Agenda Document Pack - Finance, Resources and Customer Services Policy Board - 10/09/2026
Renfrewshire Council · 10 September 2026
Back to Finance, Resources and Customer Services Policy Board — 10 September 2026 and its agenda
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03/09/2026 Notice of Meeting and Agenda Finance, Resources and Customer Services Policy Board Date Time Venue Thursday, 10 September 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: 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 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 MARK CONAGHAN Head of Corporate Governance Page 1 of 250
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03/09/2026 Items of business Apologies Apologies from members. Declarations of Interest and Transparency Statements Members are asked to declare an interest or make a transparency statement in any item(s) on the agenda and to provide a brief explanation of the nature of the interest or the transparency statement. 1 Investment Review Board Minute of meeting held on 10 June 2026. 7 - 8 2 Joint Consultative Board (Non-Teaching) Minute of meeting held on 11 June 2026. 9 - 12 3 Revenue and Capital Budget Monitoring 2026/27 at 19 June 2026 Report by the Director of Finance & Resources. 13 - 26 4 Revenue and Capital Budget Monitoring – Council Overview as at 19 June 2026 Report by the Director of Finance & Resources. 27 - 40 5 Business Services Performance Report Report by the Director of Finance & Resources. 41 - 52 6 Customer Services Performance Report Report by the Director of Finance & Resources. 53 - 58 7 Civic Hospitality Report by the Director of Finance & Resources. 59 - 64 8 Business Services Accounts for Write-Off Report by the Director of Finance & Resources. 65 - 70 9 2027 Public Holidays for Local Government Employees Report by the Director of Finance & Resources. 71 - 74 10 Facilities and Property Services - Service Update Report Report by Director of Environment, Housing & Infrastructure. 75 - 84 Page 2 of 250
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03/09/2026 11 Building Services - Business Plan Update 2026/27 Report by Director of Environment, Housing & Infrastructure. 85 - 124 12 Red Meat in Schools Report by Director of Environment, Housing & Infrastructure. 125 - 130 13 Annual Procurement Report for the period 1 April 2025 to 31 March 2026 Report by the Director of Finance & Resources. 131 - 178 14 Contract Authorisation Report for Artificial Intelligence (AI) Transformation Programme (RC-CPU-026-035) Report by the Director of Finance & Resources. 179 - 184 15 Contract Authorisation Report for the Supply and Delivery of 18T Narrow Track Refuse Collection Vehicle – RC-CPU-26-102 Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 185 - 188 16 Contract Authorisation Report for the Supply & Delivery of 2 x Unibody with 3 Way Tipper (RC-CPU-26-029) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 189 - 192 17 Contract Authorisation Report to Supply, Install and Commission Replacement Parking Meters Phase 2 (RC- CPU-25-165) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 193 - 198 18 Contract Authorisation Report for Framework Agreement for Roads Related Maintenance Works (reference RC- CPU-24-335) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 199 - 206 Page 3 of 250
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03/09/2026 19 Contract Authorisation Report for Collection, Processing & Recycling of Paint & Paint Tins (RC-CPU-25-277) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 207 - 212 20 Contract Authorisation Report: New Build Housing Design and Build at Foxbar Rivers, Paisley (RC-CPU-24- 226) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 213 - 220 21 Contract Award: Demolition of properties 2-22 Mossvale Street & 47-53 Springbank Road (RC-CPU-25-241) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 221 - 226 22 Contract Authorisation Report for Works to Roads Related Structures (RC-CPU-25-252) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 227 - 232 23 Provision of a Carers Centre (RC-CPU-26-033) Joint report by the Director of Finance & Resources, the Chief Officer of Renfrewshire Health and Social Care Partnership and the Director of Children’s Services. 233 - 238 24 Contract Authorisation Report for the Purchase of Promethean Panels 2026 - 2029 (RC-CPU-26-058) Joint report by the Director of Finance & Resources and the Director of Children’s Services. 239 - 244 25 Provision of a Specialist Dementia Day Care Service (RC- CPU-26-002) Joint report by the Director of Finance & Resources and the Chief Officer of Renfrewshire Health and Social Care Partnership. 245 - 250 Page 4 of 250
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03/09/2026 Exclusion of Press and Public The Board may by resolution exclude the press and public from the meeting during consideration of the following items of business as it is likely, in view of the nature of the business to be transacted, that if members of the press and public are present, there could be disclosure to them of exempt information as defined in paragraphs 6 of Part I of Schedule 7A of the Local Government (Scotland) Act 1973. Exempt Item Exempt documents are no longer available in print format. You will require to click on this link and log in to access the documents. Please note that access to exempt documents is now restricted. 26 Empty Property Relief – Listed Buildings with Debt Report by the Director of Finance & Resources. Page 5 of 250
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Minute of Meeting Investment Review Board Date Time Venue Wednesday, 10 June 2026 11:00 Remotely via MS Teams, Present: Councillor Alison Ann-Dowling, Councillor Jacqueline Cameron, Councillor Neill Graham, Councillor John Shaw Chair Councillor Shaw, Convener, presided. In Attendance C McCourt, Head of Finance & Procurement, G Borland, Finance Manager and D Cunningham, Committee Services & Licensing Officer (all Finance & Resources). Also in Attendance D Watson, Investment Consultant, Hymans Robertson LLP, G Brisbane and J Ryan, LGT Wealth Management Limited, formerly abrdn Capital Limited. Recording of Meeting Prior to the commencement of the meeting, the Convener intimated that this meeting of the Board would be recorded and that the recording would be available to watch via the Council’s website. Apology Councillor Nicolson. Declarations of Interest and Transparency Statements There were no declarations of interest or transparency statements intimated prior to the commencement of the meeting. Item 1 Page 7 of 250
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1 Minute of Meeting There was submitted the Minute of the meeting of the Investment Review Board held on 19 November 2025. DECIDED: That the Minute be approved. Sederunt Councillor Ann-Dowling left the meeting during consideration of the following item of business. 2 Paisley and Renfrew Common Good Funds six-month report to 31 March 2026 There was submitted a report by the Director of Finance & Resources together with a presentation by D Watson from Hymans Robertson LLP, relative to the Paisley and Renfrew Common Good Funds, a review of investment income and the key issues relating to the Paisley and Renfrew Common Good Funds. G Brisbane, Senior Investment Manager and Charity Lead (Scotland) LGT Wealth Management Limited also spoke to the presentation relative to the Paisley and Renfrew Common Good funds investments performance. The presentation referred to a review of the Investment Managers’ performance for the six months to 31 March 2026; an update of markets; and the current economic climate. DECIDED: That the report and presentations be noted. 3 Date of Next Meeting DECIDED: That it be noted that the next meeting of the Investment Review Board would be held at 11.00 am on 18 November 2026. Page 8 of 250
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Minute of Meeting Joint Consultative Board (Non-Teaching) Date Time Venue Thursday, 11 June 2026 15:00 Via Teams, Present Councillor Audrey Doig, Councillor Fiona Airlie-Nicolson, Councillor Chris Gilmour, Councillor Lisa-Marie Hughes. Representing Trades Unions Stephen Hicks and Margaret McIntyre (both UNISON); and Gordon Cochrane (UNITE). In Attendance C Dalrymple, Head of Facilities & Property Services (Environment, Infrastructure & Housing); R Cree, Head of People & Organisational Development; E Shields, Head of Business Services, Risk & Safety; R Laouadi, HR Manager; S McCallum, Health & Safety Partner; and J Barron, Senior Committee Services Officer (all Finance & Resources) and L Cameron, Head of Social Care (Paisley) (Interim), HSCP. Appointment of Chair In accordance with the terms of the constitution of the Joint Consultative Board (Non- Teaching), which stated that the Chair of the Board should alternate between the management-side and the trade unions it was proposed and agreed that Stephen Hicks, UNISON, chair the meeting. DECIDED: That Stephen Hicks chair the meeting. Item 2 Page 9 of 250
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Recording of Meeting Prior to the commencement of the meeting the Chair intimated that this meeting would be recorded for subsequent broadcast via the Council’s internet site. Apologies Councillor Mullin, C Goodall and M Ferguson (both UNISON). Declarations of Interest There were no declarations of interest intimated prior to the commencement of the meeting. Transparency Statements 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 on 23 April 2026. 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 were a total of 8 grievances as at May 2026, the same number of cases as at previous meeting of this Board held on 23 April 2026. DECIDED: That the report be noted. 3 Agency Workers There was submitted a report by the Director of Finance & Resources relative to the number of agency staff employed within the Council as at April 2026 which detailed the capacity and Services in which they were engaged. Page 10 of 250
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The HR Manager and Head of Social Care (Paisley)(Interim) were 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 10 September 2026 via the Teams platform. Page 11 of 250
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Revenue and Capital Budget Monitoring 2026/27 at 19 June 2026 ___________________________________________________________________ 1. Summary 1.1 At the close of reporting Period 3 on 19 June 2026, the projected revenue outturn at 31 March 2027 for those services reporting to the Finance, Resources and Customer Services Policy Board is an underspend position of £0.198m (0.2%) against the revised budget for the year. 1.2 The projected capital outturn at 31 March 2027 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 58,003 57,988 15 (0.0%) Environment, Housing and Infrastructure 33,280 33,078 202 0.6% Chief Executive's Service (Estates) 668 687 (19) (2.8%) Miscellaneous 22,195 22,195 0 0% Total 114,146 113,948 198 (0.2%) Capital Finance, Resources and Customer Services Policy Board 9,394 9,394 0 0% Item 3 Page 13 of 250
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PUBLIC 2. Recommendations 2.1 Members are requested to: a) Note the projected Revenue outturn underspend position of £0.198m; b) Note the projected Capital outturn break-even position; and c) Note the budget adjustments detailed at sections 6 and 7. 3. Revenue Budget Projection – underspend of £0.198m by 31 March 2027 3.1 The tables in Appendix 1 present the projected year-end position for all services reporting to this Board, by both subjective analysis (what the budget is spent on) and objective analysis (which division is spending the budget). Significant variances affecting the projected position are analysed further below. 3.2 It should be noted that the projected outturn position reported here is based on the latest information available, which is subject to change during the financial year. The impact of any change on this projection will be updated at each board cycle until the close of reporting Period 10. Budget holders are obliged to seek mitigating action to minimise significant budget variances. 4. Objective Analysis – Significant Variances 4.1 Environment, Housing and Infrastructure - £0.202m under spend Overall, Soft Facilities Management is forecasting an underspend of £0.202m. This is predominantly due a projected underspend in employee costs which is linked to the level of vacancies within the service and staff turnover. This underspend is offset by an overspend within supplies and services, which is in relation to one-off spend on equipment. Income is forecast to be £0.157m under-recovered within Property Services. 5. Subjective Analysis – Significant Variances 5.1 Employee Costs - £1.094m underspend This is mainly as a result of a projected underspend within Environment, Housing and Infrastructure of £1.177m, which reflects current staff turnover and recruitment challenges within Soft FM. Within Property, this is managed in line with the spend on consultants and the projects being undertaken this year. Page 14 of 250
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PUBLIC 5.2 Supplies & Services - £0.270m overspend Soft FM (within Environment, Housing and Infrastructure) is projecting an overspend of £0.338m, which in the main is due to one-off spend for equipment. This will continue to be monitored throughout the year. The impact on the overall position is being managed within the bottom line, with part of the overspend offset by underspends in employee costs, as detailed above. 5.3 Income - £0.113m under recovered. The projected under-recovery of income in the main relates to Property Services and is primarily due to a reduction in employee charges to capital which reflects the timing of projects that are currently being undertaken. 6. Revenue Budget Virements 6.1. Under the Council’s financial regulations, Directors and their nominated officers, in consultation with the Director of Finance and Resources, have certain delegated authority to transfer sums between subjective budget headings within a service division to enable budget management throughout the financial year. This is known as budget virement. 6.2. Transfers between divisions of the same service / department in excess of £100,000, and transfers between services / departments must be authorised by the respective service Director and the Director of Finance and Resources for submission to the relevant policy board for approval. 6.3. Budget adjustments (for noting only) processed since the approval of the Revenue Estimates amount to £0.844m and are outlined in the table below, for information. Revenue Budget Adjustments for noting New Funding Objective Heading Subjective Heading Amount (£m) Reason Finance & Resources Third Party Payments 0.398 Scottish Government additional allocation for the targeted Council Tax revaluation of dwellings Finance & Resources Employees 0.016 Scottish Government additional allocation of DHP to mitigate the LHA freeze for families Transfer Payments 0.754 Page 15 of 250
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PUBLIC Re-allocations of approved funding (pay inflation) Objective Heading Subjective Heading Amount (£m) Reason Miscellaneous Employees (0.604) Allocation to services of funding for residual pay inflation and the revision to employer’s pension contributions Environment, Housing & Infrastructure Employees (0.220) Alignment of budgets within the Environment, Housing & Infrastructure Service – Soft Facilities Management and Property Services to Directorate (which reports to ILE Policy Board) Drawdown from ringfenced reserves Amount (£m) Drawdown from the Council’s Service Modernisation and Reform reserve to transform services to provide an improved experience for citizens and local communities 0.270 Drawdown of prior years’ Discretionary Housing Payment underspend to fund the 2026/27 programme (per the Business Services Performance Report) 0.043 Drawdown of prior years’ Scottish Welfare Fund underspend to fund the 2026/27 programme (as per the Business Services Performance Report) 0.124 7. Capital Budget Projection – break even position by 31 March 2027 7.1 The revised Capital Investment Programme 2026/27 to 2035/36 was approved by the Council on 14 May 2026. The Finance, Resources and Customer Services approved capital spend for 2026/27 was £6.265m. 7.2 The in-year Capital budget is forecast to break even by 31 March 2027, 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 Budget adjustments have taken place between years to reflect revised programming of some capital projects. The resulting capital budget for 2026/27 is £9.394m, and details of the adjustments, which amount to £3.129m, are as follows: Project Amount (£m) Budget carried forward into 2026/27 - updated cashflows ICT Infrastructure Maintenance & Renewal Programme 0.292 Lifecycle Capital Maintenance (LCM) Fund 0.410 Artificial Pitch Upgrades 0.477 Artificial Pitches (Schools) 0.085 Digital Infrastructure Provision 0.029 Page 16 of 250
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PUBLIC Budget carried forward into 2026/27 - updated cashflows Community Empowerment Fund 0.233 Greenspaces and Parks 0.054 Villages Improvement Fund 0.188 Retail Improvement Fund 0.001 Budget reallocated between projects 2026/27 - updated cashflows Lifecycle Capital Maintenance (LCM) Fund 0.476 Artificial Pitches Upgrade (0.476) Artificial Pitches (Schools) committed from Budget Motion 2026/27 1.400 Budget reallocated to Revenue 2026/27 Villages Improvement Fund (0.040) Project Amount 3.129 Implications of the Report 1. Financial The projected budget outturn position for Finance, Resources and Customer Services’ Revenue budget is an underspend of £0.198m (0.2%) at 31 March 2027. Income and expenditure will continue to be monitored closely for the rest of the financial year, with steps being taken as far as possible to mitigate any overspends. The projected outturn position for Finance, Resources and Customer Services’ Capital budget is break-even, after the adjustments outlined at section 7. 2. HR & Organisational Development While staffing budgets form a significant proportion of the Council’s revenue budgets, there are no direct implications arising from the recommendations in this report. 3. Community/Council Planning Community Plan Our Renfrewshire is thriving The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Our Renfrewshire is well Our Renfrewshire is fair Our Renfrewshire is safe Council Plan Reshaping our place, our economy, and our future The Council’s revenue and capital spend ensures that its facilities are fit for Page 17 of 250
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PUBLIC Council Plan Building strong, safe, and resilient communities purpose and safe for the community, to maximise accessibility. 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. 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. Page 18 of 250
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PUBLIC 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 2026/27, Council 26 February 2026 • Non-Housing Capital Investment Programme, Prudential Framework and Treasury Management Strategy, and Capital Strategy 2026/27 - 2035/36, Council 26 February 2026 Author: Valerie Howie and Lisa Dickie, Finance Business Partners; Alison Burns, Corporate Finance Manager; and Geoff Borland, Finance Manager. Page 19 of 250
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2026/27 1 April 2026 to 19 June 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Objective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Finance and Resources 56,353 1,650 58,003 57,988 15 0.0% Environment, Housing and Infrastructure 33,451 (171) 33,280 33,078 202 0.6% Chief Executive's Service (Estates) 668 0 668 687 (19) (2.8%) Miscellaneous 22,830 (635) 22,195 22,195 0 0.0% NET EXPENDITURE 113,302 844 114,146 113,948 198 0.2% Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Employees 97,374 197 97,571 96,804 767 0.8% Premises Related 12,517 109 12,626 12,762 (136) (1.1%) Transport Related 2,770 0 2,770 2,768 2 0.1% Supplies and Services 28,990 944 29,934 30,204 (270) (0.9%) Third Party Payments 1,956 398 2,354 2,352 2 0.1% Transfer Payments 40,316 696 41,012 41,023 (11) 0.0% Support Services 452 280 732 775 (43) (5.9%) Depreciation and Impairment Losses 20,449 0 20,449 20,449 0 0.0% GROSS EXPENDITURE 204,824 2,624 207,448 207,137 311 0.1% Income (91,522) (1,780) (93,302) (93,189) (113) (0.1%) NET EXPENDITURE 113,302 844 114,146 113,948 198 0.2% Page 20 of 250
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2026/27 1 April 2026 to 19 June 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - FINANCE & RESOURCES Objective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Finance and Resources Directorate (493) 0 (493) (496) 3 0.6% Audit Services 591 0 591 552 39 6.6% Corporate Governance 4,422 0 4,422 4,367 55 1.2% Digital, Transformation & Customer Services 27,399 130 27,529 27,589 (60) (0.2%) Finance and Procurement 5,695 393 6,088 6,090 (2) 0.0% Business Services 8,897 162 9,059 9,050 9 0.1% People & Organisational Development 2,357 0 2,357 2,381 (24) (1.0%) Social care (non-delegated) 830 0 830 834 (4) (0.5%) Council and Externally Funded Schemes 6,655 965 7,620 7,621 (1) 0.0% NET EXPENDITURE 56,353 1,650 58,003 57,988 15 0.0% Page 21 of 250
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2026/27 1 April 2026 to 19 June 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - FINANCE & RESOURCES Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Employees 42,548 1,901 44,449 44,554 (105) (0.2%) Premises Related 2,791 (4) 2,787 2,772 15 0.5% Transport Related 266 0 266 277 (11) (4.1%) Supplies and Services 11,849 433 12,282 12,214 68 0.6% Third Party Payments 1,956 398 2,354 2,352 2 0.1% Transfer Payments 38,010 975 38,985 38,977 8 0.0% Support Services 241 0 241 266 (25) (10.4%) Depreciation and Impairment Losses 0 0 0 0 0 0.0% GROSS EXPENDITURE 97,661 3,703 101,364 101,412 (48) 0.0% Income (41,308) (2,053) (43,361) (43,424) 63 0.1% NET EXPENDITURE 56,353 1,650 58,003 57,988 15 0.0% Page 22 of 250
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2026/27 1 April 2026 to 19 June 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - ENVIRONMENT, HOUSING AND INFRASTRUCTURE Objective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Building Services 173 0 173 173 0 0.0% Public Building Repairs 8,950 (71) 8,879 8,879 0 0.0% Soft Facilities Management Services 24,020 (61) 23,959 23,757 202 0.8% Property Services 308 (39) 269 269 0 0.0% NET EXPENDITURE 33,451 (171) 33,280 33,078 202 0.6% Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Employees 41,292 (1,100) 40,192 39,320 872 2.2% Premises Related 6,086 99 6,185 6,336 (151) (2.4%) Transport Related 2,229 0 2,229 2,216 13 0.6% Supplies and Services 15,304 (545) 14,759 15,097 (338) (2.3%) Third Party Payments 0 0 0 0 0 0.0% Transfer Payments 185 0 185 203 (18) (9.7%) Support Services 1,357 0 1,357 1,376 (19) (1.4%) Depreciation and Impairment Losses 2,200 0 2,200 2,200 0 0.0% GROSS EXPENDITURE 68,653 (1,546) 67,107 66,748 359 0.5% Income (35,202) 1,375 (33,827) (33,670) (157) (0.5%) NET EXPENDITURE 33,451 (171) 33,280 33,078 202 0.6% Page 23 of 250
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2026/27 1 April 2026 to 19 June 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - CHIEF EXECUTIVE'S SERVICE (ESTATES) Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Employees 0 0 0 0 0 0.0% Premises Related 1,316 0 1,316 1,316 0 0.0% Transport Related 0 0 0 0 0 0.0% Supplies and Services 4 0 4 4 0 0.0% Third Party Payments 0 0 0 0 0 0.0% Transfer Payments 66 0 66 67 (1) (1.5%) Support Services 503 0 503 502 1 0.2% GROSS EXPENDITURE 1,889 0 1,889 1,889 0 0.0% Income (1,221) 0 (1,221) (1,202) (19) (1.6%) NET EXPENDITURE 668 0 668 687 (19) (2.8%) Page 24 of 250
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2026/27 1 April 2026 to 19 June 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - MISCELLANEOUS Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Employees 13,534 (604) 12,930 12,930 0 0.0% Premises Related 2,324 14 2,338 2,338 0 0.0% Transport Related 275 0 275 275 0 0.0% Supplies and Services 1,833 1,056 2,889 2,889 0 0.0% Third Party Payments 0 0 0 0 0 0.0% Transfer Payments 2,055 (279) 1,776 1,776 0 0.0% Support Services (1,649) 280 (1,369) (1,369) 0 0.0% Depreciation and Impairment Losses 18,249 0 18,249 18,249 0 0.0% GROSS EXPENDITURE 36,621 467 37,088 37,088 0 0.0% Income (13,791) (1,102) (14,893) (14,893) 0 0.0% NET EXPENDITURE 22,830 (635) 22,195 22,195 0 0.0% Page 25 of 250
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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 31/03/2026 2026-27 since previous 2026-27 2026-27 to 31-Mar-31 to 31-Mar-31 Board report £000 £000 £000 £000 £000 £000 £000 CORPORATE PROJECTS ICT PROGRAMME 15,165 1,000 292 1,292 1,292 0 0% 19,857 19,857 0 0% Lifecycle Capital Maintenance (LCM) Fund 8,397 4,650 886 5,536 5,536 0 0% 29,416 29,416 0 0% Artificial Pitches Upgrade 1,324 615 1 616 616 0 0% 1,940 1,940 0 0% Artificial Pitches(Schools) 0 0 1,485 1,485 1,485 0 0% 1,485 1,485 0 0% Digital Infrastructure Provision 1,907 0 29 29 29 0 0% 1,936 1,936 0 0% Community Empowerment Fund 717 0 233 233 233 0 0% 951 951 0 0% Greenspaces and Parks 1,396 0 54 54 54 0 0% 1,449 1,449 0 0% Villages Improvement Fund 412 0 148 148 148 0 0% 561 561 0 0% Retail Improvement Fund 0 0 1 1 1 0 0% 1 1 0 0% TOTAL FINANCE, RESOURCES & CUSTOMER SERVICES BOARD 29,318 6,265 3,129 9,394 9,394 0 0% 57,596 57,596 0 0% RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 19th June 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Current Year 2026-27 Full Programme - All years Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable Page 26 of 250
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Revenue and Capital Budget Monitoring – Council Overview as at 19 June 2026 __________________________________________________________________ 1. Summary of Financial Position 1.1 At the close of reporting Period 3 on 19 June 2026, the projected revenue outturn position at 31 March 2027 for Council services is an overspend position of £0.936m (0.2%) against the revised budget for the year. Adult Services (HSCP) is projecting an overspend of £5.081m (4.3%), resulting in a net projected overspend of £6.017m (1.0%). 1.2 The projected capital outturn at 31 March 2027 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) 503,217 504,153 (936) (1,034) Adult Services (HSCP) 118,809 123,890 (5,081) (7,849) Housing Revenue Account (HRA) 0 0 0 0 Total 622,026 628,043 (6,017) (8,883) Capital Variance % General Fund Services 119,193 119,193 0 0.0% Housing Revenue Account (HRA) 40,808 40,808 0 0.0% Total 160,001 160,001 0 0.0% Item 4 Page 27 of 250
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PUBLIC 2. Recommendations 2.1 Members are requested to: a) Note the projected Revenue outturn overspend position of £6.017m; 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 £6.017m by 31 March 2027 3.1 The projected overspend of £6.017m across all services includes an overspend of £5.081m for Adult Services (HSCP). 3.2 The tables in Appendix 1 present the projected year-end position for all services, by both subjective analysis (what the budget is spent on) and objective analysis (which division is spending the budget). Significant variances affecting the projected position are analysed further below. 3.3 The projected outturn is based on information currently available, and assumptions made by service budget holders. Any changes to these projections will be detailed in future reports to this board. 4. Objective Analysis – Significant Variances 4.1 Communities & Housing (General Services) - £0.425m underspend Within Justice Social Work, an internal recharge from Education and Children’s Services for shared costs such as management and commissioned services is now estimated to underspend by £0.400m. This is consistent with the revised recharge model for 2025/26. Income and expenditure budgets will now be reviewed in light of this forecast, with a potential virement considered for future reports. 4.2 Education & Children’s Services - £1.496m overspend This projected overspend is as a result of three main expenditure areas: Early Learning and Childcare is forecast to overspend by £0.804m within employee costs and payments to partner providers. Savings options continue to be implemented by the service and are expected to reduce the level of this overspend as the year progresses. Both mainstream and ASL school transport are projected to overspend by £0.755m due to SPT contracts being higher than available budget, predominately caused by price inflation. Page 28 of 250
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PUBLIC Within Additional Support for Learning (ASL), employee costs are currently projected to overspend, due to an increase in demand for Additional Support Needs Assistants (ASNAs) within mainstream schools. This is a demand-led service and will be continually monitored as the year progresses. 4.3 Adult Services - £5.081m deficit The projected deficit of £5.081m is mainly due to increased costs within external Care at Home packages for Older People and those with Physical or Sensory Disabilities, together with overspends within Adult Care Placements for those with Learning Disabilities. The approved Adult Services revenue budget for 2026/27 estimated a deficit position of £7.849m, meaning that there was an expectation that services would overspend to this level during the year, and that this would be funded from IJB reserves. The reduction of £2.768m in the forecast deficit position is mainly due to a reduction in employee costs through vacancy management and ongoing recruitment and retention challenges, as well as the impact of recent savings proposals approved by the Integration Joint Board (IJB). 4.4 Housing Revenue Account (HRA) - break even The HRA is projected to achieve a break-even position in 2026/27. Whilst repairs and maintenance expenditure continues to be a budget pressure, current forecasts indicate that costs can be contained within available resources. 5. Capital Budget Projection – Housing Services Programme 5.1 The Housing Capital Investment Plan 2026/27 to 2030/31 was approved by Council on 26 February 2026. For 2026/27, the approved capital budget totalled £40.808mm. The current programme totals £40.808m, indicating no budget adjustments since the plan was approved. 5.2 Capital expenditure to 19 June 2026 amounted to £10.771m, representing 26% of available resources, compared to 6% for the same period in 2025/26. 5.3 6% of expected capital income has been received to date, compared to 6% for the equivalent period in 2025/26. 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). Page 29 of 250
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PUBLIC 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 Non-Housing Capital Investment Programme 2026/27 to 2035/36 was approved by Council on 26 February 2026. For 2026/27, the approved capital budget totalled £106.197m. The current revised programme totals £119.193m (an increase of £12.996m) resulting from the net effect of: • Budget increases of £6.537m, mainly as result of grant funding approved by Transport Scotland for £1.509m for Active Travel Funding Teir 1, the Red Smiddy Roundabout to Erskine Active Travel Tier 2 £0.780m and the Scottish Government Emergency Flooding Fund grant of £1.496m. • Budget carried forward from 2025/26 into 2026/27 of £7.892m, 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 (£0.496m), Place Based Investment Fund (£0.563m) and Ferguslie Belltrees (£0.610) not anticipated to be complete until early next financial year. The remainder relates to various smaller adjustments. • Budget reprofiled to 2027/28 of (£1.433m), mainly as a result of the Town Centre Regeneration to reflect updated programme scheduling. 6.2 Capital expenditure to 19 June 2026 totals £10.817m, representing 9% of the available resources, compared to 13% for the equivalent period in 2025/26. 6.3 Capital income totalling £29.396m has been received to 19 June 2026. This represents 69% of the total anticipated income, compared to 13% for the equivalent period in 2025/26. This is due to the receipt of Levelling Up Fund grant of £23.198m in advance of expenditure. 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 30 of 250
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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, alongside the housing and non- housing capital investment programmes, by Council on 26 February 2026. 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 7.4 to 7.8 below. 7.3 The Council will be asked to approve updated Prudential Indicators in December 2026 as part of the mid-year progress report. 7.4 Capital Expenditure: The limit on capital expenditure that the Council has set for 2026/27 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. The increase in forecast is due to the factors outlined at 6.1 above. Approved Plan £m Forecast Expenditure £m Non-Housing 107 119 Housing 41 41 Total 148 160 7.5 Capital Finance Requirement (CFR): The CFR originally planned by the Council for 2026/27 is shown in the table below and is split between Housing and Non-Housing Services. The projected outturn at 31 March 2027 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 2027 £m Projected CFR to 31 March 2027 £m Non-Housing 539 546 Housing 183 174 Total 722 720 Page 31 of 250
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PUBLIC 7.6 Operational Boundary: This is the focus of day-to-day treasury management activity within the Council and is an estimate of the most likely, but not worst case, scenario in terms of cashflow. Risk analysis and risk management strategies are taken into account, as are plans for capital expenditure, estimates of the CFR and estimates of cashflow requirements for all purposes. 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 2027 £m Projected Operational Boundary to 31 March 2027 £m Borrowing 601 598 Other Long-Term Liabilities 121 122 Total 722 720 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 2027 £m Projected Authorised Limit to 31 March 2027 £m Borrowing 631 629 Other Long-Term Liabilities 121 122 Total 752 751 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 2026/27 % Projected Ratio of Financing Costs to Net Revenue 2026/27 % Non-Housing 3.70 3.54 Housing 19.52 19.33 Page 32 of 250
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PUBLIC 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 updated spend profiling and interest rate outlook. 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 £0.750m for 2026/27. The current revised programme totals £1.083m (an increase of £0.333m) reflecting revised timing in relation to spend on disability adaptations. 8.3. The programme is expected to fully spend by 31 March 2027 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 £6.017m (1.0%) 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 budget, there are no direct implications arising from the recommendations in this report. Page 33 of 250
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PUBLIC 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 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. Page 34 of 250
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PUBLIC 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 2026/27, Council 26 February 2026 • Non-Housing Capital Investment Programme, Prudential Framework and Treasury Management Strategy, and Capital Strategy 2026/27 – 2035/36, Council 26 February 2026 • 2026/27 Delegated Health and Social Care Budget, Renfrewshire Integration Joint Board, 27 March 2026 ___________________________________________________________________ Author: Valerie Howie, Finance Business Partner Linsey McGregor, Accountant (Capital) Page 35 of 250
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2026/27 1 April 2026 to 19 June 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - OVERVIEW Policy Board - Objective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Communities and Housing 14,001 1,689 15,690 15,265 425 2.7% Education and Children's Services 294,353 831 295,184 296,680 (1,496) (0.5%) Infrastructure, Land and Environment 46,475 472 46,947 47,097 (150) (0.3%) Finance, Resources and Customer Services 113,302 844 114,146 113,948 198 0.2% Adult Services 118,318 491 118,809 123,890 (5,081) (4.3%) Planning and Climate Change 1,176 33 1,209 1,229 (20) (1.7%) Economy and Regeneration 2,972 1,542 4,514 4,412 102 2.3% Chief Executive's Service 24,609 918 25,527 25,522 5 0.0% GENERAL SERVICES NET EXPENDITURE 615,206 6,820 622,026 628,043 (6,017) (1.0%) Housing Revenue Account (HRA) 0 0 0 0 0 0.0% NET EXPENDITURE 615,206 6,820 622,026 628,043 (6,017) (1.0%) Page 36 of 250
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2026/27 1 April 2026 to 19 June 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - OVERVIEW Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Total Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Employees 412,962 11,180 424,142 420,269 3,873 0.9% Premises Related 55,614 (61) 55,553 56,299 (746) (1.3%) Transport Related 20,906 903 21,809 22,746 (937) (4.3%) Supplies and Services 105,325 3,462 108,787 109,770 (983) (0.9%) Third Party Payments 98,788 21,790 120,578 127,910 (7,332) (6.1%) Transfer Payments 98,890 (16,881) 82,009 82,230 (221) (0.3%) Support Services 5,147 364 5,511 5,609 (98) (1.8%) Depreciation and Impairment Losses 43,911 298 44,209 44,209 0 0.0% GROSS EXPENDITURE 841,543 21,055 862,598 869,042 (6,444) (0.7%) Income (226,337) (14,235) (240,572) (240,999) 427 0.2% NET EXPENDITURE 615,206 6,820 622,026 628,043 (6,017) (1.0%) Page 37 of 250
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Appendix 2 PUBLIC Prior Years Approved Budget Revised Projected Expenditure Budget Adjustments Budget Outturn Total Approved Projected to 31/03/2026* 2026-27 since previous 2026-76 2026-27 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 141,414 51,106 (4,240) 46,866 46,867 (1) 0% 320,349 320,349 0 0% TOTAL 141,414 51,106 (4,240) 46,866 46,867 (1) 0% 320,349 320,349 0 0% COMMUNITIES, HOUSING & PLANNING Housing (HRA) 33,290 40,808 0 40,808 40,808 0 0% 370,628 370,628 0 0% Housing (PSHG) 1,190 750 333 1,083 1,083 0 0% 5,274 5,274 0 0% TOTAL 34,480 41,558 333 41,891 41,891 0 0% 375,902 375,902 0 0% INFRASTRUCTURE, LAND & ENVIRONMENT Environment & Infrastructure 153,001 13,252 7,347 20,599 20,599 0 0% 233,499 233,499 0 0% TOTAL 153,001 13,252 7,347 20,599 20,599 0 0% 233,499 233,499 0 0% ECONOMY & REGENERATION Economy and Development 109,658 7,382 1,223 8,605 8,605 0 0% 119,303 119,303 0 0% TOTAL 109,658 7,382 1,223 8,605 8,605 0 0% 119,303 119,303 0 0% FINANCE, RESOURCES & CUSTOMER SERVICES Corporate Projects 29,318 6,265 3,129 9,394 9,394 0 0% 57,596 57,596 0 0% TOTAL 29,318 6,265 3,129 9,394 9,394 0 0% 57,596 57,596 0 0% PLANNING & CLIMATE CHANGE Climate Projects 443 292 1,019 1,311 1,311 0 0% 1,754 1,754 0 0% TOTAL 443 292 1,019 1,311 1,311 0 0% 1,754 1,754 0 0% LEADERSHIP Leisure Services 322 1,180 4,242 5,422 5,422 0 0% 5,744 5,744 0 0% Chief Executives 183,935 26,720 276 26,996 26,996 0 0% 229,548 229,548 0 0% TOTAL 184,257 27,900 4,518 32,418 32,418 0 0% 235,292 235,292 0 0% TOTAL ALL BOARDS 652,571 147,755 13,329 161,084 161,085 (1) 0.0% 1,343,695 1,343,695 0 0% 2 MADE UP OF: Non-Housing Programme 618,091 106,197 12,996 119,193 119,193 0 0% 967,793 967,793 0 0% Housing Programme (HRA) 33,290 40,808 0 40,808 40,808 0 0% 370,628 370,628 0 0% Housing Programme (PSHG) 1,190 750 333 1,083 1,083 0 0% 5,274 5,274 0 0% PROGRAMME TOTAL 652,571 147,755 13,329 161,084 161,084 0 0.0% 1,343,695 1,343,695 0 0% Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 19th June 2026 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Current Year 2026-27 Full Programme - All years Page 38 of 250
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Appendix 2 PUBLIC 2026/27 Housing Non Housing PSHG Total Services Services Programme A. RESOURCES AVAILABLE TO FUND CAPITAL PROGRAMME £'000 £'000 £'000 £'000 1. Prudential Borrowing 31,106 47,762 78,868 2a General Capital Grant 14,547 750 15,297 2b. Specific Capital Grant 9,702 668 10,370 3. Usable Capital Receipts 0 27,504 27,504 4. Contribution From Current Revenue (CFCR) 0 28,712 333 29,045 5 Total Resource Availability 40,808 119,193 1,083 161,084 B. CAPITAL PROGRAMME 6. Resources Available 40,808 119,193 1,083 161,084 7. Current Programme 40,808 100% 119,193 100% 1,083 100% 161,084 100% C. ACTUAL EXPENDITURE VS PROJECTED 8. Resource Availability 40,808 119,193 1,083 161,084 9. Cash Spent at 19 June 2026 10,771 26% 10,817 9% 109 10% 21,697 13% 10. Cash to be Spent by 31 March 2027 30,037 108,376 974 139,387 D. ACTUAL RECEIPTS VS PROJECTED 11. Current Programme (total receipts expected) 9,702 42,719 750 53,171 12. Actual Cash Received at 19 June 2026 603 6% 29,396 69% 220 29% 30,219 57% 13. Receipts to be received by 31 March 2027 9,099 13,323 530 22,952 Page 39 of 250
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PUBLIC _________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 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 July 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 July 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 2026/27 is £122,261,672. 3.1.3 The sums collected to date for 2026/27 are £50,529,671 which is 41.33% of the billable sum (41.49% last year). This represents a decrease of 0.16% in cash collection as a proportion of net charges billed compared with the same position for 2025/26. Item 5 Page 41 of 250
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PUBLIC 3.1.4 Increasing numbers of customers are opting to pay their Council Tax over twelve months as opposed to the more common ten month option. Adjusting for the resultant delay in cashflow, Council Tax collection would be estimated to be is down by 0.03%, all other factors remaining equal. 3.1.5 The Council Tax Reduction (CTR) awarded is £16,368,428 amounting to 11.81% 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 3%. 3.1.6 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 July 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 2026/27 amount to £120,348,019. 3.2.3 Cash receipts to date amount to £35,691,890 which is 29.66% of the sum billed. This is a decrease in cash collection as a proportion of net charges billed of 7.50% compared with the same position for 2025/26. 3.2.4 The timing of the Council’s payments for its own properties, which total around £7.2m for 2026/27, is slightly later this year and this has contributed to the large reduction in the comparable collection rate. Adjusted for these payments, the difference in collection at 28th July 2026 would be (-) 1.06%, which is expected to recover as the year progresses. 3.2.5 Payment collection for NDR starts in May each year with instalments being due on the 7th of each month. 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 April 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. Page 42 of 250
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PUBLIC 4.1.2 The Service continues with a positive trend; this is reflected in the performance data below showing all indicators within target for the period following on from minor challenges associated with procedural changes within the benefits processing team implemented during April and May, which knocked the YTD position off target. 4.1.3 Training and support remains in place for all staff members. Training for benefits work is an extensive process, taking several weeks for a new team member to become proficient in a single process, and many months to be fully trained in all areas and be fully productive. 4.1.4 The Service maintains a targeted plan aimed at sustaining improved performance. 4.2 Speed of Processing – Housing Benefit 4.2.1 As detailed in Table 1 below, processing speed for New Claims is 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 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 11 June 2026 to 08 July 2026 Year to date position Annual Target New Claims – processing time (no. of days) 20 days 22 days 20 days New Claims - % processed within 14 days of all information received 94% 90% 92% Changes in Circumstance – processing time (no. of days) 7 days 4 days 7 days 4.3 Speed of Processing – Council Tax Reduction (CTR) 4.3.1 The majority of new applications for CTR relate to customers claiming Universal Credit (UC). Due to the DWP’s UC claim mechanism, the service can’t begin processing such applications until 28 days has elapsed. The processing target therefore appears inflated but has been set at a challenging 35 days. Page 43 of 250
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PUBLIC 4.3.2 Delayed CTR awards do not negatively impact on customers to the extent they would with housing benefit claims, but the service nevertheless endeavours to process these as quickly as possible. 4.3.3 As detailed in Table 2 below, processing speed for CTR New Claims is within target for the period. 4.3.4 Processing of CTR Changes in Circumstance (CIC) is well within target for the reporting period. Table 2 – Council Tax Reduction Performance Summary Performance measure 4 Week Reporting Period 11 June 2026 to 08 July 2026 Year to date position Annual Target New Claims – processing time (no. of days) 33 days 31 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. Page 44 of 250
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PUBLIC 4.4.5 The service strives to minimise Local Authority Errors and will closely track progress in this area. As of 19th July 2026, the total of LA Errors was well below the lower threshold at 0.15% 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 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. 4.4.7 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 2026/27 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 2027, if required. 4.5.4 In March 2026 Scottish Government announced additional DHP funding for Renfrewshire Council totalling £754,000. This funding is restricted to families with children and is intended to mitigate the effects of a freeze on Local Housing Allowance (LHA) rates by making a higher proportion of private sector rental properties affordable. This is shown in Table 3 below. 4.5.5 The total Financial Hardship budget currently available to the Council is 63% of the equivalent spend during 2025/26. A proportion of this apparent shortfall will be covered by the new LHA rate freeze budget and the service will endeavour to identify and seek applications from families affected by the LHA rate freeze. 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. Average processing time in relation to DHP is withing target. Page 45 of 250
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PUBLIC Table 3 – DHP Budget Funding – indicative allocations Amount Renfrewshire Council £200,000 Renfrewshire Council underspend 2025/26 £6,515 Financial Hardship – Scottish Government £237,193 Benefit Cap* – Scottish Government £399,898 LHA rates freeze* - Scottish Government £754,000 Bedroom Tax* – Scottish Government £2,774,706 Total budget for the year £4,372,312 *These figures represent the estimated maximum amount required to cover the estimated shortfall of customers impacted by the LHA rate freeze, Benefit Cap and Bedroom Tax. Table 4 – DHP Performance Summary Measure 1 April 2026 to 28 July 2026 Volume of DHP applications received 1,979 applications Volume of DHP decisions made 1,725 decisions Number of DHP awards 1,621 awards Average processing time (target 29 days) 26 days Total amount committed/paid £1,175,328 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 2026/27 in line with Scottish Government guidance and had spent 29% of the total budget for the SWF by the end of July 2026. 4.6.3 The total budget for the SWF for 2026/27 is shown in Table 5 below, the underspend from 25/25 resulted from the Council unexpectedly receiving additional funds of £193k from the Scottish Government in Quarter 4. 4.6.4 Total funding for the Scottish Welfare Fund budget, included the underspend from last year for 2026/27 amounts to 101% of the equivalent spend for 2025/26. The budget will likely remain under significant pressure this year due to inflation and ongoing cost-of-living challenges. Page 46 of 250
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PUBLIC 4.6.5 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. 4.6.6 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. 4.6.7 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 2026 to 28 July 2026 Number of Crisis Grant applications received 3,248 Number of Crisis Grant Awards 1,977 Total amount paid for Crisis Grants £229,024.95 Average Processing time year to date (2 working days target) 1 day Average Processing time within July 1 day Number of Community Care Grant applications received 1,134 Number of Community Care Grant Awards 607 Total amount paid for Community Care Grant £353,142.83 Average processing time year to date (15 working days target) 10 days Average processing time within July 7 days Total amount paid/committed from the fund £582,167.78 Budget from Council 2026/27 £600,000.00 Unspent Council Budget from 2025/26 £123,452.48 Initial Budget provided by Scottish Government £1,252,119.00 Total Budget £1,975,571.48 _____________________________________________________________ Page 47 of 250
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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 48 of 250
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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 49 of 250
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PUBLIC Appendix 1 RENFREWSHIRE COUNCIL REVENUES COLLECTION STATEMENT AS AT 28 JULY 2026 COUNCIL TAX 2025/26 2026/27 £m £m Projected Yield 122.243 132.068 Gross Charges 127.390 138.630 Less rebates 15.107 16.368 Net Charges Billed 112.283 122.262 Cash Collected 106.084 50.530 Rebate Grant 15.107 16.368 121.192 66.898 Cash collected as % of Net Charges 94.48% 41.33% Income as % of Projected Yield 99.14% 50.65% NON DOMESTIC RATES 2025/26 2026/27 £m £m Projected Yield 108.923 117.941 Gross Charges 142.719 155.595 Less reliefs 31.574 35.247 Net Charges Billed 111.146 120.348 Cash Collected 108.483 35.692 Cash collected as % of Net Charges 97.60% 29.66% Cash collected as % of Projected Yield 99.60% 30.26% Page 50 of 250
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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 Feb’ 26: 14 days Mar’ 26: 18 days Apr’ 26: 17 days Result Last 3 months May 26: 25 days June 26: 20 days July 26: 20 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 2026/27 20% 46% Accuracy – July 2026 95% 95% Accuracy – 2026/27 95% 96% Comment:- The Service continues to analyse errors and action trends/patterns by providing additional guidance/training where needed. Accuracy is recognised as a key priority for sustained improvement; targeted training takes place following errors being identified and a detailed training matrix is in place. The target for accuracy has been increased as part of mitigating activities aimed to reduce the risk of lost subsidy, detailed in section 4.4. Actual audit volumes will fluctuate and the target will be overachieved where there has been a need for further targeted checks or to support training. 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) May: 25 days June: 2 days July: 30 days Average (12 months to date) 22 days Average Appeals Completed (12 th t d t ) 2 Appeals per month Comment:- Appeals volumes are very low, which is expected due to reducing Housing Benefit caseload. Page 51 of 250
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PUBLIC Appendix 3 HOUSING BENEFIT OVERPAYMENTS The service is responsible for raising overpayments where Housing Benefit has been paid in error. If these have resulted from errors made by claimants, the cost is partially funded by the DWP. The service attempts to recover both newly raised and historic debts from claimants or landlords as appropriate and the position will develop as the year progresses towards the annual target. Overpayments raised 2026/27 £201,957 Overpayments raised and recovered in year £110,450 % Recovery for above (Target 50%) 54.69% All recovery in year £314,414 All recovery vs raised in year (Target 120%) 155.68% All recovery vs all debt (Target 16.50%) 4.92% Total debt outstanding at end of reporting period £6,073,636 Page 52 of 250
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1 PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 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 July 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 July 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. Item 6 Page 53 of 250
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2 PUBLIC 3.2 Contact Centre Performance 3.2.1 High level monthly summary – for the month of July, the contact centre received 21,368 calls and answered 99% against a primary target of 90% for the period. Table 1 – Customer Service Unit – Primary Target (call handling) Primary target Year Calls Received July Performance Year to Date 90% calls answered 2026 21,368 99% 98% 2025 21,034 98% 98% 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 July Performance Year to Date 70% calls in 40 seconds 2026 74% 70% 2025 70% 71% 3.2.4 The contact centre achieved the secondary target of 70% of calls answered within 40 seconds. 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 3,644 applications for Free School Meals and Clothing Grants and paid £623,580 in clothing grants to 4,665 children. For the same period last year, 3,522 applications for Free School Meals and Clothing Grants and paid £596,430 in clothing grants to 4,486 children 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. Page 54 of 250
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3 PUBLIC Table 3 – E-mail contact volumes Service May 2026 June 2026 July 2026 Blue Badge 341 404 433 General Enquiry 943 1243 1061 Environmental 58 106 72 Free School Meals / Clothing Grants 27 311 540 Housing Repairs 954 987 1197 Licensing 329 313 436 Mybins 370 601 465 Roads and Lighting Faults 109 104 99 Garden Waste 406 280 217 Total e-mails handled 3,537 4,349 4,531 The volume of e-mails have increased slightly in the last 3 months, mainly due to the peak Free School Meals and Clothing Grant application period over the summer. 3.3 Face to face service provision 3.3.1 The Customer Service Centre continues to offer 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 July 2025. Table 4 – Face to Face Customer Volumes Service Total Customers Birth Registration 91 Marriage Registration 79 Licensing 29 TOTAL 199 4 Digital Service Provision 4.1 Digital Advisor (Millie) For the month of July, the Digital Advisor received 22,044 calls. Depending on the nature of the customers query, Millie will either provide an appropriate response to the customer or will transfer the customer to the correct advisor in the call centre. Table 5 below shows the performance levels for the month and a total volume since the start of the financial year. Page 55 of 250
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4 PUBLIC Table 5 – Digital Advisor Performance Calls Received Transferred to Advisor Response Provided July 2026 22,044 64% 36% Year to Date 96,198 63% 37% The top 5 reasons for transfers, which account for 78% of all transferred calls are. • Council Switchboard 22% • Housing Repairs 18% • Automated Payments 15% • Council Tax 12% • Recycling 11% The percentage of calls deflected and transferred to Advisors has returned to previous levels due to a more general mix of calls during the month. 4.2 Online Digital Services The Council continues to see a high level of requests processed through the online platform, with an additional 11,276 customers registered in the last year. The total number of registered users on the MyAccount platform is now 130,214. Since the start of the financial year, 139,111 online transactions have been completed, which is in line with the volume during the same period last year. ___________________________________________________________________ 0 5000 10000 15000 20000 25000 30000 35000 40000 45000 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Online Transactions 2022/23 2023/24 2024/25 2025/26 2026/27 Page 56 of 250
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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 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 Page 57 of 250
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6 PUBLIC ___________________________________________________________________ Author: Gary Innes, Senior Service Delivery Manager (Customer and Digital Operations) Page 58 of 250
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PUBLIC _________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 __________________________________________________________________ Report by: Director of Finance and Resources __________________________________________________________________ Heading: Civic Hospitality __________________________________________________________________ 1. Summary 1.1 Officers have received a number of recent enquiries, including FOI requests, as to the process for assessing requests for Civic Hospitality including the criteria against which assessment is made. The existing Guidelines for Civic Hospitality, which set out both the process and criteria, are attached as the Appendix to this report. 1.2 The Guidelines for Civic Hospitality have not been reviewed for a significant period and refer to the predecessor of this Board. It is therefore suggested that it would be appropriate to undertake a review of the Guidelines, including consultation with all Elected Members, with a report being brought back to this Board at a later date. 1.3 The following requests for civic hospitality have been received for the financial year 2026/27. a) The stock of Paisley pattern pin badges for civic gifts had been depleted. The pin badges are one of the most widely used civic gifts. In order to replenish these an order for 1000 at the cost of £860 required to be made. Following consultation with officers, the Head of Corporate Governance used his delegated authority to approve the purchase and made the necessary arrangements. b) Correspondence has been received from the Paisley & District Battalion of the Boys Brigade requesting civic hospitality to accompany their presentations for the King’s Badge Awards on Wednesday 23rd September 2026. They have suggested the possibility of a civic reception for the 15 young people and their families at Paisley West Church. Item 7 Page 59 of 250
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PUBLIC Following consideration of the application, officers recommend that the Board agree to provide a contribution of £400 towards the cost of tea/coffee and cake for approximately 100 people and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. c) Following on from the motion to Council on 26th February to recognise ‘Dolly’ Day’ which was unanimously approved, the Provost has requested civic hospitality to accompany the first ‘Dolly Day’. It is proposed that an Afternoon Tea for approximately 110 people be provided, which will include a selection of the Imagination Library Ambassadors who are assisting in delivering this programme which aims to improve language development and help to reduce educational inequality by encouraging a lifelong love of reading in children from birth to age five. Following consideration of the application, officers recommend that the Board agree to provide hospitality in the form of an afternoon tea at the Glynhill Hotel on Tuesday 29th September at the cost of approximately £2100 and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. d) Each year the Provost holds an annual Christmas card competition which runs across Renfrewshire’s Primary Schools. The schools submit artwork to win a chance to be the official Christmas card sent by the Provost and five children are chosen to officially switch on the Christmas Lights in the towns of Renfrew, Paisley, Johnstone, Erskine and Linwood. In thanks and appreciation for this the winner in Renfrew will attend a carol concert hosted by the Provost as part of the official Renfrew Christmas switch on event and the winners in Paisley, Johnstone, Erskine and Linwood will be taken out for a celebratory tea and cakes prior to those towns switch on events where their finished card is presented to them, along with a small gift as a token for the winner’s achievement. Following consideration, officers recommend that the Board agree to provide a contribution towards the cost of hospitality for the Carol Concert in the form of tea/coffee and mince pies for 100, the additional hospitality as detailed above for the Paisley, Johnstone, Erskine and Linwood winners and a small gift for each of the five winners at the approximate cost of £800 and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. 1.4 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 £24,610. 2 Recommendations 2.1 That the Board agree that a review of the existing Guidelines for Civic Hospitality be undertaken. Page 60 of 250
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PUBLIC 2.2 That the Board agree to: (a) provide the hospitality as detailed above for the Paisley & District Battalion of the Boys Brigade, Dolly Day and the Christmas card competition winners and carol concert and; (b) that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. 2.3 That the Board note the action taken by the Head of Corporate Governance in terms of his delegated authority in respect of the purchase of the Paisley pattern pin badges. 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. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact - None. 12. Climate Risk – None. 13. Children’s Rights – Not applicable. 14. Cosla Policy Position – Not applicable. __________________________________________________________________ Page 61 of 250
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PUBLIC List of Background Papers (a) Background Paper 1 – Email correspondence from Paisley & District Boys Brigade 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 62 of 250
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Appendix PUBLIC Guidelines for Civic Hospitality The Council receives many requests to provide civic hospitality for a variety of events. In addition to these requests, the Council hosts a number of receptions for its own events such as the Provost’s Community Awards. Given the demand for civic hospitality and the limited budget available, the following guidelines outline the categories of events which are to be considered and the level of civic hospitality which may be provided. Only requests for events falling into one or other of the categories will be referred to the Finance & Resources Board for consideration. In all other cases, requests will be dealt with operationally by the Director of Finance & Resources in consultation with the Provost. In exceptional cases, requests which are outwith the categories may be referred to the Board for consideration. Categories • Civic/ceremonial occasions organised by the Council • Events to celebrate major anniversaries (eg 25, 50, 75 or 100 years) of organisations which have contributed to the general well-being of Renfrewshire • Hospitality in connection with prestigious events within Renfrewshire which would (a) support the Council’s policies relating to social inclusion, and/or (b) be of general economic benefit to Renfrewshire, and/or (c) attract favourable media coverage for the area on a national or international scale, and/or (d) promote Renfrewshire as an attractive centre for invited guests. Equal Opportunities Civic hospitality will not be granted to organisations which promote discrimination on the grounds of race, ethnic or national origin, religion, social background, marital status, gender, disability, age or sexuality. Page 63 of 250
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Appendix PUBLIC Format of Receptions • Wherever practical, accommodation will be looked at based on numbers attending and cost. • The number of invited guests will be determined having regard to the importance of the event, the location and the cost. • The Provost, or his/her nominee, will host all receptions. The appropriate Board Convener, or his/her nominee will also be invited to attend. Other invited elected members will reflect the political composition of the Council. • The guest list will be prepared by the Director of Finance & Resources in consultation with the Provost. Hospitality will comprise the provision of food and drink as deemed appropriate having regard to the nature of each event, for example:- • tea/coffee and biscuits • tea/coffee and sandwiches • soft drinks/wine and savouries • soft drinks/wine and finger buffet • soft drinks/wine and seated buffet • soft drinks/wine and seated lunch/dinner The approved suppliers for catering through the procurement framework should be used where possible: Page 64 of 250
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1 PUBLIC _________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Business Services Accounts for Write Off ___________________________________________________________________ 1. Summary 1.1 In accordance with Financial Regulation 3.5.10 a report regarding the write-off for sums over £10,000 due must be submitted to the Finance and Resources Policy Board. 1.2 The debt recovery process involves extensive effort by the Council and its collection agents to locate the debtor and recover the debt. During this process a stage can be reached when it is recognised that the recovery of the sums is no longer viable, and it is prudent to write-off the recovery of the outstanding liability. 1.3 The Council has already pursued each of the debts summarised on the attached Appendix through its follow up cycle and it is considered prudent to write-off the outstanding balance. 1.4 The approval for the write-off will enable the Council to prudently reflect within the financial accounts an accurate representation of the collectable debt. The Council continues to monitor the accounts and, where the circumstances of the debtor alter, will instigate further recovery action as appropriate. The level of write-off will be contained within the Council’s bad debt provision. 1.5 An analysis of the debt proposed for write-off highlighting the reason why collection is deemed irrecoverable is shown in table 1 below: Item 8 Page 65 of 250
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2 PUBLIC Table 1 Council Tax Reason No. Debtors Value Deceased 1 £17,385.71 Dissolved 1 £23,537.69 Sequestrated 2 £21,967.50 Trust Deed 7 £94,722.24 Total 11 £157,663.14 Table 2 Non-Domestic Rates Reason No. Debtors Value Dissolved 7 £156,976.36 Total 7 £156,976.36 Table 3 Housing Benefit Overpayments Reason No. Debtors Value Sequestrated 1 £834.43 Trust Deed 2 £6,841.39 Total 3 £7,675.82 Table 4 Sundry Debtors Reason No. Debtors Value Trust Deed 3 £1,291.37 Unrecoverable 1 £15,515.97 Total 4 £16,807.34 2. Recommendations 2.1 The Board is asked to authorise the write-off of the £339,122.66 as detailed above. Page 66 of 250
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3 PUBLIC Implications of the Report 1. Financial – There has been adequate provision made for these bad debts. 2. HR & Organisational Development - None 3. Community Planning – None 4. Legal - None 5. Property/Assets – None 6. Information Technology – None 7. Equality & Human Rights – None 8. Health & Safety - None 9. Procurement – None 10. Risk - None 11. Privacy Impact – None 12. Climate Risk – None 13. Children’s Rights – None 14. COSLA Policy Position – N/A Author: Emma Shields – Head of Business Services, Risk and Safety Page 67 of 250
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Finance, Resources and Customer Services Policy Board – Business Services Accounts for Write-Off Appendix Name Property Address Service Reason Year/Period/ Invoice Date Amount 1 PUBLIC Debtor 1 Not Applicable Council Tax Trust Deed 2009/2010 to 2025/2026 12708.36 Not Applicable Housing Benefit Overpayments Trust Deed 07/05/2018 to 02/03/2025 5325.22 Total £18,033.58 Debtor 2 Not Applicable Council Tax Trust Deed 2003/2004 to 2025/2026 10614.71 Not Applicable Sundry Debtors - Health and Social Care Trust Deed 18/05/2015 85.39 Total £10,700.10 Debtor 3 Not Applicable Council Tax Sequestrated 2012/2013 to 2024/2025 9385.83 Not Applicable Housing Benefit Overpayments Sequestrated 20/05/2013 to 22/12/2013 834.43 Total £10,220.26 Debtor 4 Not Applicable Council Tax Trust Deed 2006/2007 to 2025/2026 12012.18 Not Applicable Housing Benefit Overpayments Trust Deed 24/10/2022 to 17/09/2023 1516.17 Total £13,528.35 Debtor 5 Not Applicable Sundry Debtors - Health and Social Care Unrecoverable 21/05/2015 to 03/09/2025 15515.97 Total £15,515.97 Debtor 6 Not Applicable Council Tax Trust Deed 2008/2009 to 2024/2025 11325.17 Not Applicable Sundry Debtors - Health and Social Care Trust Deed 02/03/2017 293.04 Total £11,618.21 Page 68 of 250
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Finance, Resources and Customer Services Policy Board – Business Services Accounts for Write-Off Appendix Name Property Address Service Reason Year/Period/ Invoice Date Amount 2 PUBLIC Debtor 7 Not Applicable Council Tax Trust Deed 2007/2008 to 2025/2026 20713.86 Not Applicable Sundry Debtors - Health and Social Care Trust Deed 02/09/2022 912.94 Total £21,626.80 Debtor 8 Not Applicable Council Tax Trust Deed 2005/2006 to 2025/2026 14614.19 Total £14,614.19 Debtor 9 Not Applicable Council Tax Deceased 2016/2017 to 2025/2026 17385.71 Total £17,385.71 Debtor 10 Not Applicable Council Tax Sequestrated 2020/2021 to 2025/2026 12581.67 Total £12,581.67 Debtor 11 Not Applicable Council Tax Trust Deed 2006/2007 to 2025/2026 12783.77 Total £12,783.77 Shawlands Limited Not Applicable Council Tax Dissolved 2011/2012 to 2022/2023 23537.69 Total £23,537.69 Brantano Uk Ltd Unit 26, , Phoenix Retail Park, Linwood Road, Paisley, PA1 2AB Non-Domestic Rates Dissolved 2015/2016 22810.36 Total £22,810.36 Daria -E- Noor Ltd 40/38, New Sneddon Street, Paisley, PA3 2AZ Non-Domestic Rates Dissolved 2023/2024 to 2025/2026 21870.95 Total £21,870.95 NB9020 Limited Units 34-36 Piazza, Central Way, Paisley, PA1 1EN Non-Domestic Rates Dissolved 2024/2025 to 2025/2026 10687.73 Total £10,687.73 Page 69 of 250
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Finance, Resources and Customer Services Policy Board – Business Services Accounts for Write-Off Appendix Name Property Address Service Reason Year/Period/ Invoice Date Amount 3 PUBLIC Online Media Branding Limited Suite 4/5 Cameron Court, Cameron Street, Hillington, Glasgow, G52 4JH Non-Domestic Rates Dissolved 2008/2009 to 2009/2010 16998.96 Total £16,998.96 Paperpleasantries Limited Unit 4 Paisley Centre, 23, High Street, Paisley, PA1 2AF Non-Domestic Rates Dissolved 2024/2025 to 2025/2026 4564.75 Store For Unit 4, 23, High Street, Paisley, PA1 2AF Non-Domestic Rates Dissolved 2024/2025 to 2025/2026 1185.65 Units 7a/8 Paisley Centre, 23, High Street, Paisley, PA1 2AF Non-Domestic Rates Dissolved 2024/2025 4601.52 Store For Unit 8, 23, High Street, Paisley, PA1 2AF Non-Domestic Rates Dissolved 2024/2025 986.04 Total £11,337.96 Renfrew Fine Dining Ltd The Punjab Times, 63, Hairst Street, Renfrew, PA4 8QU Non-Domestic Rates Dissolved 2015/2016 to 2019/2020 34830.38 Total £34,830.38 Retail Flooring Uk Limited 473, Hillington Road, Hillington, Glasgow, G52 4BL Non-Domestic Rates Dissolved 2023/2024 to 2024/2025 38440.02 Total £38,440.02 Overall Total £339,122.66 Page 70 of 250
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PUBLIC To: Finance, Resources & Customer Services Policy Board On: 10 September 2026 Report by: Report by the Director of Finance & Resources Heading: 2027 Public Holidays for Local Government Employees 1. Summary 1.1 In accordance with established practice and the Council’s Statement of Particulars of Employment for c6500 Local Government Employees, members of the Finance, Resources and Customer Services Policy Board each year approve the dates of the 12 fixed public holidays, plus the 1 day of no work requirement. The 1 day of no work requirement is provided to Local Government Employees who are generally employed in non-essential services (traditionally office-based roles). 1.2 The day of no work requirement forms part of the Council's festive closure arrangements for employees working in services that do not require to remain operational during the Christmas and New Year period. Employees are required to use two days of annual leave to cover the first two days of the closure period, with the third day designated as a day of no work requirement. The date of the day of no work requirement varies each year and is normally allocated to the working day immediately preceding New Year's Day. 1.3 School holiday arrangements are considered separately and are determined annually by the Education and Children's Services Policy Board as part of its process for setting the school holiday framework. 1.4 Members are therefore asked to approve the standard public holidays for local government employees, attached at Appendix 1 for 2027. 2 Recommendations 2.1 Elected Members are asked to: • Approve the public holidays as detailed in Appendix 1. Item 9 Page 71 of 250
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PUBLIC Implications of the Report 1. Financial – The public holiday arrangements detailed in this report form part of the Council's established terms and conditions of employment and will be accommodated within existing service budgets. 2. HR & Organisational Development – The proposed arrangements are consistent with the Council's contractual terms and conditions of employment for Local Government Employees. 3. Community/Council Planning – None. 4. Legal - The proposed arrangements are consistent with the Council's contractual obligations and established local government employment arrangements. 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. 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 - None Author: Raymond Cree, Head of People and Organisational Development Email: raymond.cree@renfrewshire.gov.uk Page 72 of 250
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PUBLIC APPENDIX 1 – 2027 Public Holidays for Local Government Employees Holiday 2027 New Year Friday 1 January Monday 4 January Tuesday 5 January Good Friday Friday 26 March Easter Monday Monday 29 March May Day Monday 3 May Spring Bank Holiday Monday 31 May Fair Holiday Monday 2 August Autumn Holiday Friday 24 September Monday 27 September Christmas Monday 27 December Tuesday 28 December Day of no work requirement Friday 31 December For Noting • Subject to operational requirements and established practice, an early closure at 2.30pm on Friday 30 July 2027 will be applied in connection with the Fair Holiday. All arrangements will be communicated separately. • Non-teaching staff in schools - Children’s Services issue a separate list of school holidays for term time employees. Page 73 of 250
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PUBLIC To: Finance, Resources and Customer Services Policy Board On: 10 September 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 June 2026. 1.2 Further information and details of service delivery can be found in a number of other reports being presented to the Finance, Resources and Customer Services Policy Board today. 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 (Assets) 3.1 Development & Strategy 3.1.1 The Strategic Property Programme (SPP) is a key part of the Property Asset Management Strategy Board which was approved previously at this Board on 11 June 2026. 3.1.2 The Development & Strategy team has established a Surplus Property Management Process alongside colleagues in Estates to ensure Renfrewshire Council continue to be fully compliant and meet our insurance obligations for Item 10 Page 75 of 250
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PUBLIC properties that have been identified as ‘surplus’ for future sale, return to Landlord, or demolition. This was shared with the Asset Management Oversight Group (AMOG) in June 2026. 3.1.3 A further strand to the Development & Strategy work is the ‘New Ways of Working’ initiatives and appropriate funding has been allocated from recurring revenue budgets to allow them to support workplace change over the next year, with an aim to a wider programme being developed aligned with the SPP for full launch and communication in September 2027. This workstream will align with the Scottish Futures Trust Work and Workplace 2035 research. 3.1.4 The AD&S team have been supporting the Renfrewshire Council Planning team with activities in relation to Local Place Plans across the 10 local Community Councils groups. 3.1.5 In relation to HSCP properties, recent decisions from the IJB on 19 June 2026 will potentially result in the closure of four existing facilities. The team will work closely with HSCP and Estates to support this approved change in the portfolio which will deliver operational property savings/cost avoidance over the next 5 years, along with the potential for capital receipts from disposals. 3.1.6 Further progress has been made on the condition surveys across the estate. An additional 16 properties have been surveyed with full reports to be finalised and issued soon. Hard Facilities Management (Hard FM) 3.2 Public Buildings – Capital Projects 3.2.1 Following the commitment at the Council budget in February 2026 to provide £1.4m 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. 3.2.2 Due to the PPP contract, discussions have started with AMEY and Renfrewshire Schools Partnership (RSP) to assess ground conditions and move forward. Site visits with architects were undertaken in April 2026 to agree final pitch dimensions and general layout ahead of final design submission. 3.2.3 Planning permission was submitted May 2026. Quotes from RSP/Amey are currently being reviewed by Renfrewshire Council with further meetings taking place with both parties in due course. 3.2.4 The renewal of the 3G pitch at Trinity High School was completed over the summer period and has been received well. 3.3 Public Buildings - Lifecycle Replacement works Page 76 of 250
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PUBLIC 3.3.1 Works have progressed well this fiscal year and Officers continue to explore areas of investment across the estate. 3.3.2 The 26/27 Lifecycle Proposals for the PPP Schools estate have been received from Renfrewshire Schools Partnership. Final works have been agreed with a variety of works completed over the summer break prior to the return of the schools. 2026/27 (New Works) Site Type of Work Work Required Castlehead High School Water Management and flooring Replace HW secondary pump and flooring replacement Spateston ELC Water Management and ceiling replacement Replace faulty booster pump and suspended ceiling Robertson Park – Office block and garage store Intruder Alarm Replace Intruder alarm system Renfrewshire House Generator Replace fan hub assembly CCTV Control Centre Generator Replace Control Panel Linwood Children Home Velux Replace Velux window Cartside Community Centre Roughcast and Gutters Repairs to building Trinity High School Flooring Flooring repairs Anchor Centre Tarmac Replace slabs with tarmac Newmains Primary School New door Replace Alu door Houston Primary School CCTV PC Replace PC West Primary School Pest control Proofing works Langcraigs Primary School Replace urinals Replace urinals Arkleston Primary School Tarmac Tarmac repairs Gallowhill Primary School Tarmac Tarmac repairs Langbank Village Hall Heating Replace boiler Renfrew KGV Water heater Replace WH Anchor Centre Tarmac Replace slabs for Tarmac Mossvale Primary School Sprinklers New sprinkler system and controls Barsail Primary School Path/Tarmac/CCTV Path works and CCTV replacement St Peter's P Primary School Water Heater Water Heater replacement Various Line painting Disabled bays Parkmains High School Change Em controls Change controls Mary Russell School New flooring and tarmac repairs Replacement and repair Ralston Primary School New flooring in 3 stores Replacement St Margaret’s Primary School Tarmac Repairs Page 77 of 250
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PUBLIC 3.3.3 As part of the Council budget in March 2026, £2m was allocated to improving Leisure Facilities in Renfrewshire. Officers from Facilities and Property Services and OneRen are currently reviewing a prioritised list of works for improvements to allocate the funding to maximise improvements. This will include improvements across all leisure centres in Renfrewshire. 3.3.4 Other significant Life Cycle works currently in progress include, but not limited to: • Howwood Primary - toilet upgrade • East Fulton Primary - toilet upgrade • Lochfield Primary - rebuild retaining wall • Wallace Primary - playground resurface • Auchenlodment Primary – part redecoration • Howwood Community Centre – internal and external refurbishment 3.3.5 Officers continue to work with Inchinnan Community Development Trust and Thorn Athletic Community Trust to allocate £0.78m of funding to increase artificial pitches in Renfrewshire. Both clubs now have planning permission and the work at Inchinnan has progressed to site. Monthly review meetings are taking place to assess progress. 3.4 Public Buildings compliance – Key Performance Indicators (KPIs) 3.4.1 Good performance across compliance tasks within the portfolio with Officers working to meet the 90% target, however, it fell slightly below at 88%. Officers continue to review and strive to increase performance at all times with a key focus on the management of contractors. 3.4.2 Compliance performance within the PPP Schools has continued at 100% for April & May 2026 with the exception of Todholm PS & Woodlands PS which dropped to 98% in April. 3.5 Public Buildings - Repairs data 3.5.1 The repairs profile remains as expected, as detailed below: 2026/27 Repairs Education Core Prestige OneRen Total 2401 613 305 148 3467 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 in the first quarter of 2026. Page 78 of 250
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PUBLIC 3.6.2 Repairs to Public Buildings Building Services carry out responsive repairs across public buildings and OneRen properties across Renfrewshire. Each of the categories of repairs have improved from last year, however, further work is on-going from both Building Services and Hard FM teams on urgent and routine repairs to bring them up to the required target levels. 3.6.3 Compliance - Public Buildings Building Services carry out compliance works across a number of areas. The average level of complaince is 94% across all categories. Page 79 of 250
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PUBLIC Element of compliance targets Apr- 26 May- 26 Jun- 26 25/26 Electrical (including MUGA's) 90% 90% 90% 83% 91% Emergency lighting 90% 92% 97% 97% 88% Water Management (including showers and swimming pools) 90% 96% 97% 94% 95% Gas 90% 100% 100% 100% 99% HVAC 90% 100% 100% 94% 93% Canopies 90% 100% 100% 100% 97% 3.7 Voids 3.7.1 In the 1st Quarter of 2026, Building Services void team received 115 void houses and returned 121 houses for let. The current average turnaround time is 10.7 days. The volume of work within the void houses continues to rise as can be shown on the table below. Officers from Building Services will be working with the newly appointed Empty Homes Manager to review the levels to ensure they are reduced as far as possible to realistic levels. 3.7.2 From the beginning of April 2026, Building Services has been carrying out the remedial works required within the Homeless Person Unit (HPU) properties alongside an external contractor. In the 1st Quarter of 2026, they have received 14 HPU voids, and the average turnaround time is 7.85 days. 3.8 Electrical Testing Programme 3.8.1 Building Services has carried out over 892 electrical tests in the 1st Quarter of 2026 in various categories split as per the diagram below. 3.8.2 From the electrical testing there is often remedial works to then be carried out below details that there were 2,201 electrical certificates issued following remedial works being carried out in the 1st Quarter of 2026. 3.9 Kitchen and Boiler Programmes 3.9.1 Boilers Building Services are currently fitting at least 16 new boilers per week. There were 193 fitted and installed in the 1st Quarter of 2026. Building Services are achieving positive feedback following the checks with Housing Services and tenants. 3.9.2 Kitchens Building Services are fitting slightly less than 8 kitchens per week due to the tenant’s availability to have their new kitchens installed. A new communication strategy with tenants to increase the installations has been put in place to ensure this increases 8 per week. In the 1st Quarter of 2026, there have been 53 fully completed kitchens. Again, this work is achieving positive feedback following the checks with Housing Services and the tenants. Page 80 of 250
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PUBLIC 3.10 Gas Servicing 3.10.1 In the 1st Quarter of 2026, the Building Services domestic gas servicing and repairs team carried out 2,944 gas services and 3,243 gas repairs. 3.11 Capital/Planned Works 3.11.1 School Toilet Refurbishments In 2026 Building Services will be refurbishing the school toilets within East Fulton PS, Howwood PS and Houston PS as part of Hard FM lifecycle works as detailed in Section 3.3.4. These schools are part of an ongoing program of upgrading work through the education estate to improve the toilets within schools. Works include Wet-wall, vinyl flooring, ceilings, new sanitary ware and plumbing, all electrics including hand dryers, new radiators, new cubicles, vanity units and decoration. Work commenced on 1st July 2026 in both East Fulton PS and Howwood PS and were complete for the schools returning. Houston PS started after the schools returned and new start pupils are settled. 3.11.2 Barshaw Park Public Toilet Work to renovate public toilets as part of a commission from Neighbourhood Services/Technical Services is underway. 3.11.3 Building Services are undertaking lifecycle works via Hard FM/Technical Services as detailed in Sections 3.3.2 and 3.3.4 including: • Lochfield Primary School Wall Works undertaken to stabilise and repair a wall in school playground, remove overhanging trees and rebuild wall, inclusive of new foundations to house new ball catching net. • Riverbrae School Renovation works to expand classroom space. • St Margaret’s Primary School Re-rendering of complete school, including renewing UPVC cladding and lighting. • Mary Russell School Renovation works to expand classroom areas, and decoration to classrooms. 4 Soft Facilities Management (Soft FM) 4.1 School Meals 4.1.1 The new school menu cycle was implemented on the 18 August 2026 for Primary, Secondary and Early years. This menu has been implemented using feedback from pupils, parents, catering staff and educational staff with an aim to continue to increase school meal uptake across all services. Engagement with stakeholders including parents and Children’s Services will continue throughout the new school term, focusing on financial and health benefits of utilising school meal provision. Significant progress has been made towards the full roll out of the pre-order Vericool app during August Page 81 of 250
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PUBLIC 2026, with support from IT and the supplier. While full implementation has been delayed, work continues to finalise deployment arrangements. The app will improve the dining experience within secondary schools by helping pupils access their preferred menu items and reducing queueing times. 4.2 Production Cooking Kitchens 4.2.1 All proposed sites, returning to operational production kitchens, are now complete. Remedial equipment upgrades will continue to be carried out dependent on requirements. Additional Grade 03 Facilities Operative Production Assistants have been proposed to support Senior Facilities Operatives (Production Cooks) and cover during sickness & annual leave periods, making the service more resilient. 4.3 Performance of School Meals 2025/26 4.3.1 School meal uptake for 2025/26 is shown below. This figure combines Universal Free School Meal (UFSM) uptake for Primary 1 to Primary 5 with Free School Meal (FSM) uptake for Primary 6 to Primary 7. 4.3.2 When analysed further, the data shows a 69.8% uptake for UFSM and a 30.2% uptake for FSM. This highlights a key area of focus for the service, with efforts required to increase FSM uptake amongst Primary 6 and 7 pupils. 4.3.3 From August 2026, a pilot menu has been introduced across five primary schools, incorporating elements of the secondary school menu for this age group. The pilot aims to determine whether menu choice is contributing to lower uptake levels or whether other factors, such as the dining environment, are acting as a deterrent. Indicator Target Performance 2025/26 % uptake of free school meals in primary schools 60% 59% % uptake of free school meals in secondary schools 42% 42.5% 4.4 Breakfast Provision 4.4.1 Engagement continues in relation to the planned introduction of a free breakfast provision for all primary-aged pupils by August 2027. Discussions are ongoing with other local authorities and key Renfrewshire Council services, including Children's Services, which will play an important role in supporting delivery. 4.4.2 Further discussions have also taken place with the Scottish Government regarding the preferred delivery model. The Scottish Government has emphasised the importance of prioritising a full breakfast service rather than adopting a grab-and-go approach as the standard provision. Page 82 of 250
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PUBLIC 4.5 Cobotics 4.5.1 As part of the service's ongoing commitment to innovation, a demonstration of the new LionsBot next generation R5 autonomous scrubber dryer has recently taken place at the new Paisley Grammar School Community Campus. A two-week operational trial was carried out to assess the machine's suitability and performance within the new facility. The trial proved very successful and demonstrated the operational benefits comparable to those achieved through the existing Lionsbot R3 pro Cobotics programme. The service is in the process of purchasing a LionsBot R5 unit for deployment within the new school. 4.6 Use of schools at night 4.6.1 Work continues to ensure that community space across Renfrewshire, including the Learning estate remains available. Soft FM continually review lets that are taken to ensure they remain in the best place for the community. This includes using a hierarchy for bookings wherever possible: • Use of a PPP school as open until 10pm (Mon – Fri) • Use of a school with an ELCC attached until 8pm • Use of a school until 7pm • Use of another Community Facility where required e.g. Community Centres. 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. Implications of the Report 1. Financial – Any financial elements referenced in this report will be progressed through the Council’s financial & budget planning process. 2. HR & Organisational Development – None 3. Community/Council Planning – the report details a range of activities which reflect local community and council planning themes. 4. Legal – 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 Page 83 of 250
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PUBLIC 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). 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 84 of 250
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PUBLIC To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 Report by: Director of Environment, Housing & Infrastructure Heading: Building Services – Business Plan update 2026/27 1. Summary 1.1 Building Services are Renfrewshire Council’s in-house provider which employs tradespeople, across many disciplines to undertake compliance, repairs and maintenance across the Renfrewshire Council housing estate and the public building portfolio. 1.2 As an internal service provider, Building Services run to a break-even budget and charge back clients (Housing Services/Hard FM) using an approved charging mechanism/hourly rate that is projected at the start of the year and reviewed quarterly to ensure it remains correct. 1.3 The 3-year Business Plan was presented to this Board in November 2025 and this paper updates on the yearly progress and next steps for the remainder of the plan. 1.4 This report outlines the current position of Building Services and the on-going improvements within the Service to deliver a high quality, right first-time approach to the repairs and maintenance service for Renfrewshire Council. 1.5 The Business Plan is attached as an Appendix to this report. 2. Recommendations It is recommended that members of the Finance, Resources and Customer Services Policy Board: Item 11 Page 85 of 250
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PUBLIC 2.1 Notes the content of this update. 2.2 Agrees and approves the Business Plan for 2026/27. 3. Background 3.1 Renfrewshire Council is committed to an internal service provider to undertake the repairs and maintenance service across Renfrewshire. Whilst some other local authorities outsource this work, Officers believe the internal service provider ensures best value for residents of Renfrewshire and also allows Renfrewshire Council to react quickly in the time of crisis. 3.2 Work for both Council houses and public buildings is currently undertaken by Building Services who are the main contractor for Housing Services in regard to repairs and maintenance of properties as well as undertaking works to return void properties for rent. 3.3 Like other front-line services, Building Services are based out of the main Renfrewshire Council depot at Underwood Road. 3.4 There are currently 178 Operatives/tradespeople across 10 trades which is supported by management, supervisory and approximately 20 administrative staff. 3.5 Building Services had an annual turnover of £25.25m (excluding kitchens and boilers due to not being a full year) in 2025/26 with the bulk of the work coming from the Housing and Revenue Account (HRA). The total projected turnover for 2026/27 is £28.5m including the kitchen and boiler capital replacement work. 3.6 In the past few years, there has been a re-focus on the repairs and maintenance of council houses and public building portfolio rather than looking for any commercial contracts or major capital works. 4. Business Plan and next steps 4.1 Building Services feed into the wider Facilities and Property Services vision which is: “We work together to create, build, repair, maintain, open/close, clean and improve the built environment for the communities and residents of Renfrewshire” 4.2 The Business Plan follows the following headings: • Overall Business Context – this relates to the Council commitment to Building Services, mission statement, key service standards and performance indicator priorities. Page 86 of 250
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PUBLIC • Service Improvement activities and Outcome updates – this section outlines productivity, work portfolio demand, voids, Corporate support to Building Services (ICT/fleet), structures and the development of Service Level Agreements (SLAs). • Key Business and Financial Planning Assumptions – Building Services repairs and maintenance work portfolio, resulting operating structure including trades, and job costings/budgetary assumptions. • Building Services agreed budget. • Workforce development, retention, succession planning. 4.3 Key Achievements to Date • Delivered over 103,000 jobs in 2025/26 with a turnover of £25.25 million. • Maintained productivity above the national average (4.8 jobs/per operative per day vs. industry average of 4.5). • Achieved high compliance in gas and electrical safety, with 99.9% of gas certificates issued on time. • Embedded a strong culture of workforce development, with 24 apprentices and a growing adult apprenticeship programme. 4.4 Strategic Priorities (2026–2028) • Service Excellence: Improve customer satisfaction through better diagnostics, appointment systems, and first-time fix rates. • Workforce Planning: Address workforce challenges through succession planning, apprenticeships, and upskilling. • Digital Transformation: Upgrade the WorkHub system to enhance scheduling, reporting, and performance tracking. Continue to feed into the new Housing Innovations Project (HIP) to deliver a new system, including repairs and maintenance. • Financial Sustainability: Maintain cost-effective operations through strategic and timeous budget monitoring. • Sustainability: Support the Council’s Net Zero agenda through energy- efficient repairs wherever possible. 4.5 Current and on-going challenges • High volumes of emergency repairs (34% of Housing, 17% of public buildings) which in turn limits planned work efficiency. • On-going review of operational fleet over the coming years. • System limitations affecting KPI expansion and real-time performance analytics. 4.6 Officers from Building Services and Housing Services meet on a frequent basis, both operationally and strategically, to review customer service, workload, productivity and to work together to deliver an excellent service to Renfrewshire Council residents. 4.7 Whilst showing performance over the previous year, the plan is also a driver to look ahead and continue to improve the service. Work has been undertaken internally to ensure an accurate, set budget, and further work will be undertaken with colleagues Page 87 of 250
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PUBLIC in Housing Services to understand their demand and work they want from Building Services. 4.8 A key part of the Business Plan is workforce planning to ensure the correct trades are in place for the workload that will be passed to Building Services. 4.9 The Business Plan outlines the on-going review of fleet over the next 3 years to ensure that Renfrewshire Council are delivering a first-rate service to Renfrewshire residents. 4.10 Staff training over coming years will be essential as the sustainability of properties changes. Operatives will require to be trained in the delivery and maintenance of new equipment as and when required to ensure they are competent to repair. 4.11 The Business plan will be reviewed annually between Building Services and Housing Services. 4.12 The Business Plan is detailed further in the appendice of this report. Implications of the Report 1. Financial – Any financial elements referenced in this report will be progressed through the Council’s financial & budget planning process, in particular the Housing Revenue Account (HRA). 2. HR & Organisational Development – None 3. Community/Council Planning – • Our Renfrewshire is well – by ensuring good quality repairs and maintenance across Council properties ensures Renfrewshire Council residents are well. • Our Renfrewshire is safe – by undertaking compliance and safety works across the Renfrewshire Council portfolio, Building Services ensure residents are safe. 4. Legal – None 5. Property/Assets – As detailed within the report in relation to work on the Council property portfolio including Council houses and public buildings. 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’ Page 88 of 250
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PUBLIC 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 legislation and guidance. 9. Procurement – None 10. Risk – None 11. Privacy Impact – None 12. COSLA Policy Position – None 13. Children’s Rights – None 14. Climate Change – If Building Services are to maintain new equipment e.g. solar panels, this will require additional training to be undertaken across the Service. List of Background Papers – None Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Email: gordon.mcneil@renfrewshire.gov.uk Page 89 of 250
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PUBLIC Renfrewshire Council Environment, Housing & Infrastructure Internal Service Provider Building Services Three Year Business Plan 2026/7 (year 1) to 2028/9 (Year 3) Item 11 Page 91 of 250
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Page 2 of 33 PUBLIC Contents Page(s) Executive Summary 4 Section 1.0 – Overall Business Context 1.1 The Council’s Commitment to Building Services 5 1.2 Building Services Mission Statement and Key Service Standards 7 1.3 How do we achieve the Key Standards? 9 1.4 Building Services core functions, services provided and not provided 10 1.5 Building Services Key Performance Indicator (KPI) Priorities 12 Section 2.0 – Service Improvement Activities and Outcome Updates 15 2.1 Trade Operative Productivity Analysis 16 2.2 Financial Productivity level Analysis 16 2.3 Cost per job Housing and Non-Housing 17 2.4 Work Portfolio Demand and Delivery Profiling 18 2.5 Housing Repairs Diagnosis, Categorisation and Scheduling 19 2.6 Building Services Staff Support 20 2.7 Building Services Management Structure/s 22 2.8 Business Unit 1 - Planned and Responsive Repairs 23 2.9 Business Unit 2 - Void House Repairs 23 2.10 Business Unit 3 – Compliance 24 2.11 Business Unit 4 – Contracts and Planned works 24 2.12 Building Services Subcontractor Subcontractors 24 2.13 Internal Customer Service Centre 25 Page 92 of 250
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Page 3 of 33 PUBLIC Section 3.0 – Building Services Financial Projections 3.1 Expenditure 25 3.2 Income 26 Section 4.0 – Building Services Hourly Labour Recharge Rates in 2025/26 4.1 Charging Mechanism 27 4.2 Recharge Rates 2026/27 28 Section 5.0 – Workforce 5.1 Workforce Composition, progression and planning 29 5.2 Adult Apprentice programme 31 5.3 Further and Higher Education 31 5.4 Working with local Colleges and other agencies. 32 5.5 Upskilling and re-skilling 32 Section 6 – Conclusion 33 Page 93 of 250
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Page 4 of 33 PUBLIC Executive Summary Renfrewshire Council’s Building Services is a vital internal provider, delivering responsive, planned, and compliance-based property maintenance across the Council’s housing and public building estate. This three-year Business Plan (2026– 2029) sets out a clear roadmap for service delivery, improvement, and transformation, aligned with the Council’s strategic objectives and values. Key Achievements to Date • Delivered over 103,000 jobs in 2025/26 with a turnover of £25.25 million (excluding Kitchens and Boiler programme) • Maintained productivity above the national average (4.8 jobs/per operative per day vs. industry average of 4.5). • Achieved high compliance in gas and electrical safety, with 99.9% of gas certificates issued on time. • Embedded a strong culture of workforce development, with 24 apprentices currently on the apprenticeship programme. Strategic Priorities (2026–2029) • Service Excellence: Improve customer satisfaction through better diagnostics, appointment systems, and first-time fix rates. • Workforce Planning: continue to address an ageing workforce through succession planning, apprenticeships, and upskilling. • Digital Transformation: Upgrade the WorkHub system to enhance scheduling, reporting, and performance tracking. • Financial Sustainability: Maintain cost-effective operations through strategic and timeous budget monitoring. • Sustainability: Support the Council’s Net Zero agenda through energy- efficient repairs wherever possible. Challenges Ahead • High volumes of emergency repairs. For 2025/26 - 34% of Housing repairs 17% of public buildings repairs) which in turn limits planned work efficiency. • System limitations affecting KPI expansion and real-time performance analytics. • Introduction of Awaab’s Law in October 2026 (should Building Services be required to assist Housing Services). Page 94 of 250
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Page 5 of 33 PUBLIC Our Commitment Building Services remains committed to delivering a high quality, customer focused, and value for money service. This plan outlines how we will adapt to future demands, invest in our people, and continue to provide essential services that keep Renfrewshire’s homes and public buildings safe, compliant, and resilient. 1.0 Overall Business Context 1.1 The Council’s Commitment to Building Services Renfrewshire Council is committed to ensuring that it provides a high quality, internal service provider with regards to the repairs and maintenance service across both council houses and the wider public building portfolio. This commitment comes from the highest levels of the organisation including the Chief Executive, Director of Environment, Housing and Infrastructure (EH&I) and the wider Corporate Management Team (CMT). This includes Corporately for issues like ICT, Finance and HR. Gordon McNeil, Director of Environment, Housing and Infrastructure outlined his commitment by stating: “An Internal Service provider is essential to allow Renfrewshire Council to react quickly to emergencies, take ownership of problems and to react swiftly and decisively in the face of challenge. As the Director, I have committed to maintaining this service, growing it as required and ensuring we deliver a high level of service and “right first time” approach to repairs, maintenance and compliance work.” Whilst this is noted to be a large commitment, this is required to allow the Council to provide Best Value, align with the Corporate Objectives, fulfil the Council values and more importantly to allow Renfrewshire Council to react swiftly in the time of a crisis. Within Environment, Housing and Infrastructure, there is a commitment from Housing Services to continue to use the internal service provider as the main contractor for the repairs and maintenance service. This will ensure a steady flow of appropriate work (reactive and capital) to allow appropriate planning within the 3- yearly business plan in relation to trades/workload and workforce planning. This will tie in and align with the Housing Services 30-year plan. Senior Management within Building Services will continue to commit to delivering a high level of service for clients and stakeholders. This will include the continued recruitment of staff, “growing our own” staff via apprenticeships and delivering the continued training as legislation and maintenance requirements continue to evolve. Page 95 of 250
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Page 6 of 33 PUBLIC We will continue to strive for improvement and monitor this via the EH&I Service Improvement Plan (SIP), through productivity monitoring and by ensuring appropriate Key Performance Indicators (KPIs) are implemented and met. One of the key commitments is to keep residents, communities and members of the public safe, therefore we will continue to visit emergencies and make safe anything that is deemed as dangerous. Building Services are essential to Renfrewshire Council, especially during a crisis e.g. Storm Eowyn in January 2025 which brought the whole country to a complete standstill and led to severe damage across the Renfrewshire estate. Building Services worked throughout the weekend/nights to ensure the safety of the residents and that the schools and public buildings could open safely on the Monday morning. This shows the commitment and value that Building Services provides to the local community of Renfrewshire. In addition, it is highly unlikely that any private contractor could have responded as quickly with sufficient resources to cover all of the works required within the timescales. It is also true that the costs of an external contractor for emergency works at very short notice over a weekend would have been extremely expensive. Finally, there is a strong commitment across EH&I that Housing Services, Soft FM, Technical Services and Building Services will work together, collaborate, and deliver a high-quality repairs and maintenance service for Renfrewshire Council. 1.2 Building Services’ Mission Statement and Key Service Standards To provide a high quality, customer focused and cost-effective property repairs and maintenance service for Renfrewshire residents and visitors. 1.2.1 Building Services organisational values are: • To strive for high quality service delivery, • To ensure a “right first time” approach where possible • Provide our customers with a flexible responsive repairs service which reflects their needs and expectations, • Commit to achieving continuous improvement across all areas of service delivery. • Support and encourage our employees by providing development opportunities such as adult and youth apprenticeships, up-skilling and multi-skilling, toolbox talks and training courses. 1.2.2 Our business aims and objectives are derived from our values and incorporate three main themes: Page 96 of 250
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Page 7 of 33 PUBLIC • Improving customer service and quality, • Increase productivity, efficiency, and value for money, • Enhance employee development, communication, and safety. Building Services is an integral part of the comprehensive Facilities and Property Services Division within Renfrewshire Council. Building Services mission statement and key service standards detailed above are aligned to the overall aims and objectives of the Facilities and Property Service and Renfrewshire Council’s mission and values as detailed in the diagram below. Page 97 of 250
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Page 8 of 33 PUBLIC Renfrewshire Council’s Mission We will achieve our vision by showing that we are proud to work for Renfrewshire Council and for making decisions based on what is best for people who live and work in Renfrewshire. We are committed to creating a sustainable economy, society and environment that will benefit future generations. Renfrewshire Council Values - We are fair. We treat each other and everyone we deal with respectfully and work hard to build trust in Renfrewshire Council. - We are helpful. We care about getting things right and are always approachable. - We are great collaborators. We work as one team and with people who care about this place. - We value learning to help us innovate, improve, and deliver better services. The vison and priorities of Facilities and Property Services reflect the needs at a departmental level. “We work together to create, build, repair, maintain, open/close, clean and improve the built environment for the communities and residents of Renfrewshire”. Overarching priorities for Facilities and Property Services in 2025/26: - Focus on the recruitment and retention of staff. - Focus on absence management, PDP’s and workforce planning/succession planning cross Facilities and Property Services. Building Services priorities for 2026/27: - provide stability across Building Services through staff retention, workforce flexibility and succession planning whilst growing the workforce of the future. - Complete and ratify a robust business plan that looks at the short medium and long term for Building Services. - To increase the overall volume of work by carrying out works for Technical Services, Hard FM, Social Work, and Children’s Services. Page 98 of 250
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Page 9 of 33 PUBLIC 1.3 How do we achieve the Key Standards? Building Services aims to achieve the key Service Standards by comprehensively looking at the individual aspects of the service and to aspire to achieve the following: 1.3.1 To improve customer service and quality we will: • Work with our partners to deliver works programmes that reflect their business needs – Programmed repairs (P/P9, D/9) • Undertake repairs using the correct trade skills and materials on a first visit basis - Emergencies (E), Right to Repair (Q same day), Right to repair (Q), Urgent (U5), • Provide a flexible customer appointment system that provides options such as AM or PM, school run flexibility, text reminders - Routine repair (A), % of appointment kept. Section 1.5 provides more details of the KPI performance tracking across all categories of repairs. Additional categories of repairs maybe required in the future to better suit the type of future work in conjunction with the ambition to move to a more planned repairs service. We will continue to work with our colleagues in Housing Services and Hard FM as the systems development moves forward to explore the additional KPI category. This will allow repairs that take longer than 15 days but would not be appropriate to extend out to 90 days to be measured more accurately. As an example, this would include roofing works that may contain scaffolding. KPIs have been introduced for compliance works in the Public Building environment. 1.3.2 We will increase productivity, efficiency, and value for money by: • Continually reviewing our resource inputs, business operating costs and outputs to ensure value for money in service delivery, • Increasing productivity by using modern working practices and effective job scheduling, • Maximising the use and benefit of technology across the business, • Benchmarking Building Services with similar service providers and seeking efficiencies, The Service continuously reviews costs across all of the business areas and ensure that they are correct and pursue any cost reductions to ensure best value across all service delivery aspects. More detail is provided in section 2.3. Productivity is being monitored weekly and has been in place since November 2023. The tracking across the whole financial year has shown that the productivity fluctuates across the year due to public holidays, annual leave, weather, seasons etc Page 99 of 250
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Page 10 of 33 PUBLIC but the average across 2025/26 was 4.8 jobs per operative per day which is above the industry average of 4.5. 1.3.3 We will enhance employee development, communication, and safety by: • Supporting our employees in learning and development, • Supporting and embracing change by encouraging employee involvement, • Promoting and encouraging effective communication with employees and their representatives, • Providing a safe working environment for our employees. 1.3.4 Building Services stakeholders and Partners are: • Residents and council House tenants • Public Buildings users • Council employees • Housing Services • Hard FM • Technical Services • Children’s Services • Social Work 1.4 Building Services core functions, services provided and not provided. Building Services core business is the repair and maintenance of council owned properties in Renfrewshire. To ensure full compliance with legislation and includes all council houses, schools, public halls, libraries and offices. The service undertook approximately 103,000 individual jobs in 2025/26 and its budgeted turnover was £25.25m (excluding Kitchens and boilers) and for 26/27 the number of jobs is not anticipated to reduce, and the budgeted turnover be around £28.5m. This includes the kitchen and boiler replacement capital programme estimated to provide an additional turnover of circa £3m per year during 26/27 and up to £3m annually in the coming years. As a repairs and maintenance service, there is a wealth of skills that may also undertake and manage refurbishment works and capital programme works across the Renfrewshire Council portfolio. In 2025/26 Building Services secured a 5-year programme of kitchen and boiler replacement across the housing estate which commenced in July 2025 and will continue to 2030. In addition, Building Services have also secured 3 further school toilet refurbishments in 2026/27, and some larger commercial gas works across the public building estate due to our increase skills and resources in this area. Page 100 of 250
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Page 11 of 33 PUBLIC 1.4.1 Core Competences Building Services core competences is in the provision of a multi-trade property repairs, maintenance and refurbishment service covering both housing and non- housing (public buildings) properties. These key activities can be summarised as: Housing repairs, maintenance, and refurbishment • Providing council house tenants with a multi trade responsive repairs service on an appointment-based system (from 8am to 4pm) allowing flexibility of appointments during the working day. • Provide the same responsive repairs service for public buildings (schools etc). • Having a multi trade emergency repairs service which operates on a 24hr/7 day a week basis for both council tenants and public buildings. This is a make safe service only any works required will be carried out within working hours. • Responding to other emergencies such as the effects of inclement weather, police call outs and major incidents. • Repairs and refurbishment of empty/void properties to a specified re-let standard. • Planned cyclical maintenance works such as gas, electrics, and window servicing. • Work associated with improvement projects which can include including bathrooms, kitchens, rewires and central heating. • Aids and adaptations to assist tenants with physical challenges to remain in their homes. • Undertake fire damage and insurance repairs. • Provide a common repairs facility to owner occupied properties. • Mobile key cutting service and cosmetic repair service. Non-housing repairs and maintenance • Provide a repairs and maintenance service and emergency call out service for non-residential properties such as schools and public buildings. • Undertake specific project work including refurbishments on behalf of the other teams in the Facilities and Property Service. • Provide a comprehensive compliance service for all public buildings including gas, electrics, water management, air conditioning and emergency lighting. 1.4.2 Building Services do not carry out the following Services: • Repairs to intercoms/aerials in houses or public buildings. • Control the kitchen replacement or window replacement programmes. • Carry out pre inspections to determine if a repair is required. Page 101 of 250
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Page 12 of 33 PUBLIC • Carry out all repairs and maintenance across Renfrewshire. • Flat roofing • Carry out cleaning of road gullies. • Environmental cleaning/ clearing works. • Garden Maintenance. • Tenanted house glazing. • Graffiti removal. • Streetlighting. 1.5 Building Services’ Key Performance Indicator (KPI) Priorities 1.5.1 Housing % OF REPAIRS WITHIN TARGET Target 2023/24 2024/25 2025/26 Emergency Completed (E/E4) 99% 97.05% 97.79% 98.04% Right to Repair Completed (Q Same Day) 99% 99.04% 99.01% 99.17% Right to Repair Completed (Q) 97% 98.10% 99.89% 99.14% Urgent Completed (U5) 97% 62.59% 80.83% 82.25% Routine Completed (A) 97% 88.54% 89.25% 92.88% Programmed Completed (P/P9 D D/9) 97% 98.23% 99.33% 99.53% OVERALL REPAIRS COMPLETE WITHIN TARGET 94% 92.42% 93.59% 95.73% The categorisation of repairs requires to be reviewed as part of the Housing Repairs Policy review (see section 2.5). In addition, it is proposed that the targets and category of repairs will be reviewed with Housing to ensure they remain valid and if additional categories are required, they can be introduced and monitored in future years. APPOINTMENTS Target 2023/24 2024/25 2025/26 % of repairs made by appointment 82% 99% 100% 99.85% % of non emergency repairs kept 99% 93% 81.94% 86.05% Gas Service / Inspections Target 2023/24 2024/25 2025/26 Number of Services Carried Out 9,479 10,469 10,736 Gas Certificates Obtained Before Previous Expiry (%) 100.00% 99.81% 99.95% 99.90% Page 102 of 250
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Page 13 of 33 PUBLIC Compliance within the housing environment has been much more closely monitored within the last 3 years and therefore the development of KPIs to specifically track and monitor the progress across the compliance categories should be further developed. Potential additional categories are highlighted below. Building Services will work with the Housing compliance colleagues to develop these as official KPIs over the coming months. Consideration should also be given to the level of remedial works that are required following an EICR inspection as this would be anticipated to fall over time due to the regular inspections now in place. Forced smoothing of the annual number is now being carried out to prevent large numbers of renewals being due all at the same time. This equates to 2500 – 3000 house per year moving forward. ELECTRICAL Target 2024/25 2025/26 2026-27 Number of EICR’s completed 1935 4001* Number of forced entries for EICR 600 737 Electrical paperwork inspected 100% 100% 100% Properties physically inspected 10% N/A N/A Number of properties with remedial works following EICR 900 900 The total number of EICR’s carried out is 3264+737 forced accesses. 1.5.2 Non-Housing KPI Development Working with our colleagues in Hard FM Services we are continuing to develop meaningful and measurable KPIs and targets areas moving forward. We have mirrored the same criteria as Housing for consistency and the data will be populated from the Workhub and CAMIS systems. % OF REPAIRS COMPLETED WITHIN TARGET New Target 2024/25 2025/26 2026/27 Emergency Completed (E) 24 hours 99% 94.63% 99% Urgent Completed (U5) 5 days 95% 48.68% 58%* Routine Completed (A) 15 days 90% 73.11% 83% Programmed Completed 90 days 100% 92.63% 100% Planned 247 days 100% 100% 100% *The U5 Category has improved but works on going to make further improvements. Page 103 of 250
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Page 14 of 33 PUBLIC Compliance categories Element of compliance Target % carried out within anniversary 25/26 % carried out within anniversary 26/27 % carried out within anniversary 27/28 Electrical (including MUGA's) 90% 90% Emergency lighting 90% 92% Water Management (including showers and swimming pools) 90% 97% Gas 90% 100% HVAC 90% 100% Canopies 90% 100% 1.5.3 Building Services Targets • Productivity –the industry average is noted to be 4.5 jobs per operative/per day. Building Services will strive to ensure the productivity stays at or above 4.5 for the average no of jobs per operative per day within the responsive repairs section. Work hub will be able to produce more statistics when it is upgraded, and this will be kept under review by Senior Managers. • Absence – target of 6.37% • Voids - number per week currently averaging 11-15. Timescale targets based on work content. The average number of hours per void property has increased steadily to 141 hours per property in 25/26. The average turn around days has reduced to an average of 13.3 days for 25/26 (including exemptions). Section 2.0 – Service Improvement Activities and Outcome Updates Service reviews and improvements over the last 5 years have been instrumental in driving service re-designs, data monitoring improvements and increasing accountability. This is the Council's commitment to ensuring that the very best services are being delivered to its residents. In 2021 following a review it was recommended that: • Processes and procedures were to be detailed in writing including roles and responsibilities of the data management. • The reintroduction of a 3-year business plan. • The reintroduction of service level agreements. • The reintroduction of targeted and detailed financial information. • The reintroduction of a productivity monitoring process at the trade level. • The review of deployment and SOR codes. Page 104 of 250
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Page 15 of 33 PUBLIC • The review of increasing responsive repairs especially within the emergency category. In 2022 following a further review it was recommended: • To complete the review of the asbestos policy. • Review KPIs • Review void process and create a single voids team. • Review the stores provision within Building Services. • Structured monthly review and performance meetings. • Review and refresh of the current fleet. • Review the current electronic repairs and deployment systems. • Review central charges. In 2023 it was recommended: • Development of a suite of KPIs for Public Buildings. • Develop a new sub-contractor supply chain. In 2024 it was recommended: • Review the structure of Building Services. • Create a commercial team to assist across Housing, Public Buildings and Building Services. • Continue to develop commercial report and provide accurate forecasting. • Review productivity and value for money. • Look to deliver more capital programme works. • Review the support services provided, reporting lines and adequacy of service provision. Throughout this intense review period Building Services have worked to carry out as many of the recommendations as possible and have achieved a much greater level of information and proof that Building Service are providing an invaluable service to Renfrewshire Council and its residents. These reviews have also shown that Building Services are providing a strong, robust service contrary to previous reporting and beliefs. 2.1 Trade Operative Productivity Analysis From a review in 2023/4, a new process was put in place to measure productivity across the responsive service within Building Services. This is approximately 65 – 70 operatives who carry out responsive repairs for Housing Services. This encompasses gas engineers, electricians, joiners, plasterers, painters, bricklayers, plumbers, slaters, drainage operatives, and general maintenance operatives. They confirmed that the national industry average is 4.5 jobs per operative for responsive repairs services. The chart below shows that the tracking of the productivity in Building Services has shown that the service is operating above the industry average. N.B. Caution must be made when interpreting these figures over time as the move from less responsive work to more planned work may lead to lower jobs per day. Page 105 of 250
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Page 16 of 33 PUBLIC Productivity analysis Productivity levels must be measured by area of work and by trade to be comparable and realistic. The chart shown above is only currently available in responsive repairs through the manual job tracking sheet introduced as part of the consultant review. The current IT system Work Hub will be able to provide additional reports on all of the areas and trades across Building Services when it is upgraded. 2.2 Financial Productivity level Analysis. In order to calculate the hourly rate for each trade within Building Services we must first calculate the physical available hours per year per operative. If we start from 100% and deduct annual leave, training, sick leave and non- productive time (vehicle breakdowns, stores collections etc) the resulting percentage would be the available hours that can be worked. It is hoped that over the next 3 years this can be increased annually, and the proposed improvement is indicated below. This will be measured quarterly to ensure increases in productivity are being realised. Continued work is required with colleagues in HR to ensure there are modern, clear policies in relation to absence and Occupational Health. There is currently a corporate focus on this and remains a challenging area. • 2025/26 – 75.94% 7.01% sickness – achieved a better productivity result and a lower sickness. • 2026/27 – 76.45% 6.37% sickness assuming a 10% improvement of 25/26. • 2027/28 – 76.95% 6.0% sickness • 2028/29 – 77.45% 5.5% sickness 2.3 Cost per job Housing and Non-Housing Page 106 of 250
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Page 17 of 33 PUBLIC As part of the review the costs per job for both housing and non-housing were calculated to provide visibility on the value for money the service is providing. It has been confirmed that the average cost across the industry is in the region of £150 per job. As can be seen from the graph the average costs per job is consistently lower across the whole year. 2024/25 average cost £125 2025/26 average cost £124 For non-housing work it is more difficult to provide an industry average as it depends on the portfolio of properties being maintained and what condition they are being maintained to. However, the consultant agreed that the average costs being tracked across the year were within the normal limits anticipated for this category of repairs. 2024/25 average cost £220 2025/26 average cost £209 Page 107 of 250
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Page 18 of 33 PUBLIC * December 25 - It should be noted that there is a 2 week shut down in December when only emergencies and a small amount of compliance are carried out therefore the number of jobs carried out over this period will be lower and the costs for delivering during holidays increases. 2.4 Work Portfolio Demand and Delivery Profiling Working in partnership with Housing Services it has been possible to secure more detailed work profiles. However, we will look to work together to move away from the current substantial responsive repairs to a more planned work approach as this allows for increased efficiency and better service delivery. In the short term, the volume of voids remains lower than in previous years, however, the large-scale demolition and build programme may be influencing these numbers. However, the volume of work content within the current void houses has been increasing which negates any savings in time or resources. It is also anticipated that the volume of responsive repairs will also remain high as stated above until a full review of the Council’s housing policies are undertaken. After discussions with Housing Services, all works to Homeless Person Units (HPU) properties will also now be passed to Building Services with a view to extending this to some of the SHQS voids as required. Building Services will undertake a considerable amount of boiler and kitchen replacements over the next 5 years which commenced in July 2025. This has allowed a more planned rather than a reactive approach to workload ensuring continuity of work. Further discussions will be ongoing with regards to new and emerging technologies to ensure that Building Services have the correct skills and sufficient resources to take forward future installations and maintenance in areas such as solar panel maintenance, ground source heat pump maintenance and electric charging points in housing premises Page 108 of 250
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Page 19 of 33 PUBLIC 2.5 Housing and non-housing repairs diagnosis, categorisation and scheduling The categorisation of housing repairs is a combination of Housing Regulator and Housing policy. This can only be reviewed by Housing Services to see if there are any areas that the current very high level of responsive repairs can be modified. Below is the overview of volume of repairs for 2025/26 and these are only repairs carried out for Housing. 34% of all repairs are in the emergency category requiring Building Services to respond within 24 hours. This is a 1% drop from 2024/25 but there have also been few adverse weather events in 25/26 which may account for the slight decrease. This has been consistently high over the last 5 years and prevents the service from planning the workforce resources efficiently. It is also sessional and severely affected if there are adverse weather conditions. 29% of the emergency repairs are out of hours. The provision of the out of hours services is compulsory via Housing Services policy, but the volume of repairs made out of hours remains consistently high. The calls to this service are triaged and more than 40% do not result in an operative visit. In addition to the above number of repairs we have to add in additional repair visits not included. These are removed from the overall numbers by housing as they do not form part of the repairs reported to the housing regulator. Housing Other categories not included in the figure above 8948 *Assists (Two Operative Visit) 3023 Page 109 of 250
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Page 20 of 33 PUBLIC For the total number of repairs that Building Services carry out we also need to add in the repairs carried out in public buildings, community centers, schools and leisure facilities. Public Buildings repairs 15,168 Therefore, the total number of repairs that Building Services operatives have been deployed to in 25/26 is 102,973. Looking closely at the overall numbers for Public Buildings it can be seen that 15% of all repairs are currently categorised as an emergency with 29% classified as urgent with 29% being designated as a routine repair. This is an improvement of 5% on the combined emergency and urgent repairs (44%). While this is an improvement it is still relatively high and does affect the ability to effectively plan resources. We will continue to work with our colleagues to identify the miscoding of repairs and look for further improvements in the classification of works. 2.6 Building Services Staff Support 2.6.1 IT support Building Services currently uses the WorkHub system which is an electronic repairs management system. This has been functioning at a basic level for 4 years and a new version of the product was hoped to be introduced in late 2025 which should allow greater monitoring and analysis of the business however this did not materialise. Therefore, Building Services relies on the specialist team to provide detailed reports across many important areas of the business to ensure we do have consistent monitoring. 29% 15%27% 29% Public Building Repairs 25-26 A - Appointments within 15 days E - Emergency within 1 day P - Planned within 247 Days U5 - Urgent within 5 days Page 110 of 250
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Page 21 of 33 PUBLIC Building Services and the Support team are working with colleagues in Housing Services to design and implement a new repairs system through the replacement product for the Housing OHMS system. 2.6.2 Stores support The stores provision within Building Services for 25/26 had a turnover of approximately £3.2 million per annum and a stock holding of approximately £500,000 which is a reduction in both areas through a review of stock. This has improved the stock turnover ratio from 5.25 to 6.4 which is now above the industry average of between 4 and 6. Building Services are working with procurement to get the best prices for all materials required across the business and the price paid for the materials used on any job are charged at cost only. The staffing and operational structure of Stores will be reviewed within the next 12 months to ensure it continues to be fit for purpose and robust for any workload changes. 2.6.3 Transport support Building Services have permission to procure a new fleet, however an options paper is required from Transport colleagues in order that strategic and financial decisions can be made on the future direction of the procurement and the make-up of the fleet. This may be a combination of purchasing and leasing in order to get the best provision possible. An options appraisal is required to get the right blend of vehicles for staff and this should include electric vehicles wherever possible, however, this comes with distinct challenges. For efficiency and practicality, most operatives take their works vehicles home so they can deploy directly to their 1st job in the morning. Therefore, if more electric fleet were to be introduced there would be a requirement for operatives to potentially charge their vehicle at their home address. Development of usable reports from the vehicle tracking system has been extremely difficult and work continues with colleagues to create a dashboard (potentially via AI) to assist Officers in overseeing staff movements. 2.6.4 Office Provision Building Services will move to dedicated offices within Unit 5 in mid-September 2026. This allows all Building Services staff to be in one location and also satisfies the recommendations within both the external and internal audit reports. In addition, there is also a potential opportunity to install two large solar arrays on the roof of unit 5 that could generate a large volume of electricity for the whole depot which will have Page 111 of 250
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Page 22 of 33 PUBLIC a payback period of 3 years and considerably contribute to the Councils’ green targets. 2.6.5 Office and non-technical support The repairs support team are now fully integrated into Building Services. The structure of the team was revised so that there was a clear structure including a manager and two senior officers overseeing the daily support teams. The team was also increased to meet the growing demand for record management, specialised compliance tasks and day to day operations. The team are working to use AI for as many tasks as possible to ultimately reduce the large amount of manual inputting. The new Housing repairs system that should come on-line in 2027 should also help to streamline the processes. 2.7 Building Services Management Structure/s The trade workforce is supported by a management and supervisory structure covering areas such as operational management, contract & commercial management, technical & productivity supervision. After additional workload and contracts were added in June of 2025, the service is now a 4-division operation and re-designed the teams within each area to match the type of workload and the ambitious programme of review and development over the next 3 years. Each unit had its own dedicated Senior Facilities Manager and Facilities Technical and Productivity Supervisors allowing increased flexibility within the service and the service will be more able to adaptable to future developments and changes. The structure will be monitored annually taking into account current resources, future resources, workforce planning and new business development Page 112 of 250
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Page 23 of 33 PUBLIC areas. The FTE numbers are the number of direct employees, however, the business units are also supplemented with Agency staff and sub-contractor as the work profiles dictate. 2.8 Business Unit 1 - Void House Repairs 2.81 This business unit employs circa 66 FTE (mixed trades) to undertake works on properties which have been vacated and are empty. 2.82 When a property becomes vacant the Housing Client function decides what each property requires in terms of repairs to meet the letting standard. Currently if void houses require new kitchens, bathroom or rewired they are passed to an external contractor who are managed directly by Housing Services, however, this is to be reviewed to allow some of the work to be given to Building Services. The volume and flow of work to the void team is unpredictable on a weekly basis but averages over the year. In 2025/26 they completed 556 full void packs and 123 gas heating installations. While this is approximately 70% of all void houses the time with Building Services only equates to less than 2% of the total rent loss. 2.83 Previously Homeless Persons Units (HPUs) were passed to external contractors to carry out remedial works and some of the timescales for return were extensive, however in February 2026 they were passed to Building Services. The number and timescales will remain under review as these homes have the largest rent loss amounts attached to them. 2.9 Business Unit 2 - Responsive Repairs 2.91 This business unit undertakes repairs for both Housing Services and Public Buildings. Responsive and contract repairs can be defined as “maintenance repairs arising from a landlord’s obligation to carry out repairs to a property as per a tenants request (emergency, urgent or routine) and unanticipated works such as fire flood or other weather damage”[1]. 2.92 This is the principal business unit within Building Services as it provides a service directly to tenants and users of public buildings and must be resourced to meet the demand. This business unit employs circa 53 full time tradespersons (mixed trades) to undertake these repairs. The flow, volume and value of responsive work is based on tenant and customer demand mainly via the customer contact centre. When the workload fluctuates significantly, e.g. responding to storm damage, management increase the employee resources in the Responsive Unit by moving operatives from other business units. 2.93 This business unit must be highly experienced in dealing with all types of tenant groups as achieving high customer satisfaction requires a service to demonstrate timeliness, quality, cleanliness and cost effectiveness in providing a responsive repairs service. Customer surveys are used to gauge satisfaction with Housing Repairs Services across the Council. Page 113 of 250
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Page 24 of 33 PUBLIC [1] Chartered Institute of Housing 2.10 Business Unit 3 - Compliance 2.10.1 Circa 49 FTE (mixed trades) and specialist support staff are employed in this business unit. Compliance is a large part of the legal responsibility of a landlord. Building Services carry out many of these requirements for both Housing Services and Public Buildings. 2.10.2 There is a timetable for all types of compliance which varies across disciplines depending on the legislation. Areas that this will cover are, water management, electrical testing and certification and gas certification. 2.11 Business Unit 4 – Contracts and planned 2.11.1 Circa 41 FTE (mixed trade and support staff) are currently employed in this business unit. A large part of their workload is the management and delivery of the two major investment programmes Kitchens installations and boiler renewal. However, the staffing level will increase as demand for more programmed and project work increases. 2.11.2 They also carry out the capital investment works for the public buildings including 3 major bathroom refurbishments across the learning estate. 2.11.3 The business unit is also expanding their workload by carrying out project work for both hard FM and Technical Services. 2.12 Building Services Subcontractors Building Services currently use different procurement options including the use of existing frameworks via the local government procurement frameworks and their processes. At times, this can be restrictive, does not allow for much deviation and does not current allow for local SMEs to work with the Council. A new local company repairs and maintenance framework was developed to try to ensure that more small local businesses SMEs are able to work alongside the Council. This is a key Council challenge to help support and grow the local economy and is being kept under review. 2.13 Internal Customer Service Centre The Customer Service centre operatives work through and implement the policies set out by our colleagues in Housing Services. This dictates the workflow to Building Services. Page 114 of 250
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Page 25 of 33 PUBLIC It is anticipated that the replacement of the Housing management system to a more integrated system will help align the frontline contact with the deployment of resources by providing better diagnostics tools. Section 3.0 – Building Services’ Financial Projections 3.1 Expenditure Building Services has worked extremely hard to be able to provide a greater level of financial detail and understanding. Working with colleagues in finance over the last 2 years, we are now able to provide a much more comprehensive analysis of finances and continue to develop reports and processes to improve all aspects of the finances. The financial details are set out below to show the definitions and complexity of the financial model that Building Services operates within. Expenditure incurred by Building Services can be categorised as a direct cost for providing a specific task rechargeable to the client or as part of the overall overhead cost of operating as a distinct service area. Staffing costs can be broken down over these two categories with the direct staff being the craftsmen, manual operatives and agency staff who carry out tasks on behalf of clients and can attribute costs directly to a workstream as an allocation of time. The indirect staff costs are the managers, stores staff and administration staff who ensure that the services can be delivered and function appropriately. Overhead costs that are not staff, include the depot running costs, commercial waste not directly allocated to a workstream, ICT overheads, small tools and equipment for the workforce, administration costs, insurance, central administration costs for support services (payroll, personnel, accountancy, call centre, audit, legal, procurement etc) amongst others. Transport is another overhead cost associated with operating the business while this will have an element of variability depending on the work requirements and the volume of staff and agency employed this on the whole is treated as a fixed overhead cost. Apprentices - since 2024/25 the allocation of apprentice costs has been included as a direct overhead for the business and this is linked to the long-term workforce planning requirements. Apprenticeships are a positive practice to enhance workforce planning approaches - a ‘grow your own’ opportunity for the service which enables access to employment and a career in Building Services for young people. The Page 115 of 250
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Page 26 of 33 PUBLIC current establishment allows for around 24 apprentices across a multi trade and training profile. The recruitment of youth apprentices is restricted to Renfrewshire Council residents only therefore providing direct benefits to the local economy and local residents. Materials - in terms of other direct costs which are variable in nature and will depend on the type of work, volume of work and the timing of the workload received from clients. These include the cost of materials used to deliver the work – this is a combination of materials utilised from the internal store within Building Services or as direct material allocated to the individual job. Sub-contractors – is a direct variable cost is in relation to the utilisation of subcontractor’s procured by Building Services; this will again vary depending on the workload and the capabilities internally to deliver specific services. An example of this may be in the sub-contracting of specialised drainage works out with the internal workforces’ capabilities or skills. The budget for Building Services is proposed as follows for 2025/26 – 2027/28 across the categories and based on historical budget levels. Category 2026/27 2027/28 2028/29 Direct Staffing 11,272,332 11,610,502 11,842,712 Overhead Staffing 4,199,108 4,325,081 4,411,583 Overhead Costs 4,393,448 4,481,317 4,570,944 Variable Costs 8,581,100 8,752,722 8,927,776 Full Year Budget * 28,445,988 29,169,622 29,753,015 In future years have assumed the same inflation as the HRA BP with CPI of 2.0% for all costs in 27/28+28/29 except using 3.0% for staffing inflation in 27/28 as per the HRA BP assumption This budget is an area that is under review and will remain under constant review to ensure that Building Services can adapt to future and changing priorities and to ensure that the budget reflects the changing environment. 3.2 Income Historically, Building Services can allocate the majority if not all of its income across 4 main income stream categories. HRA Revenue, HRA Capital, General Services Revenue and General Services Capital. HRA Revenue Income This includes income for the provision of services / contracts for Void Repairs, Reactive Repairs, Planned Maintenance, and other repairs for HRA revenue. This includes work on compliance for gas, electrical and water safety in the 12k council Page 116 of 250
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Page 27 of 33 PUBLIC properties. At present an element of the overall void works for the HRA based on the existing staffing levels within Building Services. HRA Capital Income This is work classed as major investments with the HRA and historically has included income for workstreams such as Heating Works, Kitchen and Bathrooms, Disabled Adaptations, rewiring, legislative compliance such as the smoke and heat detector programme. Again, this is an area that Building Services at present can deliver within the existing staffing levels. General Services Revenue Income This is work carried out on behalf of the non-housing properties owned by the Council such as the school estate, community centres, town halls, operational offices and also properties managed by OneRen via the Public Buildings workstream. This includes work on compliance testing and emergency and planned repairs and maintenance. General Services Capital Income This is work carried out on behalf of the non-housing properties owned by the Council as noted above but of a Capital investment nature. This is an area where the historical levels of income have reduced reflective of the financial constraints within the General Services Capital budget. Section 4.0 – Building Services Hourly Labour Recharge Rates in 2025/26 4.1 Charging Mechanism The direct staffing and overhead costs will form part of an hourly labour rate for each trade type to be charged to each workstream via the manual timesheet process or via the PDA process directly. A calculation of the productive time for trades and craft staff will be carried out on a regular basis to ensure full recover of direct and overhead costs as part of the charging mechanism. The variable costs such as stock materials, direct materials and sub-contractors will be recharges at cost to the client budgets based on workstreams received. 4.2 Recharge Rates 2026/27 The hourly recharge rate reflects a combination of fixed and variable cost elements, including pay, national insurance, pension contributions and overheads. These assumptions are regularly reviewed to reflect inflationary pressures, workforce Page 117 of 250
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Page 28 of 33 PUBLIC changes and legislative impacts, and are aligned with the Medium-Term Financial Plan. The methodology underpinning recharge rates and cost allocations is subject to periodic review to ensure it remains robust, equitable and compliant with best practice. This supports the delivery of Value for Money, ensuring that charges are transparent, appropriate and reflective of efficient service delivery. The review of recharge rates is ongoing to ensure full cost recovery and compliance with statutory requirements. It has been agreed, with appropriate financial oversight, that any over- or under-recovery will be addressed in-year, with a year-end adjustment where required between Building Services, the Housing Revenue Account (HRA) and the General Fund, ensuring no cross-subsidy. Performance against recharge rates is monitored throughout the year to identify and address variances at an early stage. This approach reduces the risk of material year- end adjustments and supports robust financial management. A materiality threshold is applied to ensure focus remains on significant variances, enabling proportionate and effective financial control Section 5 – Workforce 5.1 Workforce Composition, progression and planning. The total workforce of Building Services, as of April 2026, consisted of 277 full and part time staff. The tradespersons cover 10 different building and maintenance related trades and include 24 apprentices (within the business at various stages of qualification) and 4 close cleaners. Page 118 of 250
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Page 29 of 33 PUBLIC As the workload evolves, we will continually review the skill sets we require to deliver to our customers and it is likely that in the future Building Services will recruit from alternative trades and undertake internal training to upskill some of our existing employees to undertake alternative works, to meet the long term demands from our customers. 73.65% of the existing Building Services staff live within the Renfrewshire area. Building Services provide a good working environment as well as job security for many Renfrewshire residents. The age profile of the workforce has been analysed to look at the current distribution of ages across all the trade, management and support staff. Looking forward in the short term (within the next 12 months) we have a number of trades people and management who will be looking for options such as reduced hours, flexible retirement, ill health retirement or full retirement. The service remains flexible with all staff on trying to accommodate options to suit both the employee and the service. This can be evidenced by the 1.3% shift from fulltime to part time within the last year and this figure is expected to rise. Overall, just under 37% of the workforce is over 50 years old. Many of the employees around and above 55 years have extremely long service and have expressed an interest to pursue flexible retirement or leave well before the national retirement age. However, Building Services continue to work hard to attract and retain new and existing employees to ensure we have the workforce to deliver the service required. This can be evidenced in the 2.2% rise in the number of employees under 25 years old. The trade wages are now only just below standard external commercial wages, Page 119 of 250
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Page 30 of 33 PUBLIC however, with the addition of pension benefits, flexible working, further and higher education access it is being seen as a good option by tradesperson and the number of applicants for trade jobs has seen a marked increase over the last year. As part of succession planning and in order to be able to provide the level of service in the future, we need to look very carefully at how we create the workforce of the future, retain the existing staff and attract new employees. Short term – 12 months • five trade apprentices annually now agreed for next 3 years. • One adult trade apprentice from within the existing employees of Renfrewshire Council. • Flexible retirement as an option instead of full retirement for eligible staff so they can remain part of the workforce, pass on their knowledge and skills. • Employee development programme open to all employees– HNC/ CMI/ Degree. • Support and mentor employees going through their degree courses. • Trainee Supervisor programme –has been developed further with strict outcomes and timelines for training. • Personal Development Plans (PDP) – completed for all office based staff but to be developed for operatives. Medium term 2-3 years • Extension of the youth and adult apprenticeship programme to match future skills needs. • Review of age profile matching trade profile to future trade skills needs. • Review existing skills within workforce and look to plan for retraining. • Continue to encourage further and higher education. • Continue to improve and develop the Trainee Supervisor Programme. • Have a comprehensive training plan for all employees. Long-term 5 years +. • Review youth and adult apprenticeship programme to match future skills needs. • Review trade skills and future technologies and plan for change. 5.2 Adult Apprentice programme Building Services started the Adult Apprentice programme in 2011 where any existing Renfrewshire employee can apply to train in various trades and qualify as a tradeperson. This has been extremely successful with candidates training in trades such as plumbing, joinery, painting and plastering. Page 120 of 250
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Page 31 of 33 PUBLIC 5.3 Further and Higher Education Building Services, over the last 12 years, has actively encouraged and supported its employees to participate in Higher and Further Education training. The table below details the Courses undertaken and what role they have moved from and to. Many have progressed to higher positions within the Council, and this has shown existing employees there is progression within both Building Services and the Council and has increased the overall retention rate as employees see a career within the Council and not just a job. Graduate apprenticeship places were recently offered out to the whole workforce as part of the selection process, they were asked to write 500 words on why they should be given this opportunity. The responses were extremely good with many saying that they had not considered that they would ever be offered this chance but could see others who had participated and gone on to other better positions. Three new candidates will commence university in September 2026. HNC Degree Original Job Role Current Job Role person 1 x x Apprentice Joiner Senior Facilities Manager person 2 x x Apprentice Joiner Senior Facilities Manager person 3 x x Apprentice Joiner Facilities Technical Supervisor person 4 x x Apprentice Plumber Facilities Coordinator person 5 x x Electrician Facilities Technical Supervisor person 6 x x Apprentice Electrician Facilities Technical Supervisor person 7 x x Apprentice Joiner Senior Facilities Manager person 8 x x Apprentice Painter Repairs & Maintenance Officer person 9 x x Estimator / Surveyor Development Manager person 10 x x Apprentice Electrician Lead Facilities Manager person 11 x x Apprentice Joiner Quantity Surveyor person 12 x x Joiner Facilities Technical Supervisor person 13 x Apprentice Electrician Electrician person 14 x Joiner Facilities Technical Supervisor person 15 x x Apprentice Electrician Electrical QS Person 16 x Apprentice Joiner Joiner Person 17 x apprentice Joiner Joiner 5.4 Working with local Colleges and other agencies Building Services works with the local college to provide work experience for school and college students throughout the year. In addition, we also provide on-site work Page 121 of 250
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Page 32 of 33 PUBLIC experience for a local gas training company to ensure the students can achieve the requirements of the course. 5.5 Upskilling and re-skilling Building Services has over the last 15 years looked to provide opportunities to the workforce to upskill and reskill, over and above the offer of adult apprenticeships and further and higher education. • Cosmetic repairs – Building Services invested in specialist training in order to be able to repair rather than replace many elements within houses and public buildings. The service is widely used in the void houses as saves both time and money. The repairs offered are extensive but include repairing scratched sanitary ware, repairing damaged kitchen doors and worktops, repairing UPVC doors and windows. • Gas engineers – 1-year intensive training to upskill to a gas engineer. The staff upskilled were a labourer, a store person, a painter and an asset co- ordinator. Under consideration is a potential opportunity to add value to our current service provision. The certified manufacture of modified timber fire doors within our workshop in conjunction with certified installers from within our frontline operatives. The current workshop has all of the required equipment necessary to make and manufacture fire doors especially for Public Buildings where they are often bespoke. Additional training for the bench hands is all that is required for Building Services to become a certified manufacturer. Along with additional training for our joiners to become certified installers this would then provide a quick responsive service that will satisfy fire regulations and insurers. There will be more opportunities for skills development of the workforce as technology changes. We need to be adaptable and flexible to ensure we are ready and able to deliver these future requirements by being open to reskilling and upskilling. 6.0 Conclusion Building Services has had to adapt to many changes over recent years and has shown that it is able to be flexible and modify to all aspect of change. It is well known that when you are making changes, that it is important to have support from leaders, a good communication process and get employees engaged in the process. In 2026-27 Building Services aims to: • Reduce sickness levels across the service by a minimum of 10% Page 122 of 250
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Page 33 of 33 PUBLIC • Restructure the Stores section to reflect the on-going needs and changes of the business • Improve the KPIs across the emergency and U5 categories • Have a comprehensive transport strategy for the next 3-5 years • Increase the volume of works carried out for other departments of the Council Building Services has the support of the Elected Members and the Directorate to continue to provide the invaluable services that it delivers. However, it requires to think more strategically in the short, medium and long term to plan the future direction of the business. The three-year rolling business plan developed and updated by Building Services provides that annual scrutiny that can be updated to include future changes. The Business plan will be reported alongside the KPIs to the Finance and Resources Policy Board. Finances within Local Government remain challenging and will not get any easier in the future. We must ensure we are able to provide cost effective solutions that provide best value and the robust monitoring processes put in place are continuing to provide that evidence but have to also adapt and change going forward. By working closely with our colleagues across the Council we will be able to better identify potential savings and solutions. We need to ensure that we continue to develop and improve the productivity and service delivery to meet the key performance indicators and expectations of all of our stakeholders. This can only be done by ensuring we have robust measures in place. The Business plan sets out where we are at the present time and the developments that have to be realised to ensure we continue to progress and improve. The structure of Building Services has changed to be able to adapt to future changes as the business develops and modifies to future requirements. The staff are dedicated to succeeding and are a major part of the successful future changes that will be required. By continuing to encourage employee development at all levels and keeping open lines of communication we will ensure that we have the workforce and skills for the future. This Business Plan sets out where Building Services are currently in their development journey and a pathway to where they want to be over the next 3 years. There will be challenges as change is not an easy process, and there are risks in many areas that are not always within the control of Building Services, but Building Services is able to adapt and step up to those challenges and deliver successful outcomes. Page 123 of 250
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PUBLIC To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 Report by: Director of Environment, Housing & Infrastructure and the Director of Finance and Resources Heading: Red meat sourcing for school meals across the learning estate 1 Summary 1.1 At the Council meeting on 14 May 2026, Councillor Andy Doig submitted Motion 3 as follows: This Council notes that the Scottish red meat industry contributes more than £2 billion to the Scottish economy and supports around 50,000 jobs across the country, and also brings health, and community benefits to consumers. Council supports the red meat industry as a major contributor to the Renfrewshire economy and sustainability of rural Renfrewshire’s villages and communities, shares the concern of the National Farmers Union Scotland about the rise in cheap imported red meat products, and pledges to undertake a feasibility study to see if we can maximise local red meat produce for use in school meals within Renfrewshire as part of a balanced diet. 1.2 Following a discussion and vote at the meeting, the minutes note that Council agreed to the supporting of the red meat industry in Renfrewshire. 1.3 In addition to the above, it was agreed that a report would be brought to the Finance, Resources and Customer Services Policy Board to give further details on how Renfrewshire Council procures and uses red meat across the learning estate. 1.4 This report outlines in detail both how red meat is incorporated into the menus across Renfrewshire schools to ensure it is part of a balanced and healthy diet and the procurement route for red meat used by Renfrewshire Council. 1.5 Renfrewshire Council uses the Scotland Excel Fresh Meats, Cooked Meats and Fresh Fish Framework (Reference 0322) and the Scotland Excel Frozen Foods Framework (reference 0825) (together “the Scotland Excel Frameworks”), to procure red meat across all schools as part of the 3-weekly menu. There is a limit to the amount of red meat (and red processed meat) that can be used in schools however, Item 12 Page 125 of 250
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PUBLIC Renfrewshire Council is compliant with the Nutritional Requirements for Food and Drink in Schools (Scotland) Regulations 2020. 1.6 Through the Scotland Excel Frameworks a "Scottish First" procurement approach is taken, which means the Council procures Scottish meat through Scottish abattoirs for schools. The Council cannot source red meat directly from Renfrewshire farmers through the Scotland Excel Frameworks, however, farmers from Renfrewshire may be able to provide red meat through associated supply chains. 2 Recommendations It is recommended that members of the Finance, Resources and Customer Services Policy Board: 2.1 Note the update detailed in this report in relation to red meat used within the learning estate. 3 Background 3.1 As part of the wider Facilities and Property Services division, Soft FM oversee schools, including meals, and ensure that menus are compliant, balanced and healthy for pupils. Close liaison with AMEY ensures that menus in PPP schools remain compliant as well. 3.2 Renfrewshire Council currently purchases all fresh meat from a large, Glasgow- based supplier through the Scotland Excel Fresh Meats, Cooked Meats and Fresh Fish Framework (“the Fresh Meats Framework”). This company has strong sustainability policies and practices and prioritises the sourcing of local and Scottish produce. 3.3 Within the Nutritional Requirements for Food and Drink in Schools (Scotland) Regulations 2020 (came into force in April 2021), Standard 3 requires strict limits on red and red processed meat in school meals to align with Scottish Dietary Goals. Within schools, Renfrewshire Council must comply with these regulations. 3.4 Within primary schools there is a maximum 175g cooked weight per pupil, per week for total red and red processed meat and within this, no more than 100g can be processed meat. This is applicable not only to the analysed lunch in secondaries, but all other menu items available such as grab-and-go, and salad bars. Secondary schools have a slightly higher allowance but must meet nutrient-based “analysed meal” standards across menus. 3.5 This standard is proposed to reduce exposure to nitrites and health risks (e.g. cancer links) and to shift diets toward fruit, vegetables and fibre. Due to the regulatory need for compliant menus, discussions have taken place with the supplier in relation to items such as steak pie/mince and other meat-based dishes whilst a compliant hotdog sausage was developed specifically for Renfrewshire. The use of bacon and sausage is limited to once every week due the need to include this usage within the weight measurement, further limiting usage within main meals. Page 126 of 250
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PUBLIC 3.6 Within Soft FM, there is a Nutrition and Menu Officer to ensure the 3-weekly menus are compliant. This includes providing alternatives to red meat. There are days where there is no red meat on the menu and includes a Wednesday which is meat free/vegetarian in Renfrewshire schools. 3.7 His Majesty’s Inspectorate of Education in Scotland (HMIE) check compliance during regular visits and audits across all schools. 3.8 The primary school menu currently holds Food for Life and Pro-Veg Bronze, which provides 72% of freshly prepared recipes and promotes the use of healthier plant- based menu choices which aligns with The Good Food Nation ambition and NetZero. 3.9 The service is aware of the unfamiliarity of some alternative plant and vegetable- based products and actively carries out taster sessions with the pupils. It also understands the perception of how limited the use of meat is within our menus due to the need to meet statutory compliance and as such, Officers recently met with the suppliers to discuss alternative products such a venison burger and chicken sausages. Suppliers also understand the restrictions within school meal usage and are actively considering other compliant meat alternatives. 3.10 It should be noted that within the HSCP care and extra care, we use a wider variety of fresh meat as these are not limited by regulations within these types of establishments. 4 Red Meat procurement in schools 4.1 Renfrewshire Council uses Scotland Excel Frameworks to procure red meat across the learning estate. Procurement legislation restricts Councils from specifying Scottish-only products however the Scotland Excel Frameworks are designed to support Scottish and local sourcing wherever possible and to encourage participation from Scottish suppliers and small and medium enterprises (SMEs) through regional lots. 4.2 Within the the Fresh Meats Framework, the use of Quality Meat Scotland (QMS) and Protected Geographical Information (PGI) specifications enables fresh meat which is produced and/or manufactured in Scotland to be purchased. The Fresh Meats Framework also has the flexibility to select Scottish alternatives for certain products where available and that the framework model generally supports shorter supply chains, traceability and wider sustainability objectives. 4.3 Suppliers on the Fresh Meats Framework confirmed that Renfrewshire schools purchase QMS/PGI fresh meat, and therefore all fresh meat supplied to Renfrewshire Council is born, reared, slaughtered and packaged in Scotland. Since Renfrewshire's fresh meat procurement for schools is linked to Food for Life accreditation and QMS standards, imported meat is not a factor within the Council school’s fresh meat supply. Page 127 of 250
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PUBLIC 4.4 Suppliers on the Fresh Meats Framework operate a "Scottish First" procurement approach which means they prioritise sourcing of Scottish meat through Scottish abattoirs. It may be that some of the meat supplied originates from Renfrewshire farms however Suppliers cannot specifically source from one local authority area due to the volumes and cuts required. Instead, meat is sourced from across Scotland and combined through the supply chain to meet demand. 4.5 The option of increasing meat supplied from within the Renfrewshire area was explored with suppliers, however, they advised it would be extremely challenging in practice and could have a significant impact on established supply chains. All suppliers highlighted the difficulties around securing sufficient volumes, obtaining the specific cuts required for school and public sector catering menus, and maintaining a consistent supply throughout the year. The feedback indicated that the current model, which sources Scottish meat from across the country, provides the scale and flexibility needed while still supporting Scottish agriculture and ensuring continuity of supply, and that any move to require increased use of Renfrewshire farms for Renfrewshire schools would have a high cost and potentially disruptive effect. 4.6 In addition to fresh meat, the Council also procures burgers for schools via the Scotland Excel Frozen Foods Framework (reference 0825). The red meat within the burgers is sourced from across the United Kingdom, however the burgers are manufactured and procured by the Supplier from a Scottish business. 4.7 Overall, the responses suggest that the existing Scotland Excel Frameworks already support many of the outcomes that would be associated with a "Scottish First" approach, and the Council’s existing procurement practices ensure this is delivered within Renfrewshire. Suppliers are able to demonstrate high levels of Scottish sourcing and full traceability for red meat being supplied to schools, although supply chain considerations make it difficult to guarantee sourcing from Scotland exclusively (taking into account frozen meat) or from within a specific local authority area such as Renfrewshire. Implications of the Report 1. Financial – The financial implications of using red meat is contained within Facilities and Property Services revenue budgets. 2. HR & Organisational Development – None 3. Community/Council Planning – • Our Renfrewshire is well – ensuring compliance with all legislation ensures a balanced and healthy menu for pupils across Renfrewshire. 4. Legal – As detailed within the report. 5. Property/Assets – None Page 128 of 250
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PUBLIC 6. Information Technology – None 7. Equality & Human Rights – The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – As detailed within the report. 9. Procurement – As detailed within the report. 10. Risk – The Council looks to source good, nutritious meat and non-meat alternatives using shorter (Scotland based) supply chains, with traceability, sustainability and Regulatory compliance being standard for the Scotland Excel Frameworks. 11. Privacy Impact – None 12. COSLA Policy Position – None 13. Children’s Rights – None. 14. Climate Change – The use of local suppliers from the Scotland Excel Framework will minimize the carbon emissions from the supply of red meat. List of Background Papers – None Author: Chris Dalrymple, Head of Facilities and Property Services and Jenny Bowles, Corporate Procurement Manager Email: chris.dalrymple@renfrewshire.gov.uk jennifer.bowles@renfrewshire.gov.uk Page 129 of 250
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources ___________________________________________________________________ Heading: Annual Procurement Report for the period 1 April 2025 to 31 March 2026 ___________________________________________________________________ 1. Summary 1.1 Section 18 of the Procurement Reform (Scotland) Act 2014 requires that any contracting authority that is required to prepare or revise a procurement strategy in relation to a financial year must prepare an annual procurement report on its regulated procurement activities as soon as reasonably practical after the end of that financial year. 1.2 As a minimum the report must include: • A summary of the regulated procurements that have been completed during the year; • A summary of community benefits fulfilled during the year; • A summary of any steps taken to facilitate the involvement of supported businesses in regulated procurements during the year; and • A summary of the regulated procurements the authority expects to commence in the next two financial years. 1.3 The Annual Procurement Report attached in Appendix 1 provides an update on key indicators set in the Corporate Procurement Strategy for period 2023-2026. ___________________________________________________________________ Item 13 Page 131 of 250
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PUBLIC 2. Recommendations 2.1 The Finance, Resources and Customer Services Policy Board is asked to note the content of the Annual Procurement Report for the Financial Year 2025/26. _________________________________________________________ 3. Background 3.1 Section 18 of the Procurement Reform (Scotland) Act 2014 requires that all public sector contracting authorities with a spend of more than £5 million per annum publish an annual report relating to regulated procurement activity. 3.2 The Annual Report delivers an opportunity to provide an update on procurement activity undertaken over the last financial year and to give an indication of future contracting opportunities. 3.3 A Regulated Procurement is any procurement for: • Goods, Supplies and Services (excluding services covered under Schedule 3 Social and Other Specific Services of the Public Contracts (Scotland) Regulations 2015) with a total value of £50,000 up to £179,086.99, excluding VAT (reduced to £173,100 excluding VAT from 01 January 2026); • Services defined under Schedule 3 Social and Other Specific Services of the Public Contracts (Scotland) Regulations 2015 with a total contract value of £50,000 up to £552,950 excluding VAT • Works contracts with a total value of £2 million up to £4,447,173.99 (reduced to £4,327,500 excluding VAT from 01 January 2026), excluding VAT. 3.4 A procurement at or above the Threshold set by the Government Procurement Agreement is any procurement for: • Goods, Supplies and Services (excluding services covered under Schedule 3 Social and Other Specific Services of the Public Contracts (Scotland) Regulations 2015) with a total value of £179,087 (reduced to £173,100 from 1 January 2026) excluding VAT and above; • Services defined under Schedule 3 Social and Other Specific Services of the Public Contracts (Scotland) Regulations 2015 with a total contract value of £552,950 excluding VAT and above; • Works contracts with a total value of £4,447,174 (reduced to £4,327,500 from 01 January 2026) and above excluding VAT. Page 132 of 250
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PUBLIC 3.5 The information provided in the Annual Report is gathered by the Scottish Government Procurement and Property Directorate and included in its national ‘Annual Report on Procurement Activity in Scotland’. 3.6 The Annual Report provides an opportunity to recognise the contribution that procurement can make to the economy and communities in Renfrewshire and celebrate the successes of the Corporate Procurement team. 3.7 Appendix 1 contains the Annual Procurement Report for the financial year 2025/26. ___________________________________________________________________ Implications of the Report 1. Financial - none directly arising from this report. 2. HR & Organisational Development – none directly arising from this report. 3. Community/Council Planning – none directly arising from this report. 4. Legal – the preparation of an Annual Procurement Report is a Statutory Duty, defined under Section 18 of the Procurement Reform (Scotland) Act 2014. Publication is required in accordance with Section 19 of the Act and a copy must be made available on the internet and once published the Council will notify Scottish Ministers. 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 – none directly arising from this report. 9. Procurement – the attached Annual Procurement Report identifies how the Council is meeting the requirements of the Procurement Reform (Scotland) Act 2014. 10. Risk – none directly arising from this report. 11. Privacy Impact – none directly arising from this report. Page 133 of 250
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PUBLIC 12. Climate Risk – Section 9 of the Act (“Sustainable Procurement Duty”) requires that the Council must consider how, in conducting its procurement processes, it can: • improve the economic, social and environmental wellbeing of the authority’s area; • facilitate the involvement of small and medium enterprises, third sector bodies and supported businesses in the process, and • promote innovation. 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) APPENDIX 1 – RENFREWSHIRE COUNCIL ANNUAL PROCUREMENT REPORT 2025/26 Page 134 of 250
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1 PUBLIC Renfrewshire Council Annual Procurement Report 2025/26 Page 135 of 250
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2 PUBLIC Table of Contents 1. Introduction ...................................................................................... 3 2. Summary of Procurements Completed ............................................ 5 3. Review of Regulated Procurement Compliance ............................... 6 4. Sustainable Procurement Summary .............................................. 14 5. Supported Business Summary ....................................................... 17 6. Future Regulated Procurement Summary ..................................... 18 7. Future Opportunities ...................................................................... 18 8. Appendix 1: Regulated Procurements Awarded in the Period 1 April 2025 – 31 March 2026 ................................................................................. 23 9. Appendix 2: Non-Regulated Procurements Awarded in the Period 1 April 2025 – 31 March 2026 ........................................................................ 32 10. Appendix 3: Potential Future Contracts 2026-2028 ........................ 36 Page 136 of 250
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3 PUBLIC 1. Introduction Background and Purpose On 1 April 2023, in accordance with Section 15 of the Procurement Reform (Scotland) Act 2014 (The Act), Renfrewshire Council (the Council) published its Corporate Procurement Strategy for the period 1 April 2023 to 31 March 2026. This strategy described the fundamental role of procurement in supporting the delivery of the Council’s strategic objectives aligned to the Council’s Plan 2022-2027 which seeks to “Create a fairer Renfrewshire built on innovation, wellbeing and opportunity”. Section 18 of the Act requires that organisations required to prepare a procurement strategy must also, “prepare an annual procurement report on its regulated procurement activities as soon as reasonably practical after the end of that financial year”. This Annual Procurement Report provides an opportunity to: • report on our regulated procurement activity over the period 1 April 2025 – 31 March 2026 (FY25/26) in accordance with the above noted requirements of the Act, • report on the procurement activity below the threshold for regulated procurements, and • report on the progression of the Action Plan set out in Appendix 1 of the published Corporate Procurement Strategy 2023-2026. Procurement Overview All procurements with a value of £25,000 and above are carried out by the Council’s Corporate Procurement Team (CPU) in accordance with the Standing Orders Relating to Contracts (available here: Standing Orders Relating to Contracts). Throughout FY25/26, CPU operated a category management approach covering: • City deal and infrastructure • Construction, including the learning estate • ICT • Environment and infrastructure services • Social care, corporate and education services Tenders for supplies and services with a value of £25,000 - £49,999.99, and tenders for works contracts up to £500,000 are conducted via Quick Quote using Public Contracts Scotland and Page 137 of 250
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4 PUBLIC Public Contracts Scotland Tender, with a minimum of 75% local contractors invited to quote where possible. All Council tenders with a value of greater than £50,000 are advertised on the Public Contracts Scotland portal through publication of a Contract Notice. Contracts above the Government Procurement Agreement (GPA) Thresholds are advertised on the Public Contracts Scotland and the UK Find a Tender Service. Procurement Spend In FY25/26, total recorded spend with external suppliers providing goods, services and works to Renfrewshire Council was £344.2m across 4874 suppliers. Of this spend, £181.8m (52.82%) was with 1,475 small and medium enterprises (SMEs). During the reporting period, 18.27% of total spend was with 370 local suppliers based within Renfrewshire, accounting for £62.8m being contributed into the local economy. Spend with local suppliers is reported as part of the Local Government Benchmark Framework (LGBF) Indicators under ECON04 Proportion of Procurement Spend with Local Enterprises, meaning they are monitored and tracked nationally. Work on this indicator is planned with the Council’s Performance Board during 2026/27 to understand drivers and identify any further routes to improvement. Table 1 below provides an indication of spend with external suppliers across key category spend areas. In FY25/26, Construction and Social Care remained the top spend areas within the Council, accounting for 43% and 23% of total spend respectively. Page 138 of 250
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5 PUBLIC Table 1: Renfrewshire Council FY25/26 Spend by Category Summary of Procurements Completed A regulated procurement is any procurement for public supplies or services with a value of over £50,000 and for public works with a value of over £2m. A regulated procurement is completed, and therefore included in this report, when the award notice is published in FY25/26, or where the procurement process otherwise comes to an end. Details of all regulated procurement that had a Contract Award Notice published between 1 April 2025 and 31 March 2026 can be found in Appendix 1 of this report. Table 2 below shows a summary of regulated procurements that had a Contract Award Notice published by the Council during FY25/26. Page 139 of 250
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6 PUBLIC Table 2: Summary of Regulated Procurements Awarded in FY25/26 Total number of regulated procurements awarded 90 Total estimated value of regulated procurements awarded £301,548,931 Percentage of regulated contracts awarded to SMEs 77% Please note the figures provided in table 2 include the award of contracts and call-off contracts made under framework agreements. In addition to the above noted regulated procurements, CPU undertakes all non-regulated procurements over £25,000 on behalf of the Council. Details of all non-regulated procurements awarded by CPU between 1 April 2025 and 31 March 2026 can be found in Appendix 2 of this Annual Procurement report. Table 3 below shows a summary of non-regulated procurements undertaken by CPU and awarded by the Council during FY25/26. Table 3: Summary of Non-Regulated Procurements Awarded in FY25/26 Total number of non-regulated procurements awarded 89 Total estimated value of regulated procurements awarded £9,809,895 Please note the figures provided in table 3 include the award of contracts and call-off contracts made under framework agreements. Information on live contracts can be found on Renfrewshire Council’s Contract Register on Public Contracts Scotland. 2. Review of Regulated Procurement Compliance Section 18 of the Act, the Annual Procurement Report requires a review of whether regulated procurements carried out in the financial year complied with the authority’s procurement strategy. Section 3 and Appendix 1 of the Council’s Procurement Strategy set out the Strategic Priorities and an associated Action Plan for procurement, which provides the core indicators against which the performance of CPU is monitored. Table 4 below provides a final update on progress against the Action Plan during FY25/26. Page 140 of 250
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7 PUBLIC Description Actions to date Provide strategic leadership on all Procurement matters The Corporate Procurement Manager provided strategic leadership and professional procurement advice across a range of procurement matters, contributing through meetings, governance boards, working groups and representation at wider public sector forums. Strategic Category Managers collaborated closely with service departments, delivering expert procurement guidance to enable the Council to meet its strategic objectives in compliance with all relevant Procurement Regulations The Council’s Standing Orders Relating to Contracts were updated in January 2026 and are readily available and accessible for all staff online. Through the Purchase 2 Pay Programme, CPU supported development and implementation of a new P2P Operating Model across the organisation. Promote procurement best practice In FY25/26, CPU worked with the Scottish Government to develop three case studies that were subsequently published on the Scottish Government Sustainable Procurement Tools website. These case studies showcased the Council’s best practice approach in delivering social, economic and environmental outcomes through the circular economy, community benefits, SME subcontracting opportunities and fair work practices. Renfrewshire Council was shortlisted as finalist for three Scottish GO Awards - Best Net Zero Initiative, Procurement Transformation Award, Future Leaders of Tomorrow Award. The team won the ‘Procurement Transformation through Technology Award’ for the Sensor Technology for Council Properties Project which was delivered by the Housing Investment Team along with construction procurement colleagues. Page 141 of 250
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8 PUBLIC Description Actions to date A central procurement training and development programme was developed based on competency framework outputs and this will be delivered across FY26/27 to ensure staff continue to undertake best practice activities. Support the Council to ensure it continues to achieve value for money Achieving value for money has been supported throughout the year by: • Working closely with services to understand future requirements and develop forward procurement plans; • Challenging specifications to ensure goods and services are genuinely required and proportionate; • Utilising national and regional frameworks where they offer better value and reduced procurement costs; • Negotiating robust contract terms and pricing mechanisms to minimise financial risk; • Supporting services to monitor supplier performance against agreed KPIs and service levels; • Including wider value within contracts including social, economic and environmental benefits. Work with stakeholders to help achieve budget savings targets and achieve efficiencies Through close engagement with frontline services, CPU gathered and analysed information on market conditions, supply availability and price trends. This insight informed sourcing and purchasing strategies, enabling the Council to respond proactively to market changes, support effective demand management and maximise value for money through competitive pricing and negotiated savings. For example, the Council moved to a new Purchasing Card agreement resulting in an increase in annual rebate income of over £15,000. CPU is working in collaboration with Scotland Excel on a commercial partnership savings programme which is due to conclude in October 2026. Page 142 of 250
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9 PUBLIC Description Actions to date Ensure the Council explores all opportunities to use its procurement activities to promote its wider policy objectives, including its social, economic and environmental objectives Community benefits were requested in all regulated procurements tendered under the Council’s own terms and conditions of contract and, where appropriate and feasible, in below-threshold procurements. The Council’s Community Benefits Forum worked in close partnership in 2025/26 with a particular focus on the delivery and reporting of positive community benefits throughout Renfrewshire. This resulted in the total number of community benefits delivered increasing from 179 in FY24/25 to 260 in FY25/26. Other activity undertaken by the forum included exploring the development of a Renfrewshire Council Community Benefits Portal, which will be taken forward in FY26/27. In FY25/26 three Renfrewshire Council case studies were published on the Scottish Government Sustainable Procurement Tools website, showcasing best practice procurement in promoting our social, economic and environmental objectives. These focused on: • Maximising community benefits through the Paisley Town Hall redevelopment project • Use of sustainability test for artificial pitches; and • Embedding climate and sustainable procurement in the housing-led Regeneration and Renewal programme Fair Work Practices were evaluated in all relevant tender exercises, and all our suppliers are actively encouraged to support their workforce and to pay at least the Real Living Wage rate to all employees engaged in delivery of services to Renfrewshire Council. Tackling the Climate Emergency is an area of focus for the CPU, who provide active support to services to help the Council work towards Net Zero by 2030. The Sustainability Test was completed for all relevant regulated procurements and where appropriate, scored climate questions were included within the tender award criteria. Page 143 of 250
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10 PUBLIC Description Actions to date In FY25/26 the Corporate Procurement Manager worked with the Council’s Sustainability Team to pilot the integration of the Climate Change Impact Assessment into existing procurement processes, enhancing the Council’s ability to consider environmental impacts alongside value for money in procurement decision-making. Promote ethical procurement and work with our suppliers to ensure that they do not use exploitative labour Throughout FY25/26, the CPU ensured that all tender evaluations were undertaken in compliance with applicable legislation, statutory guidance and good procurement practice. In support of the Council’s commitment to ethical procurement, the Team also promoted adherence to the Modern Slavery Charter, while all Works contracts incorporated a link to the Council’s Construction Charter, reinforcing expectations around fair and responsible treatment of workers and suppliers. Develop and strengthen our approach to risk management All senior procurement staff completed the Council’s Risk Management i-Learn course. Risks and issues were identified and documented for all procurements within strategy documents. Ownership for each risk was assigned, with mitigation measures clearly defined. Commodity- related risks were also recorded at both service and corporate levels, with escalation to the Council’s Risk Manager where appropriate. The Corporate Procurement Manager was a member of various delivery and project boards across the Council, for example, the Construction Contracts Oversight project board, providing support and advice relating to managing procurement risks. Engage effectively with stakeholders when developing our strategic commissioning and procurement plans; Throughout the year the CPU worked in partnership with colleagues from across the Council to develop procurement and commissioning strategies for each procurement. Strategic Category Managers provide monthly updates to Heads of Service on procurement plans and worked collaboratively to deliver these. Page 144 of 250
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11 PUBLIC Description Actions to date To support the new Learning Estate Programme, CPU worked closely with key stakeholders to develop an initial procurement strategy, providing an early framework to support the successful delivery of the long-term programme. CPU actively engages with suppliers and the wider market through the organisation and attendance of Meet the Buyer events, Talking Tender sessions, and the use of Prior Information Notices. These activities support market engagement, encourage supplier participation, and help identify opportunities to enhance service delivery and drive innovation. Continue to develop and improve the Council’s procurement processes and support their effective adoption across the Council; Throughout FY25/26, CPU worked with Services to identify training requirements and deliver these to Council staff. This included for example a Construction Team Procurement Overview Session delivered in Paisley Town Hall, and the development, launch and monitoring of new mandatory i- Learn training for all requisitioners and approvers. A working group was established within the CPU to commence an organised review of existing procurement processes and procedures with outputs so far including the mapping of core procurement processes and streamlining of contract extension approvals. The procurement intranet pages were completely revamped to ensure they were accessible for users and new guidance was added on Procurement Timelines. Ensure that the Enterprise Resource Planning (ERP) system, Business World, strengthens procurement processes and delivers efficiencies across the Council During FY25/26, the Corporate Procurement Manager was seconded to lead the P2P Programme and substantial resource from CPU was also allocated to support it. Phase 1 of the P2P Programme was successful delivered in FY25/26. This included implementation of a new P2P Operating Model and the development, testing and launch of the new Business World Procurement Module, with the subsequent decommissioning of PECOS). Page 145 of 250
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12 PUBLIC Description Actions to date Phase 1 of the Programme identified 13 qualitative and quantitative benefits which included £67k of savings as well as further capacity creation and improved user experience. To maximise the benefits of the Business World ERP system and strengthen procurement controls, over 700 staff were trained across 28 P2P training sessions, supported by online recordings for future reference. In addition, dedicated P2P intranet pages were created containing 20 guidance documents, quick guides and FAQs covering the end-to-end process, helping to improve compliance, embed best practice, and drive process efficiencies across the Council. Support the development and growth of local SMEs, third sector, social entrepreneurs and supported business In FY25/26, spend with local businesses was 18.27% and spend with SMEs was 52.82%. The Community Wealth Building Core Group provides a collaborative forum for procurement and economic development to plan and deliver initiatives which promote Community Wealth Building and sustainable, inclusive economic growth in Renfrewshire. In October 2025, Procurement and Economic Development hosted the Renfrewshire Anchor Meet the Buyer event in collaboration with NHS Greater Glasgow and Clyde and the University of the West of Scotland. The event aimed to support local businesses in accessing public sector contract opportunities and to strengthen the local supply chain. A draft Local Supply Chain Strategy was also developed for implementation in FY26/27. The strategy aims to strengthen engagement with Renfrewshire’s SME community, increase local supplier participation in procurement opportunities by improving improve supplier awareness, capability and readiness for public sector opportunities. To support the development and growth of local SMEs, third sector organisations, social entrepreneurs and supported businesses, CPU increased the use of Prior Information Notices Page 146 of 250
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13 PUBLIC Description Actions to date (PINs), providing advance notice of forthcoming procurement opportunities. This aims to improve supplier awareness and engagement, with 38 PINs published during FY25/26. Ensure the Council meets the requirements of the procurement Regulations and the fundamental principles of non-discrimination, transparency and proportionality and actively seek to utilise the new flexibilities introduced to introduce innovative procurement approaches that can support the Council to achieve its objectives. All procurements undertaken during FY25/26 complied with legislation and statutory guidance. The Council’s processes and procedures were fully aligned to the Scottish Government Procurement Journey, ensuring good governance and due diligence at all key milestones. The Single Procurement Document was used for all procurements, including where appropriate and proportionate, under £50,000 procurements. All Regulated tendering opportunities were advertised via the Public Contracts Scotland Suppliers’ Portal, and tenders above the GPA Threshold were also advertised via the Find a Tender Service. Page 147 of 250
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14 PUBLIC 3. Sustainable Procurement Summary Sustainable Procurement Case Studies In FY25/26, three Renfrewshire Council case studies were published on the Scottish Government Sustainable Procurement Tools website. These case studies showcased the Council’s best practice approach in delivering social, economic and environmental outcomes through the circular economy, community benefits, SME subcontracting opportunities and fair work practices. • Embedding climate and sustainable procurement in the housing-led Regeneration and Renewal programme • Artificial pitches • Maximising community benefits through the Paisley Town Hall re-development project Community Benefits Community Benefits make a real difference to the lives of people in Renfrewshire, helping communities, community groups, schools and individuals. The table below is a summary of the community benefit requirements included as part of Renfrewshire Council’s regulated procurements over the last financial year. Table 5: Summary of Community Benefits Total number of regulated procurements awarded 90 Total number of regulated procurements that included a request / requirement for community benefits in FY25/26 64 Total number of regulated procurements awarded that included community benefits in FY25/26 63 **Contracts/Framework Agreements started in the financial year 2025/26 may have contract periods which extend past the end of the financial year and Community Benefits offered may accumulate to be offered in subsequent financial years. The Community Benefits Forum plays a central role in supporting the delivery of community benefits arising from Council contract. Forum members include officers from the Council’s Economic Development Team, Housing, ICT, Invest in Renfrewshire, Children’s Services, and our third sector interface Engage Renfrewshire. Page 148 of 250
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15 PUBLIC Once a contract is awarded, the Community Benefits Forum works closely with Council procurement officers and suppliers to co-ordinate, monitor and support the delivery of community benefits. The Forum also provides a valuable platform to share forthcoming procurement strategies, promoting best practice and identifying new opportunities for the delivery of community benefits. During FY25/26, community benefits delivered the following benefits to individuals based in Renfrewshire: During FY25/26 the priority was ensuring that community benefit commitments were translated into tangible outcomes for Renfrewshire communities through proactive supplier engagement, regular reporting and effective contract management. This contributed to a significant increase in community benefit deliver with 260 benefits achieved compared to 179 in FY24/25, an increase of 45%. Community benefit case study Project: Sensor Monitoring Equipment for Domestic Properties Consultant: IOPT Limited As part of their Community Benefit commitment IOPT Limited supported some of Renfrewshire’s local community groups and social enterprises by paying for them to receive Emergency First Aid Training. IOPT worked with Renfrewshire’s Community Benefit Forum to identify 12 different groups, including organisations such as Rays of Hope, PACE Theatre Company and Pachedu who nominated members to receive this training. Page 149 of 250
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16 PUBLIC These organisations are essential pillars of our local community, that bring people together and provide meaningful services supporting them to gain this qualification allows them to continue to do so. The community groups and Community Benefit Forum members then worked together to establish a defibrillator installation in the local community. As part of their community benefits delivery, IOPT purchased a defibrillator with plans to install it in Rays of Hope, Elderslie, where it can serve the local community should the need ever arise. These Community Benefits could have potentially life changing impacts for those who received the training and for the local community. Environmental Benefits Procurement has a key role to play in supporting the Council with the delivery of its net zero objectives (as laid down in Renfrewshire’s Plan for Net Zero). Every procurement contract strategy considers opportunities for supporting climate priorities and how impacts should be measured through application of the Sustainability Test. Actions may include use of Question 4C.7 within the Single Procurement Document, incorporating environmental requirements into specifications or inclusion of climate-specific questions within our tender documents. The outcomes from these actions then inform our approach to contract and supplier management. Table 6 outlines some of the procurements awarded during FY25/26 that included climate / environmental sustainability considerations and contributed to cross functional Council priorities, strategies and targets. Table 6 Contract title Environmental Benefits Planned maintenance and reactive repairs to sprinkler systems The contractor is required to hold ISO 140001 Environmental Management Certification or have a regularly reviewed Environmental Management System in place. Inspection Testing Maintenance and Repairs of Passenger Lifts, Stairlifts and Winches The contractor was required to specify materials from sustainable resources as appropriate and to consider energy saving measures throughout the contract duration. The contractor is required to hold ISO 140001 Environmental Management Certification or have a regularly reviewed Environmental Management System in place. Various vehicle contracts, including vans, buses, road sweepers and other specialist vehicles. 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 efficient vehicles. The Council will continue to explore Page 150 of 250
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17 PUBLIC Contract title Environmental Benefits alternative fuelled models including electric, hydrogen and hydrotreated vegetable oil (HVO) fuelled vehicles. Measured Term Contract for Provision of Scaffolding and Associated Works The contractor is required to hold ISO 140001 Environmental Management Certification or have a regularly reviewed Environmental Management System in place. Purchase of Promethean Boards 2025 As part of the procurement process the supplier had to detail how it would ensure that handling of waste was done in a circular way and required submission of their device removal process and green initiatives that would apply to the contract. Processing & Recycling of Cardboard This contract will contribute boosting our commitment to building a circular economy, where goods and materials are kept in use for longer by embedding circular economy principles in the wider green recovery. Zero Waste Scotland will also continue to develop tools and resources for education at all levels. The contractors will be required to provide an Environmental policy which details their commitment to sustainability through recycling and reusing materials where appropriate to reduce waste to landfill. Framework Agreement for the Provision of Trades Contractors This Framework agreement ensures that all properties under the control of the Council (both public buildings and domestic properties) are maintained to an appropriate standard and any repair works are carried out within the required timescales. All contractors are required to consider energy saving measures where possible through the duration of the works. 4. Supported Business Summary A Supported Business is defined in the Public Contracts (Scotland) Regulations 2015 as an organisation where: • its main aim is the social and professional integration of disabled and disadvantaged persons; and • at least 30% of its employees are disabled or disadvantaged persons. In FY25/26, Renfrewshire Council spent £287k with the following Supported Businesses: • Glasgow Wood Recycling • Hey Girls • Scotland’s Bravest Manufacturing Company Page 151 of 250
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18 PUBLIC Where proportionate and appropriate to do so, CPU also includes contract conditions within works procurement exercises requiring that the main contractor subcontract elements of the works to a Supported Business. In FY25/26 this led to a further £28.3k of spend with Scotland’s Bravest Manufacturing Company through subcontracting opportunities. 5. Future Regulated Procurement Summary Renfrewshire Council’s Contract Register is publicly available on the Public Contract Scotland website: https://www.publiccontractsscotland.gov.uk/Default.aspx This provides details of regulated contract start and end dates, as well as noting renewal expectations and extension options available. Contracts that have an expiry date within the next two years (whether expiry of initial term or expiry after conclusion of any extension period), have informed the work plan for the next two financial years, and details can be found in Annex 3 of this report. 6. Future Opportunities Purchase to Pay Programme Purchase to Pay (P2P) encompasses the end-to-end processes involved in requesting, purchasing, receiving, paying for, and accounting for goods, services and works. In FY25/26 the Council successfully completed Phase 1 of its P2P Programme delivering several significant improvements, including: • implementation of a new P2P Operating Model, • introduction of a Council-wide No Purchase Order No Pay policy, • launch of the new Procurement ERP System, • launch of electronic invoice solution • decommissioning of the PECOS system, and • delivery of training and guidance to all requisitioners and approvers Phase 2 of the P2P Programme is expected to commence in FY26/27. While the detailed scope is still being developed, it will focus on maximising the use and accessibility of management Page 152 of 250
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19 PUBLIC information and reporting, reviewing and enhancing Purchasing Card processes, and supporting the alignment of other purchasing systems to the new P2P operating model. Community Benefits Portal During FY26/27, Renfrewshire Council intends to develop a locally managed Community Benefits Portal (hosted on the Council’s website) which will be delivered and overseen by Economic Development, working collaboratively with CPU, Connected Communities and Engage Renfrewshire. Features of the Community Benefit Portal will enable: • approved community benefit requests to be published and publicly accessible. • suppliers to align commitments with identified local priorities. • public reporting on commitments made and benefits delivered. • consistent and auditable process managed by the Council. Anticipated benefits for the Council, its residents and its suppliers from the portal include: • fair, transparent community engagement within our procurement practices. • clarity and structure for suppliers delivering Community Benefits. • strengthened monitoring and reporting. Future Opportunities - Projects The following information highlights some key future procurement opportunities for which the Council anticipates going to market in the next couple of years. A full list of anticipated future regulated procurement activity over the next two years, along with estimated award dates, is provided in Annex 3. Future opportunities will be advertised via Public Contracts Scotland and, where appropriate, the Find a Tender service. Renfrewshire Council actively encourages all interested organisations to register on Public Contracts Scotland to receive notifications relating to future opportunities. Learning Estate Frameworks To support the Council’s Learning Estate Delivery Strategy, which was approved in August 2024, the Council intends to develop two framework agreements: one for building consultancy services Page 153 of 250
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20 PUBLIC and another for learning estate design and build. It is anticipated that both will be multi-lot frameworks with a duration of up to 4 years. These frameworks will provide a mechanism for appointing consultants and contractors across the Learning Estate Programme, supporting the delivery of individual project requirements. Market Engagement is scheduled to commence in Q2 FY26/27, with the tender expected to be launched in Q3 FY26/27. Events Framework A new four-year multi-supplier Framework Agreement will be developed to support the delivery of a range of events across the Council area. Market engagement is being carried out during Q2 of FY26/27 Q2 with the tender anticipated to be released in Q3. The framework will be structured into individual lots and organisations will have the opportunity to bid for one or more lots. The lotting structure is currently being considered, and organisations are encouraged to participate in market engagement. Housing Regeneration and Renewal Programme Renfrewshire Council has embarked on an ambitious programme of investment in Housing Led Regeneration and Renewal in Renfrewshire. The investment of at c£100m over a ten-year period will deliver modern, high-quality, energy efficient, affordable Council housing that will not only significantly enhance the Council’s housing stock but will also contribute to the wider transformation of communities and will be central to the economic and social recovery of Renfrewshire. Contract requirements will include demolition of existing properties, building of new homes and associated design services, retrofit and refurbishment of existing properties, environmental works and construction consultancy services. All contractors will be encouraged to advertise sub- contracting opportunities locally. Public Realm Improvements - Abbey Close, Paisley This project will deliver improvements to the pathway network at Abbey Close, Paisley, enhancing accessibility and connectivity for pedestrians and other users. A suitably qualified contractor will be appointed on a design-and-build basis to develop and deliver the scheme. As part of the design process, consideration will be given to the incorporation of a dedicated cycle route through Abbey Close to support active travel objectives. It is anticipated that the tender will be advertised in Spring 2027, with the contract commencing in Summer of 2027. Page 154 of 250
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21 PUBLIC Watercourse Maintenance A new contract is required to maintain watercourses and reservoirs and flood prevention schemes within the Renfrewshire boundary including drainage works; cleaning and minor repair works to grids, culverts, drains & flood prevention schemes; and emergency works. The Watercourse Maintenance Works contract involves a bespoke scope of reactive services based on an annual schedule of specific locations. It is envisaged that this tender will be advertised in January 2027 with a contract start date of May 2027. Pump Station Maintenance Services Renfrewshire Council operates several pump stations across the area that play a vital role in its flood management strategy, helping to protect communities from flooding and maintain traffic flow during periods of heavy rainfall. A new contract is required for the planned and reactive maintenance of these facilities, to be delivered by a suitably qualified contractor. It is envisaged that this tender will be advertised in September 2026 with a contract start date of January 2027. Re-opening of the Flexible Framework for Provision of a Care at Home and Housing Support Service The Flexible Framework is in place for the Renfrewshire Health and Social Care Partnership (HSCP), which supports the Council in the delivery of its social care functions, and where required the Council itself. The services delivered under the Flexible Framework are intended to support individuals, predominantly older people although occasionally a child or young person, to live independently in their own homes for as long as possible. The re-opening of the Flexible Framework will provide additional providers with the opportunity to apply for inclusion to deliver high quality services to residents of Renfrewshire. Re-opening of the Flexible Framework for Early Learning and Child Care Places Renfrewshire Council has a statutory duty to provide Early Learning and Childcare (ELC) places to eligible children and the Council commissions ELC places in private and voluntary sector nurseries and with childminders through this Flexible Framework. This allows the Council flexibility to offer parents a choice of provider for their child/children funded ELC entitlement. The re-opening of the Flexible Framework will provide additional providers with the opportunity to apply for inclusion, further enhancing the range of high-quality ELC provision available to families across Renfrewshire. Page 155 of 250
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22 PUBLIC Insurance Framework An Insurance Framework Agreement is scheduled to be procured in 2027, using a two-stage restricted procedure, to ensure the continued provision of the Council's insurance requirements. The Framework Agreement will be established for a period of four years and will be structured into separate lots to reflect the different classes of insurance cover required. The Framework Agreement will provide a compliant and efficient mechanism for securing comprehensive insurance cover and associated services, ensuring the Council continues to manage risk effectively and obtain best value throughout the term of the agreement. Page 156 of 250
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23 PUBLIC 7. Appendix 1: Regulated Procurements Awarded in the Period 1 April 2025 – 31 March 2026 TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Security Operations Centre Services (Interim) 03/04/2025 01/07/2025 01/07/2026 £54,500 Quorum Cyber Security Limited Reopening 2 of Flexible Framework for Early Learning and Childcare Places (New Entrants March 2024) 03/04/2025 24/06/2024 24/06/2027 £42,000,000 Elaine Parkhill Childminding, Sharons Tiny Tots Childminding Villages 2 - Detailed Design - Bishopton 04/04/2025 16/02/2026 16/07/2026 £55,339 Stantec UK Limited Inspection Testing Maintenance and Repairs of Passenger Lifts, Stairlifts and Winches 11/04/2025 15/04/2025 15/04/2028 £750,000 Jackson Lift Services Limited Processing & Recycling of Mixed Plastics, Cans and Glass 17/04/2025 01/05/2025 01/11/2025 £177,000 Regen Waste Limited School Kitchen Expansion - Phase 2 17/04/2025 12/06/2025 12/10/2025 £885,971 City Gate Construction Limited Supply and Delivery of 200 Laptops 24/04/2025 25/04/2025 25/10/2025 £104,170 HP Inc UK Limited Processing & Recycling of Mixed Paper and Card 25/04/2025 01/05/2025 01/05/2026 £1,000,000 WRC Recycling Limited Treatment, Recycling & Disposal of Skip Hire Service & Processing & Recycling of Waste 25/04/2025 01/05/2025 01/05/2029 £500,000 Enva Scotland Limited The Provision of a GIS System 28/04/2025 01/04/2025 01/04/2028 £216,218 ESRI (UK) Sheltered Housing Fire Alarm Upgrades 29/04/2025 26/05/2025 26/05/2026 £718,694 A Alexander & Son Electrical Ltd Paisley Halloween Festival 2025 - Lighting and Projection 01/05/2025 09/05/2025 09/12/2025 £45,000 Woodroffe Bassett Design Flexible Framework for Care at Home and Housing Support Services 01/05/2025 01/05/2025 01/05/2032 £140,000,000 All Care Services Ltd, Call-In Homecare, Care1 Page 157 of 250
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24 PUBLIC TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Professional Services LTD, Caring Hearts Limited, HRM Homecare Services Ltd, Independent Lifestyle limited trading as Compcare, Invercare Services Ltd, M-Verth Ltd, Oncall Care Service Ltd, Scotia Homecare Solutions Limited, Wheatley Care, WilKerr Care Services Ltd Clyde Waterfront and Renfrew Riverside (CWRR) Bridge Maintenance Contract 02/05/2025 02/05/2025 02/05/2030 £1,000,000 Fairfield Control Systems Ltd Housing Management System Consultancy 06/05/2025 05/05/2025 05/07/2026 £226,400 Gravitas Recruitment Group Limited Processing & Recycling of Cardboard 07/05/2025 02/06/2025 02/06/2029 £60,000 WRC Recycling Limited Paisley Halloween Festival 2025 - Parade & Town Centre Animation 09/05/2025 09/05/2025 09/12/2025 £149,000 Cirque Bijou Media Buy - Renfrewshire Council Events Programme 15/05/2025 19/05/2025 19/05/2026 £75,000 Spiritmedia Scotland Limited Supply and Delivery of 1 no. 4x2 Rigid, Truck Mounted Road Sweeper 20/05/2025 26/05/2025 26/12/2025 £179,000 Scarab Sweepers Limited Supply and Delivery of 1 no. 32T, 8x4 Rigid, Hook Lift (Rollonoff) 20/05/2025 23/05/2025 23/12/2025 £179,000 Lothian Vehicle Bodybuilders ICT Healthchecks (Interim) 27/05/2025 01/07/2025 01/07/2026 £130,602 Quorum Cyber Security Limited Business World Consultancy and Testing 27/05/2025 01/04/2025 01/04/2027 £150,000 Hennessy IT Consulting Limited Bus Shelter Advertising, Cleaning and Maintenance 29/05/2025 02/06/2025 02/06/2035 £519,500 Bauer Media Outdoor UK Ltd Page 158 of 250
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25 PUBLIC TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Supply and Delivery of 3,500kg Multipurpose Jetting Unit Vehicle 03/06/2025 06/06/2025 06/07/2025 £75,951 Western Automobile Company Limited T/A Western Commercial and Western Maxus Supply and Delivery of 8 x Dacia Spring Hatchback Cars 05/06/2025 05/06/2025 05/07/2025 £74,736 Parks Motor Group Newton Road Playing Fields Bishopton - Enhancement Works 10/06/2025 10/06/2025 10/09/2025 £139,934 Carrick Sports Construction Ltd Treasury Management Consultancy Service 12/06/2025 01/07/2025 01/07/2028 £95,000 MUFG Corporate Markets Treasury Limited Artificial Intelligence Return on Investment Business Case 17/06/2025 30/06/2025 30/12/2025 £100,000 ICS.AI Ltd Service provision MOT Tachograph repair & calibration, prewash & Inspection for vehicles above 3.5T 19/06/2025 20/06/2025 20/06/2028 £134,673 Roadside Vehicle Services Transportation A25 Lot 1 East Park 20/06/2025 18/08/2025 18/06/2026 £68,020 Marbill Coach Services Ltd Hybrid Webcasting 24/06/2025 30/06/2025 29/08/2027 £55,000 Public-i Group Ltd Drupal websites support and maintenance 25/06/2025 26/06/2025 25/06/2027 £135,000 Manifesto Digital Limited Framework For Transportation - Mini Competition ASN Taxis (A23 Additional) 26/06/2025 16/08/2025 27/06/2026 £34,200 Johnstone TOA Framework For Transportation - Mini Competition ASN Taxis (A23 Additional) 26/06/2025 16/08/2025 27/06/2026 £34,010 Johnstone TOA Framework For Transportation - Mini Competition ASN Taxis (A23 Additional) 26/06/2025 16/08/2025 27/06/2026 £24,928 Ryan Kidd t/a Ryan Kidd Hires Framework For Transportation - Mini Competition ASN Taxis (A23 Additional) 26/06/2025 16/08/2025 27/06/2026 £128,250 Renfrewshire Cab Company Framework For Transportation - Mini Competition ASN Taxis (A23 Additional) 26/06/2025 16/08/2025 27/06/2026 £28,500 Johnstone TOA Page 159 of 250
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26 PUBLIC TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Framework For Transportation - Mini Competition ASN Taxis (A23) 26/06/2025 16/08/2025 27/06/2026 £39,900 Chester Paul Greig Framework For Transportation - Mini Competition ASN Taxis (A23) 26/06/2025 16/08/2025 27/06/2026 £28,158 Robert McCue Taxis Framework For Transportation - Mini Competition ASN Taxis (A23) 26/06/2025 16/08/2025 27/06/2026 £34,200 Ryan Kidd t/a Ryan Kidd Hires Framework For Transportation - Mini Competition ASN Taxis (A23) 26/06/2025 16/08/2025 27/06/2026 £57,000 Chester Paul Greig Framework For Transportation - Mini Competition ASN Taxis (A23) 26/06/2025 16/08/2025 27/06/2026 £22,800 Chester Paul Greig Framework For Transportation - Mini Competition ASN Taxis (A23) 26/06/2025 16/08/2025 27/06/2026 £63,178 Chester Paul Greig Steeple Buildings Kilbarchan Phase 1 Repairs 27/06/2025 28/07/2025 28/01/2026 £332,914 W H Kirkwood Ltd Housing Removal, Relocation and Warehouse Storage Framework 30/06/2025 01/07/2025 01/07/2028 £350,000 Doree Bonner International, Clockwork Removals Software Asset Management as a Service 25-26 01/07/2025 01/07/2025 31/6/26 £86,634 Business Continuity Services Ltd Planned maintenance and reactive repairs to sprinkler systems 09/07/2025 14/07/2025 14/07/2028 £120,000 Vipond Fire Protection Castle Semple Visitor Facility - Toilet Block and Cycle Hub 15/07/2025 02/09/2025 02/10/2026 £641,287 Clark Contracts Limited Framework For Transportation - Mini Competition ASN Taxis (A25) 17/07/2025 18/08/2025 18/06/2026 £661,447 Toa Cabs Ltd, Ryan Kidd Hires, Chester Paul Greig, Renfrewshire Cab Co Transportation A25 Lot 1 Mary Russell 22/07/2025 18/08/2025 25/07/2026 £58,259 Marleigh Hire Transportation A25 Lot 1 Mary Russell 22/07/2025 18/08/2025 25/07/2026 £58,259 Marleigh Hire Transportation A25 Lot 1 Mary Russell 22/07/2025 18/08/2025 25/07/2026 £51,870 Westway coaches Page 160 of 250
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27 PUBLIC TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Transportation A25 Lot 1 Mary Russell 22/07/2025 18/08/2025 25/07/2026 £58,259 Marleigh Hire Transportation A25 Lot 1 Mary Russell 22/07/2025 18/08/2025 25/07/2026 £60,159 Westway coaches Transportation A25 Lot 1 Mary Russell 22/07/2025 18/08/2025 25/07/2026 £60,159 Westway coaches Transportation A25 Lot 1 Mary Russell 22/07/2025 18/08/2025 25/07/2026 £58,259 Marleigh Hire Transportation A25 Lot 1 Mary Russell 22/07/2025 18/08/2025 25/07/2026 £73,459 Westway coaches Transportation A25 Lot 1 Mary Russell 22/07/2025 18/08/2025 25/07/2026 £49,780 Boyds coach hire limited Transportation A25 Lot 1 Mary Russell 22/07/2025 18/08/2025 25/07/2026 £47,880 Boyds coach hire limited Transportation A25 Lot 1 Mary Russell 22/07/2025 18/08/2025 25/07/2026 £73,459 Westway coaches Transportation A25 Lot 1 Mary Russell 22/07/2025 18/08/2025 25/07/2026 £58,259 Marleigh Hire The Supply and Delivery of Switches and Licences 25/07/2025 01/08/2025 01/08/2032 £260,000 XMA Limited Energy Efficient Scotland ABS Funding Managing Agent 01/08/2025 13/08/2025 13/08/2026 £660,000 Changeworks Document Solution Centre Print Devices 07/08/2025 07/08/2025 01/10/2028 £500,000 Xerox (UK) Limited Construction works AMIDS South 14/08/2025 06/10/2025 28/04/2028 £34,714,650 Farrans Construction trading as a division of Northstone (NI) Limited Paisley Grammar School Community Campus MEP Clerk of Works 29/08/2025 01/09/2025 01/07/2027 £108,815 Ross Quality Control Limited 2x 3500kgs GVW Van mounted telescopic platforms (Cherry Pickers) 03/09/2025 09/09/2025 23/10/2025 £154,180 Lothian Vehicle Body Builders Ltd Page 161 of 250
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28 PUBLIC TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Renfrewshire Council Events - Hostile Vehicle Mitigation (HVM) 05/09/2025 08/09/2025 08/08/2026 £75,000 Crowdguard Advanced Automation Technology 02/10/2025 03/10/2025 02/10/2026 £129,580 Blue Prism Precinct Sweeper Funded 14/10/2025 14/10/2025 14/04/2026 £86,845 Bucher Municipal Limited Howwood Road New Build - Clerk of Works 31/10/2025 03/11/2025 03/09/2028 £159,714 Ross Quality Control Limited Framework Agreement for the Provision of Trades Contractors 06/11/2025 10/11/2025 10/11/2027 £25,000,000 City Gate Construction Limited, Valley Group Limited, MHSL Services Limited, McGregor Projects Ltd, Property One Limited, Bell Group Limited, C Hanlon Facilities Management Ltd, Faskin Group Ltd, Idverde Ltd, G.D. CHALMERS LIMITED, Adman Int Ltd, James Frew Ltd, Clark Contracts Limited, Trident Maintenance Services Ltd, Mitie Property Services (UK) Ltd, Dumbreck Decorators, eco save windows ltd, Ath-Ghin Ltd, Sennit Construction Ltd, Braedale Roofing Ltd Debt Recovery and Sheriff Officer Services 07/11/2025 11/11/2025 11/08/2026 £101,000 George Walker & Co. T/A Walker Love Houston Court-Square Regeneration RIBA Stages 3&4 20/11/2025 24/11/2025 24/05/2026 £100,800 Page \ Park Architects Page 162 of 250
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29 PUBLIC TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Family Support Services for Children Affected by Disability 01/12/2025 01/12/2025 01/12/2026 £143,632 Action for Children Erskine Civic Plaza 05/12/2025 06/01/2026 09/06/2026 £494,881 Covanburn Contracts Limited External Works - Ferguslie Green Line - Belltrees 05/12/2025 06/01/2026 06/07/2026 £619,999 Mackenzie Construction Ltd Measured Term Contract for Provision of Scaffolding and Associated Works 10/12/2025 15/12/2025 15/12/2028 £500,000 JR Scaffold Services Ltd Provision of a Professional Independent Advocacy Service 12/12/2025 01/04/2025 01/04/2028 £728,731 VoiceAbility Processing & Recycling of Gully Waste 12/12/2025 15/12/2025 15/12/2029 £700,000 Wm Hamilton & Sons Limited Vehicle and Plant Hire with Operatives 15/12/2025 10/01/2026 10/01/2029 £8,000,000 John McGeady Ltd Renfrewshire 20mph Roll Out 15/12/2025 15/12/2025 15/07/2026 £177,925 Stantec UK Limited Delivery of Workshops, Surgeries and Expert Help to support Business Gateway 17/12/2025 06/01/2026 06/01/2028 £196,000 Strategem (Scotland) Ltd Election Management System 17/12/2025 01/01/2026 31/12/2027 £81,500 Democracy Counts Ltd Auchenlodment RSIF Detailed Design 17/12/2025 06/01/2026 06/07/2026 £73,504 Stantec UK Limited Council Wide Laundry Maintenance 18/12/2025 28/01/2026 28/01/2029 £356,701 Wolf laundry ltd 16 Seat + Driver Wheelchair Accessible Bus 18/12/2025 18/12/2025 18/04/2026 £106,624 Woodall-Nicholson Ltd Software Asset Management as a Service (SAMaaS) 19/12/2025 15/01/2026 15/01/2029 £451,196 Business Continuity Services Ltd Maintenance of Business Objects 23/12/2025 01/01/2026 01/01/2027 £59,890 Influential Software Services Ltd Gleniffer/ Foxbar RSIF Detailed Design 05/01/2026 06/01/2026 06/07/2026 £69,461 Stantec UK Limited Page 163 of 250
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30 PUBLIC TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Construction of Red Smiddy to Erskine Active Travel Route Phases 4, 5 and 6 07/01/2026 19/01/2026 19/07/2026 £1,056,775 John McGeady Ltd Toyota Proace L1 Electric Vans 09/01/2026 09/01/2026 31/03/2026 £163,525 Toyota GB PLC Toyota Proace L2 Electric Vans 09/01/2026 09/01/2026 09/03/2026 £100,290 Toyota GB PLC Hawkhead Road Corridor Study 12/01/2026 13/01/2026 13/08/2026 £68,409 Stantec UK Limited Phase 2 Housing Management System Consultancy 12/01/2026 12/01/2026 12/08/2027 £250,000 Gravitas Recruitment Group Limited Supply, Installation and Maintenance of Generators at 2 Care Homes 15/01/2026 19/01/2026 19/01/2031 £176,214 Wallace Power Services Ltd Supply and Delivery of 159 Laptops 23/01/2026 23/01/2026 23/07/2026 £151,661 HP Inc UK Limited Supply and Delivery of 99 Desktops 23/01/2026 23/01/2026 23/07/2026 £59,105 HP Inc UK Limited Purchase of Promethean Boards 2025 26/01/2026 26/01/2026 26/04/2026 £169,920 SSUK Maintenance and Refurbishment of Tenanted Properties 28/01/2026 02/02/2026 02/02/2028 £27,747,894 City Gate Construction Limited Waste Permit Printing and Distribution 06/02/2026 06/02/2026 06/02/2027 £52,000 PermiServ Ltd L3 Double Cab Caged Tippers 13/02/2026 13/02/2026 13/05/2026 £157,910 Western Nissan L3 Double Cab Dropside Vehicles 13/02/2026 13/02/2026 13/05/2026 £130,662 Western Nissan Heriot Primary School, Boiler House and Heating Replacement 13/02/2026 01/07/2026 01/08/2026 £412,769 Taylor & Fraser Limited Villages 2 - Detailed Design - Elderslie 18/02/2026 02/03/2026 02/09/2026 £56,305 Stantec UK Limited Page 164 of 250
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31 PUBLIC TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Road Kerb and Footway Herbicide Application 03/03/2026 01/04/2026 01/09/2026 £122,650 Complete Weed Control (Scotland South East) Limited Specialist Cleaning, Clearances and Ad hoc Services 04/03/2026 18/03/2026 18/03/2028 £1,600,000 Caledonian Maintenance Services Candren Burn Restoration RIBA 2 06/03/2026 09/03/2026 09/11/2026 £124,590 EnviroCentre Limited Processing & Recycling of Mixed Plastics, Cans and Glass 18/03/2026 01/05/2026 01/11/2026 £172,000 Regen Waste Limited Single Building Assessment - Approved Assessor and Verifier 26/03/2026 30/03/2026 30/03/2027 £516,450 Firntec Ltd Page 165 of 250
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32 PUBLIC 8. Appendix 2: Non-Regulated Procurements Awarded in the Period 1 April 2025 – 31 March 2026 TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Recruitment of Street Lighting Supervisors and Officers 01/04/2025 01/04/2025 30/06/2025 £25,000 Exemplia Group Call Off No. 2A - Lot 1: Carriageway Resurfacing 02/04/2025 14/04/2025 27/04/2025 £80,275 John McGeady Ltd Call Off No. 2B - Lot 1: Carriageway Resurfacing 02/04/2025 28/04/2025 04/05/2025 £83,646 John McGeady Ltd Housing Management System Consultancy 02/04/2025 06/04/2025 05/05/2025 £20,000 Gravitas Recruitment Group Award of Planned Maintenance and Reactive Repairs to Smoke Vents Systems 11/04/2025 14/04/2025 14/04/2028 £49,999 Kilpatrick Blane Services Limited Planned Maintenance and Reactive Repairs to Smoke Vents Systems 14/04/2025 14/04/2025 13/04/2028 £49,999 Kilpatrick Blane Services Limited Weekly cutting/maintenance of fine sports turf Bowling Greens 14/04/2025 14/04/2025 13/04/2026 £49,999 Fairways Sportsgrounds Ltd Award of Weekly cutting/maintenance of fine sports turf - Bowling Greens 14/04/2025 14/04/2025 13/04/2026 £49,999 Fairways Sportsgrounds Ltd Debt Recovery and Sheriff Officer Services 17/04/2025 11/04/2025 10/11/2025 £30,000 Walker Love Call Off No. 3: Lot 1 - Carriageway Resurfacing 28/04/2025 29/04/2025 25/05/2025 £69,106 John McGeady Ltd Call Off No. 4: Lot 1 - Carriageway Resurfacing 01/05/2025 19/05/2025 01/06/2025 £73,843 John McGeady Ltd Council Wide Laundry Maintenance 01/05/2025 28/04/2025 27/07/2025 £49,999 Washco Limited Development of Site C1, Dargavel 02/05/2025 26/05/2025 15/08/2025 £437,791 John McGeady Ltd Renfrewshire House Archive Store Concrete Slab Waterproofing Works 02/05/2025 02/06/2025 25/08/2025 £219,476 W H Kirkwood Ltd Streetscape Maintenance 06/05/2025 12/05/2025 12/05/2027 £179,000 John McGeady Ltd Demolition of Thrushcraig Crescent 14/05/2025 22/05/2025 31/07/2025 £98,209 Caskie Limited Call Off No. 5: Lot 1 - Carriageway Resurfacing 15/05/2025 26/05/2025 22/06/2025 £178,486 John McGeady Ltd Call Off No. 6: Lot 1 - Carriageway Resurfacing 15/05/2025 26/05/2025 22/06/2025 £178,854 John McGeady Ltd Package Order No. 2 25/26 Lot 9 22/05/2025 01/06/2025 02/03/2026 £177,591 John McGeady Ltd Dargavel Primary School Artificial Pitch 23/05/2025 30/06/2025 25/07/2025 £138,880 Fairways Sportsgrounds Ltd Page 166 of 250
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33 PUBLIC TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Award of Service provision of MOT, MOT prewash and Inspections for vehicles below 3500kgs 30/05/2025 02/06/2025 01/06/2028 £39,143 Roadside Vehicle Services Service provision of MOT for vehicles Below 3500kgs 30/05/2025 02/06/2025 01/06/2028 £39,142 Roadside Vehicle Services Feasibility Study - Springbank & Mossvale 30/05/2025 02/06/2025 02/09/2025 £9,930 Mastarch Ltd Trading As Mast Architects Call Off No. 7: Lot 1 - Carriageway Resurfacing 12/06/2025 23/06/2025 06/07/2025 £45,925 John McGeady Ltd Call Off No. 8: Lot 1 - Carriageway Resurfacing 12/06/2025 30/06/2025 06/07/2025 £49,778 John McGeady Ltd Insurance Broker and Advisory Services 19/06/2025 20/06/2025 19/06/2028 £7,000 Aon Uk Limited Park Mains High School - Replacement Lighting 20/06/2025 30/06/2025 21/07/2025 £79,995 OCS M&E Services Limited Fairer Renfrewshire Panel 24/06/2025 01/07/2025 30/06/2026 £30,018 Star Project Surface Treatment 2025/2026 27/06/2025 28/07/2025 31/08/2025 £793,868 Kiely bros ltd Our Lady of Peace and Arkleston Primary School - Muga Refurbishment 27/06/2025 07/07/2025 22/08/2025 £60,951 Fairways Sportsgrounds Ltd Call off No. 1 - Lot 2: Footway Resurfacing 30/06/2025 09/07/2025 03/08/2025 £95,308 John McGeady Ltd ASN Transport Mary Russell (A25-ASN013) 16/07/2025 18/08/2025 30/06/2026 £37,810 Abacus Travel Employee Counselling Services 13/08/2025 17/08/2025 16/02/2026 £30,000 Health Is One Ltd Main Street Lochwinnoch - Street Lighting replacement 20/08/2025 25/08/2025 17/11/2025 £176,880 Lightways (Contractors) Limited Call Off No. 14a: Lot 1 - Carriageway Resurfacing 22/08/2025 01/09/2025 05/09/2025 £176,266 John McGeady Ltd Call Off No. 14b - Lot 1: Carriageway Resurfacing 22/08/2025 08/09/2025 12/09/2025 £138,904 John McGeady Ltd Call Off No. 14c - Lot 1: Carriageway Resurfacing 22/08/2025 15/09/2025 19/09/2025 £163,772 John McGeady Ltd Call Off No. 13: Lot 1 - Carriageway Resurfacing 08/09/2025 22/09/2025 05/10/2025 £111,526 John McGeady Ltd Renfrewshire Council Events - Marquees 10/09/2025 10/09/2025 09/09/2026 £49,999 Baillies Marquees Asbestos Removal Former Renfrew Police Station 15/09/2025 30/09/2025 23/12/2025 £111,728 Enviraz (Scotland) Limited Ferguslie Green Line - Belltrees RIBA Stages 5&6 23/09/2025 20/01/2026 23/06/2026 £37,219 Land Use Consultants Street Lighting Column Replacement 24/09/2025 01/10/2025 21/01/2026 £179,000 Pegasus Power & Communications Ltd Support and Maintenance of Print Finishing Equipment Devices for Document Solution Centre (DSC) 30/09/2025 01/10/2025 30/09/2028 £37,815 CLC Presentation Systems Ltd Page 167 of 250
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34 PUBLIC TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Elected Member Case Management System 30/09/2025 01/10/2025 30/09/2028 £49,999 Elected Technologies Ltd Electrical Testing & Remedial Works Various 08/10/2025 13/10/2025 13/04/2026 £150,000 G D Chalmers Ltd Play Area Renewals 2025/2026 21/10/2025 23/10/2025 23/03/2026 £475,228 KOMPAN Scotland Limited, Sutcliffe Play (Scotland) Ltd, Scotplay and Sports Limited Digital Literacy Tool (Read Write) 27/10/2025 27/10/2025 26/10/2026 £49,900 EVERWAY OPCO LIMITED Former Renfrew Police Station - Timber Rot Strip Out Works 28/10/2025 12/01/2026 20/02/2026 £56,439 City Gate Construction (Scotland) Limited Fleet Management Software 29/10/2025 03/11/2025 02/11/2027 £49,999 Trapeze Group Uk Ltd T/A Assetworks Call Off No. 2: Lot 2 - Footway Resurfacing 05/11/2025 27/10/2025 21/11/2025 £120,837 John McGeady Ltd Supply of Small Plant and Tools 05/11/2025 14/11/2025 14/05/2026 £49,999 Martin Plant Hire Call Off No. 3: Lot 2 - Footway Resurfacing 14/11/2025 17/11/2025 12/12/2025 £73,860 John McGeady Ltd Call Off No. 10: Lot 1 - Carriageway Resurfacing 02/12/2025 03/04/2026 01/05/2026 £91,186 John McGeady Ltd Call Off No. 10: Lot 1 - Carriageway Resurfacing 02/12/2025 03/04/2026 01/05/2026 £91,186 John McGeady Ltd Call Off No. 11: Lot 1 - Carriageway Resurfacing 02/12/2025 03/04/2026 01/05/2026 £135,330 John McGeady Ltd Call Off No. 11: Lot 1 - Carriageway Resurfacing 02/12/2025 03/04/2026 01/05/2026 £135,330 John McGeady Ltd Call Off No. 12: Lot 1 - Carriageway Resurfacing 02/12/2025 03/04/2026 01/05/2026 £73,184 John McGeady Ltd Call Off No. 12: Lot 1 - Carriageway Resurfacing 02/12/2025 03/04/2026 01/05/2026 £73,184 John McGeady Ltd Election Printing Services 18/12/2025 19/12/2025 18/07/2026 £49,995 Critiqom Limited T/A Mail Metrics Limited Catering Agency Staff HRC 18/12/2025 19/12/2025 30/04/2026 £49,999 HRC Recruitment Demolition of 51-53 Thrushcraig 19/12/2025 02/02/2026 06/04/2026 £84,370 Dem-Master Demolition Limited Carbrook Street Quantity Surveyor 19/12/2025 17/12/2025 17/10/2028 £19,166 Brown & Wallace LLP Trading As Brown + Wallace Provision of Independent Advocacy Service for Adults (Interim) 30/12/2025 01/01/2026 31/03/2026 £43,000 You First Advocacy Get Safe Online Services 01/01/2026 01/01/2026 31/12/2028 £43,500 Get Safe Online Limited Call Off No. 4: Lot 2 - Footway Resurfacing 12/01/2026 12/01/2026 15/02/2026 £105,820 John McGeady Ltd Pavement Parking Assessments 12/01/2026 22/12/2025 21/03/2026 £31,411 Stantec UK Ltd Erskine Civic Plaza - RIBA Stages 5-6 16/01/2026 19/01/2026 20/07/2026 £29,820 Ironside Farrar Limited Page 168 of 250
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35 PUBLIC TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME The Provision of a Community Benefits Management System 21/01/2026 21/01/2026 20/01/2029 £21,600 Teomach Limited Call Off No. 15: Lot 1 - Carriageway Resurfacing 28/01/2026 23/03/2026 03/04/2026 £80,580 John McGeady Ltd Structural Assessment Reviews & Principal Inspections 28/01/2026 28/01/2026 13/05/2026 £179,000 Will Rudd Davidson Ltd CCTV, Fire Alarm and Intruder Alarm Maintenance (inclusive of alarm monitoring service) 29/01/2026 18/01/2026 17/04/2026 £49,999 North Pb Ltd Decarbonisation Studies of School Buildings 03/02/2026 16/02/2026 18/05/2026 £38,750 ECD Architects Estate Agency Services Interim Requirements 03/02/2026 09/02/2026 08/08/2026 £50,000 Elle Marie Property Call Off No. 5: Lot 2 - Footway Resurfacing 04/02/2026 16/02/2026 08/03/2026 £91,528 John McGeady Ltd Employee Counselling Services 10/02/2026 17/02/2026 16/08/2026 £30,000 Health Is One Ltd Assessment of Acceptable Walking Routes 11/02/2026 11/02/2026 11/08/2026 £102,000 Stantec UK Ltd Renfrewshire Council - Evaluation of Events 13/02/2026 16/02/2026 15/02/2027 £48,250 Dodds & Law Research Associates Ltd. Villages 2 - Detailed Design - Bridge of Weir 18/02/2026 01/03/2026 31/08/2026 £43,986 Stantec UK Ltd Villages 2 - Detailed Design - Houston 18/02/2026 01/03/2026 31/08/2026 £36,079 Stantec UK Ltd Villages 2 - Detailed Design - Lochwinnoch 18/02/2026 01/03/2026 31/08/2026 £48,814 Stantec UK Ltd Call Off No. 16A: Lot 1 - Carriageway Resurfacing 23/02/2026 27/04/2026 09/05/2026 £104,850 John McGeady Ltd Call Off No. 16B: Lot 1 - Carriageway Resurfacing 23/02/2026 04/05/2026 16/05/2026 £106,605 John McGeady Ltd Call Off No. 20: Lot 1 - Carriageway Resurfacing 27/02/2026 01/07/2026 19/07/2026 £112,971 John McGeady Ltd Call Off No. 22: Lot 1 - Carriageway Resurfacing 27/02/2026 13/07/2026 20/07/2026 £69,751 John McGeady Ltd Call Off No. 21: Lot 1 - Carriageway Resurfacing 27/02/2026 19/07/2026 02/08/2026 £94,211 John McGeady Ltd Call Off No. 17B: Lot 1 - Carriageway Resurfacing 27/02/2026 18/05/2026 07/06/2026 £78,632 John McGeady Ltd Package Order No. 4 25/26: Lot 9 - Minor Traffic Improvements 27/02/2026 16/03/2026 30/03/2026 £107,469 John McGeady Ltd Call Off No. 17A: Lot 1 - Carriageway Resurfacing 02/03/2026 18/05/2026 07/06/2026 £101,276 John McGeady Ltd Call Off No. 19: Lot 1 - Carriageway Resurfacing 02/03/2026 01/06/2026 21/06/2026 £57,664 John McGeady Ltd Call Off No. 18A: Lot 1 - Carriageway Resurfacing 02/03/2026 15/06/2026 28/06/2026 £105,584 John McGeady Ltd Call Off No. 18B: Lot 1 - Carriageway Resurfacing 02/03/2026 15/06/2026 28/06/2026 £98,069 John McGeady Ltd 38 & 56 Houston Court Shop Units Refurbishment 26/03/2026 13/04/2026 03/07/2026 £126,900 City Gate Construction Limited Page 169 of 250
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36 PUBLIC 9. Appendix 3: Potential Future Contracts 2026-2028 The table below reflects possible renewals and extensions of existing contracts, and some potential new commissions. This information does not guarantee procurement of any requirement nor any commitment to the value of timelines presented. CONTRACT TITLE NEW / EXTENSION / RE-LET ANTICIPATED CONTRACT NOTICE PUBLICATION DATE ANTICIPATED AWARD DATE ANTICIPATED START DATE ANTICIPATED VALUE Term Contract for the In-Service Inspection and Testing of Electrical Equipment. Re-Let May-26 Jun-26 01/07/2026 £170,000 Provision of hot drink machines New May-26 Jun-26 01/07/2026 £65,000 Vehicle and Plant Recovery Re-Let May-26 Jun-26 01/07/2026 £49,999 Energy Efficient Scotland ABS Funding Managing Agent Extension N/A N/A 30/07/2026 £150,000 Renfrewshire Council Events -Hostile Vehicle Mitigation New May-26 Jun-26 31/07/2026 £150,000 AMIDS DEN Cost Consultant New Jun-26 Jul-26 31/07/2026 TBC AMIDS DEN Legal Adviser New Jun-26 Jul-26 31/07/2026 TBC Johnstone Vision - Houston Court Regeneration - Retail Units (RIBA Stages 3/4) and Site Supervision/Clerk of Works (RIBA 5/6). New Jun-26 Jul-26 31/07/2026 £120,000 Renfrewshire House - Firestopping works New Jun-26 Aug-26 24/08/2026 £140,000 School-Based Counselling Services Re-Let Jul-26 Aug-26 01/09/2026 £64,000 Renfrewshire Council Events - Marquees Re-Let May-26 Jun-26 30/09/2026 £80,000 Renfrewshire Council Events - Temporary power Re-Let May-26 Jun-26 30/09/2026 £80,000 Play Park Renewals 26-27 New Jul-26 Sep-26 01/10/2026 £700,000 Page 170 of 250
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37 PUBLIC CONTRACT TITLE NEW / EXTENSION / RE-LET ANTICIPATED CONTRACT NOTICE PUBLICATION DATE ANTICIPATED AWARD DATE ANTICIPATED START DATE ANTICIPATED VALUE Framework Agreement for Roads Related Maintenance Works Re-Let May-26 Sep-26 10/10/2026 £40,000,000 Framework Contract for Works to Roads Related Structures Re-Let May-26 Sep-26 10/10/2026 £2,000,000 Term Contract for the Statutory Compliance and Reactive Repairs of Powered Pedestrian Access Doors. Re-Let Jul-26 Sep-26 10/10/2026 £600,000 Renfrewshire Council eBike Hire Pilot Scheme New Jul-26 Sep-26 10/10/2026 £400,000 Treatment & Disposal of Paint & Paint Tins Re-Let Jul-26 Sep-26 16/10/2026 £400,000 Water Management Domestic Legionella Risk Assessment Works New Jun-26 Oct-26 31/10/2026 £1,800,000 Johnstone Vision - Houston Court Regeneration - Construction New Jun-26 Oct-26 31/10/2026 £1,000,000 Artificial Intelligence Provider New Jun-26 Oct-26 01/11/2026 £5,000,000 The provision of cashless parking via mobile phone app New Aug-26 Nov-26 01/11/2026 £60,000 Former Brown Institute Garden New Jun-26 Oct-26 30/11/2026 £230,000 Demolition of properties 2-22 Mossvale St. & 47- 53 Springbank Rd, Paisley New Jun-26 Oct-26 30/11/2026 £200,000 Provision of a housing support service for single homeless people and childless couples who may have complex needs Re-Let Jun-26 Nov-26 01/12/2026 £800,000 Processing & Recycling of Mixed Plastics, Cans & Glass Re-Let Oct-26 Nov-26 01/12/2026 £160,000 Abbey Close Paisley Public Realm Works New Aug-26 Dec-26 01/12/2026 £1,200,000 Page 171 of 250
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38 PUBLIC CONTRACT TITLE NEW / EXTENSION / RE-LET ANTICIPATED CONTRACT NOTICE PUBLICATION DATE ANTICIPATED AWARD DATE ANTICIPATED START DATE ANTICIPATED VALUE Microsoft Licences for Public PCs Re-Let Oct-26 Dec-26 01/01/2027 £55,000 Service Desk System Extension N/A N/A 13/01/2027 £170,640 Windows and Doors New Jun-26 Dec-26 31/01/2027 £15,900,000 Housing Sensors Re-Let Jul-26 Dec-26 31/01/2027 TBC Asbestos surveys & Analytical Services - Void and General Housing and Projects Re-Let Jul-26 Dec-26 31/01/2027 £1,000,000 Installation of Solar Photovoltaic Panels on Public Buildings New Jul-26 Dec-26 31/01/2027 £800,000 Victory Baths Remedial works New Jul-26 Dec-26 31/01/2027 £600,000 Sheltered Housing Replacement Warden Call Systems New Jul-26 Dec-26 31/01/2027 £500,000 Johnstone Bandstand - Main Contractor New Jul-26 Dec-26 31/01/2027 £200,000 Rot Eradication, Timber Preservation & Dampness Control Contract Re-Let Aug-26 Dec-26 31/01/2027 £6,000,000 Biomass District Heating - Multi-Storey Pipework Renewal, Calside Estate, Paisley. New Sep-26 Dec-26 31/01/2027 £500,000 AMIDS DEN extension for Tech Terrace Phase 1 and Phase 2 New Oct-26 Dec-26 31/01/2027 TBC Drainage Maintenance Works for Council Properties Re-Let Oct-26 Mar-27 31/03/2027 £2,000,000 Idox Software and Associates Maintenance Re-Let Sep-26 Mar-27 01/04/2027 £500,000 Door Access and Time Management System Re-Let Oct-26 Mar-27 01/04/2027 TBC Care at Home Scheduling and Monitoring Re-Let Oct-26 Mar-27 01/04/2027 £1,500,000 iWorld 27/28 Re-Let Oct-26 Mar-27 01/04/2027 £78,000 Community Based Mental Health Service Re-Let Nov-26 Mar-27 01/04/2027 £1,000,000 Page 172 of 250
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39 PUBLIC CONTRACT TITLE NEW / EXTENSION / RE-LET ANTICIPATED CONTRACT NOTICE PUBLICATION DATE ANTICIPATED AWARD DATE ANTICIPATED START DATE ANTICIPATED VALUE Social Care Case Management System Re-Let Nov-26 Mar-27 01/04/2027 £700,000 NEC document Management (info@work) 27/28 Extension N/A N/A 01/04/2027 £85,000 Oracle Hardware and Software Support (Solaris) Re-Let Dec-26 Mar-27 05/04/2027 £65,000 Housing Stock Condition Surveys Extension N/A N/A 15/04/2027 £300,000 Framework Agreement for Minor Works New Jul-26 Mar-27 30/04/2027 TBC Net Zero Retrofit Works (Externals) Re-Let Jul-26 Mar-27 30/04/2027 £60,000,000 Steeple Buildings Phase 2 Repairs - Contractor New Nov-26 Mar-27 30/04/2027 £325,000 Hybrid Mail Re-Let Jan-27 Mar-27 01/05/2027 £1,200,000 High Level Gutter Cleaning to 3 Storey Blocks and Above Re-Let Nov-26 Apr-27 01/05/2027 £800,000 Watercourse Maintenance Re-Let Dec-26 Apr-27 01/05/2027 £1,000,000 Supply and Delivery of Switches and Licences Re-Let Jan-27 Apr-27 01/05/2027 £170,000 Sheltered Housing Warden Call General and Reactive Maintenance Extension N/A N/A 01/06/2027 £60,000 Treatment and Disposal of Tarmac Re-Let Mar-27 Jun-27 10/06/2027 £177,000 Managed Security Operations Centre Services (SOC) and Cyber Incident Response Team (CIRT) Re-Let Nov-26 Apr-27 31/07/2027 £500,000 ICT Health Checks Re-Let Nov-26 Apr-27 31/07/2027 £500,000 Framework Agreement for Major Building Works New Sep-27 Jun-27 31/07/2027 TBC M365 Backup Solution Extension N/A N/A 07/08/2027 £280,000 Page 173 of 250
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40 PUBLIC CONTRACT TITLE NEW / EXTENSION / RE-LET ANTICIPATED CONTRACT NOTICE PUBLICATION DATE ANTICIPATED AWARD DATE ANTICIPATED START DATE ANTICIPATED VALUE Inspect, Maintain and Repair of Fixed and Portable Gym Equipment Re-Let Jan-27 Jun-27 18/08/2027 £160,000 Maintenance of Business Objects Re-Let Mar-27 Aug-27 26/09/2027 £60,000 Insurance Framework for Council, RVJB and RL Re-Let Feb-27 Jul-27 01/10/2027 £15,000,000 Customer Portal /Customer Relationship Management System Re-Let Feb-27 Jul-27 01/10/2027 £480,000 Phishing Prevention Software Extension N/A N/A 28/10/2027 £667,284 Procurement Cards Re-Let Feb-27 Jul-27 31/10/2027 N/A PPM, Servicing and Reactive (Un-Planned) Maintenance to Sheltered Housing Buildings Heating Systems Extension N/A N/A 01/11/2027 £140,000 Corporate WEE Recycling Re-Let Sep-27 Nov-27 01/12/2027 N/A Paisley Halloween Festival 2026/27/28 - Lighting and Projection Extension N/A N/A 20/12/2027 £57,500 Mail folder inserter Re-Let Jul-27 Nov-27 01/01/2028 £49,000 Business gateway Re-Let Jul-27 TBC 01/01/2028 £392,000 Framework Agreement for Building Related Consultants New Jul-26 Mar-28 31/03/2028 TBC The Provision of Datacentre Services Re-Let Nov-26 Apr-27 01/04/2028 £8,000,000 Renfrew Bridge Cyber Security and ICT Patching 26/27 Re-Let Jun-26 TBC TBC £300,000 Estate Agency Services - Open Market Sales New Jun-26 TBC TBC £175,000 Health and Safety recording system New Sep-26 TBC TBC TBC Family Support Services for Children Affected by Disability Re-Let Sep-26 TBC TBC TBC Page 174 of 250
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41 PUBLIC CONTRACT TITLE NEW / EXTENSION / RE-LET ANTICIPATED CONTRACT NOTICE PUBLICATION DATE ANTICIPATED AWARD DATE ANTICIPATED START DATE ANTICIPATED VALUE Debt recovery and Sheriff Officers Re-Let Sep-26 TBC TBC TBC Reopening of Flexible Framework for Provision of a Care at Home and Housing Support Service Re-opening of Flexible Framework Dec-26 TBC TBC TBC Occupational health and wellbeing Re-Let Dec-26 TBC TBC TBC Housing Support Re-Let Dec-26 TBC TBC TBC Framework agreement for Employee Assistance Programme New Dec-26 TBC TBC TBC Media Buying 27/28 Re-Let Feb-27 TBC TBC TBC Learning Management System re-let Feb-27 TBC TBC TBC Reopening of Flexible Framework for Early Learning and Childcare Places Re-opening of Flexible Framework May-27 TBC TBC TBC Provision of Housing Support for Young Homeless Adults (Lot 1 - Argyle & Bruce Court) Re-Let May-27 TBC TBC TBC Single Homeless People and Families (Lot 2 - Paisley Rd & Victoria Drive) Re-Let May-27 TBC TBC TBC Newmains Primary School New TBC TBC TBC TBC Brediland Primary School New TBC TBC TBC TBC East Fulton Primary School New TBC TBC TBC TBC Wallace Primary School Roofing New TBC TBC TBC TBC Mary Russell School Roofing New TBC TBC TBC TBC Houston Square bandstand Johnstone New TBC TBC TBC TBC Housing Regeneration Environmental Works New TBC TBC TBC TBC Carbrook Street - Clerk of Works New TBC TBC TBC TBC Page 175 of 250
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42 PUBLIC CONTRACT TITLE NEW / EXTENSION / RE-LET ANTICIPATED CONTRACT NOTICE PUBLICATION DATE ANTICIPATED AWARD DATE ANTICIPATED START DATE ANTICIPATED VALUE Linwood Lade Works New TBC TBC TBC TBC Wayfinding strategy - Paisley Town centre New TBC TBC TBC TBC Muirshiel / Dark sykes New TBC TBC TBC TBC Electrical Isolator Switch Installation - Long Term New TBC TBC TBC TBC Brown Institute Site (space project) New TBC TBC TBC TBC Demolition of Council Properties at Auchentorlie New TBC TBC TBC TBC Demolition of Council Properties at Thrushcraig New TBC TBC TBC TBC Johnstone HS roof replacement/window/wall insulation New TBC TBC TBC TBC St Peters PS roof replacement/ window / wall insulation New TBC TBC TBC TBC Auchenlodment roof replacement/ window/ wall insulation New TBC TBC TBC TBC Douglas St roof replacement/ window/ wall insulation New TBC TBC TBC TBC Fit out - Former Renfrew Police Station New TBC TBC TBC TBC Cladding Replacement 5 multi-story blocks New TBC TBC TBC TBC CCTV Update New TBC TBC TBC TBC Johnstone Houston Court Civic Realm New TBC TBC TBC TBC Asbestos Management - Corporate Estate New TBC TBC TBC TBC Renfrewshire Council Events - Portable Toilets New TBC TBC TBC TBC Thrushcraigs Demolition - Phase 3 New TBC TBC TBC TBC Housing 360o virtual tours New TBC TBC TBC TBC Page 176 of 250
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43 PUBLIC CONTRACT TITLE NEW / EXTENSION / RE-LET ANTICIPATED CONTRACT NOTICE PUBLICATION DATE ANTICIPATED AWARD DATE ANTICIPATED START DATE ANTICIPATED VALUE Boxing in works to heating pipework - Hamilton Court, Paisley. New TBC TBC TBC TBC Asbestos surveys and Analytical Testing Re-Let TBC TBC TBC TBC Demolition of 30,32 & 34 Thrushcraig Crescent New TBC TBC TBC TBC Multi-Storey Refurbishment New TBC TBC TBC £48,000,000 Bridge of Weir Primary School Roofing, wall insulation and Window Replacement New TBC TBC TBC £1,100,000 Provision of Street Stuff Re-Let TBC TBC TBC £600,000 Renfrew Bridge - Contractual Insurance Re-Let TBC TBC TBC £80,000 23075 23075-MSF Fall Arrest System New TBC TBC TBC £60,000 Renfrew Bridge - Property Insurance Re-Let TBC TBC TBC £50,000 Cash Collection Services for Renfrewshire Council Re-Let TBC TBC TBC £49,000 Page 177 of 250
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44 PUBLIC Corporate Procurement Manager Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR Page 178 of 250
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources ___________________________________________________________________ Heading: Contract Authorisation Report for Artificial Intelligence (AI) Transformation Programme (RC-CPU-026-035) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek approval of the Finance, Resources and Customer Services Policy Board to award an Order Contract for an Artificial Intelligence (AI) Transformation Programme. 1.2 The recommendation to award an Order Contract follows a procurement exercise conducted in accordance with the Government Commercial Agency Dynamic Purchasing System for Artificial Intelligence reference RM6200, the DPS Schedule 7 Order Procedure, the DPS Buyer Guide and The Renfrewshire Council Standing Orders Relating to Contracts. 1.3 The contract strategy was approved by the Strategic Category Manager on 16 June 2026 and the Director of Finance and Resources on 23 June 2026. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 14 Page 179 of 250
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PUBLIC 2.1 Authorises the Head of Corporate Governance to award the Contract for Artificial Intelligence (AI) Transformation Programme to ICS.AI Ltd (Co. No. 11346801), being an Order Contract made under the Government Commercial Agency Dynamic Purchasing System for Artificial Intelligence reference RM6200 (DPS). 2.2 Authorises the maximum approved Order Contract value of £5,177,686 excluding VAT for the Order Contract’s full Contract Period, including use of the extension. 2.3 Authorises the Order Contract for a Contract Period of 3 years with the Council’s option to extend for a further Contract Year. The proposed Order Contract Start Date is 30 October 2026 however the actual date will be formally confirmed in the Order Form which forms part of the Order Contract. 2.4 Authorises the liability caps within the Order Contract of an annual total aggregate liability for either Party of no more than the greater of £5 million or 150% of the Estimated Yearly Charges. ________________________________________________________ 3. Background 3.1 This procurement is for the appointment of a Supplier to support the Council’s AI Transformation Programme. 3.2 As part of the Council’s Digital Strategy, approved in April 2025, there is an action to leverage advanced analytics, artificial intelligence and cutting-edge technologies to deliver value across all Council operations. 3.3 The Council carried out an AI Transformation Assessment in consultation with a wide range of employees from across all council services to understand and identify how a range of AI solutions can improve services, enhance efficiency and reduce costs. In April 2026, the Leadership Board approved a 3-year AI Transformation Programme across all council areas. Therefore, the Council has a new requirement to appoint a Supplier who will work with the Council to provide • AI software licensing and maintenance; Page 180 of 250
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PUBLIC • business change consultancy services to encourage AI adoption across the Council; and • implementation consultancy to implement AI software across Council services. 3.4 In accordance with the Renfrewshire Council Standing Orders relating to Contracts 29.5, officers identified that the Government Commercial Agency (formerly known as the Crown Commercial Services) Dynamic Purchasing System for Artificial Intelligence reference RM6200 (“the DPS”) was a suitable route to market. A procurement exercise was conducted in accordance with the DPS schedule 7 Order Procedure, the DPS Buyer Guide, and Renfrewshire Council’s Standing Orders Relating to Contracts. 3.5 To initiate this process, the DPS Marketplace was accessed via the Government Commercial Agency website and, in accordance with the DPS Buyer Guide, the following filters were applied based on the Council requirements to create a shortlist of 103 Suppliers: End-to-End Partnerships, AI Readiness, Use Case Pilots, Commercial Off The Shelf (COTS), Design & Build, Implementation, AI Security & Data Protection, Data Ethics in Use of AI, AI Product and Service Training, Virtual Assistants and Chatbots, National Language Processing (NLP), Generative AI, Speech Recognition, Data Governance and Management, Predictive AI, Local Government. 3.6 On 12 July 2026 the 103 shortlisted Suppliers were invited via email to complete a Capability Assessment questionnaire consisting of 17 mandatory Yes/No questions that included adherence to key dates and milestones, data protection, cyber security controls and governance. By the closing date set for returns, 22 June 2026, 14 Suppliers submitted a response. The 14 responses were evaluated by members of the Council’s ICT team, and all 14 Suppliers where able to comply with the 17 mandatory questions. 3.7 The 14 Suppliers were then invited to participate in the tender. The tender documentation was published on the Public Contracts Scotland – Tender (PCS-T) portal on 26 June 2026 with the tender documentation available for downloading from the PCS-T portal from this date. 3.8 By the closing date set for the return of electronic tender submissions, 10 July 2026, 1 Supplier submitted a tender and 13 Suppliers did not respond. Page 181 of 250
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PUBLIC 3.9 The submission was evaluated against the Award Criteria of 70% Quality and 30% Price, and the scores relative to the Award Criteria for the Supplier that provided a tender submission is noted below: Quality (70%) Price (30%) Total (100%) 1 ICS.AI Ltd 60.50% 30.00% 90.50% 3.10 The tender submission received by ICS.AI Ltd 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. 3.11 Community Benefits were requested as part of the procurement process and ICS.AI Ltd confirmed that the following would be delivered as part of this Order Contract: Community Benefit Description No of People / Activity Work Experience Placement for an individual 16+ years of age 1 S/NVQ (or equivalent) for • New Employee • Existing Employee • Supply Chain Employee 1 Industry Skill Transfer to Schools 1 Business advice/support to a local SME /Social Enterprise/ Voluntary organisation 1 Financial Support for a Social Enterprise or other approved community initiative 2 ___________________________________________________________________ Implications of the Report 1. Financial - The approved contract value of £5,177,686 excluding VAT for the full Contract Period included the extension (4 years in total). The Contract Year 1 costs will be met from the Service Modernisation and Reform Fund, with ongoing costs thereafter being met from anticipated recurring savings. The AI Transformation Programme is a key element of mitigation of the medium-term financial challenges faced by the Council. 2. HR & Organisational Development - Requirement for awareness and training of staff as new AI solutions are implemented. This will help build confidence and support change across Renfrewshire Council. Page 182 of 250
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PUBLIC 3. Community/Council Planning – o Working together to improve outcomes - the Council must work smarter and in fundamentally different ways, sharpening the focus of our organisation to meet the significant financial challenges. This Order Contract will ensure the Council takes advantage of new technologies to reduce manual tasks by automating administrative, logic-based tasks and therefore allowing staff to concentrate on other value-adding tasks. 4. Legal - This procurement was carried out in accordance with Government Commercial Agency (formerly known as the Crown Commercial Service) Dynamic Purchasing System for Artificial Intelligence reference RM6200, the DPS Schedule 7 Order Procedure, the DPS Buyer Guide and the Renfrewshire Council Standing Orders Relating to Contracts for an above Threshold Services Contract. 5. Property/Assets – None directly arising from this report. 6. Information Technology – Requirement for ICT support across different technical skill sets including Cyber Security to support the implementation of the AI Transformation Programme 2026 – 2030. The Supplier’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 - An Ethics and Assurance board will be established as part of the transformation programme and will be responsible for ensuring all Privacy and Equality requirements are met, prior to the implementation of all technology solutions. 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 – ICS.AI Ltd Health and Safety submission was evaluated and satisfied the Council’s requirements Page 183 of 250
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PUBLIC 9. Procurement – The procurement procedures outlined within this report ensures that the Council meets it statutory requirements in response of procurement procedures, efficiency and modern Government. 10. Risk – ICS.AI Ltd insurance documentation was evaluated by Government Commercial Agency at the time of awarding ICS.AI Ltd a place on the DPS and have confirmed that the insurance documentation still meets the requirements. The AI Transformation Programme is a key element of mitigation of the medium-term financial challenges faced by the Council. The DPS does not permit unlimited liability Order Contracts therefore the following liability caps apply as part of the Order Contract: • An annual aggregate liability for either Party of no more than the greater of £5 million or 150% of the Estimated Yearly Charges 11. Privacy Impact – An Ethics and Assurance board will be established as part of the transformation programme and will be responsible for ensuring all Privacy and Equality requirements are met, prior to the implementation of all technology solutions. 12. Climate Risk – This project involves the use of AI which can have both positive and negative climate related impacts. A full Climate Change Impact Assessment (CCIA) will be completed to fully identify and quantify potential impacts and required mitigations as the project progresses. 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) Artificial Intelligence (AI) Transformation Programme 2026 - 2030, Leadership Board, 29 April 2026 ___________________________________________________________________ Author: Jenny Bowles, Corporate Procurement Manager, Jenny.Bowles@renfrewshire.gov.uk Page 184 of 250
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for the Supply and Delivery of 18T Narrow Track Refuse Collection Vehicle – RC-CPU-26-102 ___________________________________________________________________ 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 Call-Off Contract for the Supply and Delivery of a 18T Narrow Track Refuse Collection Vehicle (RC- CPU-26-102) to Dennis Eagle Limited (Co. No 03794455). 1.2 The recommendation to award the Call-Off Contract follows a procurement exercise conducted as a direct award under Lot 10 (Bodies for Refuse Collection Vehicles) of the Scotland Excel Framework Agreement for Supply and Delivery of Heavy & Municipal Vehicles, reference: 03/21. 1.3 A Contract Strategy was prepared by the Corporate Procurement Unit and Environment, Housing and Infrastructure Services, which covered the purchase of vehicles for the Vehicle Replacement Programmes from 2023 to 2027 and was approved by the Director of Environment, Housing & Infrastructure, and the Interim Corporate Procurement Manager in February 2023. An Executive Contract Strategy which covered the purchase of this Refuse Collection Vehicles, was approved by the Head of Operations and Service Development and the Strategic Category Manager on 5 July 2026. __________________________________________________________________________ Item 15 Page 185 of 250
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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 Call-Off Contract for the Supply and Delivery of a 18T Narrow Track Refuse Collection Vehicle (RC-CPU-26-102) to Dennis Eagle Limited (co. no 03794455), which is awarded under Lot 10 (Bodies for Refuse Collection Vehicles) of the Scotland Excel Framework Agreement for Supply and Delivery of Heavy & Municipal Vehicles, reference 03/21. 2.2 Authorises the Call-Off Contract value of £237,700, excluding VAT. 2.3 Note, that Dennis Eagle Limited has confirmed that delivery of the Refuse Collection Vehicle will be made within 54 weeks from receipt of the Council’s Purchase Order. Delivery of these vehicles will be made to Fleet Services, Underwood Road, Paisley. _________________________________________________________ 3. Background 3.1 As part of the Vehicle Replacement Programme, Environment, Housing & Infrastructure Services identified a requirement to purchase 1 x 18T Narrow Track Refuse Collection Vehicle. In accordance with Standing Order 29.5 of the Standing Order relating to Contracts, the Scotland Excel Framework Agreement for Heavy Vehicles (ref: 03/21) (“the Framework”) Lot 10 (Bodies for Refuse Collection Vehicles) (“Lot 10”) was identified as the best option for this purchase. 3.2 Soft market testing under Lot 10 of the Framework was undertaken. The soft market testing demonstrated that best value for money could be achieved by making a direct award for the purchase of a 18T Narrow Track Refuse Collection Vehicle from Dennis Eagle Limited. This soft market testing took into consideration ability to meet the Council’s specification and vehicle delivery lead time. 3.3 The cost of this Call-Off Contract will be funded from the Environment, Housing & Infrastructure Capital budget allocation for the Vehicle Replacement Programme for financial year 2026/27. 3.4 Community Benefits were requested as part of the procurement process and Dennis Eagle Limited confirmed the following would be delivered as part of this Call-Off Contract: Page 186 of 250
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PUBLIC ___________________________________________________________________ Implications of the Report 1. Financial – The cost of £237,700.00, excluding VAT, under this Call- Off 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. 3. Community/Council Planning – Place - Delivering those strong universal services we all receive, and all rely on - like safe roads, clean and well-lit streets, efficient waste and recycling - making Renfrewshire a great place to live. 4. Legal - The procurement of this Call-Off Contract was conducted in accordance with the requirements for a direct award under Lot 10 (Bodies for Refuse Collection Vehicles) of the Scotland Excel Framework Agreement for Supply and Delivery of Heavy & Municipal Vehicles, reference: 03/21 and the Renfrewshire Council Standing Orders Relating to Contracts. 5. Property/Assets - When delivered, this vehicle will replace an older Refuse Collection Vehicle and become an integral part of the Council’s fleet. 6. Information Technology - None directly arising from this report. 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety – Dennis Eagle 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 process was tendered in accordance with The Scotland Excel Framework Agreement for Supply and Delivery of Heavy & Municipal Vehicles, reference: 03/21 under Lot 10 and the Renfrewshire Council’s Standing Orders Relating to Contracts. Community Benefit Description No of People / Activity Community Engagement – Financial Support 1 Page 187 of 250
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PUBLIC 10. Risk - Dennis Eagle Limited’s insurances have been assessed and evaluated to confirm they meet the minimum requirements regarding insurable risk. 11. Privacy Impact – None directly arising from this report. 12. Climate Risk - The level of impact associated with provision of the supply of this vehicle has been assessed by Scotland Excel using the Scottish Government Sustainability Test and is low risk. o Vehicle Emissions - 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. The Council will continue to explore alternative fuelled models including electric, hydrogen and hydrotreated vegetable oil (HVO) fuelled vehicles. This vehicle is suitable for HVO fuel. 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: KerriAnne Ben Ammar, Senior Procurement Specialist (kerri-anne.benammar@renfrewshire.gov.uk) Page 188 of 250
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for the Supply & Delivery of 2 x Unibody with 3 Way Tipper (RC-CPU-26-029) ___________________________________________________________________ 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 Call-off contract for the Supply and Delivery of 2 x Unibody with 3 Way Tipper (reference RC-CPU-26- 029) to Econ Engineering Limited (Co. No 00644062). 1.2 The recommendation to award the Call-off contract follows a procurement exercise conducted as a mini competition under Lot 3 (Bodies for Tippers) of the Scotland Excel Framework Agreement for Supply and Delivery of Heavy & Municipal Vehicles, reference 03/21. 1.3 A Contract Strategy was prepared by the Corporate Procurement Unit and Environment, Housing and Infrastructure Services which covered the purchase of vehicles for the vehicle replacement programmes from 2023 to 2027 and was approved by the Director of Environment, Housing & Infrastructure, and the Interim Corporate Procurement Manager in February 2023. An Executive Contract Strategy which covered the purchase of these vehicles was approved by both the Head of Housing Services and the Strategic Category Manager on 24 June 2026. ___________________________________________________________________________ Item 16 Page 189 of 250
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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 Call-off contract for the Supply and Delivery of 2 x Unibody with 3 Way Tipper (RC-CPU-26-029) to Econ Engineering Limited (Co. No 00644062), which is awarded under Lot 3 (Bodies for Tippers) of the Scotland Excel Framework Agreement for Supply and Delivery of Heavy & Municipal Vehicles, reference 03/21. 2.2 Authorise the Call-off value of £280,666.82, excluding VAT. 2.3 Note, that Econ Engineering Limited (Co. No 00644062) have confirmed that delivery of both Unibody Vehicles will be made within 32 weeks from receipt of the Council’s Letter of Acceptance. Delivery of these vehicles will be made to Fleet Services, Underwood Road, Paisley. _________________________________________________________ 3. Background 3.1 Renfrewshire Council have a requirement for the Supply and Delivery of 2 x Unibody each with 3 Way Tipper. 3.2 In accordance with Standing Order 29.5 of the Renfrewshire Council Standing Order relating to Contracts, the Scotland Excel Framework Agreement for Supply and Delivery of Heavy and Municipal Vehicles, reference: 03/21 (“the Framework”), Lot 3 Bodies for Tippers (“Lot 3”) was identified as the best option for these vehicle purchases. The Framework was formally extended on 6 August 2026 with the extension date ending on 27 March 2027. 3.3 This procurement exercise was tendered as a mini-competition under the Framework. 3.4 All 6 Suppliers under Lot 3 of the Framework were invited to participate in the mini-competition issued on 7 July 2026 with the tender documentation available for downloading from the Public Contract Scotland - Tender platform on this date. 3.5 By closing date set for return of electronic tenders of 12 noon on 21 July 2026, 1 Supplier submitted a response, 1 declined to respond and 4 Suppliers did not respond. Page 190 of 250
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PUBLIC 3.6 The 1 Tender submission received was evaluated against the set award criteria of 70% price and 30% quality. The quality scores that Supplier achieved through the Framework evaluation process was carried forward as the quality score attributable for this procurement exercise. The scores achieved by the Supplier are detailed in the table below: Company Price (70%) Quality (30%) Total (100%) 1 Econ Engineering Limited (Co. No 00644062) 70.00% 24.00% 94.00% 3.7 The Tender Submission received by Econ Engineering Limited (Co. No 00644062) 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 Econ Engineering Limited (Co. No 00644062) confirmed the following would be delivered as part of this Call-off contract: ___________________________________________________________________ Implications of the Report 1. Financial – The cost of £280,666.82 excluding VAT under this Call-off contract will be funded from the Environment, Housing & Infrastructure Capital budget allocation for the Vehicle Replacement Programme for the financial year 2026/27. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – Place - Delivering those strong universal services we all receive, and all rely on - like safe roads, clean and well-lit streets, efficient waste and recycling - making Renfrewshire a great place to live. 4. Legal - The procurement of this Call-off contract was conducted in accordance with the mini competition requirements of the Scotland Community Benefit Description No of People / Activity Financial Support for a Social Enterprise or other approved community initiative 1 Industry Awareness Events 2 Page 191 of 250
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PUBLIC Excel Framework Agreement for Supply and Delivery of Heavy & Municipal Vehicles, reference 03/21 and the Renfrewshire Council Standing Orders Relating to Contracts. 5. Property/Assets - When delivered these vehicles will replace older Refuse Collection Vehicles and become an integral part of the Council’s fleet. 6. Information Technology - None directly arising from this report. 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety – Econ Engineering Limited’s Health & Safety credentials were evaluated by the Council’s Corporate Health and Safety team and met the requirement regarding Health & Safety. 9. Procurement – The Procurement process was tendered in accordance with the Renfrewshire Council’s Standing Orders Relating to Contracts and statutory requirements in respect of procurement procedures, efficiency and modern government. 10. Risk - Econ Engineering Limited’s insurance levels were assessed and evaluated to confirm that they meet the minimum requirement regarding insurance risk. 11. Privacy Impact – None directly arising from this report. 12. Climate Risk - The level of impact associated with provision of the supply of this vehicle has been assessed by Scotland Excel using the Scottish Government Sustainability Test and is low risk. • Vehicle Emissions - 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. The Council will continue to explore alternative fuelled models including electric, hydrogen and hydrotreated vegetable oil (HVO) fuelled vehicles. These vehicles are suitable for HVO fuel. 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: Aileen Ross, Procurement Adviser, aileen.ross@renfrewshire.gov.uk Page 192 of 250
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing & Infrastructure Services ___________________________________________________________________ Heading: Contract Authorisation Report to Supply, Install and Commission Replacement Parking Meters Phase 2 (RC-CPU-25-165) ___________________________________________________________________ 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 Call-Off Contract to Supply, Install and Commission Replacement Parking Meters Phase 2 (RC-CPU-25-165) to International Parking Systems (UK) Limited (Co.No.09971838). 1.2 The recommendation to award this Call-Off Contract follows a procurement exercise conducted as a Competitive Selection Process under Lot 3 Parking Management (“Lot 3”) of the Government Commercial Agency Transport Technology Framework, reference RM6347 (“the Framework”). 1.3 A Contract Strategy was approved by both the Corporate Procurement Manager and the Head of Climate, Public Protection & Roads on 17 December 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 17 Page 193 of 250
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PUBLIC 2.1 Authorises the Head of Corporate Governance to award a Call-Off Contract to Supply, Install and Commission Replacement Parking Meters Phase 2 (RC-CPU-25-165) to International Parking Systems (UK) Limited (Co.No.09971838) under Lot 3 Parking Management of the Government Commercial Agency Transport Technology Framework, reference RM6347. 2.2 Authorises the total approved contract value of £250,000.00, excluding VAT. 2.3 Authorises the Call-Off Initial Period of three years with the Council having a Call-Off Optional Extension Period for up to a further 12 months, subject to Call-Off Contract performance. The Call-Off Start Date is anticipated to be 10 October 2026. The Call-Off Start Date will be confirmed in the Order Form issued as part of the Call-Off Contract. _________________________________________________________ 3. Background 3.1 The Council requires a contract with a suitably qualified and experienced Supplier to replace pay-and-display parking meters within Zones 1,2,3 and 4 of Paisley town centre, and Bridge of Weir. The existing meters service on-street and off-street parking in these areas. This contract will also remove pay-and-display meters, and reinstate the footway where the meters were removed. 3.2 In accordance with Standing Order 29.5 of the Renfrewshire Council Standing Orders relating to Contracts, Lot 3 of the Framework was identified as the best procurement option for this contract. 3.3 In accordance with the terms of the Framework, before issuing the Competitive Selection Process, a Request for Information was issued to the 36 Suppliers under the Lot 3 of the Framework. One Supplier declined to respond to this Request for Information. The remaining 35 Suppliers were invited to participate in the Competitive Selection Process issued on 14 May 2026 with the tender documentation available for downloading from the Government Commercial Agency e- Sourcing platform on this date. Two Suppliers submitted a response and two Suppliers declined to respond. The remaining 31 Suppliers did not respond. 3.4 The two Suppliers who submitted a tender confirmed they continued to meet the requirements of the Single Procurement Document (SPD) completed when applying for a place on the Framework. Page 194 of 250
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PUBLIC 3.5 Both tender submissions received were evaluated against the set award criteria of 60% Price and 40% Quality by Environment Housing and Infrastructure, CPU, Security and Compliance, Risk and Health and Safety. 3.6 The scores relative to the Award Criteria are noted below: Price (60%) Quality (40%) Total (100%) 1 International Parking Systems (UK) Limited (Co.No.09971838) 60.00% 32.00% 92.00% 2 Flowbird Smart City UK Limited (Co.No.04869035) 58.09% 31.75% 89.84% 3.7 The tender submission received by International Parking Systems (UK) Limited (Co.No.09971838) was the most economically advantageous tender submission. 3.8 Community Benefits were requested as part of the procurement process and International Parking Systems (UK) Limited (Co.No.09971838) confirmed that the following would be delivered as part of this Call-Off Contract: Community Benefit Description No of People / Activity Work Experience Placement for an individual 16+ years of age 1 Industry Awareness Events • Schools • Invest in Renfrewshire – Employability • Further Education 2 Industry Skill Transfer to Schools. 2 Business advice/support to a local SME /Social Enterprise/ Voluntary organisation 3 Financial Support for a Social Enterprise or other approved community initiative 2 ___________________________________________________________________ Implications of the Report 1. Financial - The maximum approved Call-Off Contract value is £250,000 (excluding VAT) over the 4 year Call-Off Contract Period (including the optional 12 month extension). Page 195 of 250
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PUBLIC Costs for supply, installation and commissioning of the parking meters will be met through the Environment, Housing and Infrastructure’s capital budget. Ongoing operation and maintenance costs associated with the parking meters will be met from Environment, Housing and Infrastructure’s existing revenue budget. 2. HR & Organisational Development – None directly arising from this report. 3. Community/Council Planning – Place - Delivering those strong universal services we all receive, and all rely on - like safe roads, clean and well-lit streets, efficient waste and recycling - making Renfrewshire a great place to live. 4. Legal - The procurement of this Call-Off Contract was conducted as a Competitive Selection Process in accordance with the requirements of the Government Commercial Agency Transport Technology Framework, reference RM6347 and the Renfrewshire Council Standing Orders Relating to Contracts. 5. Property/Assets – Any parking meters removed via this contract will be recycled by International Parking Systems (UK) Limited (Co.No.09971838). 6. Information Technology - International Parking Systems (UK) Limited (Co.No.09971838) cyber security credentials have been assessed by Security and Compliance and met the Council’s requirements regarding cyber security. 7. Equality & Human Rights – None directly arising from this report. 8. Health & Safety – International Parking Systems (UK) Limited (Co.No.09971838) health and safety standards have been assessed and by Corporate Health and Safety and met the Council’s minimum 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. Page 196 of 250
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PUBLIC 10. Risk – International Parking Systems (UK) Limited (Co.No.09971838) insurances assessed and evaluated to confirm that they meet the minimum requirement regarding insurance risk. 11. Privacy Impact - None directly arising from this report. 12. Climate Risk – The level of impact associated with provision of this service using the Scottish Government Sustainability Test and is 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 None. ___________________________________________________________________ Author: Andrew Green, Procurement Advisor (andrew.green@renfrewshire.gov.uk) Page 197 of 250
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for Framework Agreement for Roads Related Maintenance Works (reference RC-CPU-24-335) ___________________________________________________________________ 1. Summary 1.1 The purpose or this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to award a Framework Agreement with a number of suitably qualified and experienced Suppliers for roads related maintenance works. 1.2 The procurement procedure for this Works Framework Agreement was conducted as an Open Procedure in accordance with the Public Contracts (Scotland) Regulations 2015, as amended, and the Renfrewshire Council’s Standing Orders Relating to Contracts for an over Government Procurement Agreement (GPA) Threshold Works Framework Agreement. 1.3 A Contract Strategy was approved by the Head of Climate, Public Protection and Roads, the Strategic Category Manager and the Corporate Procurement Manager on 12 May 2026. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 18 Page 199 of 250
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PUBLIC 2.1 Authorises the Head of Corporate Governance to enter into a Framework Agreement for Roads Related Maintenance Works (reference RC-CPU-24-335) (“Framework Agreement”) consisting of Lot 1, Lot 2 and Lot 4 only with the Suppliers listed in Appendix 2 of this report. 2.2 Authorises a maximum approved contract value of £30,000,000 excluding VAT for the entire period. 2.3 Authorises the Framework Agreement for a period of 3 years with the option to extend on 1 occasion for a period of up to 12 months at the sole discretion of the Council. 2.4 Notes the anticipated Framework Start Date is 5 October 2026 however the exact date will be confirmed in the Council’s Letter of Acceptance issued to each Supplier. 2.5 Notes that Call-Off Contracts made under this Framework Agreement will be awarded by way of a Work Order using the selection procedure or the quotation procedure. The most appropriate procedure is at the discretion of the Council and will be subject to the Renfrewshire Council Standing Orders Relating to Contracts, the requirements of the Work Order (Call-Off Contract) for the Works and the need to secure best value. _________________________________________________________ 3. Background 3.1 Renfrewshire Council has a statutory obligation to maintain and improve all public roads (excluding trunk roads) within the Council boundary. 3.2 This Council Framework Agreement for Roads Related Maintenance Works (reference RC-CPU-24-335) includes maintenance and improvements of roads related maintenance works for the Council’s road maintenance programme. 3.3 The Framework Agreement was tendered with 6 Lots as detailed below: • Lot 1 – Carriageway Resurfacing • Lot 2 – Footway Resurfacing • Lot 3 – Road Markings • Lot 4 – Minor Traffic Improvements • Lot 5 – Road Lighting • Lot 6 – Drainage Improvement Works Page 200 of 250
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PUBLIC 3.4 The Framework Agreement will be formed under the NEC4 Framework Contract, June 2017 edition with bespoke Z Clauses. Call-Off Contracts (“Work Order”) awarded under the Framework Agreement will be formed using the NEC4 Engineering and Construction Short Contract, June 2017 edition with bespoke Z Clauses or, alternatively, the NEC4 Term Service Short Contract June 2017 edition with bespoke Z Clauses. The Council will determine the most appropriate terms as part of defining the requirements of the individual Work Order. 3.5 The Framework Agreement was tendered as an above GPA Threshold Works Framework Agreement using the Open Procedure in accordance with the Public Contracts (Scotland) Regulations 2015, as amended and the Renfrewshire Council Standing Orders relating to Contracts. The Contract Notice was dispatched via the Public Contracts Scotland portal on 26 May 2026 and advertised on the Find a Tender Service (FTS) on the same date. The Tender Documents were available for immediate download through the Public Contracts Scotland – Tender portal. 3.6 During the tendering period, 61 organisations expressed an interest in the Framework Agreement. By the closing date set for return of electronic tenders, 12 noon on Thursday, 2 July 2026, 20 organisations provided a response, 10 declined to respond and 31 were unresponsive. The 20 Tender Submissions received were evaluated by a panel comprising representatives from Environment, Housing and Infrastructure, the Corporate Procurement Unit, Health and Safety and Risk. 3.7 The Tenderers were initially evaluated against a pre-determined set of criteria in the form of the Single Procurement Document, SPD (Scotland). One Tenderer failed to respond to a clarification request relating to the SPD(Scotland), as a result their Tender Submission was deemed irregular and not evaluated further. The remaining 19 Tenderers satisfied the Council’s requirements in respect of their responses to the SPD (Scotland). 3.8 The technical and commercial responses contained in the Tender Submission were each scored against the published award criteria for the Framework Agreement of 40% technical (Quality) and 60% commercial (Price) for each Lot. At this stage, one Tenderer withdrew their bid for Lot 2 – Footway Resurfacing and one Tenderer withdrew their bid for Lot 6 – Drainage Improvement Works. 3.9 Following evaluation of Tender Submissions for Lot 3 – Road Markings, Lot 5 – Road Lighting and Lot 6 – Drainage Improvement Works, the Council determined that best value could not be derived from awarding each of these Lots. Therefore, the Council has decided not to recommend the award of these Lots, as permitted within the Invitation to Tender. Page 201 of 250
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PUBLIC 3.10 The scores achieved by each Tenderer for Lot 1 – Carriageway Resurfacing, Lot 2 – Footway Resurfacing and Lot 4 - Minor Traffic Improvements are set out in Appendix 1- Evaluation Scoring to this report. The Invitation to Tender identified that 4 Suppliers would be approved for inclusion in each Lot, but the Council reserved the right to increase or decrease the number of Suppliers per Lot as determined appropriate by the Council. The Council has opted to recommend a maximum number of 4 Suppliers per Lots 1, 2, and 4 and the recommended suppliers and their associated ranking are detailed in Appendix 2 to this report. 3.11 The Framework Agreement ordering procedures are either the selection procedure or the quotation procedure. Where the selection procedure is applied, then the Supplier ranked first in each Lot will be invited to apply for the Work Order. Should the first ranked Supplier reject the invitation, the second ranked Supplier will be invited to apply for the Work Order, and so on until the Work Order has been awarded. The Framework Agreement does not afford any Supplier any exclusivity. 3.12 The Supplier ranking information as detailed in Appendix 2 to this report will be fixed for the first year of the Framework Agreement. On an annual basis the Council will invite Suppliers to submit a price refresh. Where the revised prices and rates are accepted, the Council shall re-evaluate the commercial score and add this score to the original Quality score achieved by each Supplier. Suppliers will be re- ranked in accordance with the revised scores across each Lot. The new ranking will apply to any Work Order awarded after the applicable Framework Agreement anniversary. 3.13 All Suppliers accepted for this Framework Agreement have committed to providing five Community Benefit Points for every £150,000 (excluding VAT) spent through Work Orders. The Community Benefits to be delivered will be consistent with the Council’s Community Benefits Outcome Menu. ___________________________________________________________________ Implications of the Report 1. Financial – The total approved Framework Agreement value will be up to a maximum of £30,000,000, excluding VAT, for the total 4-year framework period, including the 12-month extension. The costs of all Work Orders issued under this Framework Agreement will be met by both Roads capital and revenue budgets, and in some cases from external funding. 2. HR & Organisational Development – None directly arising from this report. Page 202 of 250
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PUBLIC 3. Community/Council Planning – Place – Working with partners to ensure our neighbourhoods are safe, vibrant and attractive places to live. The Framework Agreement will support the delivery of this outcome. 4. Legal – The tendering procedure for this Framework Agreement was conducted in accordance with the Open Procedure under the Public Contracts (Scotland) Regulations 2015, as amended, and the Renfrewshire Council’s Standing Orders Relating to Contracts under for above GPA threshold Works Framework Agreement. Work Orders issued by the Council under this Framework Agreement will be contracted under either the NEC4 Engineering and Construction Short Contract, June 2017 edition incorporating the Council’s amendments (Z Clauses) or using the NEC4 Term Service Short Contract, June 2017 edition incorporating the Council’s amendments (Z Clauses) as issued as part of the Invitation to Tender. 5. Property/Assets – The Council’s roads infrastructure will be maintained to a high standard. 6. Information Technology – None directly arising from this report. 7. Equality & Human Rights – None directly arising from this report. 8. Health & Safety – All Suppliers 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 will ensure that the Council meets its statutory requirements in respect of procurement procedures, efficiency and modern government. 10. Risk – All Suppliers insurances were evaluated by Risk and met the Council’s requirements regarding insurable risk. 11. Privacy Impact – None directly arising from this report. 12. Climate Risk – The level of impact associated with works connected with the Framework Agreement has been assessed using the Scottish Government Sustainability Test and is considered to be high risk. Suppliers awarded Work Orders under the Framework Agreement will be required to organise their activities in such a way that the impact they have on the environment is minimised. Page 203 of 250
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PUBLIC 13. Children’s Rights – None directly arising from this report. 14. Cosla Policy Position – None directly arising from this report. _________________________________________________________ List of Background Papers - None ___________________________________________________________________ Author: Brian Bradley, Assistant Category Manager, 0141 487 1522, brian.bradley@renfrewshire.gov.uk Page 204 of 250
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PUBLIC Appendix 1 – Evaluation Scoring Lot 1 – Carriageway Resurfacing Tenderer Quality Price Total John McGeady Limited (SC080553) 36.67% 60.00% 96.67% JH Civil Engineering Limited (SC195621) 36.67% 59.14% 95.81% Hillhouse Quarry Group Limited (SC135103) 36.67% 54.60% 91.27% Maclay (Civil Engineering) Limited (SC058460) 30.83% 44.61% 75.44% William Hamilton trading as Hamilton Tarmac (Sole Trader) 35.42% 37.69% 73.11% Luddon Construction Limited (SC057943) 36.67% 35.71% 72.38% Stepford Group Ltd (SC644529) 33.33% 35.31% 68.64% Lot 2 – Footway Resurfacing Tenderer Quality Price Total John McGeady Limited (SC080553) 36.67% 60.00% 96.67% JH Civil Engineering Limited (SC195621) 36.67% 52.77% 89.44% Ipsum Infrastructure (SC263385) 36.67% 44.03% 80.70% Hillhouse Quarry Group Limited (SC135103) 36.67% 34.12% 70.79% Luddon Construction Limited (SC057943) 36.67% 32.44% 69.11% Bottom Groundworks & Plant Hire Limited (SC578729) 33.33% 34.81% 68.14% Stepford Group Ltd (SC644529) 33.33% 34.01% 67.34% Keal Contracts Limited (SC693824) 32.08% 34.68% 66.76% William Hamilton trading as Hamilton Tarmac (Sole Trader) 35.42% 25.90% 61.32% Rainton Construction (Scotland) Ltd (SC565812) 26.25% 34.69% 60.94% Landscapes and Contracts Limited (SC223969) 30.00% 27.48% 57.48% Lot 4 – Minor Traffic Improvements Tenderer Quality Price Total John McGeady Limited (SC080553) 36.67% 60.00% 96.67% Stepford Group Ltd (SC644529) 33.33% 34.10% 67.43% Luddon Construction Limited (SC057943) 36.67% 24.94% 61.61% Lochwynd Limited (SC143213) 36.67% 22.72% 59.39% Hillhouse Quarry Group Limited (SC135103) 36.67% 18.18% 54.85% Bottom Groundworks & Plant Hire Limited (SC578729) 33.33% 17.31% 50.64% Keal Contracts Limited (SC693824) 32.08% 15.42% 47.50% Maclay (Civil Engineering) Limited (SC058460) 30.83% 12.32% 43.15% Landscapes and Contracts Limited (SC223969) 30.00% 12.01% 42.01% Geo-Rope Ltd (SC231151) 28.75% 12.61% 41.36% Page 205 of 250
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PUBLIC Appendix 2 – Places on the Framework Agreement to be awarded Lot 1 – Carriageway Resurfacing Tenderer Ranking John McGeady Limited (SC080553) 1st JH Civil Engineering Limited (SC195621) 2nd Hillhouse Quarry Group Limited (SC135103) 3rd Maclay (Civil Engineering) Limited (SC058460) 4th Lot 2 – Footway Resurfacing Tenderer Ranking John McGeady Limited (SC080553) 1st JH Civil Engineering Limited (SC195621) 2nd Ipsum Infrastructure Limited (SC263385) 3rd Hillhouse Quarry Group Limited (SC135103) 4th Lot 4 – Minor Traffic Improvements Tenderer Ranking John McGeady Limited (SC080553) 1st Stepford Group Ltd (SC644529) 2nd Luddon Construction Limited (SC057943) 3rd Lochwynd Limited (SC143213) 4th Page 206 of 250
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 ___________________________________________________________________ Report by: Report by the Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for Collection, Processing & Recycling of Paint & Paint Tins (RC-CPU-25-277) ___________________________________________________________________ 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 Services Contract for Collection, Processing & Recycling of Paint & Paint Tins (reference RC-CPU- 25-086) to Clearwater D C 2001 Limited. 1.2 The recommendation to award this Contract follows a mini-competition made under the Scotland Excel Dynamic Purchasing System (DPS) for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17, Lot 16 – Treatment and Disposal of “Special Waste”. 1.3 An Overarching Waste Commodity Contract Strategy was approved by the Director of Environment, Housing and Infrastructure and the Corporate Procurement Manager in October 2024. An Executive Summary Strategy specific to Collection, Processing & Recycling of Paint & Paint Tins was also approved by the Head of Operations and Service Development and the Interim Corporate Procurement Manager in July 2026. ___________________________________________________________________ Item 19 Page 207 of 250
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PUBLIC 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1.1 Authorises the Head of Corporate Governance to award a Contract for Collection, Processing & Recycling of Paint & Paint Tins (reference RC-CPU- 25-277) to Clearwater D C 2001 Limited (RCN:SC228149) made following a mini-competition under Lot 16 of the Scotland Excel Dynamic Purchasing System for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17. 2.1.2 Authorises the Approved Contract value of up to £1,000,000 excluding VAT. 2.1.3 Authorises the Contract Period of up to four years which is anticipated to commence on the proposed Award Date of 16 October 2026 until the Expiry Date of 15 October 2030. In the event that the Contract does not commence on these dates, the Contract Period shall run from the Award Date as stated in the Council’s Letter of Acceptance. _________________________________________________________ 3. Background 3.1 The Council has a requirement for the processing/ recycling/ disposal of paint, paint tins and paint containers, recognising that there are different types of paint (gloss and emulsion) and different disposal methods for each. The Council requires the Service Provider to collect paint tins and paint containers from each of the Council’s five Household Waste Recycling Centres and take them to the Service Provider’s premises for treatment and disposal. 3.2 This procurement exercise has been tendered as a mini-competition under the Scotland Dynamic Purchasing System (DPS) for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17 (“the DPS”) under Lot 16 Treatment and Disposal of “Special Waste” (“Lot 16”). 3.3 At the time of the mini-competition, Lot 16 of the DPS had 18 Suppliers registered. All 18 Suppliers were invited to participate in the mini-competition issued through the Public Contract Scotland Tender platform on 3 July 2026. In accordance with the requirements of the DPS, the Council could select to use the Contract Terms and Conditions prepared by Scotland Excel or alternatively could use Council terms and conditions as part of the mini- competition. The Council chose to use both the Renfrewshire Council Conditions of Contract – Waste Services (June 2026), and related Operational Terms and Conditions for this mini-competition. Page 208 of 250
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PUBLIC 3.4 By the closing date set for return of electronic tenders at 12 noon on 24 July 2026, 3 Suppliers from Lot 16 had submitted a Tender Submission with the remaining 15 Suppliers not responding. 3.5 The DPS was effective from 19 February 2019 and was created prior to Brexit; as such under the DPS rules all Suppliers must complete the European Single Procurement Document (ESPD) when applying for a place on the DPS. The 3 Suppliers confirmed within their respective Tender Submissions that none of the exclusion criteria as detailed within Regulation 58 of The Public Contracts (Scotland) Regulations 2015 applied to them. 3.6 Of the 3 Tender Submissions received, 1 Tenderer Submission was deemed to be a Variant Bid and as a result, this Tender Submission was rejected. 3.7 The remaining 2 Tender Submissions were evaluated against a combined weighting of 30% Quality and 70% Price. The scores relative to these Award Criteria are as follows: Quality (30.00%) Price (70.00%) Total (100%) 1 Clearwater D C 2001 Limited 24.00% 70.00% 94.00% 2 Enva Scotland Limited 22.75% 31.00% 53.75% 3.8 The Tender Submission received by Clearwater D C 2001 Limited was the most economically advantageous Tender Submission. 3.9 Community Benefits were requested as part of the procurement process and Clearwater D C 2001 Limited have committed to the following Community Benefits. Community Benefit Description No of People / Activity Industry Skill Transfer to Schools 2 Financial Support for a Social Enterprise within Renfrewshire 1 Implications of the Report 1. Financial - The costs for this Contract of up to £1,000,000 excluding VAT, over the period of four years will be met from the Council’s refuse disposal revenue budget within Environment, Housing and Infrastructure. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – Page 209 of 250
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PUBLIC Place - Working with partners to ensure our neighbourhoods are safe, vibrant, and attractive places to live. Economy - Supporting our citizens, particularly those furthest from the jobs market, into fair work - well paid, fulfilling employment through Community Benefits. Green - Working across partners and communities to deliver the priority areas highlighted in our Plan for Net Zero, working towards a net zero Renfrewshire by 2030. Living our Values - Ensuring 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. 4. Legal – The procurement of this Contract was carried out in accordance with the mini-competition requirements under the Scotland Excel Dynamic Purchasing System for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17 (DPS) and Renfrewshire Council Standing Orders Relating to Contracts. Council terms and conditions as noted in paragraph 3.3 were selected for this Contract as permitted under the DPS. 5. Information Technology - None directly arising from this report. 6. Property/Assets - None directly arising from this report. 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety – Clearwater D C 2001 Limited’s Health and Safety submission was evaluated by the Council’s Corporate Health and Safety team and met the requirements regarding health and safety. 9. Procurement – The procurement procedures outlined within this report shall ensure that the Council meets is statutory requirements in respect of procurement procedures, efficiency and modern Government. 10. Risk – Clearwater D C 2001 Limited’s insurances have been assessed and evaluated to confirm they met the requirements regarding insurable risk. 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 this contract will strive towards the Scottish Government’s aims and objectives for a Zero Waste Scotland. Page 210 of 250
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PUBLIC 13. Children’s Rights – This report does not cover a new policy, function or strategy nor a substantive change to an existing policy, function or strategy which will have an impact on children’s rights. 14. Cosla Policy Position - None directly arising from this report. _________________________________________________________ List of Background Papers None ___________________________________________________________________ Author: Sam Smith, Procurement Adviser (sam.smith@renfrewshire.gov.uk) Page 211 of 250
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report: New Build Housing Design and Build at Foxbar Rivers, Paisley (RC-CPU-24-226) ___________________________________________________________________ 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 New Build Housing Design and Build at Foxbar Rivers, Paisley (RC-CPU-24-226) to A.S. Homes (Scotland) Limited (Company Number SC371651). 1.2 The recommendation to award the Contract follows a procurement exercise which was conducted as a Mini Competition under Lot 4 – Development of 36-80 Units of the Scotland Excel New Build Residential Construction Framework Agreement (Reference 2121). 1.3 A Contract Strategy was approved by the Corporate Procurement Manager on 19 February 2026 and Head of Housing Services on 24 February 2026. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 20 Page 213 of 250
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PUBLIC 2.1 Authorises the Head of Corporate Governance to award a Contract for New Build Housing Design and Build at Foxbar Rivers, Paisley reference RC-CPU-24-226 to A.S. Homes (Scotland) Limited following a Mini Competition under Lot 4 (Development of 36-80 Units) of the Scotland Excel New Build Residential Construction Framework Agreement (Reference 2121), which is subject to the Council receiving a sufficient offer of Scottish Government Affordable Housing Grant funding that Council officers determine is sufficient to support the business plan for the development; 2.2 Authorises a Contract Sum of £9,774,003.63 excluding VAT; 2.3 Notes the Date of Possession of the Site will be confirmed in the Council’s Letter of Acceptance. The Date for Completion of Works is 105 weeks (40 weeks for design and 65 weeks for Construction). 2.4 Notes the award of this Contract requires the provision of the Sub Consultant/Contractor Collateral Warranty as indicated within the tender documentation. _________________________________________________________ 3. Background 3.1 The aim of the Contract is to provide high quality new build housing for social rent within the Foxbar Rivers area of Paisley. The Contract will be compliant with the Scottish Government affordable housing grant criteria. Renfrewshire Council seeks to appoint a Design and Build Contractor to carry out the design and construction of a residential development at Foxbar Rivers, Paisley consisting of 45 units. The site for this residential development is Foxbar Rivers, Paisley. The appointed Contractor will be responsible for the Design and Build of 24 cottage flats and 21 houses with associated landscaping and fencing within the development. 3.2 The costs for this project will be partly met by grant funding from the Scottish Government (as provided for in Renfrewshire’s Strategic Housing Investment Plan 2026/2027 – 2030/2031 and draft Local Housing Strategy Plan 2023 – 2028) and partly from the Council’s Housing Revenue Account Capital Investment Plan. The minimum benchmark grant is based on the proposed number of bedspaces and is £5,187,375. The Council has applied for additional grant funding, based on the construction cost and the rental income. The Scottish Government is carrying out an appraisal, and it is anticipated the grant awarded will be above the minimum benchmark grant. Page 214 of 250
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PUBLIC This contract will only be awarded if Council officers determine that the grant provided by the Scottish Government Affordable Housing Grant funding is sufficient to support the business plan. 3.3 The Scotland Excel New Build Residential Construction Framework Agreement (Reference 2121) (Framework) was identified as a suitable route for this procurement. 3.4 The Council invited all 11 Contractors appointed to Lot 4 Development of 36-80 Units of the Framework to participate in the Mini Competition for 45-unit development via the Public Contracts Scotland – Tender Portal (PCS-T) on Tuesday 24 February 2026 with the tender documentation available for downloading from the PCS-Tender portal from the same date. 3.5 By the closing date for the return of electronic tender submissions, 12 noon, Tuesday 26 May 2026, 4 Contractors submitted a response, 5 Contractors Declined and 2 Contractors failed to reply. 3.6 The 4 Tender Submissions continue to meet the requirements of the Single Procurement Document (SPD) they completed when applying for a place on the Framework. 3.7 The Tender Submissions were then evaluated against the mini competition Award Criteria of 55% Quality and 45% Price. 3.8 The scores relative to the Award Criteria for this Tender are noted below: Price (45%) Quality (55%) Total (100%) 1 A.S. Homes (Scotland) Limited (Company Number SC371651) 45.00% 54.00% 99.00% 2 JR Construction (Scotland) Limited (Company Number SC534950) 42.35% 53.00% 95.35% 3 Ogilvie Construction Limited (Company Number SC069644) 42.94% 49.05% 91.99% 4 Clark Contracts Limited (Company Number SC088490) 41.59% 50.20% 91.79% 3.9 Following the tender evaluation in accordance with the criteria set out in the procurement documents, the bid received by A.S. Homes (Scotland) Limited was within the benchmark forecasts of the Scottish Government Grant funding mechanism and was therefore deemed to be value for money. Page 215 of 250
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PUBLIC 3.10 In accordance with the Framework requirements for Call-off Contracts, the Terms and Conditions being utilised are SBCC Design and Build Contract for Use in Scotland 2016 Edition (DB/Scot) supplemented by Employer’s Amendments. 3.11 Mandatory Community Benefits were included as a condition of this Contract which A.S. Homes (Scotland) Limited confirmed they would adhere to. The commitment was to deliver five Employment Opportunities. The mandated Community Benefits are detailed below: 3.12 In addition to the Mandatory Community Benefits requested, evaluated Community Benefits were requested and A.S. Homes (Scotland) Limited confirmed that the following Community Benefits would be made available to the Council for this Contract: Mandated Community Benefits No of people / activity Job for an unemployed individual from a Priority Group 5 Job for an unemployed individual 4 Modern Apprenticeship 3 Graduate 2 Community Benefit Description No of People / Activity Work Experience Placement for an individual 16+ years of age (who is not currently in employment, education or training) and preferably from an identified priority group. 10 Work Experience Placement for an individual aged 14+ years of age (and currently in full-time education) and preferably from an identified priority group. 8 S/NVQ (or equivalent) for • New Tenderer Employee working on this contract • New Supply Chain Employee working on this contract 5 Industry Awareness Events • Schools • Invest in Renfrewshire – Employability • Further Education 5 Industry Skill Transfer to Schools. 4 Business advice/support to an SME /Social Enterprise/ Voluntary organisation 6 Event to promote supply chain opportunities 4 Financial Support for a Social Enterprise within Renfrewshire 3 Non-financial support for a Social Enterprise within Renfrewshire 2 Page 216 of 250
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PUBLIC ___________________________________________________________________ Implications of the Report 1. Financial – The total approved contract value is £9,774,003.63. The cost of this Contract will be partly met by the Housing Revenue Account (HRA) and partly from Grant funding as follows: Grant Funding (minimum) £5,187,375 Housing Revenue Account (HRA) (maximum) £4,586,628 The contract will only be awarded if Council officers determine that the grant provided by the Scottish Government Affordable Housing Grant funding is sufficient to support the business plan. 2. HR & Organisational Development – None directly arising from this report. 3. Community/Council Planning – • Our Renfrewshire is thriving – maximising economic growth, which is inclusive and sustainable • Our Renfrewshire is well – supporting the wellness and resilience of our citizens and communities • Our Renfrewshire is fair - addressing the inequalities which limit life chances • Our Renfrewshire is safe – protecting vulnerable people and working together to manage the risk of harm. • Place - Ensuring Renfrewshire has the supply of green, high-quality cross-tenure homes in the right places to meet current and future demand. - Working together to ensure our neighbourhoods are safe, vibrant, and attractive places to live. - Demonstrating that Renfrewshire is a great place to live, work and visit. - Developing our relationship with and working alongside communities on the decisions that affect them. • Economy - Linking opportunities to enhance economic benefits for Renfrewshire. - Creating sustainable employment opportunities, ensuring that all people can benefit from the inclusive growth in Renfrewshire. - Supporting people into Fair Work. Page 217 of 250
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PUBLIC - Matching skills and opportunities across Renfrewshire with the opportunities available in Renfrewshire. • Fair - Reducing inequalities in Renfrewshire. • 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. - Integrating climate considerations into our long-term strategic planning as an organisation. • Living Our Values - Delivering Best Value for our citizens and customers 4. Legal - The procurement of this Contract was conducted in accordance with the requirements following a Mini Competition under Lot 4 of the Scotland Excel New Build Residential Construction Framework Agreement (Reference 2121) and the Renfrewshire Council Standing Orders Relating to Contracts. The award is also subject to sufficient Grant Funding being made available to support the development. 5. Property/Assets - This Contract will ensure that the Council fulfils its investment in the area as part of the Council’s New Build Housing Programme: • Renfrewshire’s Draft Local Housing Strategy 2022-2027, and • Renfrewshire’s Strategic Housing Investment Plan 2022 – 2027. 6. Information Technology – None directly arising from this report. 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety - A.S. Homes (Scotland) Limited health and safety credentials were evaluated by Corporate Health and Safety and met the Council’s requirements regarding health and safety. 9. Procurement – The procurement procedures outlined within this report ensures that the Council meets its statutory requirements in respect of procurement procedures, efficiency, and modern Government. 10. Risk - A.S. Homes (Scotland) Limited insurances have been assessed and evaluated to confirm that they meet the requirements regarding insurance risk. 11. Privacy Impact - None directly arising from this report. Page 218 of 250
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PUBLIC 12. Climate Risk – The level of impact associated with the provision of these works have been assessed using the Scottish Government Sustainability Test and is considered High Risk: To mitigate against the High Risk, the Contractor will: • Introduce a no-idling policy for all deliveries, subcontractors and plant. • Replace 20% of small plant/tools with electric alternatives. • Switch site compound and A. S. Homes (Scotland) Limited office to a green electricity tariff. • Begin monthly carbon monitoring (fuel, waste, transport). • Include carbon reduction clauses in all major subcontract packaging. • Begin annual staff training on low-carbon construction and PAS 2080 principles. 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, kevin.milliken@renfrewshire.gov.uk Page 219 of 250
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PUBLIC _________________________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Award: Demolition of properties 2-22 Mossvale Street & 47-53 Springbank Road (RC-CPU-25-241) _________________________________________________________________________________ 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 the Demolition of properties 2-22 Mossvale Street. & 47-53 Springbank Road (reference RC-CPU-25-241) to Caskie Limited (Company No. SC294508) 1.2 The recommendation to award the Contract follows a procurement exercise that was conducted as a Mini-Competition in accordance with the Scotland Excel Framework Agreement for Demolition and Deconstruction Works, reference 1323, and the Renfrewshire Council Standing Orders Relating to Contracts for a below Regulated Works Contract. 1.3 A Contract Strategy was approved by both the Strategic Category Manager and the Head of Facilities and Property Services on 05 June 2026. _______________________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 21 Page 221 of 250
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PUBLIC 2.1 Authorises the Head of Corporate Governance to award a Works Contract for the Demolition of properties 2-22 Mossvale Street. & 47-53 Springbank Road, (reference RC-CPU-25-241) in the form of SBCC Minor Works Building Contract without Quantities for use in Scotland, 2016 Edition, as supplemented and amended by the Employer’s Amendments, to Caskie Limited (Company no SC294508). 2.2 Authorises the Tendered Contract Sum of £179,993.05, excluding VAT. 2.3 Note, the Works commencement date is 19 October 2026 and the Date for Completion is 18 December 2026. Any changes to these dates will be confirmed in the Council’s Work Order. _________________________________________________________________________________ 3. Background 3.1 This procurement exercise is for the appointment of a contractor to facilitate the demolition and site clearance of properties at 2-22 Mossvale Street & 47-53 Springbank Road, Paisley. 3.2 It was identified that the Scotland Excel Framework Agreement, Demolition and Deconstruction Works, reference 1323 (“Framework”), was best suited for this Contract. This Framework has a lot specific to Demolition and Deconstruction Works between £101,000 - £500,000: Lot 2. This procurement exercise was conducted as a Mini-Competition and was conducted in accordance with the conditions set out in the Framework Contract and the Renfrewshire Council Standing Orders Relating to Contracts. 3.3 The mini-competition tender was issued on 08 June 2026 to the 13 suppliers appointed to Lot 2 of the Framework. 3.4 By the closing date set for return of electronic tender submissions, 12 noon on 24 June 2026, five suppliers had submitted a response. 3.5 The five supplier tender submissions were each evaluated against the Award Criteria of 40% Quality and 60% Price. 3.6 The scores relative to the Award Criteria for each of the seven supplier tender submissions are noted below: Page 222 of 250
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PUBLIC Company Price (60%) Quality (40%) Total (100%) Caskie Limited (co.no SC294508) 60.00% 37.00% 97.00% Dem-Master Demolition Limited (co.no SC165457) 51.70% 37.50% 89.2% JCJ (Demolition & Construction) Limited (co.no SC117394) 42.93% 31.75% 74.68% George Beattie & Sons (co.no. SC057649) 44.54% 21.75% 66.29% Reigart Contracts (co.no. SC110881) 34.54% 25.00% 59.54% 3.7 The evaluation of tender submissions received identified that the submission by Caskie Limited was the most economically advantageous tender. 3.8 The form of contract in use for this Contract is the SBCC Minor Works Building Contract without Quantities for use in Scotland, 2016 Edition and amended by the Employer’s Amendments provided as part of the Framework. 3.9 The costs for the Contract will be met through the Housing Revenue Account (HRA) Capital Programme budget. 3.10 Community Benefits were requested as part of the procurement process and Caskie Limited confirmed that the following Community Benefit would be made available to the Council for this Contract. Community Benefit Outcome Description No of People / Activities Work Experience Placement for an individual 16+ years of age 1 _________________________________________________________________________________ Implications of the Report 1. Financial - The approved contract value is £179,993.05, excluding VAT, for the contract period. This will be met through the Housing Revenue Account (HRA) Capital Programme budget. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – Page 223 of 250
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PUBLIC • Our Renfrewshire is thriving – Making sure the infrastructure is in place to support growth in local economy and population (such as housing, transport and schools) • Place - working together to enhance wellbeing across communities - Ensuring Renfrewshire has the supply of green, high-quality, affordable, cross-tenure homes in the right places to meet current and future demands • Economy - building an inclusive, green and resilient economy (matching people, skills and opportunities)- Improving lives and securing wellbeing through a stronger, inclusive and sustainable economy, being creative, imaginative and linking opportunities to enhance the benefits for Renfrewshire • Green - leading Renfrewshire to Net Zero - Integrating climate considerations into our long term strategic and financial planning as an organisation 4. Legal - The Procurement of this Contract was conducted as a below Regulated (Works) Mini Competition in accordance with the Scotland Excel Framework Agreement for Demolition and Deconstruction Works, reference 1323, and the Renfrewshire Council’s Standing Orders Relating to Contracts for a below Regulated Value Works Contract. 5. Property/Assets – This demolition will support the plan for the Springbank/ Mossvale area to be transformed with two phases of new- build council housing being built on the cleared sites of the properties due to be demolished. 6. Information Technology - None directly arising from this report. 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety – Caskie 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 procedures outlined within this report ensures that the Council meets its statutory requirements in respect of procurement procedures, efficiency, and modern Government. 10. Risk – Caskie 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. Cosla Policy Position – None directly arising from this report. Page 224 of 250
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PUBLIC 13. Climate Risk – To mitigate against climate risk Caskie Limited; • Will segregate waste using a licensed Waste Management Contractor. • Materials that can be recycled on site will be recycled or reused elsewhere in the project, subject to compliance with appropriate specification and in accordance with any site waste management plan. • Site management will monitor dust emissions daily ensuring appropriate methods to damp down debris using pressure washers to minimise dust generated and water canon to suppress any airborne particles that do arise. Caskie Limited is also required as per the Specification to: • Demonstrate compliance with Zero Waste Scotland and how all arisings from the demolition are sorted, removed from site and where appropriate recycled • Comply with all requirements across the project in terms of environmental best practice. 14. Children’s Rights - None directly arising from this report _________________________________________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Stephanie McKay, Procurement Assistant Stephanie.mckay@renfrewshire.gov.uk Page 225 of 250
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for Works to Roads Related Structures (RC-CPU-25-252) ___________________________________________________________________ 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 Works to Roads Related Structures, reference RC-CPU-25-252, to W I & A Gilbert Limited (Company Registration Number SC246241). 1.2 The recommendation to award the Contract for Works to Roads Related Structures follows a procurement exercise conducted in accordance with Renfrewshire Council Standing Orders Relating to Contracts for a below Regulated value Works Contract using the Open Procedure. 1.3 A Contract Strategy was approved by the Strategic Category Manager, the Head of Climate, Public Protection and Roads and the Corporate Procurement Manager in June 2026. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 22 Page 227 of 250
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PUBLIC 2.1 authorises the Head of Corporate Governance to award the Contract for Works to Roads Related Structures (reference RC-CPU-25-252) to W I & A Gilbert Limited (Company Registration Number SC246241). 2.2 authorises the cumulative spend under this Contract up to a maximum value of £2,000,000 excluding VAT. 2.3 Note that the intended starting date is 5 October 2026 with the service period being for a period of 36 months with the Council having the option, at its sole discretion, to extend the service period on one occasion for a period of up to 12 months. _________________________________________________________ 3. Background 3.1 Renfrewshire Council has a statutory obligation to maintain roads related structures within the Council boundary. The Contract includes but is not limited to: • bridge strengthening/replacement; • Scour protection works; • Parapet upgrading; • Bridge joint replacement; • General bridge maintenance; • Retaining wall strengthening/replacement; • Traffic management requirements; • Any associated or ancillary works; and • Any of the work the Contractor is to design. 3.2 The Contract will be formed under the NEC4 Term Service Short Contract June 2017 edition with bespoke Z Clauses. 3.3 A Contract Notice was published on the Public Contracts Scotland portal on 5 June 2026. The tender documents were available for download from the Public Contracts Scotland – Tender portal. This procurement exercise was conducted in accordance with The Renfrewshire Council Standing Orders Relating to Contracts (“Standing Orders”) for a below Regulated value Works Contract. 3.4 During the tender period, 33 companies expressed an interest in the Contract. By the closing date set for return of electronic tenders of 12 noon on Monday, 20 July 2026, 7 companies provided a response, 5 declined to respond and 21 did not respond. Page 228 of 250
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PUBLIC The Tender Submissions received were evaluated by a panel comprising representatives from Environment, Housing and Infrastructure, the Corporate Procurement Unit, Health and Safety and Risk. 3.5 In accordance Standing Order 11.5 Tenderers were evaluated against a pre-determined set of criteria in the form of the Single Procurement Document, SPD (Scotland). All 7 Tenderers satisfied the Council’s requirements in respect of their responses to the SPD (Scotland). 3.6 The technical and commercial responses contained in each Tender Submission were then scored against the award criteria of 40% technical (Quality) and 60% commercial (Price). 3.7 The scores relative to the award criteria of the seven Tenderers are noted below: Price (60%) Quality (40%) Total (100%) 1 W I & A Gilbert Limited (SC246241) 60.00% 25.14% 85.14% 2 Bottom Groundworks & Plant Hire Limited (SC578729) 40.25% 31.11% 71.36% 3 JH Civil Engineering Limited (SC195621) 30.86% 31.11% 61.97% 4 Track Civil Engineering Solutions Ltd (SC735874) 28.17% 29.86% 58.03% 5 Taziker Industrial Limited (02766990) 23.31% 32.08% 55.39% 6 Story Contracting Limited (03709861) 19.62% 33.33% 52.95% 7 Geo-Rope Ltd (SC231151) 20.04% 26.67% 46.71% 3.8 The evaluation of Tender Submissions received identified that the submission by W I & A Gilbert Limited (SC246241) was the most economically advantageous tender. 3.9 W I & A Gilbert Limited (SC246241) has committed to providing 5 Community Benefit Points for every £150,000 (excluding VAT) spent through the Contract. The Community Benefits to be delivered will be in line with the Council’s Community Benefits Outcome Menu. ___________________________________________________________________ Page 229 of 250
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PUBLIC Implications of the Report 1. Financial – The total approved Contract value will be up to a maximum of £2,000,000, excluding VAT, for the total 4-year Contract period, including the 12-month extension. The costs of task orders issued under this Contract will be met by the Roads and Bridges Capital budgets. 2. HR & Organisational Development – none arising directly from this report. 3. Community/Council Planning – Place – Working with partners to ensure our neighbourhoods are safe, vibrant, and attractive places to live. The Contract proposed will support the delivery of this outcome. 4. Legal – The Procurement of this Contract was conducted in accordance with The Renfrewshire Council’s Standing Orders Relating to Contracts for a Below Regulated Value Works Contract. 5. Property/Assets – this Contract will ensure that the Council’s road related structures are maintained to a high standard. 6. Information Technology – none arising directly from this report. 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. 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 – W I & A Gilbert 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 – W I & A Gilbert Limited’s insurances were evaluated by Risk Team and met the Council’s requirements regarding insurable risk. 11. Privacy Impact – None arising directly from this report. Page 230 of 250
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PUBLIC 12. Climate Risk – The level of impact associated with works connected with the Contract has been assessed using the Scottish Government Sustainability Test and is high risk. W I & A Gilbert Limited will be 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 231 of 250
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources, the Chief Officer of Renfrewshire Health and Social Care Partnership and the Director of Children’s Services ___________________________________________________________________ Heading: Provision of a Carers Centre (RC-CPU-26-033) ___________________________________________________________________ 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 the Provision of a Carers’ Centre. 1.2 The recommendation to award this Contract follows a procurement exercise that was conducted as a Negotiated Procedure without prior publication in accordance with the Public Contracts (Scotland) Regulations 2015, as amended, for Social and Other Specific Services and in accordance with the Renfrewshire Council Standing Orders Relating to Contracts. 1.3 A Contract Strategy was approved by the Corporate Procurement Manager, Renfrewshire Council, on 27 May 2026, the Head of Strategic Planning and Health Improvement, Renfrewshire Health and Social Care Partnership (RHSCP) on 02 June 2026, the Chief Finance Officer (RHSCP) on 01 June 2026 and the Head of Children and Criminal Justice (Renfrewshire Council) on 01 June 2026. ___________________________________________________________________ Item 23 Page 233 of 250
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PUBLIC 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1.1 Authorises the Head of Corporate Governance to award a Contract for the Provision of a Carers’ Centre to Renfrewshire Carers Centre (CRN: SC162382). 2.1.2 Authorises the Contract for a period of 9 months with the option to extend for a period of up to a further 12 months, noting that the anticipated Commencement Date is 01 October 2026 and the exact date will be confirmed in the Council’s Letter of Acceptance; and 2.1.3 Authorises a maximum Contract value of up to £490,781.25 excluding VAT for the initial 9 month period and a maximum value of up to £654,375.00 excluding VAT for the 12 month extension. The maximum approved contract value is £1,145,156.25, excluding VAT, for the full Contract period. _________________________________________________________ 3. Background 3.1 This Contract will replace an existing Contract between Renfrewshire Carers Centre (CRN: SC162382) and Renfrewshire Council expiring on 30 September 2026. 3.2 The Contract will provide a hub for the co-ordination and provision of a range of supports for adult and young carers who reside in the Renfrewshire Council area. The aim of the Contract is to support carers in their caring role through a range of services which address their holistic wellbeing needs and progress their individual personal outcomes. 3.3 The Service provided under this Contract will contribute towards several national and local strategic outcomes, including duties under the Carers (Scotland) Act 2016 and Supporting our Unpaid Carers – Refreshed Adult Carers Strategy 2026-27. 3.4 Under the Contract the Renfrewshire Carers Centre will provide a range of supports to carers, including but not limited to: 3.4.1 Ensuring as many carers as possible are identified at the earliest opportunity and are supported to be part of a carer-friendly community, where their voices are heard and valued. Page 234 of 250
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PUBLIC This will include supporting the Integrated Joint Board (IJB) Carer Representative role. 3.4.2 Producing Adult Carer Support Plans (ACSP) for those carers who request or accept an offer of an ACSP; and have moderate/low needs, referring carers who have substantial/critical needs to the HSCP. The ACSP will determine the level of their need and offer a personalised approach to meeting those needs and ensuring their outcomes are recorded in the ACSP. 3.4.3 Producing Young Carer Statements (YCS). The YCS will identify personal outcomes and identify the support the Young Carers require. This should as a minimum cover Young Carers personal circumstances, personal outcomes and identified needs, as well as what support is available to them. 3.4.4 Offering information, advice and guidance for all Carers to combine caring responsibilities with work, social, leisure and learning opportunities and enjoy a good quality of life and have increased confidence in managing their caring role. 3.5 The procurement process for this Contract was conducted as a Negotiated Procedure without prior publication in accordance with the Public Contracts (Scotland) Regulations 2015, as amended, for Social and Other Specific Services and in accordance with the Renfrewshire Council Standing Orders Relating to Contracts. This new Contract will provide continuity for people currently accessing the service through the current Contract. 3.6 Renfrewshire Carers Centre was invited to respond to the Council’s Invitation to Contract which was published on 08 June 2026 with a tender return deadline of 12 noon on 03 July 2026. 3.7 In accordance with Regulation 76(1) of the Public Contracts (Scotland) Regulations 2015 and Renfrewshire Council Standing Order relating to Contracts 11.5, the submission from Renfrewshire Carers Centre was evaluated and met the predetermined criteria in the form of the Single Procurement Document (Scotland) (SPD (Scotland)). Page 235 of 250
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PUBLIC 3.8 Renfrewshire Carers Centre submission was evaluated by the Renfrewshire Health and Social Care Partnership, Corporate Procurement Unit, Risk Management, ICT and Health and Safety, and met the award criteria as set out within the Invitation to Contract. 3.9 Community Benefits were requested as part of this procurement process. Renfrewshire Carers Centre has confirmed the following benefits will be delivered as part of the Contract: Community Benefit Number Offered Work Experience Placement for an individual 16+ years of age 1 Industry Awareness Events • Schools • Invest in Renfrewshire – Employability • Further Education 4 Industry Skill Transfer to Schools 1 Business advice/support to a local SME /Social Enterprise/ Voluntary organisation 2 ___________________________________________________________________ Implications of the Report 1. Financial –The total maximum approved contract value is £1,145,156.25 excluding VAT for the full Contract Period split between £490,781.25 excluding VAT for the initial 9-month period and £654,375 excluding VAT for the 12-month extension. Costs will be met from the Renfrewshire Health and Social Care Partnership Budget. The anticipated Commencement Date is 01 October 2026. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – • Our Renfrewshire is well – o Join up support for families within communities and across partners; o Provide a network of community mental health and wellbeing supports. • Our Renfrewshire is safe – o Make sure people can live safely and independently at home and in the community. RHSCP Strategic Plan - • Healthier & Connected Futures - Page 236 of 250
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PUBLIC o People can live independently in their own home or community and experience reduced health inequalities through early intervention and prevention. • Supported Futures - o Our services keep people safe and protected and we enable access to appropriate specialist support when needed. • Empowered Futures – o People are empowered to better manage their health and conditions and shape the support they need at every stage of life. • Sustainable Futures – o Our available resources are prioritised effectively, and we deliver integrated services by working collaboratively with people and partners. 4. Legal – The procurement exercise for this Contract was conducted as a Negotiated Procedure in accordance with the Public Contracts (Scotland) Regulations 2015, as amended, for Social and Other Specific Services and in accordance with the Renfrewshire Council Standing Orders relating to Contracts. 5. Property/Assets - None directly arising from this report. 6. Information Technology – Renfrewshire Carers Centre Cyber submission was evaluated by the Council’s Security and Compliance team and satisfied the Council’s requirements. 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 – Renfrewshire Carers Centre Health and Safety submission was evaluated by the Council’s Health and Safety team and satisfied the Council’s requirements. 9. Procurement – The procurement procedures outlined within this report comply with Regulation 76 of the Public Contracts (Scotland) Regulations 2015, as amended. 10. Risk – The insurance documents submitted by Renfrewshire Carers Centre were assessed by the Council’s Risk Officer and satisfied the Council’s requirements. Page 237 of 250
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PUBLIC 11. Privacy Impact – The Contract contains Renfrewshire Council’s General Conditions of Contract (Health and Social Care) including Data Protection Conditions. Renfrewshire Carers Centre will be a Data Controller under the respective Contract and, as such, have a legal responsibility to comply with Data Protection legislation when collecting, processing and storing personal data. 12. Climate Risk – The level of impact associated with the service under this Contract was assessed using the Scottish Government Sustainability Test and is considered to be low impact. 13. Children’s Rights – Making provision for the Service under this Contract to support Young Carers demonstrates compliance with Articles 1 – 42 of the United Nations Convention on the Rights of the Child. 14. Cosla Policy Position – None directly arising from this report. _______________________________________________________ List of Background Papers - None ___________________________________________________________________ Author: Sarah Ford, Senior Procurement Specialist, Corporate Procurement Unit, Sarah.Ford@renfrewshire.gov.uk Page 238 of 250
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Children’s Services ___________________________________________________________________ Heading: Contract Authorisation Report for the Purchase of Promethean Panels 2026 - 2029 (RC-CPU-26-058) ____________________________________________________________ 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 (Call-off Contract) for the Purchase of Promethean Panels 2026 - 2029 to SSUK LIMITED (Company Registration Number SC296269). 1.2 The recommendation to award a Call-off Contract follows a procurement exercise that was conducted as a Mini-Competition from the Scotland Excel Framework Supply, Delivery and Installation of Audio Visual Equipment, reference 0822, in accordance with the Public Contracts (Scotland) Regulations 2015, as amended, and Renfrewshire Council’s Standing Orders Relating to Contracts for an above Threshold Services Contract. 1.3 The contract strategy was approved by both the Head of Education. Children’s Services and the Corporate Procurement Manager on 30 June 2026. __________________________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 24 Page 239 of 250
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PUBLIC 2.1 Authorises the Head of Corporate Governance to award the Call-off Contract for Purchase of Promethean Panels 2026 - 2029, made under the Scotland Excel Framework Supply, Delivery and Installation of Audio Visual Equipment reference to SSUK LIMITED (CRN SC296269). 2.2 Authorises the maximum approved Call-off Contract value of up to £950,000, excluding VAT, for the period of the Call-off Contract. 2.3 Authorises the Call-off Contract a period of 36 months. The proposed Start Date is the 01 October 2026. In the event that the Call-off Contract does not commence on 01 October 2026, the Start Date will be confirmed in the Council’s Letter of Acceptance. _________________________________________________________ 3. Background 3.1 The Council requires the delivery of a structured replacement programme for classroom display technology across its school estate, building on a long-standing strategy to standardise on Promethean Panels. This approach aims to ensure consistency across all schools, allowing teaching staff to work seamlessly across locations, supporting more effective professional learning, and enabling better integration with classroom devices such as Chromebooks and iPads. 3.2 In accordance with the Renfrewshire Council Standing Orders relating to Contracts 29.5, the Council identified that the Scotland Excel Framework for Supply, Delivery and Installation of Audio Visual Equipment (the “Framework”) (reference 0822) Lot 1: Audio Visual Equipment. was a suitable route to market. 3.3 The procurement exercise was conducted in accordance with the Guidance on calling off under the Framework and the Renfrewshire Council Standing Orders Relating to Contracts for an above Threshold Services Contract. 3.4 All 4 Suppliers on Lot 1 Audio Visual Equipment were invited to participate in the Mini-Competition which was issued on 30 June 2026 and available for download on the same date from Public Contracts Scotland – Tender System. 3.5 The Tender Deadline was 12 noon on 21 July 2026. Two Suppliers submitted a response and two Suppliers failed to respond. 3.6 The two Suppliers who submitted a response confirmed compliance with the minimum selection criteria set within the SPD(Scotland) when applying for a place on the Scotland Excel Framework. Page 240 of 250
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PUBLIC 3.7 Each tenderer’s submission was then evaluated against the Mini competition award criteria of 40% Quality and 60% Price. The scores relative to the Award Criteria for each of the two Tenderers are noted below: Tenderer Quality (40%) Price (60%) TOTAL SSUK LIMITED (CRN SC296269) 35.00% 60.00% 95.00% AVMI Kinly Ltd (CRN 02468436) 28.75% 50.43% 79.18% 3.8 The evaluation of the tender submissions received identified that the tender submitted by SSUK LIMITED was the most economically advantageous tender. 3.9 Community Benefits were requested as part of this procurement exercise and SSUK LIMITED confirmed the following will be delivered as part of the Call-off Contract: Community Benefit Number Offered Work Experience Placement for an individual 16+ years of age 2 ___________________________________________________________________ Implications of the Report 1. Financial – The costs for this Call-off Contract will be met by the Children’s Services Capital ICT budget with a maximum approved value of up to £950,000, excluding VAT, for the 36-month period of the Call-off Contract. 2. HR & Organisational Development - No HR & Organisational development implications have arisen or are anticipated. 3. Community/Council Planning – Fair: Nurturing bright, happy and healthy futures for all • Supports the delivery of high-quality teaching and learning through modern interactive technology, enhancing engagement and participation for all learners. • Contributes to raising educational attainment and achievement by providing staff and pupils with access to improved digital learning tools. • Supports inclusive learning approaches, helping to ensure equitable access to educational resources and opportunities for all children and young people. Page 241 of 250
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PUBLIC Place: Working together to enhance wellbeing across communities • Creates modern, engaging learning environments that encourage children and young people to be inspired, motivated and supported to achieve their full potential. • Enhances the educational experience within Renfrewshire schools, contributing to positive outcomes for pupils, families and local communities. • Supports the Council's ambition to make Renfrewshire a place where children and young people can learn, develop and thrive. Economy: Building an inclusive, green and resilient economy (matching people, skills and opportunities) • Supports the development of digital skills and competencies that are increasingly required for further education, employment and lifelong learning. • Helps equip children and young people with the knowledge and skills needed to succeed in a modern, technology-enabled economy. • Replaces ageing equipment with more modern and energy- efficient technology, supporting sustainability objectives while delivering improved educational outcomes. 4. Legal – The Mini-Competition was carried out in accordance with the Scotland Excel Framework and The Renfrewshire Council Standing Orders Relating to Contracts for an above GPA Threshold Services Contract. 5. Property/Assets - This Call-off Contract replaces ageing equipment with more modern and energy-efficient technology, supporting sustainability objectives while delivering improved educational outcomes. 6. Information Technology - The Council’s Security and Compliance team evaluated the cyber security evidence submitted by the SSUK LIMITED and this met the requirements. 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. Page 242 of 250
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PUBLIC 8. Health & Safety - The Health and Safety submission has been assessed by Corporate Health and Safety Officers and SSUK LIMITED were deemed to meet the requirements. 9. Procurement – The procurement procedures outlined within this report shall ensure that the Council meets its statutory requirements in respect of procurement procedures, efficiency and modern Government. 10. Risk - The insurances submitted by SSUK LIMITED was assessed by Renfrewshire Council’s Risk Officer and satisfied the Council’s requirements. 11. Privacy Impact - The Contract includes Scotland Excel General Conditions of Contract for Supply and Scotland Excel General Conditions of Special Terms & Conditions of Contract data protection provisions. 12. Climate Risk – The level of impact associated with the services provided under this Contract were assessed using the Scottish Government Sustainability Test and is considered to be low impact. SSUK Limited will dispose of the equipment in accordance with the WEEE regulation. 13. Children’s Rights – This report demonstrates compliance with the United Nations Convention on the Rights of the Child. 14. Cosla Policy Position – No Cosla policy position implications have arisen or are anticipated. _________________________________________________________ List of Background Papers – None. _____________________________________________________________ Author: Amy Crumb, Procurement Assistant, Corporate Procurement Unit Amy.Crumb@renfrewshire.gov.uk Page 243 of 250
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 10 September 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Chief Officer of Renfrewshire Health and Social Care Partnership ___________________________________________________________________ Heading: Provision of a Specialist Dementia Day Care Service (RC-CPU-26-002) ___________________________________________________________________ 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 the Provision of a Specialist Dementia Day Care Service. 1.2 The recommendation to award this Contract follows a procurement exercise which was conducted as a Negotiated Procedure in accordance with Regulation 6 (1) (b) (ii) of the Procurement (Scotland) Regulations 2016 and the Renfrewshire Council Standing Orders relating to Contracts for health and social care services. 1.3 A Contract Strategy was approved by the Strategic Category Manager (Renfrewshire Council) on 21 May 2026, the Head of Health and Social Care, Renfrewshire Health and Social Care Partnership (RHSCP) on 22 May 2026 and the Chief Finance Officer, RHSCP on 28 May 2026. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1.1 Authorises the Head of Corporate Governance to award a Contract for the Provision of a Specialist Dementia Day Care Item 25 Page 245 of 250
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PUBLIC Service to Alzheimer Scotland – Action on Dementia (CRN: SC149069). 2.1.2 Authorises the Contract for a period of 15 months with no option to extend, noting that the anticipated Commencement Date is 01 October 2026 and the exact date will be confirmed in the Council’s Letter of Acceptance; and 2.1.3 Authorises a maximum approved Contract value of up to £341,654, excluding VAT, for the full Contract period. _________________________________________________________ 3. Background 3.1 This Contract will replace an existing contract between Alzheimer Scotland – Action on Dementia and the Renfrewshire Council expiring on 30 September 2026. 3.2 The Contract will provide an outcome-focused specialist dementia day service to people with dementia residing in the Renfrewshire Council area. The Service under this Contract will support people who are at different stages of dementia, who may: • Require support and/or have cognitive difficulties and/or complex needs that cannot be met in other services; • Require support with behaviours associated with dementia; • Be socially isolated or who have limited social contact with friends, family or other social networks; and/or • Have carers who are experiencing high levels of stress associated with caring responsibilities. 3.3 Specialist dementia services may also be required where initial intervention in mainstream settings has not met the person’s needs and outcomes, or where their level of need has increased or become more complex. 3.4 The procurement process for this Contract was conducted as a Negotiated Procedure in accordance with Regulation 6 (1) (b) (ii) of the Procurement (Scotland) Regulations 2016. The new Contract will provide continuity for people currently accessing the service through the current Contract. 3.5 Alzheimer Scotland – Action on Dementia was invited to respond to the Council’s Invitation to Contract which was published on 08 June 2026 with a tender return deadline of 12 noon on 03 July 2026. Page 246 of 250
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PUBLIC 3.6 In accordance with Regulation 27 and 28 of the Procurement Reform (Scotland) Act 2014 and the Renfrewshire Council Standing Order relating to Contracts 11.5, the submission from Alzheimer Scotland – Action on Dementia was evaluated and met the predetermined criteria in the form of the Single Procurement Document (Scotland) (SPD (Scotland)). 3.7 Alzheimer Scotland – Action on Dementia’s submission was evaluated by the Renfrewshire Health and Social Care Partnership, and officers from the Council’s: Corporate Procurement Unit, Risk Management service, ICT service, and Health and Safety service, and met the award criteria as set out within the Invitation to Contract 3.8 Community Benefits were requested as part of this procurement process. Alzheimer Scotland – Action on Dementia has confirmed the following benefits will be delivered as part of the Contract: Community Benefit Number Offered Work Experience Placement for an individual in full time education 4 S/NVQ (or equivalent) for • New Employee • Existing Employee • Supply Chain Employee 2 Industry Awareness Events • Schools • Invest in Renfrewshire – Employability • Further Education 4 ___________________________________________________________________ Implications of the Report 1. Financial – The maximum contract value is up to £341,654 excluding VAT for the full 15-month contract period and will be met from the Renfrewshire Health and Social Care Partnership Budget. The anticipated Commencement Date is 01 October 2026. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – • Our Renfrewshire is well – o Join up support for families within communities and across partners; o Provide a network of community mental health and wellbeing supports. Page 247 of 250
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PUBLIC • Our Renfrewshire is safe – o Make sure people can live safely and independently at home and in the community. RHSCP Strategic Plan - • Healthier & Connected Futures - o People can live independently in their own home or community and experience reduced health inequalities through early intervention and prevention. • Supported Futures - o Our services keep people safe and protected and we enable access to appropriate specialist support when needed. • Empowered Futures – o People are empowered to better manage their health and conditions and shape the support they need at every stage of life. • Sustainable Futures – o Our available resources are prioritised effectively, and we deliver integrated services by working collaboratively with people and partners. 4. Legal – The procurement exercise for this Contract was conducted as a negotiated procedure in accordance with Regulation 6 (1) (b) (ii) of the Procurement (Scotland) Regulations 2016 and the Renfrewshire Council Standing Orders relating to Contracts. 5. Property/Assets - None directly arising from this report. 6. Information Technology – Alzheimer Scotland – Action on Dementia Cyber submission was evaluated by the Council’s Security and Compliance team and satisfied the Council’s requirements. 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 – Alzheimer Scotland – Action on Dementia Health and Safety submission was evaluated by Health and Safety and satisfied the Council’s requirements. Page 248 of 250
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PUBLIC 9. Procurement – The procurement procedures outlined within this report comply with the requirements of the Procurement Reform (Scotland) Act 2014 and the Procurement (Scotland) Regulations 2016. 10. Risk – The insurance documents submitted by Alzheimer Scotland – Action on Dementia were assessed by the Council’s Risk Officer and satisfied the Council’s requirements. 11. Privacy Impact – The Contract contains Renfrewshire Council’s General Conditions of Contract (Health and Social Care) including Data Protection Conditions. Alzheimer Scotland – Action on Dementia will be a Data Controller under the respective Contract and, as such, have a legal responsibility to comply with Data Protection legislation when collecting, processing and storing personal data. 12. Climate Risk – The level of impact associated with the service was assessed using the Scottish Government Sustainability Test and is considered to be low impact. 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 - None ___________________________________________________________________ Author: Sarah Ford, Senior Procurement Specialist, Corporate Procurement Unit, Sarah.Ford@renfrewshire.gov.uk Page 249 of 250
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