and Saturday 28 October 2028). 3.2 To initiate this procurement process, a Contract Notice was published on the Find a Tender Service via the Public Contracts Scotland advertising portal on 15 January 2026 with the tender documentation available for downloading from the Public Contracts Scotland – Tender portal from this date. 3.3 During the live tender period, seventeen organisations expressed interest to participate in the tender. By the closing date set for the return of electronic tender submission, 12 noon 16 February 2026, one organisation submitted a response, nine declined to respond, and seven organisations did not submit a response. The nine organisations which declined to respond cited capability and capacity as their reason for not participating in this tender. 3.4 As required by Regulation 60 of the Public Contracts (Scotland) Regulations 2015, as amended all Tenderers were each required to complete a Single Procurement Document (“SPD”), which was to be submitted with their tender submission. The tender submission was evaluated against a pre-determined set of criteria within the SPD by representatives from the following Council services: Events Team, the Page 161 of 214
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PUBLIC Corporate Procurement Unit, Corporate Risk and Corporate Health and Safety. 3.5 The tender submission complied with the minimum selection criteria of the SPD and progressed to evaluation against the published Award Criteria which was based on a weighting of 80% Quality and 20% Price. 3.6 The tender submission scores relative to the award criteria are noted below Company Price (20%) Quality (80%) Total (100%) Cirque Bijou Limited 20.00% 64.63% 84.63% 3.7 The Tender Submission received by Cirque Bijou Limited met the criteria set out in the procurement documents and was within the Council’s set budget and was therefore deemed to be value for money. 3.8 Community Benefits were requested as part of the procurement process and Cirque Bijou Limited confirmed that the following Community Benefits would be made available to the Council for this Contract: Community Benefit Description No of People / Activity Work Experience Placement for an individual 16+ years of age 2 Industry Skills Transfer to Schools 2 ___________________________________________________________________ Implications of the Report 1. Financial – The Approved Contract Value is £524,845, excluding VAT, for the entire Contract period of 25 May 2026 until 30 November 2027, including the optional 12 month extension. The costs will be met from the Revenue General Service 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 Page 162 of 214
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PUBLIC • Our Renfrewshire is well – Supporting the wellness and resilience of our citizens and communities • Reshaping our place, our economy and our future - Demonstrating that Renfrewshire is a great place to grow up, it’s a place of opportunity for those that live and work here, and it’s a brilliant place for a day out • Building strong, safe and resilient communities - Improving lives and securing wellbeing through a stronger, inclusive and sustainable economy, being creative, imaginative and linking opportunities to enhance the benefits for Renfrewshire • Working together to improve outcomes - 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 Standing Orders Relating to Contracts 2026 and The Public Contracts (Scotland) Regulations 2015, as amended for an above Government Procurement Agreement Value Services Contract. 5. Property/Assets – None directly arising from this report. 6. Information Technology - None directly arising from this report. 7. Equality & Human Rights – None directly arising from this report. 8. Health & Safety – Cirque Bijou Limited’s Health and Safety credentials were evaluated by the Council’s Corporate Health & Safety team and met the requirements regarding Health & 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 – Cirque Bijou Limited insurance has been assessed and evaluated by the Council’s Risk team to confirm they meet the Council’s minimum requirements regarding insurance risk. 11. Privacy Impact - None directly arising from this report. Page 163 of 214
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PUBLIC 12. Climate Risk - The level of impact associated with provision of this service has been assessed using the Scottish Government Sustainability Test and is considered to be low risk. 13. Children’s Rights – This report demonstrates compliance with Article 31 (Rest, Play, Culture, Arts) as every child has the right to rest, relax, play and to take part in cultural and creative activities. 14. Cosla Policy Position – None directly arising from this report. _________________________________________________________ List of Background Papers (a) none ___________________________________________________________________ Author: Stuart McLean, Procurement Adviser, stuart.mclean@renfrewshire.gov.uk Page 164 of 214
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PUBLIC ___________________________________________________________________ To: Finance, Resource and Customer Services Policy Board On: 23 April 2026 ___________________________________________________________________ Report by: The Chief Executive and Director of Finance and Resources ___________________________________________________________________ Heading: Contract Authorisation Report for GAIA New Water Main (RC-CPU-25- 258) ___________________________________________________________________ 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 an Agreement for the design and build of GAIA New Watermain (RC-CPU- 25-258) with Scottish Water Horizons Limited (Co. no. SC264806). 1.2 The procurement exercise was conducted in accordance with the Renfrewshire Council’s Standing Orders relating to Contracts for the award of a below Regulated works contract. 1.3 A Contract Strategy and request to negotiate this Agreement was approved by the Programme Director – City Deal and Infrastructure and the Corporate Procurement Manager on behalf of the Head of Finance and Procurement on 28 March 2026. ___________________________________________________________________ Recommendations 2.1 It is recommended that the Finance, Resources and Customer Service Policy Board: 2.2 Authorises the Head of Corporate Governance to award an Agreement for the design and build of the Glasgow Airport Investment Area (GAIA) Item 15 Page 165 of 214
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PUBLIC New Water Main to Scottish Water Horizons Limited (Co. no.SC264806), subject to the Head of Finance and Procurement, in consultation with the Head of Corporate Governance, being satisfied that the terms and conditions are acceptable to the Council. 2.3 Authorises the contract period of 27 weeks from the Agreement start date. 2.4 Authorises the Fees of £1,085,658.14 excluding VAT. 2.5 Authorises a contingency spend of £162,848.72 excluding VAT, which equates to 15.00% of the Fees. 2.6 Authorises the total Approved Contract Value of £1,248,506.86 excluding VAT, which is the total of the Fees plus the contingency spend. 2.7 Authorise Scottish Water Horizons Limited’s (SWH) liability to the Council in connection with the Agreement be limited as follows: • total liability (excluding death or personal injury resulting from the SWH's own negligence) of SWH under or in connection with the Agreement, whether in contract, in delict, for breach of statutory duty or otherwise, shall not exceed two hundred and fifty thousand pounds (£250,000); • SWH’s liability for any delay shall be limited to 1% (one per cent) of the Fees; and • The Council shall indemnify and keep indemnified SWH against all third party claims, demands, proceedings, damages, costs, charges and expenses arising out of or in connection with the Agreement, save to the extent that such claims, demands, proceedings, damages, costs, charges or expenses arise from or are attributable to the negligence, breach of contract or wilful default of SWH. The limits of liability are a condition of the Standard and Particular Terms and Conditions of the Agreement with Scottish Water Horizons Limited. _________________________________________________________ Background 3.1 The Council requires to appoint Scottish Water Horizons Limited to carry out the design and build of the GAIA New Water Main (the “Project”) at the Advanced Manufacturing Innovation District (AMIDS). Page 166 of 214
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PUBLIC SWH is the relevant commercial arm of Scottish Water for undertaking these works and have pre-approved the design with Scottish Water to ensure it will meet vesting requirements. The scope of works includes slip-lining the existing pipe through Netherton up to the bridges, stopping up the pipework at the roundabout and constructing a permanent connection to the supply pipe at the National Manufacturing Institute Scotland (NMIS) and the Medical Manufacturing Innovation Centre (MMIC) buildings. 3.2 SWH’s design minimises disruption at the AMIDS site to undertake the works and future-proof the build out of AMIDS by enabling a future connection at Portnauld Farm, as well as an easy connection for the Tech Terrace. 3.3 SWH will appoint and manage a Scottish Water approved contractor to undertake the works via sub-contract arrangements and, on completion of the works, SWH will provide the Council the outputs required to conclude Scottish Water’s vesting application process. 3.4 This procurement exercise was conducted using the negotiated procedure in accordance with 14.3 of the Renfrewshire Council’s Standing Orders relating to Contracts relying on the circumstances stated in Regulation 6 (1)(b) (iii) of the Procurement (Scotland) Regulations 2016. This states that “a contracting authority may award a public contract following negotiated procedure without prior publication of a contract notice or prior information notice in any of the following cases— (iii) the protection of exclusive rights, including intellectual property rights but only, in the case of paragraphs (ii) and (iii), where no reasonable alternative or substitute exists and the absence of competition is not the result of an artificial narrowing down of the parameters of the procurement.” 3.5 The award of this Agreement is subject to the Council’s agreement of SWH Standard and Particular terms and conditions. 3.6 Community Benefits were requested as part of the procurement process and Scottish Water Horizons Limited has committed to delivering the following community benefits as part of the Agreement: Community Benefit No. of People/ Activities Non-financial support for a Social Enterprise or other approved community initiative 8 Page 167 of 214
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PUBLIC Implications of the Report 1. Financial – the maximum approved contract value of £1,248,506.86 excluding VAT will be contained within existing City Deal and Infrastructure Project Resources. Note – the payment terms of the Agreement require the Council to pay Scottish Water Horizons Limited in advance based on programme milestones and not on completion of specific activities. This condition has been agreed with the Director of Finance and Resource for this Agreement, with consideration to Scottish Water Horizons Limited’s strong financial and economic standing and the absence of other reasonable alternatives to undertake the works and services required for this project. 2. HR & Organisational Development – None arising directly from this report 3. Community/Council Planning – • Place – Working together to enhance wellbeing across communities; • Economy – building an inclusive, green and resilient economy; • Fair – nurturing bright, happy and healthy futures for all; • Living our values – making a difference together. 4. Legal - The procurement was conducted as a negotiated procedure without prior call for competition in accordance with the requirements of the Renfrewshire Council Standing Orders relating to Contracts. The award of the Agreement is subject to the Council’s agreement of the SWH Standard and Particular Terms and Conditions. 5. Property/Assets - The completed pipework will be vested by Scottish Water on completion of the vesting application process. 6. Information Technology – None arising directly from this report. 7. Equality & Human Rights - No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified rising from the recommendations contained in the report. 8. Health & Safety – Scottish Water Horizons Limited’s health and safety accreditations have been reviewed by Corporate Health and Safety and meet the Council’s requirements. Page 168 of 214
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PUBLIC 9. Procurement – The procurement was conducted as a negotiated procedure without prior call for competition and the requirements of the Renfrewshire Council Standing Orders relating to Contracts. The award of the Agreement is subject to the Council’s agreement of SWH Standard and Particular Terms and Conditions. 10. Risk – Scottish Water Horizons Limited’s insurance documents have been assessed and meet the Council’s requirements regarding insurable risk. The Consultant’s liability to the Council in connection with the Agreement is limited as follows: • total liability (excluding death or personal injury resulting from the Consultant's own negligence) of the Consultant under or in connection with the Agreement, whether in contract, in delict, for breach of statutory duty or otherwise, shall not exceed two hundred and fifty thousand pounds (£250,000); • Consultant’s liability for any delay shall be limited to 1% (one per cent) of the Fees • The Council shall indemnify and keep indemnified SWH against all third party claims, demands, proceedings, damages, costs, charges and expenses arising out of or in connection with the Agreement, save to the extent that such claims, demands, proceedings, damages, costs, charges or expenses arise from or are attributable to the negligence, breach of contract or wilful default of SWH. The limits of liability are a condition of the Standard and Particular Terms and Conditions of the Agreement with Scottish Water Horizons Limited. 11. Privacy Impact – None directly arising from this report. 12. Climate Risk – the works will contribute to Scottish Water Horizons Limited’s Climate Adaption Plan 2024 to improve the resilience of infrastructure and services to climate change impact and ensure the sustainability of Scotland’s water and waste water systems. 13. Children’s Rights - None arising directly from this report. 14. Cosla Policy Position - None arising directly from this report. _______________________________________________________ Page 169 of 214
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PUBLIC List of Background Papers (a) None ___________________________________________________________________ Author: Rebecca Park, Strategic Category Manager, rebecca.park@renfrewshire.gov.uk Page 170 of 214
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 23 April 2026 ___________________________________________________________________ Report by: The 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 – Main 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 the Main Works Contract for Park Mains High School Extension – Design and Build (RC-CPU-24-053) (the Main Works Contract) to Galliford Try Construction Limited, T/A Morrison Construction Scotland (co.no. 02472080). 1.2 On 13 February 2025, a report was taken to the Finance, Resources and Customer Services Policy Board following a tender exercise to appoint a contractor for pre-construction services and a Design and Build Contract in respect of the Park Mains High School Extension – Design and Build. The report to that board set out that Galliford Try Construction, T/A Morrison Construction Scotland was the most economically advantageous tender. At that board the recommendation was approved to award the Pre-Construction Services Agreement for Park Mains High School Extension – Design and Build to Galliford Try Construction Limited, T/A Morrison Construction Scotland. It was noted that a further report would be brought back to board once a more definite cost had been established in respect of the build element for the Park Mains High School Extension. 1.3 The Advanced Works Contract was approved at the Finance, Resources and Customer Services Policy Board meeting on 5 February 2026, and the works Item 16 Page 171 of 214
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PUBLIC are due to complete on 8 June 2026. At this Board’s meeting on 5 February 2026, it was advised that a further report would be brought to a future Finance, Resources and Customer Services Policy Board meeting to seek approval of the award of the Main Works Contract. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: (a) Authorises the Head of Corporate Governance to award the Main 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 Main Works Contract of £28,310,167 exclusive of VAT. (c) Authorises a contingency spend of £2,831,017 which equates to 10% of the Main Works Contract. (d) Authorises a total Approved Contract Value of £31,141,184 (which is the total of the Main Works Contract plus the contingency spend). (e) Notes the anticipated the Date for Possession of the Site is 8 June 2026 and the Date for Completion of the Works is 58 weeks from the Date for Possession of the Site. The works will be completed in phases and the anticipated Date of Possession of Sections and the anticipated Date of Completion of the Sections will be captured in the awarded Main Works Contract. (f) Notes a Performance Bond is required as part of the Mains Works Contract. (g) Notes that the Contract includes caps on liability for the following: a. Public liability (in respect of property damage only) at the level of £25million for each and every claim. b. Professional Indemnity at the level of £10million in the aggregate with an annual automatic reinstatement. c. For uninsurable risks, in the absence of any Council or project metric to use, liability is capped at the Contract Sum. _________________________________________________________ Page 172 of 214
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PUBLIC 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. School estate management planning is central to the Council’s asset management strategy. Planned housing developments within the Bishopton and Erskine areas of Renfrewshire have resulted in significant school growth in the catchment area. 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 On 13 February 2025 the Finance, Resources and Customer Services Policy Board approved the recommendation to award a Contract for Pre-Construction Services Agreement for Park Mains High School Extension – Design and Build (RC-CPU-24-053) to Galliford Try Construction Limited, T/A Morrison Construction Scotland, which formed part of the procurement exercise for the complete Design and Build (D&B) Works Contract for Park Mains High School Extension – Design and Build (RC-CPU-24-053). The report noted that a further report would be brought to a future Finance, Resources and Customer Services Policy Board seeking formal approval to enter into the Design and Build Contract with Galliford Try Construction Limited, T/A Morrison Construction Scotland. 3.4 The Pre-Construction Services are due to conclude early June 2026; RIBA Stage 3 is complete, and RIBA Stage 4 is currently underway. 3.5 On 5 February 2026 the Finance, Resources and Customer Services Policy Board approved the recommendation 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, which formed part of the procurement Page 173 of 214
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PUBLIC exercise for the complete Design and Build (D&B) Works Contract for Park Mains High School Extension – Design and Build (RC-CPU-24- 053). 3.6 The Advance Works commenced on site on 21 March 2026 and will be complete by 8 June 2026. The Advance Works 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. 3.7 This recommendation is to enter into a Main Works Contract with Galliford Try Construction Limited, T/A Morrison Construction for the creation of an extension at Park Mains High School. The Contractor and their supply chain will deliver the extension. 3.8 As tendered, the form of Design and Build Contract will be SBCC Design and Build Contract for use in Scotland 2016 edition, accompanied with bespoke Employer’s Amendments and Preliminaries. 3.9 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 the Main Works Contract of £31,141,184 (which is the total of the Main 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. Page 174 of 214
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PUBLIC Place: - Demonstrating that Renfrewshire is a great place to grow up, it's a place of opportunity for those that live and work here, 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 has been conducted in accordance with the Restrictive Procedure under the Public Contracts (Scotland) Page 175 of 214
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PUBLIC Regulations 2015, as amended and the Renfrewshire Council’s Standing Orders Relating to Contracts for an above GPA Works Contract. 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 ensures that the Council meets its statutory requirements in respect of procurement procedures, efficiency and modern government. 10. Risk - 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. The Contract includes caps on liability for the following: a. Public liability (in respect of property damage only) at the level of £25 million for each and every claim. b. Professional Indemnity at the level of £10 million in the aggregate with an annual automatic reinstatement. c. For uninsurable risks, in the absence of any Council or project metric to use, liability is capped at the Contract Sum. 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: Page 176 of 214
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PUBLIC - 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. 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 (b) Contract Authorisation Report: Park Mains High School Extension – Design and Build – Advance Works (RC-CPU-24-053) on 5 February 2026 to Finance, Resources and Customer Services Policy Board ___________________________________________________________________ Author: Joanna Tannock, Assistant Category Manager, Corporate Procurement Unit, Joanna.tannock@renfrewshire.gov.uk Page 177 of 214
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 23 April 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for Trinity High School – Upgrade of 3G Pitch (RC-CPU-25-128) ___________________________________________________________________ 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 Trinity High School – Upgrade of 3G Pitch (reference RC- CPU-25-128) to Fairways Sportsgrounds Limited (Co.no.SC314941). 1.2 The recommendation to award the Trinity High School – Upgrade of 3G Pitch Contract follows a procurement process which was conducted in accordance with the Quick Quote procedure under the Council’s Standing Orders Relating to Contracts 2026 for a below Regulated (Works) Contract. 1.3 A Contract Strategy was approved by the Interim Strategic Category Manager on 20 January 2026 and Head of Facilities and Property Services on 21 January 2026. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1 Authorises the Head of Corporate Governance to award a Works Contract in the form of SBCC Minor Works Building Contract with Item 17 Page 178 of 214
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PUBLIC Contractor’s Design for use in Scotland (MWD/Scot), 2013 Edition with Employer’s Amendments for Trinity High School – Upgrade of 3G Pitch (reference RC-CPU-25-128) to Fairways Sportsgrounds Limited (Co.no.SC314941). 2.2. Authorises the Total Tendered Contract Sum of £179,999.50 excluding VAT. 2.3 Authorises a contingency spend of £17,999.95 which equates to 10% of the Total Tendered Contract Sum. 2.4 Authorises a total Approved Contract value of £197,999.45 excluding VAT, which is the Total Tendered Contract Sum plus the contingency spend. 2.5 Notes, the anticipated Date of Commencement of the Works is 6 July 2026, and the anticipated Date for Completion is 13 August 2026. The actual dates will be as stated in the Award Schedule issued with the Council’s Letter of Acceptance to Fairways Sportsgrounds Limited. _________________________________________________________ 3. Background 3.1 Renfrewshire Council has a requirement to appoint a Contractor to carry out the upgraded work to the current artificial pitch at Trinity High School. 3.2 The Quick Quote procurement process was utilised for this Works Contract in accordance with Renfrewshire Council Standing Orders relating to Contracts, standing order 18. To initiate this procurement process, seven organisations were invited to participate in the Quick Quote. The tender documentation was published on Public Contracts Scotland – Tender Portal on Wednesday 21 January 2026 with the tender documentation available for the downloading from the PCS- tender portal from this date. 3.3 By the closing date for the return of electronic tender submissions, 12 noon, Tuesday 17 February 2026, three organisations submitted a tender response, four organisations did not respond for various reasons including due to time constraints and supply chain issues. 3.4 Tenderers were required to complete a Single Procurement Document (Scotland) (“SPD”) in accordance with the Renfrewshire Council Standing Orders relating to Contracts 11.5 and to submit this document with their tender submission. All three 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, Page 179 of 214
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PUBLIC the Corporate Procurement Unit, Corporate Risk and Corporate Health & Safety. 3.5 All three tender submissions complied with the minimum selection criteria within the SPD. The three tender submissions were each evaluated against the Award Criteria which were based on a weighting of 60% Price and 40% Quality. 3.6 The scores relative to the Award Criteria for each of the three tender submissions are noted below: Price (60%) Quality (40%) Total (100%) 1 Fairways Sportsgrounds Limited (SC314941) 60.00% 38.00% 98.00% 2 Allsports Construction & Maintenance Limited (SC291456) 54.25% 28.00% 82.25% 3 Tony Patterson Sportsgrounds Ltd (NI051896) 43.69% 31.00% 74.69% 3.7 The evaluation of tender submissions received identified that the submission by Fairways Sportsgrounds Limited is the most economically advantageous tender. 3.8 Community Benefits were requested as part of the procurement process and Fairways Sportsgrounds Limited have committed the following Community Benefits: Community Benefits Description No of People / Activity Financial Support for a Social Enterprise or other approved community initiative 4 ___________________________________________________________________ Implications of the Report 1. Financial – The Approved Contract Value is £197,999.45, excluding VAT, which includes the Total Tendered Contract Sum and the Contingency. The costs for this Contract will be met through the Lifecycle Maintenance Fund. 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. Page 180 of 214
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PUBLIC • 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. 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 using the Quick Quote Procedure, in accordance with Standing Order 18. 5. Property/Assets – The current artificial pitch is due for renewal; this work will upgrade it to ensure it maintains its standards for usage. 6. Information Technology - None directly arising from this report. 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety - Fairways Sportsgrounds Limited Health and Safety credentials were evaluated by the Council’s Corporate Health & Safety team and met the requirements regarding Health & 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 - Fairways Sportsgrounds 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: Page 181 of 214
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PUBLIC To mitigate against the High Risk, the Contractor will: - promote environmentally safe working practices. - Minimise avoidable waste, use of energy, materials & natural resources by following the discipline of prevent, reduce, segregate, re- use and recycle. 13. Children’s Rights – This contract supports Article 31 of the United Nations Convention on The Rights of the Child (UNCRC), which states that children and young people have the right to have fun in the way they want to, whether by playing sports, watching films, or doing something else entirely. 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 182 of 214
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 23 April 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and The Director of Environment, Housing & Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report: Supply and Delivery of 2 x 16 Seat + Driver Wheelchair Accessible Buses - RC-CPU-25-345 ___________________________________________________________________ 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 Contract for Supply and Delivery of two (2), 16-Seat + Driver Wheelchair Accessible Buses to Woodall-Nicholson Ltd t/a Treka Bus (Co.no.15010430). 1.2 The recommendation to award the Contract follows a further competition made under Lot 8 of the Crown Commercial Services Framework for Purchase of Standard and Specialist Vehicles (ref: RM6244). 1.3 An Overarching Transport Contract Strategy was prepared by the Corporate Procurement Unit which covered the purchase of vehicles for the Vehicle Replacement Programme from 2023 to 2027, and was approved by the Director of Environment and Infrastructure, and the Strategic Commercial and Procurement Manager in February 2023. An Executive Summary Strategy specific to the Supply and Delivery of 2 no. 16-Seat + Driver Wheelchair Accessible Bus was approved on 12 February 2026. ___________________________________________________________________ Item 18 Page 183 of 214
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PUBLIC 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1 Authorises the Head of Corporate Governance to award a contract for Supply and Delivery of 2 x 16 Seat + Driver Wheelchair Accessible Bus – RC-CPU-25-345 to Woodall-Nicholson Ltd t/a Treka Bus, being a Call-Off Contract made under Lot 8 of the Crown Commercial Services Framework Agreement for Purchase of Standard and Specialist Vehicles, reference RM6244. 2.2 Authorises the Contract value of up to £213,750, excluding VAT. 2.3 Notes that Woodall-Nicholson Ltd t/a Treka Bus have confirmed delivery of the two vehicles within 10 weeks from receipt of the Council’s Purchase Order. Delivery of these vehicles will be made to Fleet Services, Underwood Road, Paisley. 2.4 Notes, the Call-Off Contract will be concluded in accordance with the Framework Schedule 7 Call Off Award Procedure using the CCS Order Form. 2.5 Authorises in accordance with the Framework Agreement Core Terms an aggregate liability cap of 150% of the Estimated Yearly Charges. _________________________________________________________ 3. Background 3.1 As part of the Vehicle Replacement Programme for 2025/26, Environment, Housing & Infrastructure Services identified a requirement to purchase two (2), 16 Seat + Driver Wheelchair Accessible Buses. In accordance with Standing Order 29.5 of the Renfrewshire Council Standing Order relating to Contracts, the Crown Commercial Services Framework for Purchase of Standard and Specialist Vehicles (ref: RM6244), Lot 8 Buses and Coaches (over 17 seats) was identified as the best option for these vehicle purchases. 3.2 This procurement exercise was conducted as a further competition under the Crown Commercial Services Framework for Purchase of Standard and Specialist Vehicles (ref: RM6244), Lot 8 Buses and Coaches (over 17 seats). 3.3 The further competition was issued to Suppliers on the 13 February 2026 with tender documentation available for downloading from the Page 184 of 214
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PUBLIC Public Contract Scotland Tender platform on this date. The 12 Suppliers on Lot 8 Buses and Coaches (over 17 seats) of the Framework Agreement were all invited to participate in the further competition. 3.4 By closing date set for return of electronic tenders set for 12 noon on 27 February 2026, one Supplier provided a Tender submission, with 11 Suppliers not providing a response. 3.5 The Supplier who submitted a response, continued to meet the requirements of the Single Procurement Document (SPD) issued by them when applying for a place on the Crown Commercial Services Framework for Purchase of Standard and Specialist Vehicles (ref: RM6244). 3.6 The Tender Submission was evaluated against an award criteria of 90% Price and 10% Quality The scores achieved by the Supplier is detailed in the table below: Price (90%) Quality (10%) Total (100%) 1 Woodall-Nicholson Ltd t/a Treka Bus 90.00% 10.00% 100.00% 3.7 Community Benefits were sought for this contract and Woodall- Nicholson Ltd t/a Treka Bus have offered the following: Community Benefit Description No of People / Activity Financial Support for a Social Enterprise or other approved community initiative 1 ___________________________________________________________________ Implications of the Report 1. Financial - The £213,750 cost of this contract will be funded from the Environment, Housing & Infrastructure Capital budget allocation for the Vehicle Replacement Programme for financial year 2026/27. 2. HR & Organisational Development - None directly arising from this report. Page 185 of 214
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PUBLIC 3. Community/Council Planning – • 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 4. Legal - The procurement of this contract was conducted in accordance with the requirements for a further competition under Lot 8 of the Crown Commercial Services Framework Agreement for Purchase of Standard and Specialist Vehicles (ref: RM6244) and the Renfrewshire Council Standing Orders Relating to Contracts. 5. Property/Assets - When delivered, these 2 vehicles will replace older buses and become an integral part of the Council’s fleet. 6. Information Technology – None directly arising from this report. 7. Equality & 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 - Woodall-Nicholson Ltd T/A Treka Bus’s 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 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 - Woodall-Nicholson Ltd T/A Treka Bus’s insurances have been assessed and evaluated to confirm that they have met the minimum requirements regarding insurable risk. 11. Privacy Impact - None directly arising from this report. 12. Climate Risk– The continued replacement of current Renfrewshire Council vehicles with new vehicles of Euro 6 emission standards, helps Renfrewshire Council continue to reduce the carbon footprint of the fleet by removing older and less environmentally friendly vehicles. Page 186 of 214
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PUBLIC These vehicles will be able to run on hydrotreated vegetable oil (HVO) fuel without any modification to the vehicles or fuel pumps. 13. Children’s Rights – No implications have arisen or are anticipated. 14. Cosla Policy Position – No Cosla Policy Position implications have arisen or are anticipated. ._________________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Kirstin Hornby, Procurement Assistant, Kirstin.Hornby@renfrewshire.gov.uk Page 187 of 214
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 23 April 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing & Infrastructure ___________________________________________________________________ Heading: Reactive Repair & Maintenance of CCTV, Fire Alarm and Intruder Alarm Systems (Including the Provision of an Alarm Monitoring Service) - RC-CPU-25-060 ___________________________________________________________________ 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 Contract for Reactive Repair & Maintenance of CCTV, Fire Alarm and Intruder Alarms Systems (Including the Provision of an Alarm Monitoring Service), reference RC-CPU-25-060, to Dalkia Scotshield Limited (SC133446). 1.2 The recommendation to award a Contract for Reactive Repair & Alarm Maintenance of CCTV, Fire Alarm and Intruder Alarms (Inclusive of an Alarm Monitoring Service) follows a procurement exercise which was conducted in accordance with the Public Contracts (Scotland) Regulations 2015 for an above GPA Threshold Services contract following the Open Procedure and the Renfrewshire Council Standing Orders Relating to Contracts. 1.3 A Contract Strategy was approved by the interim Corporate Procurement Manager and the Head of Facilities and Property Services on 26 January 2026. ___________________________________________________________________ Item 19 Page 188 of 214
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PUBLIC 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1 Authorises the Head of Corporate Governance to award a Contract for Reactive Repair & Maintenance of CCTV, Fire Alarm and Intruder Alarm Systems (Inclusive of an Alarm Monitoring Service), reference RC-CPU-25-060, in the form of an SBCC Measured Term Contract for use in Scotland 2011, MTC/Scot (2011 Edition) incorporating the Employer’s Amendments, to Dalkia Scotshield Limited (SC133446). 2.2 Authorises the cumulative spend under this Measured Term Contract up to a maximum approved contract value of £1,400,000 excluding VAT. 2.3 Note, the Contract Period will be for 2 years with the option for Renfrewshire Council, at its sole discretion to extend the Contract Period for up to a further 12 months on 2 separate occasions, subject to satisfactory operation and performance. 2.4 It is anticipated that the commencement date will be 18 July 2026. In the event that the Measured Term Contract does not commence on 18 July 2026, the Contract Period shall run from the commencement date as stated in the Award Schedule to the Letter of Acceptance. _________________________________________________________ 3. Background 3.1 The Council has a statutory duty under the Health and Safety at Work etc. Act 1974 to ensure that all properties under its control are suitably maintained to ensure that they are safe and without risk to health to both employees and members of the public. A number of the Council’s Public Buildings are fitted with Intruder Alarms, Fire Alarms, and Closed-Circuit Television (CCTV) systems. The maintenance of these systems ensures that they remain serviceable to assist in the protection of users of the properties. The Council does not have in-house resources suitably trained to carry out the regular maintenance of these systems, therefore an external contractor is employed for this purpose. Along with regular maintenance, the Contract will include for the provision of a 24/7 reactive repair service and a 24/7 alarm monitoring service where appropriate. The alarm monitoring service will cover both fire and intruder alarm activations. The monitoring of CCTV systems will not be within the scope of this Contract and will remain in-house. Page 189 of 214
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PUBLIC This contract will be managed by Facilities Management (Support Services) who are responsible for the delivery of repairs and maintenance services for all Council owned properties. 3.2 The Contract is a Measured Term Contract and will be formed using the SBCC Measured Term Contract for use in Scotland 2011, MTC/Scot (2011 Edition) incorporating the Employer’s Amendments as set out in the Tender Documents. 3.3 A Contract Notice advertising the tender opportunity was dispatched via the Public Contracts Scotland portal to the Find a Tender System (FTS), with the notice published on FTS on 26 January 2026. The Tender Documents were available for download from the Public Contracts Scotland – Tender portal on this date. 3.4 During the tender period, 44 organisations expressed an interest in the Contract. By the closing date set for the return of electronic tenders, 2pm on 25 February 2026, 14 organisations submitted a tender response, 12 organisations declined to respond, and 18 organisations did not respond. 3.5 The Tender Submissions received were evaluated by a panel compromising of representatives from Environment, Housing and Infrastructure, Information Technology, Security and Compliance, Health and Safety, Risk and the Corporate Procurement Unit. 3.6 An initial review of the Tender Submissions noted that one Tenderer failed to submit a commercial response and as such did not meet the requirements of the Invitation to Tender. Their Tender was rejected as a result. 3.7 In accordance with this being an above GPA Threshold Contract and Public Contracts (Scotland) Regulation 2015, Tenderers were evaluated against a pre-determined set of criteria in the form of the Single Procurement Document (“SPD”). The remaining 13 Tenderers satisfied the Council’s requirements in respect of their responses to the SPD. 3.8 The Technical and Commercial responses contained in each Tender Submission were then scored against the award criteria of 45% Technical (Quality) and 55% Commercial (Price). 3.9 Following evaluation of the Tender Submissions, 6 Tenderers failed to meet the Council’s minimum Cyber Security requirements and were excluded from the procurement process. Page 190 of 214
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PUBLIC 3.10 During the evaluation one Tenderer withdrew their Tender Submission due to an error identified in their Commercial offer which meant they were unable to maintain their bid. 3.11 The scores relative to the award criteria of the remaining Tenderers are noted below: Price (55%) Quality (45%) Total (100%) 1 Dalkia Scotshield Limited (SC133446) 53.66% 39.50% 93.16% 2 Fortress Security Alarms Ltd. (SC179153) 55.00% 37.75% 92.75% 3 Openview Security Solutions Limited (03376202) 35.80% 37.75% 73.55% 4 Invincible Security Ltd. (SC221100) 27.39% 35.25% 62.64% 5 King Communications & Security Limited (SC317976) 28.75% 33.75% 62.50% 6 DFP Services Limited (04123832) 21.23% 38.75% 59.98% 3.12 The evaluation of Tender Submissions received identified that the submission by Dalkia Scotshield Limited (SC133446) was the most economically advantageous tender. 3.13 Community Benefits were requested as part of the procurement process and Dalkia Scotshield Limited (SC133446) have committed to the following Community Benefits: Community Benefit Offered No. of people/activity Industry Awareness Event 4 Modern Apprentice 3 ___________________________________________________________________ Implications of the Report 1. Financial - The maximum value for this Measured Term Contract is £1,400,000 excluding VAT. This is for the initial 2-year Contract Period and the extension options of up to 12 months on two occasions (four years in total). The cost of this Measured Term Contract shall be met Page 191 of 214
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PUBLIC from the Hard Facilities Management revenue repairs budget within Environment, Housing and Infrastructure Services. 2. HR & Organisational Development – TUPE implications may apply to this Contract. 3. Community/Council Planning – • Place: Working with partners to ensure our neighbourhoods are safe, vibrant and attractive places to live • 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 Measured Term Contract has been conducted as an above GPA Threshold services Contract using the Open Procedure in accordance with the Renfrewshire Council Standing Orders Relating to Contracts and the Public Contracts (Scotland) Regulations 2015, as amended. 5. Property/Assets – This Measured Term Contract will ensure that the CCTV, Fire and Intruder alarms within the Council’s estate are properly maintained. 6. Information Technology - The service provider’s Cyber Security submissions have been assessed by representatives from the Council’s Cyber Security team and met the Council’s requirements regarding Cyber Security. 7. Equality & Human Rights – None directly arising from this report 8. Health & Safety – Dalkia Scotshield Limited’s health & 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 – Dalkia Scotshield Limited’s insurances have been assessed and evaluated, and these met the Council’s requirements. 11. Privacy Impact – Dalkia Scotshield Limited has confirmed compliance with the Data Processor Agreement and have committed to sign the Agreement. Page 192 of 214
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PUBLIC 12. Climate Risk– The level of impact associated with provision of this service has been assessed using the Scottish Government Sustainability Test and is considered to be low risk. 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: Aileen Ross, Procurement Adviser, aileen.ross@renfrewshire.gov.uk Page 193 of 214
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PUBLIC ___________________________________________________________________ To: Finance, Resource and Customer Services Policy Board On: 23 April 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Chief Officer Renfrewshire Health and Social Care Partnership (RHSCP) ___________________________________________________________________ Heading: Contract Authorisation Report for Provision of a Professional Independent Advocacy Service for Adults (RC-CPU-25-063) ___________________________________________________________________ 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 a Contract for Provision of a Professional Independent Advocacy Service for Adults with The Advocacy Project (Scotland). 1.2 The recommendation to award this Contract follows a procurement exercise which was conducted as an Open Procedure for an above Threshold contract in accordance with the Public Contracts (Scotland) 2015 Regulations 2015, as amended, Social and Other Specific Services and the Renfrewshire Council’s Standing Orders Relating to Contracts. 1.3 A Contract Strategy was approved by the Chief Officer (RHSCP) and the Chief Finance Officer (RHSCP) on 01 August 2025 and Strategic Category Manager on 31 July 2025. 1.4 A recommendation for award of this contract was presented to the Finance, Resources and Customer Services Policy Board on 20 November 2025, the Contract was awarded 16 December 2025, however, that service provider terminated the contract on 27 January 2026, prior to the Commencement Date. As the remaining tenderer submissions offers were still available for acceptance the Corporate Procurement Unit have prepared this new recommendation. ___________________________________________________________________ Item 20 Page 194 of 214
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PUBLIC 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1 Authorises the Head of Corporate Governance to award a Contract for the Provision of a Professional Independent Advocacy Service for Adults, reference RC-CPU-25-063, to The Advocacy Project (Scotland) (Scottish Charity Number SC020564); 2.2 Authorises up to a maximum approved contract value of £761,130 excluding VAT; 2.3 Note that the maximum approved contract value includes additional funding for Alcohol and Drugs focused advocacy up to a value of £140,000 (£35,000/annum), from Scottish Government. This will be confirmed annually but is NOT guaranteed for the duration of the Contract; 2.4 Authorises the award of a Contract for a period of 3 years with the Council option to extend for up to a further 12 months on 1 occasion. The extension will be at the sole discretion of the Council; 2.5 Notes that the anticipated Commencement Date for the Contract is 01 October 2026 to accommodate transitional requirements, including TUPE; and 2.6 Notes that the Contract awarded following the Finance, Resources and Customer Services Policy Board on 20 November 2025 for this Contract for Professional Independent Advocacy Service for Adults was terminated by the Provider. _______________________________________________________ 3. Background 3.1 The Council has a current contract for the Professional Independent Advocacy Service for Adults, which was due to expire on 31 March 2026. Following an Open Tender procedure for a replacement contract, a recommendation was presented to the Finance, Resources and Customer Services Policy Board on 20 November 2025 and approved for Commencement on 01 April 2026. However, the recommended Tenderer terminated the Contract on 27 January 2026, due to a change in circumstances. 3.2 To ensure continuity of the Service, an interim contract has been put in place with the incumbent provider until 31 October 2026 until this longer term contract can be approved and implemented. 3.3 Under the Mental Health (Care and Treatment) (Scotland) Act 2003, NHS Boards and Local Authorities have a duty to fund independent Page 195 of 214
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PUBLIC advocacy. The Contract provides a Service which plays an important role in supporting adults living in the Renfrewshire Council area to have their views heard and considered by the people who are involved in decision making that will affect their lives. 3.4 A Contract Notice was published on the Find a Tender Service via the Public Contracts Scotland website on 01 August 2025. The Invitation to Tender was also published and available on this date from Public Contracts Scotland – Tender. The Tender Deadline was 12 noon on 15 September 2025. There were 3 Tender Submissions received. 3.5 Following the change in circumstances of the previously recommended Tenderer and the termination of this Contract the validity of the 2 remaining Tender Submissions were confirmed and those offers extended by the remaining 2 Tenderers. A revised evaluation was conducted using those remaining bids. 3.6 Tender submissions were evaluated against a pre-determined set of selection criteria in the form of the Single Procurement Document (SPD) (Scotland) and criteria to assess capacity and capability to deliver services. These were evaluated by representatives from the Corporate Procurement Unit (CPU), RHSCP, Health and Safety, Risk and Cyber teams. All Tenderers demonstrated compliance with the minimum selection criteria set and were assessed as a pass. 3.7 Each Tender Submission was evaluated against the published award criteria of 70% Quality and 30% Price by representatives from both the CPU and the RHSCP. The Total Score achieved by each Tenderer is detailed below. Tenderer Quality (70%) Price (30%) Total Score The Advocacy Project (Scotland) 64.00% 30.00% 94.00% You First Advocacy 60.00% 29.99% 89.99% 3.8 The Tender Submission received by The Advocacy Project (Scotland) met the criteria set out in the procurement documents and was therefore deemed to be best value for money. 3.9 Community Benefits were requested as part of this procurement process. The recommended Tenderer offered the Community Benefits detailed below: Community Benefit Number Work Placement for an individual aged 14+ years of age 4 Industry Awareness Events - Schools/Invest in Renfrewshire – Employability/Further Education 4 Page 196 of 214
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PUBLIC Community Benefit Number Non-financial support for a Social Enterprise within Renfrewshire 4 Non-financial support for a Community Project/Group 4 ___________________________________________________________________ Implications of the Report 1. Financial - The maximum value of £761,130, excluding VAT, for the initial 3 year period plus further extension of up to a further 12 months will be met from the RHSCP Adult Services Budget. Funding up to £140,000 (£35,000/annum) from Scottish Government for Alcohol and Drugs focused advocacy will be confirmed and implemented each year, where available. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – • Place – working together to enhance wellbeing across communities - Developing local plans that reflect the voices of our communities, alongside strengthening our local partnerships, working together to deliver local priorities. • Fair – nurturing bright, happy and healthy futures for all – o Reducing inequalities in Renfrewshire, focusing on supporting our communities and empowering people to live fulfilled lives; o Working with a range of partners to support the improved health and wellbeing of our citizens. 4. Legal - This procurement was carried out in accordance with the procedures for an above Threshold Contract as permitted under part 3 Section 7 (Social and Other Specific Services) of the Public Contracts (Scotland) Regulations 2015, as amended, and the Council’s Standing Orders Relating to Contracts. The Tenderer previously recommended and awarded the Contract terminated the Contract prior to performing any Service under the Contract. The tender submissions from the remaining 2 Tenderers remained open and available for acceptance. Due to timings for this recommendation, the remaining Tenderers agreed to extend the validity period of their Tender Submissions to permit completion of this award. 5. Property/Assets – None directly arising from this report. 6. Information Technology – The Council’s Security & Compliance team evaluated the cyber security evidence submitted by the recommended Page 197 of 214
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PUBLIC and this met the Council’s minimum requirements. ICT will support the review of cyber security evidence on an annual basis. 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 the recommended Tenderer and these met the Council’s minimum requirements. 9. Procurement – The Tenderer previously recommended and awarded the Contract terminated the Contract prior to performing any Service under the Contract, the remaining 2 Tenderers agreed to extend the validity period of their Tender Submissions. This subsequent recommendation has followed procurement regulations and Renfrewshire Council Standing Orders relating to Contracts, to 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 the recommended Tenderer, and these met the Council’s minimum requirements. 11. Privacy Impact – The Council’s Information Governance Team and RHSCP conducted a data protection impact assessment as part of the procurement exercise. The recommended Tenderer will be a Data Controller 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 – None directly arising from this report. 14. Cosla Policy Position – None directly arising from this report. _______________________________________________________ List of Background Papers - none ___________________________________________________________________ Author: Shona Brydson, Senior Procurement Specialist, Corporate Procurement Unit, shona.brydson@renfrewshire.gov.uk Page 198 of 214
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 23 April 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Notification of the award of a Contract for Single Building Assessment – Approved Assessor and Verifier (RC-CPU-25-089) under standing order 9.1(k) of Renfrewshire Council Standing Orders Relating to Contracts ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to notify the Finance, Resources, and Customer Services Policy Board of the award of a Contract for Single Building Assessment – Approved Assessor and Verifier Project (RC- CPU-25-089) authorised for award by the Head of Housing Services and Corporate Procurement Manager under standing order 9.1(K) of Council Standing Orders Relating to Contracts on 4 March 2026. The Contract was awarded to Firntec Limited (Co.no 13460282) on 26 March 2026. 1.2 Council received grant funding from the Scottish Government’s Cladding Remediation Programme – Single Building Assessments to carry out Initial Gateway Assessments and full Single Building Assessments to 14 of the Council’s high rises, a condition of which sets out how and when the funding needs to be used. The funding was required to be committed by 31 March 2026. However, the Scottish Government has provided flexibility to the funding deadline and it can now be used beyond April 2026. To ensure the grant could be utilised within the required timescale, the Interim Corporate Procurement Manager approved the use of standing order 9.1(k) of Council Standing Item 21 Page 199 of 214
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PUBLIC Orders Relating to Contracts which requires the retrospective reporting of the contract award to this Policy Board. 1.3 The procurement exercise was conducted as an above Government Procurement Agreement Open Tender Procedure, as detailed within section 3 of this report. _________________________________________________________ 2. Recommendations The Finance, Resources and Customer Services Policy Board is asked to note that: 2.1 The Contract for Single Building Assessment – Approved Assessor and Verifier (RC-CPU-25-089) was awarded to Firntec Limited (Co.no 13460282), in accordance with clause 9.1(K) of Council Standing Orders Relating to Contracts January 2024 by the Director of Environment, Housing and Infrastructure on 26 March 2026 as detailed in section 3 of this report. 2.2 The Total of the Prices is £516,450 excluding VAT. This Contract is fully funded by Scottish Government’s Cladding Remediation Programme – Single Building Assessments. 2.3 A contingency spend is available of £51,645 which equates to 10% of the Total of the Prices. 2.4 The total Approved Contract value is £568,095 excluding VAT, which is the Total of the Prices plus the contingency spend as approved by Head of Housing Services and Corporate Procurement Manager. 2.5 The starting date was 30 March 2026, and the completion date is 52 weeks from the starting date. 2.6 The Consultant’s total Liability to the Council within this Contract for matters for which insurance is provided is £10 million and the Consultant’s total Liability to the Council for other matters is £10 million. _________________________________________________________ 3. Background 3.1 Renfrewshire Council had the requirement to appoint an approved Scottish Government Single Building Assessment Consultant to undertake initial Gateway Assessments and Single Building Assessments to 14 high rise residential buildings within the Renfrewshire Council area. The outcome of these assessments is to Page 200 of 214
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PUBLIC produce two reports, in an agreed format, as well as provide expert advice to the Council. 3.2 The Consultant must adhere to the Single Building Specification document published by the Scottish Government in June 2024, the proscribed procedures and adhere to PAS9980. These requirements were stated within the tender documentation issued for the Contract. 3.3 The Contract is fully funded by the Scottish Government’s Cladding Remediation Programme – Single Building Assessments and there are conditions attached to how and when the funding needs to be used. Therefore, to ensure the Council meets the funding conditions, the Interim Corporate Procurement Manager agreed the use of standing order 9.1(K) as summarised in paragraph 1.2. 3.4 The procurement was compliant with the Procurement Regulations. A Contract Notice was published on Find a Tender Service via the Public Contracts Scotland advertising portal on 10 November 2025 with tender documentation available for downloading from Public Contracts Scotland – Tender portal from this date. 3.5 During the live tender period, 21 organisations expressed an interest in this tender, however, only 9 were Scottish Government approved Assessors, a selection criteria requirement. By the closing date set for the return of electronic tender submissions at 12 noon on 10 December 2025, 7 organisations submitted a tender response, 3 organisations declined to respond (1 organisation was a Scottish Government Approved Assessor), and 11 organisations did not respond. 3.6 As required by Regulation 60 of the Public Contracts (Scotland) Regulations 2015, as amended, Tenderers were each required to complete a Single Procurement Document (“SPD”), which was to be submitted with their tender submission. All 7 organisations were evaluated against a pre-determined set of criteria in the form of the SPD by representatives from the following Council Services: Housing Services, the Corporate Procurement Unit, Corporate Risk and Corporate Health & Safety. 3.7 All 7 tender submissions complied with the minimum selection criteria of the SPD. Each tender submissions was evaluated against the Award Criteria which were based on a weighting of 70% Quality and 30% Price. 3.8 During this evaluation one tender submission was considered to be abnormally low and the information presented to the Council in response to the Regulation 69 enquiry had not satisfied the Council that Page 201 of 214
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PUBLIC the Tenderer price could have been maintained in the performance of the Contract. This bid was treated as irregular in accordance with Regulation 27 (6)(d) of The Public Contracts (Scotland) Regulations 2015 and did not progress to the award stage. 3.9 The scores relative to the award criteria for the 6 remaining Tenderers are noted below: Quality (70%) Price (30%) Total (100%) 1 Firntec Ltd (Co.no 13460282) 65.00% 23.45% 88.45% 2 Global HSE Solutions Ltd (co.no.05906312) 57.25% 23.05% 80.30% 3 Bailey Partnership (Group) Ltd (co.no. 15873896) 42.50% 30.00% 72.50% 4 Diamond and Company (Scotland) Limited (co.no. SC649205) 52.25% 18.75% 71.00% 5 Thomas & Adamson International Limited (co.no. SC171733) 44.75% 25.79% 70.54% 6 Ahearne Fire Engineering Limited T/A AFEC International (an Eire registered Company) (CRO number 347221) 9.50% 22.53% 32.03% 3.10 The evaluation of tender submissions received identified that the submission by Firntec Ltd was the most economically advantageous tender. 3.11 To ensure the grant could be utilised within the required timescale, the Interim Corporate Procurement Manager approved the use of standing order 9.1(k) of Council Standing Orders Relating to Contracts which requires the retrospective reporting of the contract award to this Policy Board. 3.12 Community Benefits were requested as part of the procurement process and Firntec Ltd have committed the following Community Benefits: Community Benefits Description No of People / Activity Industry Awareness Event 1 Non-Financial support for a Social Enterprise within Renfrewshire 1 Financial support for a Social Enterprise within Renfrewshire 1 Non-Financial support for a Community Project/ Group 1 Page 202 of 214
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PUBLIC ___________________________________________________________________ Implications of the Report 1. Financial The Approved Contract Value is £568,095 excluding VAT, which is the Total of the Prices and the Contingency. This Contract is fully funded by the Scottish Government’s Cladding Remediation Programme – Single Building Assessments. 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 – This Contract was awarded under standing order exemption 9.1(k) of Council Standing Orders Relating to Contracts by the Head of Housing Services and Corporate Procurement Manager and in compliance with the Procurement Regulations and Procurement Principles. 5. Property/Assets – the services provided in this Contract will ensure a comprehensive risk assessment for the Council’s 14 multi-storey blocks to identify any unsafe external wall cladding, internal fire safety and determining any remedial works that will be required to be undertaken. 6. Information Technology – None directly arising from this report. 7. Equality & Human Rights – None directly arising from this report. Page 203 of 214
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PUBLIC 8. Health & Safety – Firntec Ltd 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. To ensure the funding conditions are met such as a commitment by 31 March 2026 for the Scottish Government’s Cladding Remediation Programme – Single Building Assessments the Interim Corporate Procurement Manager approved the use of standing order 9.1(k) of Council Standing Orders Relating to Contracts which requires the retrospective reporting of the contract award to this Policy Board. 10. Risk – Firntec Ltd insurance has been assessed and evaluated to confirm they meet the minimum requirements regarding insurance risk. This Contract includes caps on liability. Firntec Limited total liability to the Council for matters for which insurance is provided is £10 million and the Consultant’s total Liability to the Council for other matters is £10 million. 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 Low Risk. 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 204 of 214
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 23 April 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Notification of the award of a Contract for Construction of Red Smiddy to Erskine Active Travel Route Phases 4 and 5 (RC-CPU-25-158) Notification of the award of a Contract for Construction of Red Smiddy to Erskine Active Travel Route Phase 6 (RC-CPU-25-159) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to notify the Finance, Resources and Customer Services Policy Board of the award of: • A Contract for Construction of Red Smiddy to Erskine Active Travel Route Phases 4 and 5, reference RC-CPU-25-158 to John McGeady Limited; and • A Contract for Construction of Red Smiddy to Erskine Active Travel Route Phase 6, reference RC-CPU-25-159 to John McGeady Limited. 1.2 The Council was offered a grant from Transport Scotland’s Tier 2 Active Travel Fund for Construction on the condition that the associated spending commenced before 31 March 2026. In order to meet the condition, the Head of Finance and Procurement approved the use of standing order 9.1k of the Council Standing Orders Relating to Contracts with the requirement for retrospective reporting to this Policy Board. Item 22 Page 205 of 214
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PUBLIC 1.3 In accordance with the authority granted by the Head of Finance and Procurement as noted in 1.2 above, the Head of Climate, Public Protection and Roads authorised the award of these two Contracts on 7 January 2026. The Letters of Acceptance were issued on the same date. ___________________________________________________________________ 2. Recommendations The Finance, Resources and Customer Services Policy Board is asked to note: 2.1 The Contract for Construction of Red Smiddy to Erskine Active Travel Route Phases 4 and 5, reference RC-CPU-25-158, was awarded to John McGeady Limited (SC080553); and 2.2 The Contract for the Construction of Red Smiddy to Erskine Active Travel Route Phase 6, reference RC-CPU-25-159, was awarded to John McGeady Limited (SC080553). 2.3 The detail provided in section 3 of this report in connection with the Contract for Construction of Red Smiddy to Erskine Active Travel Route Phases 4 and 5 and the Contract for Construction of Red Smiddy to Erskine Active Travel Route Phase 6. 2.4 The Contract for the Construction of Red Smiddy to Erskine Active Travel Route Phases 4 and 5, reference RC-CPU-25-158, was awarded for an approved contract value of £811,095 (excluding VAT). This was from a Total Tendered Contact Sum of £737,359 excluding VAT plus a 10% contingency spend of £73,736 (excluding VAT). 2.5 The Contract for the Construction of Red Smiddy to Erskine Active Travel Route Phase 6, reference RC-CPU-25-159, was awarded for an approved contract value of £351,358 (excluding VAT). This was from a Total Tendered Contract Sum of £319,416 plus a 10% contingency spend of £31,942 (excluding VAT). 2.6 The cost of these Contracts will be wholly met from funding provided by Transport Scotland’s Tier 2 Active Travel Infrastructure Fund for Construction. 2.7 The starting date for both Contracts was 19 January 2026 with the completion date for both Contracts being 26 weeks from the starting date. 2.8 Note that the Council required Tenderers to appoint a supported business as a subcontractor to provide the signage required for this Page 206 of 214
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PUBLIC Contract. John McGeady Limited have nominated a supported business for this requirement. _________________________________________________________ 3. Background 3.1 The Council was offered a grant from Transport Scotland’s Tier 2 Active Travel Fund for the construction of an active travel route in 2 stages: • Phases 4 and 5 are for the construction of 1.4 kilometres of shared footway and cycleway from the end of the existing shared footway and cycleway on Greenock Road, round Red Smiddy Roundabout, north onto Southbar Road to Southholm Roundabout; and • Phase 6 is for the construction of 0.616 kilometres of shared footway and cycleway from Southholm Roundabout to the overbridge on the A726 on the northbound verge. A stipulation of the grant required the Council to commence work on the Contracts at the earliest opportunity so most of the funding could be utilised during the 2025/2026 financial year with the remaining being provided during the 2026/2027 financial year. 3.2 To meet the grant conditions, the Head of Finance and Procurement approved the use of 9.1k Council Standing Orders Relating to Contracts to enable the work to commence before 31 March 2026. The Contract awards were authorised by the Head of Climate, Public Protection and Roads on 7 January 2026 and issued on the same date. 3.3 The tendering procedure for these below Regulated threshold Works Contracts followed the Open Procedure in accordance with Renfrewshire Council’s Standing Orders Relating to Contracts. 3.4 A Contract Notice was published on the Public Contracts Scotland advertising portal on Thursday 13 November 2025 and the tender documentation was available for downloading from the Public Contracts Scotland – Tender platform from this date. 3.5 During the tender live period, 27 organisations expressed an interest in the Contracts. By the closing date for return of electronic Tenders, 12 noon on Friday 19 December 2025, 8 companies submitted a response, 6 declined to respond and 13 showed no further interest. 3.6 In accordance with Standing Order relating to Contracts 11.5, each Tenderer was required to submit a completed Single Procurement Document (SPD) as part of their Tender Submission. The completed SPD documents were evaluated against a pre-determined set of criteria Page 207 of 214
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PUBLIC in the SPD. All 8 Tenderers satisfied the Council’s requirements in respect of their responses to the SPD. 3.7 The technical and commercial responses in each Tender Submission were then scored against the award criteria of 40% technical (Quality) and 60% commercial (Price) in accordance with the Invitation to Tender (ITT). The Council stated in the ITT that Tenderers must bid for both Phases 4 and 5, and Phase 6 and that Tenderers who failed to submit a bid for both Contracts would have their bid rejected. The ITT also stated that the Council intended to award both Contracts to one Contractor. 3.8 Tenderers were required to provide one Technical response and one Commercial response within their submission. As part of the Commercial response, Tenders had to submit tendered sums for both Contracts, which were aggregated and evaluated. One Tenderer failed to provide a Commercial response and their Tender was rejected as a result. 3.9 The scores relative to the award criteria of the Tenderers are noted below: Price (60.00%) Quality (40.00%) Total (100.00%) 1 John McGeady Limited (SC080553) 58.15% 31.25% 89.40% 2 Bottom Groundworks & Plant Hire Limited (SC578729) 60.00% 21.75% 81.75% 3 Covanburn Contracts Limited (SC263761) 48.17% 31.00% 79.17% 4 Advance Construction (Scotland) Limited (SC202570) 53.35% 24.25% 77.60% 5 Hillhouse Quarry Group Limited (SC135103) 49.87% 21.25% 71.12% 6 M Squared (Scotland) Ltd (SC479137) 39.67% 30.00% 69.67% 7 Ground Control Limited (01795094) 20.47% 21.25% 41.72% 3.10 The evaluation of tender submissions received identified that the submission by John McGeady Limited (SC080553) was the most economically advantageous Tender for both Contracts. 3.11 Community Benefits were requested as part of the procurement process and John McGeady Limited has committed to the following Community Benefits across these two Contracts: Community Benefit Description No of People / Activity Page 208 of 214
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PUBLIC S/NVQ (or equivalent) for • New Employee • Existing Employee • Supply Chain Employee 2 Business advice/support to a local SME /Social Enterprise/ Voluntary organisation 1 Commitment to ensure that supply chain opportunities are prioritised for Renfrewshire based businesses 2 ___________________________________________________________________ Implications of the Report 1. Financial – the maximum approved Contract value for: • Construction of Red Smiddy to Erskine Active Travel Route Phases 4 and 5, reference RC-CPU-25-158 is £811,095 which includes the Total Tendered Contract Sum plus 10% contingency. • Construction of Red Smiddy to Erskine Active Travel Route Phase 6, reference RC-CPU-25-159, is £351,358 (excluding VAT) which includes the Total Tendered Contract Sum plus 10% contingency. The costs for these Contracts will be wholly met through the Transport Scotland’s Tier 2 Active Travel Infrastructure Fund for Construction. 2. HR & Organisational Development – None arising directly from this report. 3. Community/Council Planning – Place – Working with partners to enhance wellbeing across communities. The Contracts will support the delivery of this outcome. 4. Legal – the exemption under Standing Orders relating to Contract 9.1k was used for the award of these two Contracts. The Contracts were awarded by CPU and Environment, Housing and Infrastructure. 5. Property/Assets – these Contracts will build a segregated two-way cycle/pedestrian track located between the Red Smiddy roundabout and Erskine. 6. Information Technology – none arising directly from this report. 7. Equality & Human Rights – none arising directly from this report. Page 209 of 214
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PUBLIC 8. Health & Safety – John McGeady Limited’s 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 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 – John McGeady Limited’s insurances were assessed to confirm that they have met the minimum requirements regarding insurable risk. 11. Privacy Impact – None arising directly from this report. 12. Climate Risk – The level of impact associated with works connected with the Contracts has been assessed using the Scottish Government Sustainability Test and is high risk. John McGeady Limited have been required to organise their activities in such a way that the impact they have on the environment is minimised. 13. Children’s Rights – None arising directly from this report. 14. Cosla Policy Position – None arising directly from this report. _________________________________________________________ List of Background Papers None. ___________________________________________________________________ Author: Brian Bradley, Assistant Category Manager, 0141 487 1522, brian.bradley@renfrewshire.gov.uk Page 210 of 214
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 23 April 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources ___________________________________________________________________ Heading: Notification of the Award of a Contract for Supply and Delivery of 1500 x Laptops (RC-CPU-26-008) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to request that the Finance, Resources and Customer Services Policy Board homologates the decision of the Director of Finance and Resources and Head of Digital, Transformation and Customer Services on 08 April 2026 to award a Contract for the Supply and Delivery of 1,500 x Laptops (RC-CPU-26-008) to HP Inc UK Limited (Co Registration No. 09408979). 1.2 The Council received notification on 01 April 2026 that the price of laptops on the Scottish Procurement single supplier Framework for Mobile Client Devices (SP-24-008) (the Framework) would increase by 25%-30% from 13 April 2026. In order to mitigate this cost increase, and with consideration of the Council’s Best Value obligations, the decision was taken to conduct a procurement exercise using the Direct Award procedure under the Framework to award a contract outside of the board cycle. 1.3 A Contract Strategy was approved by the Head of Digital, Transformation and Customer Services and the Corporate Procurement Manager on 08 April 2026 reflecting the circumstances set out in this report. ___________________________________________________________________ Item 23 Page 211 of 214
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PUBLIC 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board homologates: 2.1 the decision taken by the Director of Finance and Resources and the Head of ICT, Transformation and Customer Service to award a contract for Supply and Delivery of 1,500 x Laptops, which was awarded to HP Inc UK Limited (Company Registration No. 09408979) via a direct award procedure off the Scottish Procurement single supplier Framework for Mobile Client Devices (SP-24-008) by the Director of Finance and Resources on 09 April 2026. 2.2 that the approved contract value is £669,870, excluding VAT. 2.3 that the Contract will be in place from 09 April 2026 until full delivery of the laptops is received, which is anticipated to be August 2026. _________________________________________________________ 3. Background 3.1 Renfrewshire Council identified the need to purchase 500 laptops for corporate requirements to support the Council’s continued refresh programme, and 1,000 laptops for Education to replace teacher and high school PC labs laptops that are more than 6 years old. 3.2 A contract for the supply and delivery of 1,500 x laptops was awarded to HP Inc UK Limited as a direct award off the Scottish Procurement single supplier Framework for Mobile Client Devices (SP-24-008). The Framework offers a compliant route to market with fixed pricing on core devices, including laptops. HP Inc UK Limited is the only supplier awarded to the Framework, and call off contracts are only possible via the direct award procedure under this Framework. 3.3 The Scottish Government advised on 01 April 2026 that the price of laptops on the Scottish Procurement single supplier Framework for Mobile Client Devices (SP-24-008) would increase between 25%-30% from 13 April 2026 due to supply constraints for memory components, caused by significant demand increase from the AI sector and lower supply in the consumer market. This has resulted in a shortage of memory components and a substantial increase in pricing. It was estimated that the price increase would cost the Council up to an additional £200,000 if the Contract was concluded after 12 April 2026, and therefore to avoid this additional cost, and with consideration of the Council’s Best Value duty, a decision was made to award a Contract urgently to secure the current rates. Page 212 of 214
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PUBLIC 3.4 The procurement exercise was conducted in accordance with the Direct Award procedure for the Framework and in accordance with the procedures for use of a third-party framework under the Council’s Standing Orders Relating to Contracts. 3.5 The costs in respect of the Contract will be split, with £223,290 funded by the ICT Capital Budget and £446,580 funded by the Education Capital Budget. ___________________________________________________________________ Implications of the Report 1. Financial – The Approved Contract Value is £669,870, excluding VAT. The costs will be met from the ICT Capital Budget (£223,290) and the Education Capital Budget (£446,580). 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 Living Our Values – Ensuring Renfrewshire delivers Best Value for our citizens and customers, that we demonstrate we are a well governed, effective organisation 4. Legal - The contract was awarded as a Direct Award made under the Scottish Procurement single supplier Framework for Mobile Client Devices (SP-24-008). The Client service seeks to homologate the decision taken to award the contract outside the board cycle for reasons as stated on the background to this report. 5. Property/Assets – The Council will take ownership of 1,500 new laptops upon delivery. 6. Information Technology – The Contract shall ensure supply of laptops to serve the ICT lifecycle maintenance programme. 7. Equality & Human Rights – None directly arising from this report. 8. Health & Safety – HP Inc UK Limited’s health and safety credentials were assessed by Scottish procurement as part of the evaluation for the Framework. Page 213 of 214
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PUBLIC 9. Procurement – The procurement procedure was conducted in accordance with the Direct Award procedure for the Scottish Procurement single supplier Framework for Mobile Client Devices (SP- 24-008). 10. Risk – HP Inc UK Limited’s tender submission in relation to insurances for appointment to the Framework were evaluated and continue to be monitored by Scottish Procurement. 11. Privacy Impact - None directly arising from this report. 12. Climate Risk - The level of impact associated with provision of this service has been assessed using the Scottish Government Sustainability Test and is considered to be low risk. 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: Jenny Bowles, Corporate Procurement Manager, jenny.bowles@renfrewshire.gov.uk Page 214 of 214