Agenda Document Pack - Finance, Resources and Customer Services Policy Board - 13/02/2025
Renfrewshire Council · 13 February 2025
Back to Finance, Resources and Customer Services Policy Board — 13 February 2025 and its agenda
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06/02/2025 Notice of Meeting and Agenda Finance, Resources and Customer Services Policy Board Date Time Venue Thursday, 13 February 2025 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 Alec Leishman: Councillor Bruce MacFarlane: Councillor Sam Mullin: Councillor Iain Nicolson: 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 271
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06/02/2025 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 20 November 2024. 6 - 8 2 Joint Consultative Board (Non-Teaching) Minute of meeting held on 21 November 2024. 9 - 12 3 Revenue and Capital Budget Monitoring 2024/25 at 8 November 2024 Report by the Director of Finance & Resources. 13 - 26 4 Revenue and Capital Budget Monitoring – Council Overview as at 8 November 2024 Report by the Director of Finance & Resources. 27 - 39 5 Business Services Performance Report Report by the Director of Finance & Resources. 40 - 52 6 Business Services Accounts for Write Off Report by the Director of Finance & Resources. 53 - 58 7 Customer Services Performance Report Report by the Director of Finance & Resources. 59 - 64 8 Civic Hospitality Report by the Director of Finance & Resources. 65 - 68 9 Paisley and Renfrew Common Good Fund Budgets 2025/26 Report by the Director of Finance & Resources. 69 - 76 Page 2 of 271
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06/02/2025 10 Anti-Money Laundering Policy Report by the Director of Finance & Resources. 77 - 91 11 Revised Policy and Guidelines on Surveillance Report by the Director of Finance & Resources. 92 - 116 12 People Strategy 2021/26 (Revised Parenting Leave and Pay Policy) Report by the Director of Finance & Resources. 117 - 129 13 People Strategy 2021/26 – Council Workforce Demographics and People Metrics Report by the Director of Finance & Resources. 130 - 138 14 ‘Improving our Workplace’ – Employee Engagement Survey 2024 Report by the Director of Finance & Resources. 139 - 177 15 Update on former Renfrew Police Station restoration works Report by the Chief Executive. 178 - 181 16 Facilities and Property Services - Service Update Report Report by the Director of Environment, Housing & Infrastructure. 182 - 193 17 Contract Authorisation Report for the Inspection, Testing, Maintenance and Repairs of Passenger Lifts, Stairlifts and Winches – Council Wide (RC-CPU-24-145) Joint report by the Directors of Finance & Resources and Environment, Housing & Infrastructure. 194 - 199 18 Contract Authorisation Report for Processing & Recycling of Mechanical Street Sweepings (RC-CPU-24- 103) Joint report by the Directors of Finance & Resources and Environment, Housing & Infrastructure. 200 - 204 Page 3 of 271
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06/02/2025 19 Contract Authorisation Report for the Processing & Recycling of Light Scrap Metal from the Councils HWRCs (RC-CPU-24-122) Joint report by the Directors of Finance & Resources and Environment, Housing & Infrastructure. 205 - 209 20 Contract Authorisation Report for the Treatment of Waste Upholstered Domestic Seating (WUDS), Persistent Organic Pollutants (POPS) (RC-CPU-24-209) Joint report by the Directors of Finance & Resources and Environment, Housing & Infrastructure. 210 - 214 21 Contract Authorisation Report for the Treatment, Recycling & Disposal of Mixed Waste from the Councils 5 x Household Waste Recycling Centres (HWRC’s) and Waste Arisings from other Council Service Operations (RC-CPU-24-105) Joint report by the Directors of Finance & Resources and Environment, Housing & Infrastructure. 215 - 219 22 Contract Authorisation Report for the Supply and Delivery of 1x 18T Narrow Track Refuse Collection Vehicle (RC-CPU-24-215) Joint report by the Directors of Finance & Resources and Environment, Housing & Infrastructure. 220 - 224 23 Contract Authorisation Report for: Park Mains High School Extension – Design and Build (RC-CPU-24-053) Joint report by the Directors of Finance & Resources and Environment, Housing & Infrastructure. 225 - 232 24 Contract Authorisation Report: New Primary School in Dargavel, Enabling Works Contract and approval for Pre- Construction Consultant Fees Joint report by the Directors of Finance & Resources and Environment, Housing & Infrastructure. 233 - 244 Page 4 of 271
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06/02/2025 25 Contract Authorisation Report for the Provision of a GIS System (RC-CPU-24-266) Joint report by the Chief Executive and the Director of Finance & Resources. 245 - 248 26 Notification of Award for a Building Repairs Management System (RC-CPU-23-201) Joint report by the Directors of Finance & Resources and Environment, Housing & Infrastructure. 249 - 254 27 Notification of the award of a Contract for the Development of Outline Business Cases (OBC) for Paisley Central and Paisley North (AMIDS Extension) potential district heating networks (RC-CPU-24-169) under standing order 9.1k) of Council Standing Orders Relating to Contracts Joint report by the Directors of Finance & Resources and Environment, Housing & Infrastructure. 255 - 261 28 Notification of Correction to Report – External Works - Ferguslie Green Line Neighbourhood Centre – (RC-CPU- 24-026) Joint report by the Chief Executive and the Director of Finance & Resources. 262 - 265 29 Contract Authorisation Report for Support Service for People with a Head Injury and their Families/Carers (RC- CPU-24-206) Joint report by the Chief Executive and the Director of Finance & Resources. 266 - 271 Page 5 of 271
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Minute of Meeting Investment Review Board Date Time Venue Wednesday, 20 November 2024 11:00 Remotely via MS Teams, Present Councillor Jacqueline Cameron, Councillor Alison Ann-Dowling, Councillor Neill Graham, Councillor Iain Nicolson, Councillor John Shaw Chair Councillor Shaw, Convener, presided. In Attendance C McCourt, Head of Finance & Business Services, G Borland, Finance Manager, A Burns, Corporate Finance Manager, and J Barron, Committee Services Officer (all Finance & Resources). Also in Attendance D Watson, Investment Consultant Hymans Robertson LLP, G Brisbane and J Ryan, LGT Wealth Management Limited, formerly abrdn Capital Limited. Recording of Meeting Prior to the commencement of the meeting, the Convener intimated that this meeting of this Board would be recorded and that the recording would be available to watch on the Council’s website. Declarations of Interest and Transparency Statements There were no declarations of interest or transparency statements intimated prior to the commencement of the meeting. Item 1 Page 6 of 271
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1 Minutes of Previous Meetings There was submitted the Minute of the meeting of the Investment Review Board held on 23 November 2024 and the note of the inquorate meeting of 5 June 2024. DECIDED: That the Minutes be approved. 2 Paisley and Renfrew Common Good Funds six-month report to 30 September 2024 There was submitted a report by the Director of Finance & Resources together with a presentation by D Watson from Hymans Robertson LLP, relative to the Paisley and Renfrew Common Good Funds, a review of investment income and the key issues relating to the Paisley and Renfrew Common Good Funds. G Brisbane, Senior Investment Manager and Charity Lead (Scotland) LGT Wealth Management Limited (formerly abrdn) also spoke to the presentation relative to the Paisley and Renfrew Common Good funds investments performance. The presentation referred to a review of the Investment Managers’ performance for the six months to 30 September 2024; an update of markets; and the current economic climate. DECIDED: That the report and presentation be noted. 3 Review of Investment Policy Statement There was submitted a report by the Director of Finance & Resources relative to the scope and content of the proposed Investment Policy Statement. The Council had arranged for the investments of the Paisley and Renfrew Common Good Funds to be managed by LGT Wealth Management Limited and had agreed with the manager a number of principles governing decisions regarding those investments. The principles covered a range of issues, such as what benchmark should be employed against to assess the manager’s performance and any restrictions the manager required to observe in choosing sectors or classes of asset in which to invest. These requirements were formalised in an Investment Policy Statement, which was reviewed annually to ensure that the principles remained appropriate to the Council's requirements. The Statement of Investment Policy was last reviewed in November 2023, and having undertaken the annual review the Finance Manager outlined the main amendments proposed. A copy of the revised Statement of Investment Principles document was appended to the report. Page 7 of 271
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DECIDED: That the revised Statement of Investment Principles, a copy of which was attached to the report, be approved. Sederunt Prior to consideration of the following item of business Councillor Nicolson joined the meeting. Order of Business The Convener intimated that he proposed to add an item to the agenda in relation to the Statement of Investment Policy and would consider the item after item 3 on the agenda. 4 Overview of the Statement of Investment Policy G Brisbane, LGT Wealth Management Limited, gave an overview of the Statement of Investment Policy, in terms of the decision-making process from a Trustees’ perspective. . Members agreed this was helpful and requested that this overview training be included in the Councillor’s Development week, especially after elections when there may be new Members appointed to the Investment Review Board. DECIDED: That appropriate arrangements be made for the overview training to be included in the Councillor’s Development Week. 5 Date of Next Meeting DECIDED: That the next meeting of the Investment Review Board be held on 11 June 2025. Page 8 of 271
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Minute of Meeting Joint Consultative Board (Non-Teaching) Date Time Venue Thursday, 21 November 2024 15:00 Via Teams Platform, Present Councillor Fiona Airlie-Nicolson, Councillor Audrey Doig, Councillor Chris Gilmour, Councillor Lisa-Marie Hughes, Councillor Sam Mullin. Representing Trades Unions S Hicks, B Fallon, M McIntyre, D Kent and D Clark (all UNISON); and G Cochrane (UNITE). In Attendance L Cameron, Operations Manager (Locality Teams) Renfrewshire Health & Social Care Partnership; C Dalrymple, Head of Facilities & Property Services, (Environment, Infrastructure and Housing); R Cree, Head of People & Organisational Development, R Laouadi, HR Manager, S Fanning, Strategic Lead Partner (Health & Safety), and J Barron, Committee Services Officer (all Finance & Resources). Appointment of Chairperson In accordance with the terms of the constitution of the Joint Consultative Board (Non- Teaching), which stated that the Chair of the Board should alternate between the management-side and the trade unions it was proposed and agreed that Steven Hicks (UNISON) chair this meeting of the JCB (Non-Teaching). DECIDED: That Steven Hicks (UNISON) chair the meeting. Apology M Ferguson (UNISON). Item 2 Page 9 of 271
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Declaration of Interest There were no declarations of interest intimated prior to the commencement of the meeting. Transparency Statement 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 Mullin indicated that he had a connection to items 1, 2 and 3 of the agenda by reason of his membership of the union GMB. However, he indicated that he had applied the objective test and did not consider he had an interest to declare. Councillor 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 and Wellbeing Activities There was submitted a report by the Director of Finance & Resources relative to developments in relation to health, safety and wellbeing issues since the previous meeting of the Joint Consultative Board (Non-Teaching), held on 19 September 2024. The Strategic Lead Partner (Health & Safety) gave an update regarding lithium batteries, dvised he advised that Renfrewshire Council had been named the “Best Organisation for Carer Identification” at the recent Carer Positive Awards. Responses to queries on Ren Talks attendances and Mental Health First Aiders were provided. DECIDED: (a) That the report be noted; and (b) That information on the number of attendees at the Ren Talks be submitted to the next meeting of the JCB (Non Teaching) to be held on 13 February 2025. 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 9 grievances as at September 2024, an decrease of five cases since the last meeting of this Board in September 2024. DECIDED: That the report be noted. Page 10 of 271
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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 November 2024 and which detailed the capacity and Services in which they were engaged. The report advised that as at 31 October 2024, 142 agency workers were employed across all Council Services, an increase of 31 agency workers since August 2024. Renfrewshire Health & Social Care Partnership employed 74 of those agency workers. The HR Manager was heard in answer to questions on the report and was requested to bring further information on the breakdown of numbers relative to posts, staff and vacancies information to the next meeting of the Joint Consultative Board (Non Teaching) to be held on 13 February 2025. DECIDED: (a) That the report be noted; and (b) That further information regarding the breakdown of numbers relative to posts, staff and vacancies information be submitted to the next meeting of the JCB (Non Teaching) to be held on 13 February 2025. 4 Timetable of Meetings for 2025 There was submitted a report by the Director of Finance & Resources relative to the proposed timetable of JNC (Non Teaching) meetings for 2025. The report advised that the current constitution of the Joint Consultative Board (Non Teaching) stipulated the frequency of meetings of the Board, currently requiring the Board to meet no less than five times per year. Following discussion with representatives of the management side and the trade union representatives it was proposed that meetings of the JCB (Non Teaching) be held on 13 February, 3 April, 12 June, 11 September and 20 November 2025. It was agreed that all future meetings of the JCB Non-Teaching start at 3 pm. DECIDED: (a) That the proposed timetable for the JCB (Non Teaching) meeting dates for 2025, detailed in the report, be approved; and (b) That it be noted that future meetings of the JCB (Non Teaching) would start at 3 pm. Order of Business The Chair intimated that he proposed to add an item to the agenda in relation to the proposed change to Public Holidays and would consider the item after item 4 on the agenda. Page 11 of 271
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5 2025 Public Holidays for Local Government Employees In response to a question regarding 2025 public holidays for Local Government employees, S Hicks advised that Unison would continue discussions with Officers during 2025 regarding proposed changes to public holidays in 2026 as timescales had been too short to make changes to the 2025 public holidays. DECIDED: That it be noted that discussions would continue between unions and officers in 2025 regarding proposed changes to public holidays in 2026. 6 Date of Next Meeting DECIDED: That it be noted that the next meeting of the JCB (Non-Teaching) would be held at 3pm on 13 February 2025 via the Teams platform. Page 12 of 271
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Revenue and Capital Budget Monitoring 2024/25 at 8 November 2024 ___________________________________________________________________ 1. Summary 1.1 At the close of reporting Period 8 on 8 November 2024, the projected revenue outturn at 31 March 2025 for those services reporting to the Finance, Resources and Customer Services Policy Board is an underspend position of £2.053m (2.1%) against the revised budget for the year. 1.2 The projected capital outturn at 31 March 2025 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 44,195 44,123 72 0.2% Environment, Housing and Infrastructure 23,210 24,077 (867) (3.7%) Chief Executive's Service (Estates) 273 425 (152) (55.7%) Miscellaneous 28,197 25,197 3,000 10.6% Total 95,875 93,822 2,053 2.1% Capital Finance, Resources and Customer Services Policy Board 9,269 9,269 0 0.0% Item 3 Page 13 of 271
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2. Recommendations 2.1 Members are requested to: a) Note the projected Revenue outturn underspend position of £2.053m; 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 £2.053m by 31 March 2025 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 Finance and Resources - £0.072m underspend This forecast position mainly reflects the minor staffing underspend in Internal Audit. 4.2 Environment, Housing and Infrastructure - £0.867m overspend Within Public Building Repairs, there is an anticipated overspend of £0.739m. This is due to the continued inflationary and cost pressures that have been experienced by the service over the last few financial years. The position has improved since last year and continues to be closely monitored. Mitigating actions will be taken by management where appropriate. Soft Facilities Management is forecasting an in overspend of £0.128m. In the main, the cost of provisions are continually increasing due to inflationary pressures and are now expecting to overspend as a result. However, this overspend is being offset by a projected underspend in employee costs due to the level of vacancies within the service. In relation to income, the service is expecting an under-recovery as a result of a reduction in recharge income and HQ car park income, along with lower than budgeted school meal income expected in the final quarter of the financial year. This reduced Page 14 of 271
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income relates to the provision of free school meals to P6 and P7 pupils whose family receives the Scottish Child Payment. The position will be closely monitored throughout the year and any further updates provided to Board. Building Services indicates a break-even position, because its costs are fully recharged to the HRA and Public Building Repairs. Within these costs is a £0.347m recharge of materials, which arose due to a system error that resulted in materials issued from stock held in vans not being correctly allocated to jobs. This led to understated materials charges over a period from 2023/24. Improved processes and increased frequency of manual stock checks have now been implemented to ensure accurate stock recording and recharging going forward. The correction will be managed through the overhead recharge process within Building Services and recovered as income during 2024/25. 4.3 Chief Executive’s Service (Estates) - £0.152m overspend This forecast position mainly reflects an anticipated under-recovery in rental income as a result of a property at Houston Square held vacant as part of the delivery of the Johnstone Vision regeneration programme, together with costs to maintain surplus properties and progress them to sale. 4.4 Miscellaneous Services – £3.000m underspend As previously indicated to board, there is an anticipated over-recovery of investment interest income owing to interest rates remaining at a level higher than the established income budget, and this is now forecast to bring an additional £3.000m of investment income to General Services. 5. Subjective Analysis – Significant Variances 5.1 Employee Costs - £1.074m underspend Environment, Housing and Infrastructure is projecting an underspend of £1.259m, which reflects current high staff turnover and recruitment challenges. This is partly offset by projected overspend in Finance and Resources (£0.185m) mainly due to lower than expected levels of staff turnover at this stage in the financial year. This position is being managed and will continue to be closely monitored for the remainder of the year. 5.2 Premises Related - £1.136m overspend This projected overspend predominantly relates to repairs and maintenance in Public Building Repairs due the continued inflationary and cost pressures that have been experienced by the service over the last few financial years. It is partly offset by underspends and income elsewhere in the service at Page 15 of 271
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present. The position has stabilised since last year and continues to be closely monitored. 5.3 Supplies and Services - £0.612m overspend This projected overspend predominantly sits within Environment, Housing & Infrastructure on work by contractors within Property Services, and provisions within Soft FM and Building Services, the costs of which are recovered through recharge income. Included here is the £0.347m recharge of Building Services’ materials noted in paragraph 4.2 above. 5.4 Income - £2.834m over-recovery The main factor in this forecast is the anticipated over-recovery in investment income, as noted in paragraph 4.4 above. 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. The following budget adjustments reflect allocations of funding to services, and are therefore for noting only: Revenue Budget Adjustments for noting Objective Heading Subjective Heading Amount (£m) Reason Miscellaneous Employees 2.566 Scottish Government funding allocation for pay award 2024/25 Miscellaneous Third Party Payments 0.692 Children Service’s Social Care Pay Uplift for Commissioned Services Miscellaneous Transfer Payments 0.377 Abbey House Property Review Savings Miscellaneous Finance & Resources Finance & Resources Employee Costs Transfer Payments Income (0.204) (0.521) 0.725 Housing Benefits and Overpayments realignment Miscellaneous Finance & Resources Transfer Payments Transfer Payments (0.200) 0.200 Scottish Welfare Fund top-up allocation Page 16 of 271
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7. Capital Budget Projection – break-even position by 31 March 2025 7.1 The Capital Investment Programme 2024/25 to 2028/29 was approved by the Council on 29 February 2024. Finance, Resources and Customer Services approved capital spend for 2024/25 is £9.259m. 7.2 The in-year Capital budget is forecast to break-even by 31 March 2025, 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 totalling £0.010m have taken place to reflect budget transfers and increases on the programming of some capital projects. The revised capital spend for 2024/25 is £9.269m, and details of the adjustments are as follows: Capital Budget Adjustments Project Amount (£m) Reason Lifecycle Capital Maintenance Fund (0.046) Budget contribution to Early Learning and Childcare Adaptations Greenspaces and Parks 0.126 Budget increase via CFCR (contribution from current revenue) Retail Improvement Fund (0.070) Budget transferred to Retail Improvement Scheme within Economy and Regeneration Total 0.010 Implications of the Report 1. Financial The projected budget outturn position for Finance, Resources and Customer Services’ Revenue budget is an underspend of £2.053m (2.1%) at 31 March 2025. Income and expenditure will continue to be monitored closely for the rest of the financial year and as far as possible, steps will be taken to mitigate any overspends. The projected outturn position for Finance, Resources and Customer Services’ Capital budget is break-even, after the adjustments outlined at section 7. Page 17 of 271
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2. HR & Organisational Development While staffing budgets form a significant proportion of the Council’s revenue budgets, there are no direct implications arising from the recommendations in this report. 3. Community/Council Planning Community Plan Our Renfrewshire is thriving The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Our Renfrewshire is well Our Renfrewshire is fair Our Renfrewshire is safe Council Plan Reshaping our place, our economy and our future The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Building strong, safe and resilient communities Tackling inequality, ensuring opportunities for all Creating a sustainable Renfrewshire for all to enjoy Ongoing revenue and capital budget monitoring is a tool to enable good financial management so that the Council has resources now and in the future for continued service delivery. Working together to improve outcomes 4. Legal There are no direct implications arising from the recommendations in this report. 5. Property/Assets The capital expenditure noted in this report will result mainly in lifecycle maintenance improvements to existing properties, replacement of ICT assets and infrastructure and replacement of artificial pitches. 6. Information Technology While ICT assets and revenue costs are included within these reported budgets, there are no direct implications arising from the recommendations in this report. 7. Equality & Human Rights While new areas of spend may impact on particular groups, any such impact would be assessed prior to the spend being incurred, therefore there are no direct implications arising from the recommendations in this report. Page 18 of 271
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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 rectify health and safety issues. 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 2024/25, Council 29 February 2024 • The Capital Investment Programme 2024/25 to 2028/29, Council 29 February 2024 Author: Valerie Howie and Lisa Dickie, Finance Business Partners; Alison Burns, Corporate Finance Manager; and Geoff Borland, Finance Manager Page 19 of 271
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2024/25 1 April 2024 to 8 November 2024 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Objective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Finance and Resources 43,796 399 44,195 44,123 72 0.2% 67 5 Environment, Housing and Infrastructure 23,256 (46) 23,210 24,077 (867) (3.7%) (684) (183) Chief Executive's Service (Estates) 273 0 273 425 (152) (55.7%) (132) (20) Miscellaneous 25,009 3,188 28,197 25,197 3,000 10.6% 2,400 600 NET EXPENDITURE 92,334 3,541 95,875 93,822 2,053 2.1% 1,651 402 Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 86,236 2,199 88,435 87,361 1,074 1.2% 804 270 Premises Related 13,934 149 14,083 15,219 (1,136) (8.1%) (888) (248) Transport Related 2,308 (70) 2,238 2,339 (101) (4.5%) (64) (37) Supplies and Services 26,650 (9) 26,641 27,253 (612) (2.3%) (558) (54) Third Party Payments 1,898 692 2,590 2,567 23 0.9% 24 (1) Transfer Payments 46,960 (120) 46,841 46,835 6 0.0% 23 (17) Support Services 749 0 749 783 (34) (19.1%) 11 (45) Depreciation and Impairment Losses 9,182 0 9,182 9,182 0 0.0% 0 0 GROSS EXPENDITURE 187,917 2,842 190,759 191,539 (780) (0.4%) (649) (132) Income (95,583) 700 (94,884) (97,717) 2,834 3.0% 2,300 534 NET EXPENDITURE 92,334 3,541 95,875 93,822 2,053 2.1% 1,651 402 Page 20 of 271
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2024/25 1 April 2024 to 8 November 2024 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Objective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Finance and Resources Directorate (873) 9 (864) (932) 68 7.9% 70 (2) Audit Services 612 (2) 610 540 70 11.5% 68 2 Corporate Governance 3,027 0 3,027 2,979 48 1.6% 32 16 Digital, Transformation & Customer Services 23,357 (5) 23,352 23,393 (41) (0.2%) (40) (1) Finance and Procurement 4,747 (1) 4,746 4,738 8 0.2% 12 (4) Business Services 8,280 195 8,475 8,475 0 0.0% 0 0 Housing Benefits 1,691 204 1,895 1,893 2 0.1% (1) 3 People & Organisational Development 2,137 (1) 2,136 2,204 (68) (3.2%) (59) (9) Social care (non-delegated) 818 0 818 833 (15) (1.8%) (15) 0 NET EXPENDITURE 43,796 399 44,195 44,123 72 0.2% 67 5 Page 21 of 271
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2024/25 1 April 2024 to 8 November 2024 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - FINANCE & RESOURCES Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 33,848 10 33,858 34,043 (185) (0.5%) (201) 16 Premises Related 2,579 11 2,590 2,527 63 2.4% 62 1 Transport Related 259 0 259 239 20 7.7% 20 0 Supplies and Services 11,750 0 11,750 11,732 18 0.2% 20 (2) Third Party Payments 1,883 0 1,883 1,860 23 1.2% 24 (1) Transfer Payments 46,762 (322) 46,441 46,447 (7) 0.0% (7) 0 Support Services 486 0 486 480 6 1.2% 26 (20) Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 97,567 (301) 97,267 97,328 (62) (0.1%) (56) (6) Income (53,771) 700 (53,072) (53,205) 134 0.3% 123 11 NET EXPENDITURE 43,796 399 44,195 44,123 72 0.2% 67 5 Page 22 of 271
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2024/25 1 April 2024 to 8 November 2024 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - ENVIRONMENT, HOUSING AND INFRASTRUCTURE Objective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Building Services 109 0 109 109 0 0.0% 0 0 Public Building Repairs 3,947 119 4,066 4,805 (739) (18.2%) (440) (299) Soft Facilities Management Services 18,997 (25) 18,972 19,100 (128) (0.7%) (244) 116 Property Services 203 (140) 63 63 0 0.0% 0 0 NET EXPENDITURE 23,256 (46) 23,210 24,077 (867) (3.7%) (684) (183) Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 31,506 (114) 31,392 30,133 1,259 4.0% 1,005 254 Premises Related 3,627 138 3,765 4,877 (1,112) (29.5%) (867) (245) Transport Related 1,649 (70) 1,579 1,700 (121) (7.7%) (84) (37) Supplies and Services 12,638 0 12,638 13,268 (630) (5.0%) (578) (52) Third Party Payments 0 0 0 0 0 0.0% 0 0 Transfer Payments 155 0 155 127 28 18.1% 29 (1) Support Services 1,222 0 1,222 1,262 (40) (3.3%) (15) (25) Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 50,797 (46) 50,751 51,367 (616) (1.2%) (510) (106) Income (27,541) 0 (27,541) (27,290) (251) 0.9% (174) (77) NET EXPENDITURE 23,256 (46) 23,210 24,077 (867) (3.7%) (684) (183) Page 23 of 271
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2024/25 1 April 2024 to 8 November 2024 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - CHIEF EXECUTIVE'S SERVICE (ESTATES) Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 0 0 0 0 0 0.0% 0 0 Premises Related 1,128 0 1,128 1,215 (87) (7.7%) (83) (4) Supplies and Services 4 0 4 4 0 0.0% 0 0 Transfer Payments 66 0 66 82 (16) (24.2%) 0 (16) Support Services 441 0 441 441 0 0.0% 0 0 GROSS EXPENDITURE 1,639 0 1,639 1,742 (103) (6.3%) (83) (20) Income (1,366) 0 (1,366) (1,317) (49) (3.6%) (49) 0 NET EXPENDITURE 273 0 273 425 (152) (55.7%) (132) (20) Page 24 of 271
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Appendix 1 RENFREWSHIRE COUNCIL+D178:L194 REVENUE BUDGET MONITORING STATEMENT 2024/25 1 April 2024 to 8 November 2024 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - MISCELLANEOUS Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 20,882 2,303 23,185 23,185 0 0.0% 0 0 Premises Related 6,600 0 6,600 6,600 0 0.0% 0 0 Transport Related 400 0 400 400 0 0.0% 0 0 Supplies and Services 2,258 (9) 2,249 2,249 0 0.0% 0 0 Third Party Payments 15 692 707 707 0 0.0% 0 0 Transfer Payments (23) 202 179 179 0 0.0% 0 0 Support Services (1,400) 0 (1,400) (1,400) 0 0.0% 0 0 Depreciation and Impairment Losses 9,182 0 9,182 9,182 0 0.0% 0 0 GROSS EXPENDITURE 37,914 3,188 41,102 41,102 0 0.0% 0 0 Income (12,905) 0 (12,905) (15,905) 3,000 23.2% 2,400 600 NET EXPENDITURE 25,009 3,188 28,197 25,197 3,000 10.6% 2,400 600 Page 25 of 271
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Appendix 2 Prior Years Approved Budget Revised Projected Total Approved Projected Expenditure Budget Adjustments Budget Outturn Budget Outurn to 31/03/2024 2024-25 since previous 2024-25 2024-25 to 31-Mar-29 to 31-Mar-29 Project Title Board report £000 £000 £000 £000 £000 £000 £000 CORPORATE PROJECTS ICT Infrastructure Maintenance & Renewal Programme 0 1,247 0 1,247 1,247 0 0% 3,369 3,369 0 0% Lifecycle Capital Maintenance (LCM) Fund 0 6,484 (46) 6,438 6,438 0 0% 24,051 24,051 0 0% Artificial Pitch Upgrades 1,277 524 0 524 524 0 0% 1,801 1,801 0 0% Digital Infrastructure Provision 1,904 32 0 32 32 0 0% 1,936 1,936 0 0% Commnunity Empowerment Fund 462 552 0 552 552 0 0% 1,014 1,014 0 0% Villages Improvement Fund 274 276 0 276 276 0 0% 550 550 0 0% Greenspaces and Parks 0 0 126 126 126 0 0% 126 126 0 0% Retail Improvement Fund 76 144 (70) 74 74 0 0% 150 150 0 0% TOTAL FINANCE, RESOURCES & CUSTOMER SERVICES BOARD 3,993 9,259 10 9,269 9,269 0 0% 32,997 32,997 0 0% *Rolling programmes have a prior year year expenditure of £0 as the expenditure is not directly linked from one year to the next as a singular project. Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 8th November 2024 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Current Year 2024-25 Full Programme - All years Page 26 of 271
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Revenue and Capital Budget Monitoring – Council Overview as at 8 November 2024 ___________________________________________________________________ 1. Summary of Financial Position 1.1 At the close of reporting Period 8 on 8 November 2024, the projected revenue outturn position at 31 March 2025 for Council services is a small underspend position of £0.119m (0.0%) against the revised budget for the year. Adult Services (HSCP) is projecting an overspend of £4.643m (4.4%), resulting in a combined projected overspend of £4.524m (0.9%). 1.2 The projected capital outturn at 31 March 2025 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 Budget Variance % Revenue General Fund Services (Council) 423,476 423,357 119 (0.0%) Adult Services (HSCP) 106,460 111,103 (4,643) (4.4%) Housing Revenue Account (HRA) 0 0 0 0.0% Total 529,936 534,460 (4,524) (0.9%) Capital General Fund Services 103,575 103,575 0 0.0% Housing Revenue Account (HRA) 30,862 30,862 0 0.0% Item 4 Page 27 of 271
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2. Recommendations 2.1 Members are requested to: a) Note the projected Revenue outturn overspend position of £4.524m; 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 £4.524m by 31 March 2025 3.1 The projected overspend of £4.524m across all services includes £4.643m for Adult Services (HSCP), leaving a forecast underspend of £0.119m for Council services. 3.2 The tables in Appendix 1 present the projected year-end position for all services, by both subjective analysis (what the budget is spent on) and objective analysis (which division is spending the budget). Significant variances affecting the projected position are analysed further below. 3.3 The projected outturn is based on information currently available, and assumptions made by service budget holders. Any changes to these projections will be detailed in future reports to this board. 4. Significant Variances 4.1 Education & Children’s Services £0.901m overspend This projected forecast includes overspends in Supplies & Services (£0.762m) mainly due to payments to care leavers and increased demand for Care at Home services for children with additional support needs. Overspends in Transfer Payments (£0.803m) relates mainly to Children & Families, in particular Direct Payments and Section 22 payments. The projected overspend in Third Party payments (£0.606m) relates to Fostering and Adoption fees, following the implementation of the national rate for fostering allowances, and services related to Children with Disability, related to projected placement costs. These overspends are partly offset by Employee Costs currently projecting a £1.197m underspend. 4.2 Infrastructure, Land & Environment £1.160m overspend The projected overspend predominantly sits within Waste Services, where trade waste income is significantly under-recovered owing to a reduction in demand. Page 28 of 271
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There are further cost pressures related to increased software and work by contractor costs within Infrastructure and Assets, and Fleet Services are projecting an overspend which is mainly reflective of the inflationary impact on replacement parts for vehicles and specialist contractors. 4.3 Finance, Resources & Customer Services £2.053m underspend The anticipated underspend is mainly driven by an expected £3.000m increase in investment interest income, owing to the level of interest rates prevailing. This is offset by a forecast overspend in Public Building Repairs of £0.739m due to the continued inflationary and cost pressures that have been experienced by the service over the last few financial years. The position continues to be closely monitored, and mitigating actions will be taken by management where appropriate. There is also an expected £0.128m overspend within Soft FM, principally due to inflation on food and provisions. 4.4 Adult Services £4.643m overspend The overspend is mainly due to external care at home packages for both Older People and those with Physical or Sensory Difficulties. This results from increased acuity of patients with more complex needs discharged from hospital, meaning more intensive Care at Home packages are required to support people to remain in their own homes. Note that these projections do not take into account the cost associated with the back pay in relation to care at home staff regrade, which is still to be fully agreed. This overspend is further impacted by inflationary increases as a result of the adult supported living framework renewal in November 2024. 5. Capital Budget Projection – Housing Services Programme 5.1 The HRA Capital Investment Programme 2024/25 to 2028/29 was approved by the Council on 29 February 2024. For 2024/25, the revised programme totals £30.862m, an increase of £0.093m since Period 6, as a result of a net acceleration from 2025/26 into 2024/25. Decelerations for Regeneration have been offset by accelerations within Improvements to Existing Assets and Other Assets. 5.2 Capital expenditure to 8 November 2024 amounted to £14.298m, representing 46% of available resources, compared to 53% for the same period in 2023/24. Page 29 of 271
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5.3 22% of expected capital income has been received to date, compared to 74% for the equivalent period in 2023/24. This difference relates to grant received in 2023/24 for energy efficiency improvements which came in at the start of the year; this has not been awarded for 2024/25. The remainder of expected capital income is expected to come in towards the end of the financial year. 5.4 The projected outturn position, after budget changes, is for the Housing Services Programme to break even (see Appendix 2). However, inflationary impacts of delays to work and related cost estimates are still ongoing and therefore this forecast will be kept under review. 6. Capital Monitoring: Non-Housing Services Programme 6.1 The General Services Capital Investment Programme 2024/25 to 2028/29 was approved by Council on 29 February 2024. For 2024/25, the current revised programme totals £103.575m, a decrease of £3.135m since Period 6, resulting mainly from the net effect of: projects reprofiled from 2024/25 into 2025/26 of £4.859m, mainly as a result of updated cashflow profiles for Thorn New Build, Dargavel Primary School 2, Community Halls Refurbishment & Lagoon Internal Play Centre; and budget increases in 2024/25 of £1.724m largely reflecting grant awards for Recycle Improvement Fund and Shared Prosperity Fund. 6.2 Capital expenditure to 8 November 2024 totals £44.395m, representing 43% of the available resources, compared to 45% for the equivalent period in 2023/24. 6.3 Capital income totalling £12.963m has been received to 8 November 2024. This represents 41% of the total anticipated income, compared to 44% for the equivalent period in 2023/24. 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 determined, with increased costs through inflation and compliance expected to increase the risk of overspends across the capital programme. 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 by Council on 12 December 2024. Page 30 of 271
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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 new Prudential Indicators in late February 2025 as part of the non-housing capital investment programme report. 7.4 Capital Expenditure: The limit on capital expenditure that the Council has set for 2024/25 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 forecast expenditure is lower owing to the changes outlined at 6.1 above. Approved Plan £m Forecast Expenditure £m Non-Housing 107 104 Housing 31 31 Total 138 135 7.5 Capital Finance Requirement (CFR): The CFR originally planned by the Council for 2024/25 is shown in the table below and is split between Housing and Non-Housing Services. The projected outturn at 31 March 2025 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 2025 £m Projected CFR to 31 March 2025 £m Non-Housing 462 458 Housing 130 129 Total 592 587 7.6 Operational Boundary: This is the focus of day-to-day treasury management activity within the Council and is an estimate of the most likely, but not worst case, scenario in terms of cashflow. Risk analysis and risk management strategies are taken into account, as are plans for capital expenditure, estimates of the CFR and estimates of cashflow requirements for all purposes. Page 31 of 271
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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 2025 £m Projected Operational Boundary to 31 March 2025 £m Borrowing 498 493 Other Long-Term Liabilities 94 94 Total 592 587 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. Planned Authorised Limit to 31 March 2025 £m Projected Authorised Limit to 31 March 2025 £m Borrowing 523 518 Other Long-Term Liabilities 94 94 Total 617 612 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 2024/25 % Projected Ratio of Financing Costs to Net Revenue 2024/25 % Non-Housing 3.47 3.22 Housing 28.59 28.49 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. Page 32 of 271
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There is a decrease in the projected ratios due to the updated capital spend profile 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 £0.526m for 2024/25. The current revised budget totals £1.186m, an increase of £0.660m, reflecting a contribution from revenue for Disabled Adaptations and Care & Support. 8.3. The programme is expected to fully spend by 31 March 2025 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 is an overspend of £4.524m (0.9%) 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 overspends. The projected outturn position for General Fund Services and HRA Capital budgets is a break-even position. The Capital programme will continue to be monitored closely for the rest of the financial year. Any changes to current projections in either Revenue or Capital budgets will be detailed in future reports to this board. 2. HR & Organisational Development While staffing budgets form a significant proportion of the Council’s revenue budgets, there are no direct implications arising from the recommendations in this report. Page 33 of 271
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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 271
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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. Children’s Rights There are no direct implications arising from the recommendations in this report. 13. 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. 14. Cosla Policy Position - N/a ___________________________________________________________________ List of Background Papers Revenue Budget and Council Tax 2024/25, Council 29 February 2024 The Capital Investment Programme 2024/25 to 2028/29, Council 29 February 2024 ___________________________________________________________________ Author: Alison Burns, Corporate Finance Manager Geoff Borland, Finance Manager Page 35 of 271
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2024/25 1 April 2024 to 8 November 2024 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES ‐ OVERVIEW Policy Board ‐ Objective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Communities and Housing Services 14,629 249 14,878 14,878 (0) 0.0% 0 0 Education and Children's Services 256,996 589 257,585 258,486 (901) (0.3%) (659) (242) Infrastructure, Land and Environment 31,072 1,049 32,121 33,281 (1,160) (3.6%) (1,210) 50 Finance, Resources and Customer Services 92,334 3,541 95,875 93,822 2,053 2.1% 1,651 402 Adult Services 106,460 0 106,460 111,103 (4,643) (4.4%) (6,700) 2,057 Planning 584 0 584 584 0 0.0% (5) 5 Economy and Regeneration 2,306 0 2,306 2,214 92 4.0% 76 16 Chief Executive's Service 20,119 8 20,127 20,092 35 0.2% 28 7 GENERAL SERVICES NET EXPENDITURE 524,500 5,436 529,936 534,460 (4,524) (0.9%) (6,819) 2,295 Housing Revenue Account (HRA) 0 0 0 0 0 0.0% 0 0 NET EXPENDITURE 524,500 5,436 529,936 534,460 (4,524) (0.9%) (6,819) 2,295 Page 36 of 271
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2024/25 1 April 2024 to 8 November 2024 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES ‐ OVERVIEW Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Total Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 359,278 4,406 363,684 359,293 4,391 1.2% 2,977 1,414 Premises Related 52,354 486 52,840 54,539 (1,699) (3.2%) (1,301) (398) Transport Related 15,376 2,126 17,502 18,462 (960) (5.5%) (2,699) 1,739 Supplies and Services 97,099 (85) 97,014 99,935 (2,921) (3.0%) (1,746) (1,175) Third Party Payments 92,630 873 93,503 100,270 (6,767) (7.2%) (7,975) 1,207 Transfer Payments 99,988 39 100,027 101,082 (1,055) (1.1%) (1,051) (4) Support Services 6,248 (1) 6,247 6,307 (60) (1.0%) (5) (55) Depreciation and Impairment Losses 27,068 518 27,586 27,598 (12) 0.0% (12) 0 GROSS EXPENDITURE 750,041 8,362 758,403 767,486 (9,084) (1.2%) (11,811) 2,727 Income (225,541) (2,926) (228,467) (233,026) 4,560 2.0% 4,992 (433) NET EXPENDITURE 524,500 5,436 529,936 534,460 (4,524) (0.9%) (6,819) 2,295 Page 37 of 271
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Appendix 2 Prior Years Approved Budget Revised Projected Expenditure Budget Adjustments Budget Outturn Total Approved Projected to 31/03/2024* 2024‐25 since previous 2024‐25 2024‐25 Budget Outurn Board report to 31‐Mar‐29 to 31‐Mar‐29 £000 £000 £000 £000 £000 £000 £000 EDUCATION & CHILDREN'S SERVICES Education & Children's Services 20,894 31,623 (1,337) 30,286 30,286 0 0% 198,480 198,480 0 0% TOTAL 20,894 31,623 (1,337) 30,286 30,286 0 0% 198,480 198,480 0 0% COMMUNITIES, HOUSING & PLANNING Housing (HRA) 53,408 30,769 93 30,862 30,862 0 0% 219,144 219,144 0 0% Housing (PSHG) 0 526 660 1,186 1,186 0 0% 2,926 2,926 0 0% TOTAL 53,408 31,295 753 32,048 32,048 0 0% 222,070 222,070 0 0% INFRASTRUCTURE, LAND & ENVIRONMENT Environment & Infrastructure 4,137 18,517 167 18,684 18,684 0 0% 54,578 54,578 0 0% TOTAL 4,137 18,517 167 18,684 18,684 0 0% 54,578 54,578 0 0% ECONOMY & REGENERATION Economy and Development 81,445 16,612 690 17,302 17,302 0 0% 109,893 109,893 0 0% TOTAL 81,445 16,612 690 17,302 17,302 0 0% 109,893 109,893 0 0% FINANCE, RESOURCES & CUSTOMER SERVICES Corporate Projects 3,993 9,259 10 9,269 9,269 0 0% 32,997 32,997 0 0% TOTAL 3,993 9,259 10 9,269 9,269 0 0% 32,997 32,997 0 0% LEADERSHIP Leisure Services 24,924 2,982 (1,570) 1,412 1,412 0 0% 28,005 28,005 0 0% Chief Executives 158,319 27,717 (1,095) 26,622 26,622 0 0% 360,395 360,395 0 0% TOTAL 183,243 30,699 (2,665) 28,034 28,034 0 0% 388,400 388,400 0 0% TOTAL ALL BOARDS 347,120 138,005 (2,382) 135,623 135,623 0 0.0% 1,006,418 1,006,418 0 0% MADE UP OF: Non-Housing Programme 293,712 106,710 (3,135) 103,575 103,575 0 0% 784,348 784,348 0 0% Housing Programme (HRA) 53,408 30,769 93 30,862 30,862 0 0% 219,144 219,144 0 0% Housing Programme (PSHG) 0 526 660 1,186 1,186 0 0% 2,926 2,926 0 0% PROGRAMME TOTAL 347,120 138,005 (2,382) 135,623 135,623 0 0.0% 1,006,418 1,006,418 0 0% Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY ‐ NON‐HOUSING SERVICES 1st April to 8th November 2024 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Current Year 2024‐25 Full Programme ‐ All years Page 38 of 271
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Appendix 2 2024/25 Housing Non Housing PSHG Total Services Services Programme A. RESOURCES AVAILABLE TO FUND CAPITAL PROGRAMME £'000 £'000 £'000 £'000 1. Prudential Borrowing 22,147 66,996 89,143 2a General Capital Grant 13,627 600 14,227 2b. Specific Capital Grant 2,578 1,469 4,047 3. Usable Capital Receipts 1,350 16,154 17,504 4. Contribution From Current Revenue (CFCR) 4,787 5,329 586 10,702 5 Total Resource Availability 30,862 103,575 1,186 135,623 B. CAPITAL PROGRAMME 6. Resources Available 30,862 103,575 1,186 135,623 7. Current Programme 30,862 100% 103,575 100% 1,186 100% 135,623 100% C. ACTUAL EXPENDITURE VS PROJECTED 8. Resource Availability 30,862 103,575 1,186 135,623 9. Cash Spent at 8 November 2024 14,298 46% 44,395 43% 586 49% 59,279 44% 10. Cash to be Spent by 31 March 2025 16,564 59,180 601 76,344 D. ACTUAL RECEIPTS VS PROJECTED 11. Current Programme (total receipts expected) 3,928 31,250 600 35,778 12. Actual Cash Received at 8 November 2024 857 22% 12,963 41% 340 57% 14,160 40% 13. Receipts to be received by 31 March 2025 3,071 18,287 260 21,618 RENFREWSHIRE COUNCIL 2024/25 CAPITAL BUDGETS MONITORING SUMMARY REPORT TO 8TH NOVEMBER 2024 Page 39 of 271
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_________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Business Services Performance Report ___________________________________________________________________ 1. Summary 1.1 This report details performance across key Business Services functions including revenue collection and benefit administration for the period ending 28 December 2024. _______________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: Note the contents of the report. Approve the recommendation in section 4.6.8 to hold £600k of Council resources in reserve for potential use in Scottish Welfare Fund during 2025/26 _______________________________________________________________ 3. Revenue Collection 3.1 Council Tax 3.1.1 This section details the collection performance as at 28 December 2024 for Council Tax. It also provides details of the total sums collected for the previous financial year. 3.1.2 The billable sum for 2024/25 is £102,242,520. Item 5 Page 40 of 271
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3.1.3 The sums collected to date for 2024/25 are £87,950,817 which is 86.02% of the billable sum (85.83% last year). This represents an increase of 0.19% in cash collection as a proportion of net charges billed compared with the same position for 2023/24. 3.1.4 The Council Tax Reduction (CTR) awarded is £13,636,279, amounting to 11.77% of the billable sum, which is 0.30% less than at the same point last year. 3.1.5 The Service continues to encourage the take-up of CTR, and process claims following notification of Universal Credit awards being in place. Take-up activities have commenced including tracking of potential applications, data matching and analysis to maximise CTR awards and support customers, where possible. 3.2 Non-Domestic Rates 3.2.1 This section details the collection performance as at 28th December 2024 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 2024/25 amount to £117,892,205. 3.2.3 Cash receipts to date amount to £101,280,207 which is 85.91% of the sum billed. This is an increase in cash collection as a proportion of net charges billed of 5.55% compared with the same position for 2023/24. 3.2.4 Payment collection for NDR starts in May each year but was delayed by a month in 2023/24. This delay has partly contributed to the comparatively large increase in collection currently reported but the effect of this will reduce over the remainder of the financial year. 3.2.5 Members may note that in Appendix 1 the expected yield collection is showing as greater than 100% for prior year 2023/24. This is due to the backdating of reduced liabilities, with the resultant refunds outstanding. 4. Benefit administration This section details the processing performance in relation to Housing Benefit, Council Tax Reduction, and the Scottish Welfare Fund, as at the end of December 2024. 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. Page 41 of 271
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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 and any post-pandemic effects. 4.1.2 The Service continues with a positive trend; this is reflected in the performance data below showing almost all indicators within target for the period. 4.1.3 Training and support remains in place for new and less experienced 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 and for the year to date. 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 and for the year to date. 4.2.3 Processing of Changes in Circumstance (CIC) is well within target for the reporting period and for the year to date. (Supplementary processing information is attached in Appendix 2 for members’ reference) Table 1 – Housing Benefit Performance Summary Performance measure 4 Week Reporting Period 08 November 2024 to 05 December 2024 Year to date position Annual Target New Claims – processing time (no. of days) 21 days 18 days 22 days New Claims - % processed within 14 days of all information received 96% 95% 92% Changes in Circumstance – processing time (no. of days) 4 days 5 days 9 days Page 42 of 271
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4.3 Speed of Processing – Council Tax Reduction (CTR) 4.3.1 The majority of new applications for CTR relate to customers claiming Universal Credit (UC). Due to the DWP’s UC claim mechanism, the service can’t begin processing such applications until 28 days has elapsed. The processing target therefore appears inflated but has been set at a challenging 35 days. 4.3.2 Delayed CTR awards do not negatively impact on customers to the extent they would with housing benefit claims, but the service nevertheless endeavours to process these as quickly as possible. 4.3.3 As detailed in Table 2 below, processing speed for CTR New Claims is within target for both the period and for the year to date. 4.3.4 Processing of CTR Changes in Circumstance (CIC) is well within target for the reporting period and for the year to date. Table 2 – Council Tax Reduction Performance Summary Performance measure 4 Week Reporting Period 08 November 2024 to 05 December 2024 Year to date position Annual Target New Claims – processing time (no. of days) 34 days 34 days 35 days Changes in Circumstance – processing time (no. of days) 5 days 4 days 9 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. Page 43 of 271
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4.4.4 Provided the total of Local Authority 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 Local Authority Errors. Where the value exceeds 0.54% the council loses out on all subsidy for Local Authority Errors. 4.4.5 The service strives to minimise Local Authority Errors and closely tracks progress in this area. As of 9th of December 2024 the ratio of these errors was comfortably with the 100% subsidy range at 0.27%. 4.4.6 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 2024/25 is shown in Table 3 below. This includes an additional amount of £13k allocated by the Council during 2023/24 which was carried forward to 2024/25. 4.5.2 The budget shows the indicative spending spilt provided to the Council by Scottish Government. 4.5.3 The Scottish Government Financial Hardship funding amount detailed in Table 2 includes a redistribution to the Council of £466,331 in June 2024 as part of the normal allocation activities by Scottish Government. 4.5.4 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 2025, if required. 4.5.5 The total Financial Hardship budget currently available to the Council is only 90% of the equivalent spend during 2023/24. 4.5.6 In line with DHP Policy and DHP Regulations, the Service makes awards to fully mitigate the effect of the Benefit Cap and the Bedroom Tax and maximise spend within the year. 4.5.7 Table 4 shows the performance information in relation to DHPs. The table shows that the average processing time in relation to DHP is within target. Page 44 of 271
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Table 3 – DHP Budget Funding – indicative allocations Amount Renfrewshire Council (brought forward from 2023/24) £13,051 Financial Hardship – Scottish Government £709,318 Benefit Cap* – Scottish Government £145,388 Bedroom Tax* – Scottish Government £2,503,648 Total budget for the year £3,371,405 *These figures represent the maximum amount required to cover the estimated shortfall of customers impacted by the Benefit Cap or Bedroom Tax. Table 4 – DHP Performance Summary Measure 1 April 2024 to 31 December 2024 Volume of DHP applications received 5,189 applications Volume of DHP decisions made 5,079 decisions Number of DHP awards 4,816 awards Average processing time (target 29 days) 5 days Total amount committed/paid £2,955,526 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 2024/25 in line with Scottish Government guidance and had spent 71.5% of a revised total budget for the Scottish Welfare Fund (SWF) by the end of December 2024. 4.6.3 The total budget for the Scottish Welfare Fund for 2024/25 is shown in Table 5 below. This includes a non-recurring additional amount of £617,000 allocated by Scottish Government in December 2024 to support vulnerable people over the Winter but excludes £600,000 of additional funding previously allocated by the council for 2024/25. 4.6.4 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). Page 45 of 271
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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. 4.6.5 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. 4.6.6 As highlighted in previous reports, the Scottish Welfare fund budget is under significant pressure. Average Community Care Grant Awards are 28% higher than last year’s average due to the effect of high inflation coupled with the continuing Cost-of-Living Crisis. 4.6.7 The Council had allocated £600k of additional funds to allow awards to continue at the High priority level. The recent additional funding from Scottish Government has lessened the urgency of the Council providing these funds during 2024/25. 4.6.8 Scottish Government have indicated in their budget that SWF funding will be the same for 2025/26 and separately that there is no likelihood of any similar top-up of core funding in future years. As a result, the pressure on the fund described at the start of this financial year will be the same next year. It is therefore proposed that the £600k of Council funds be held in reserve for potential use during 2025/26 to prevent a switch to the High, Most Compelling priority level. 4.6.9 The performance data relating to the Fund is presented in Table 5 below. The Service processed both Crisis Grants and Community Care Grants within target for the period. Table 5 – SWF Performance Summary (Crisis & Community Care Grants) Measure 1 April 2024 to 30 December 2024 Number of Crisis Grant applications received 6,369 Number of Crisis Grant Awards 4,223 Total amount paid for Crisis Grants £450,838.21 Average Processing time year to date (2 working days target) 2 days Average Processing time within December 2 days Number of Community Care Grant applications received 1,815 Page 46 of 271
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Number of Community Care Grant Awards 1,007 Total amount paid for Community Care Grant £885,415.33 Average processing time year to date (15 working days target) 11 days Average processing time within December 7 days Total amount paid/committed from the fund £1,336,253.54 Initial Budget provided by Scottish Government £1,252,119 Top-up Budget provided by Scottish Government December 2024 £617,000 Total Budget £1,869,119 Page 47 of 271
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_____________________________________________________________ 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. 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 – None. 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 271
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13. Children’s Rights – None. 14. Cosla Policy Position – None. _________________________________________________________ List of Background Papers None ___________________________________________________________________ Author: Emma Shields, Strategic Service Delivery Manager Page 49 of 271
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Appendix 1 RENFREWSHIRE COUNCIL REVENUES COLLECTION STATEMENT AS AT 28 DECEMBER 2024 Page 50 of 271
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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 M J J l Result last report July 24: 19 days August 24: 17 days Sept’ 24: 24 days Result Last 3 months Oct’ 24: 20 days Nov’ 24: 15 days Dec’ 24: 16 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 2024/25 4% 24% Accuracy – December 2024 95% 94% Accuracy – 2024/25 95% 94% 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 being developed as more capacity for training activity emerges as the processing times recover. APPEALS Where a claimant disputes a Benefits decision and also disputes a revision decision, they can formally make an Appeal. The Benefits Service will prepare a detailed submission which is then considered by the Independent Tribunals Service. Preparation of a submission is a very involved process and requires significant data gathering. Target processing speed (number of days) 60 Result: last 3 months (days) October: 39 days November: 11 days December: 32 days Average (12 months to date) 44 days Average Appeals Completed (12 th t d t ) 4 Appeals per month Comment:- Appeals volumes are very low, which is expected due to reducing Housing Benefit caseload. Page 51 of 271
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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. All measures within target for the period. Overpayments raised 2024/25 £701,419 Overpayments raised and recovered in year £379,803 % Recovery for above (Target 50%) 54.15% All recovery in year £895,630 All recovery vs raised in year (Target 120%) 127.69% All recovery vs all debt (Target 16.50%) 11.39% Total debt outstanding at end of reporting period £6,968,454 Page 52 of 271
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1 _________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Business Services Accounts for Write Off ___________________________________________________________________ 1. Summary 1.1 In accordance with Financial Regulation 3.5.10 a report regarding the write-off for sums over £10,000 due must be submitted to the Finance and Resources Policy Board. 1.2 The debt recovery process involves extensive effort by the Council and its collection agents to locate the debtor and recover the debt. During this process a stage can be reached when it is recognised that the recovery of the sums is no longer viable, and it is prudent to write-off the recovery of the outstanding liability. 1.3 The Council has already pursued each of the debts summarised on the attached Appendix through its follow up cycle and it is considered prudent to write-off the outstanding balance. 1.4 The approval for the write-off will enable the Council to prudently reflect within the financial accounts an accurate representation of the collectable debt. The Council continues to monitor the accounts and, where the circumstances of the debtor alter, will instigate further recovery action as appropriate. The level of write-off will be contained within the Council’s bad debt provision. 1.5 An analysis of the debt proposed for write-off highlighting the reason why collection is deemed irrecoverable is shown in table 1 below: Item 6 Page 53 of 271
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2 Table 1 Council Tax Reason No. Debtors Value Sequestrated 1 £11,536.37 Trust Deed 3 £34,542.82 Total 4 £46,079.19 Table 2 Non-Domestic Rates Reason No. Debtors Value Company Voluntary Arrangement 1 £21,052.09 Dissolved 7 £199,526.72 Liquidated 2 £46,059.51 Sequestrated 1 £10,894.39 Total 11 £277,532.71 Table 3 Housing Benefit Overpayments Reason No. Debtors Value Sequestrated 1 £479.21 Trust Deed 3 £7,613.79 Total 4 £8,093.00 Table 4 Sundry Debtors - Communities, Housing and Planning Services Reason No. Debtors Value Prescribed 4 £87,041.67 Sequestrated 1 £3,519.42 Total 5 £90,561.09 2. Recommendations 2.1 The Board is asked to authorise the write-off of the £422,265.99 as detailed above. Page 54 of 271
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3 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 – Strategic Service Delivery Manager (Financial Operations) Page 55 of 271
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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 Debtor 1 Not Applicable Council Tax Trust Deed 2008/2009 to 2023/2024 11705.62 Not Applicable Housing Benefit Overpayments Trust Deed 16/01/2017 to 28/04/2019 1984.02 Total £13,689.64 Debtor 2 Not Applicable Council Tax Sequestrated 2006/2007 to 2023/2024 11536.37 Not Applicable Housing Benefit Overpayments Sequestrated 12/11/2007 to 22/12/2013 479.21 Not Applicable Sundry Debtors ‐ Communities, Housing and Planning Services Sequestrated 22/03/2023 3519.42 Total £15,535.00 Debtor 3 Not Applicable Council Tax Trust Deed 2004/2005 to 2024/2025 15849.75 Not Applicable Housing Benefit Overpayments Trust Deed 26/09/2016 to 22/04/2018 1164.92 Total £17,014.67 Debtor 4 Not Applicable Council Tax Trust Deed 2013/2014 to 2023/2024 6987.45 Not Applicable Housing Benefit Overpayments Trust Deed 01/04/2013 to 25/10/2015 4464.85 Total £11,452.30 Debtor 5 Not Applicable Sundry Debtors – Renfrewshire Health & Social Care Partnership Prescribed 30/05/2017 to 18/01/2018 31490.70 Total £31,490.70 Debtor 6 Not Applicable Sundry Debtors ‐ Renfrewshire Health & Social Care Partnership Prescribed 28/10/2016 to 10/09/2018 19407.74 Total £19,407.74 Debtor 7 Not Applicable Sundry Debtors ‐ Renfrewshire Health & Social Care Partnership Prescribed 23/09/2016 to 22/03/2019 18017.01 Total £18,017.01 Debtor 8 Not Applicable Sundry Debtors ‐ Renfrewshire Health & Social Care Partnership Prescribed 05/02/2016 to 22/03/2019 18126.22 Total £18,126.22 Page 56 of 271
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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 Debtor 9 433, Hillington Road, Hillington, Glasgow, G52 4BL Non‐Domestic Rates Sequestrated 2017/2018 to 2018/2019 10894.39 Total £10,894.39 C‐Retail Ltd Units 63 & 64, Braehead Shopping Centre, King'S Inch Road, Glasgow, G51 4BP Non‐Domestic Rates Company Voluntary Arrangement 2024/2025 21052.09 Total £21,052.09 Crl Sneddon Limited 63, Neilston Road, Paisley, PA2 6NA Non‐Domestic Rates Dissolved 2019/2020 10241.80 Total £10,241.80 Fallain Ltd Chiron House, Pegasus Avenue, Phoenix Business Park, Paisley, PA1 2BH Non‐Domestic Rates Dissolved 2017/2018 to 2019/2020 47086.87 Total £47,086.87 Glen Logistics Limited Block L7‐A, 35, Porterfield Road, Renfrew, PA4 8DJ Non‐Domestic Rates Dissolved 2019/2020 to 2020/2021 10253.93 Block L7‐B, 35, Porterfield Road, Renfrew, PA4 8DJ Non‐Domestic Rates Dissolved 2019/2020 to 2022/2023 32094.58 Unit 8, 53, Clark Street, Paisley, PA3 1RX Non‐Domestic Rates Dissolved 2019/2020 to 2020/2021 5668.99 Total £48,017.50 Homezones Plus Ltd Units 40‐41 Piazza, Central Way, Paisley, PA1 1EN Non‐Domestic Rates Dissolved 2023/2024 to 2024/2025 12876.82 Total £12,876.82 Ljhl Limited The Brewer'S Tap, 18, Moss Street, Paisley, PA1 1BL Non‐Domestic Rates Dissolved 2022/2023 to 2024/2025 17781.80 Total £17,781.80 Page 57 of 271
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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 M Realisations 2020 Limited Unit 44, Braehead Shopping Centre, King'S Inch Road, Glasgow, G51 4BP Non‐Domestic Rates Liquidated 2020/2021 27947.10 Total £27,947.10 The Food Retailer Operations Ltd Units 43a & 54 Piazza, Central Way, Paisley, PA1 1EL Non‐Domestic Rates Liquidated 2016/2017 18112.41 Total £18,112.41 The Gallery (International) Limited Lm18, Braehead Shopping Centre, King'S Inch Road, Glasgow, G51 4BP Non‐Domestic Rates Dissolved 2018/2019 to 2023/2024 48601.47 Total £48,601.47 Wahconik Limited Unit 19/20 Paisley Centre, 23, High Street, Paisley, PA1 2AF Non‐Domestic Rates Dissolved 2022/2023 to 2023/2024 14419.47 Store For Unit 19/20, 23, High Street, Paisley, PA1 2AF Non‐Domestic Rates Dissolved 2023/2024 500.99 Total £14,920.46 Overall Total £422,265.99 Page 58 of 271
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Customer Services Performance Report ___________________________________________________________________ 1. Summary 1.1 This report details performance across key Customer Service functions including Call Centre, E-mail, Face to Face and Digital Support for customers during December 2024. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: Note the contents of the report. _________________________________________________________ 3. Customer Service Provision 3.1 This section details the performance of the customer service centre for December 2024. 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 provide the first update on the performance of the Council’s new Digital Advisor “Millie”. Item 7 Page 59 of 271
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3.2 Contact Centre Performance 3.2.1 High level monthly summary – for the month of December, the contact centre received 17,137 and answered 98% against a primary target of 90% for the period. Table 1 – Customer Service Unit – Primary Target (call handling) Primary target Year Calls Received December Performance Year to Date 90% calls answered 2024 17,137 98% 97% 2023 19,680 95% 95% 3.2.2 The call centre achieved the primary target of answering over 90% of calls received. 3.2.3 The secondary target is to respond to 70% of all calls within 40 seconds. Table 2 – Customer Service Unit – Secondary Target (call handling) Secondary target Year December Performance Year to Date 70% calls in 40 seconds 2024 71% 69% 2023 70% 72% 3.2.4 The contact centre achieved the secondary target of answering 70% of calls 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 4,220 applications for Free School Meals and Clothing Grants and paid £701,460 in clothing grants to 5,254 children. We continue to see that applications remain lower than the same period last year, where we processed 4,518 applications and paid £771,570 for 5,776 children. 3.2.5 In addition to the calls outlined above, customers also contact the Council using e-mail as their preferred channel. Since the new contact system was implemented, this has given greater visibility to the volumes handled through this route. The e-mails received in the last three months for each service are outlined in table 3 below. Page 60 of 271
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Table 3 – E-mail contact volumes Service October 2024 November 2024 December 2024 Blue Badge 391 399 233 General Enquiry 768 777 783 Environmental 27 26 35 Free School Meals / Clothing Grants 74 43 43 Housing Repairs 640 949 1047 Licensing 517 356 299 Mybins 465 648 570 Roads and Lighting Faults 60 68 131 Garden Waste 32 25 14 Total e-mails handled 2,932 3,291 3,155 3.3 Face to face provision 3.3.1 The Customer Service Centre offers face to face support to customers by appointment where this is required. 3.3.2 Table 4 below shows the volume of customers who received face to face support during the month of December 2024. Table 4 – Face to Face Customer Volumes Service Total Customers Birth Registration 59 Marriage Registration 23 Licensing 27 TOTAL 109 4 Digital Service Provision 4.1 Digital Advisor (Millie) In November, the Council introduced the Digital Advisor, Millie. This new service provides customers, who have routine or transactional requests, with 24/7 assistance. We recognise that some customers have experienced difficulty in using this new service, and we continually monitor this using call flow information and customer feedback, to ensure we train Millie to handle calls better next time round. Members should note that the digital advisor is always learning, and can be compared to the knowledge and experience journey a customer service advisor will go through when they first start in their role. For the month of December, the Digital Advisor received 18,791 calls. Depending on the nature of the customers query, Millie will either provide a response or route the customer to the correct customer service advisor. Page 61 of 271
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Of the 18,791 calls handled, 64% (12,003) were transferred to customer service advisors and 36% (6788) were provided the answer they were looking for by Millie. The top 5 reasons for transfers, which account for 78% of all transferred calls are. Report a new housing repair 28% Make a payment 13% Council Switchboard 13% Council Tax 12% Recycling 12% The digital advisor is new, and Millie continues to learn from every call handled. The service are also learning how to manage and deliver the ongoing training that is needed to continuously improve the customer experience. Overall the call volume received in the call centre was lower than the same period last year. This could be attribute to the introduction of the Digital Advisor however there are multiple factors which impact on call volume, particularly in the winter months. The team will continue to monitor this in the coming months to understand better the impact which this new service is having on contact centre performance. 4.2 Online Digital Services The Council continues to see a high level of requests processed through the online platform, with an additional 9,066 customers registered in the last year. The total number of registered users on the MyAccount platform is now 110,817. Since the start of the financial year, 159,349 online transactions have been completed, which is 7,279 higher than the same period last year. This increase is due to the launch of new services and could also be impacted by the introduction of the digital advisor. Page 62 of 271
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___________________________________________________________________ Implications of the Report 1. Financial – None 2. HR & Organisational Development – None 3. Community/Council Planning – Working together to improve outcomes – An efficient and effective Customer Services Unit is vital to ensuring citizens have equality of access to Council services whether this is digitally, by telephone or face to face. 4. Legal - None 5. Property/Assets - None 6. Information Technology - None - 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for consideration of performance only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None 0 5000 10000 15000 20000 25000 30000 35000 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Online Transactions 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Page 63 of 271
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9. Procurement - None. 10. Risk - None 11. Privacy Impact - None 12. Cosla Policy Position – Non applicable. 13. Climate Risk – none. 14. Children’s Rights –The administration of Free School Meals and Clothing Grants has a positive impact on article 24 (Health, Water, Food, Environment) and article 27 (Food, Clothing, A Safe Home) of the United Nations Convention on the Rights of the Child. _________________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Gary Innes, Senior Service Delivery Manager (Customer and Digital Operations) Page 64 of 271
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_________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 __________________________________________________________________ Report by: Director of Finance and Resources __________________________________________________________________ Heading: Civic Hospitality __________________________________________________________________ 1. Summary 1.1 The following requests for civic hospitality have been received for the financial year 2024/25 and 2025/26 a) Correspondence was received from our twin town of Furth in relation to a visit to Paisley by the son of a former minister of Paisley Abbey and a member of the Friends of Renfrewshire group on Tuesday 21st January 2025. Following consultation with the Provost, in was agreed to provide a lunch for four people in Pendulum following the visit to Paisley Abbey and the Head of Corporate Governance used his delegated authority to approve the request and made the necessary arrangements at the cost of £95.80. b) Correspondence has been received from St Vincent’s Hospice requesting the possibility of taking a table of 10 at their charity ‘an audience with’ event which is being held at the Glynhill Hotel, Renfrew on Friday 7th March 2025. Following consultation with the Provost, it is proposed the Board agree to take a table at the event detailed above at the cost of £450 and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. c) The stock of civic gifts depicting beautiful scenes or buildings around Renfrewshire in the form of coasters, framed prints (small and large), ceramic tiles and keyrings are being depleted. Silk by Lilias is a local artist that produces these items and has advised that they will cease trading in March 2025. Item 8 Page 65 of 271
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Following consultation with the Provost, it is proposed the Board agree to replenish the civic gifts detailed above at the cost of approximately £1500 and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. d) Correspondence has been received from the Robertson Park Bowling Club suggesting the possibility of a civic reception to celebrate their 25th anniversary. The group are holding a dinner within their premises on Friday 28th March 2025 for approximately 75 people. Following consultation with the Provost, it is proposed that the Board agree to provide the hospitality with a welcome drink as detailed above at the cost of £1875 and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. e) Correspondence has been received from Erskine Bowling Club suggesting the possibility of a civic reception to celebrate their 50th anniversary in the form of a dinner within their premises on Saturday 5th April for approximately 85 people. Following consultation with the Provost, it is proposed that the Board agree to provide the hospitality with welcome drink as detailed above 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. f) Correspondence has been received from Woodland Community Bowling Club suggesting the possibility of a civic reception to celebrate their 40th anniversary in the form of a sit down meal within their premises on Saturday 12th April 2025 for approximately 85 people. Following consultation with the Provost, it is proposed that the Board agree to provide the hospitality with welcome drink as detailed above at the cost of approximately £1275 and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. 1.2 The budget provision for 2024/25 for Civic Hospitality (including international Links) is £46,460. Should the above be agreed, and taking account of previous decisions, the remaining balance would be approximately £2,650. The budget provision for 2025/6 for Civic Hospitality (including international Links) has not yet been agreed. Page 66 of 271
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2. Recommendations 2.1 That the Board agrees to: (a) provide the hospitality as detailed above for the Robertson Park Bowling Club, Erskine Bowling Club and Woodland Community Bowling Club (b) agree to replenish the civic gift stock (c) agree to take a table at the St Vincent’s Hospice ‘an audience with event and; (d) that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. 2.2 That the Board note the action taken by the Head of Corporate Governance in terms of his delegated authority in respect of the Friends of Renfrewshire visit. Implications of the Report 1. Financial – The costs of the request from civic hospitality will be met from the 2024/25 budget provision. 2. HR & Organisational Development – None. 3. Community/Council Planning – Civic receptions provide recognition of the contributions made by individuals and organisations to the fabric of life in Renfrewshire. 4. Legal - None. 5. Property/Assets - None. 6. Information Technology – None. 7. Equality & Human Rights (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact - None. 12. Climate Risk – None. Page 67 of 271
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13. Children’s Rights – Not applicable. 14. Cosla Policy Position – Not applicable. __________________________________________________________________ List of Background Papers (a) Background Paper 1 – Email correspondence from Furth (b) Background Paper 2 – Email correspondence from St Vincent’s Hospice (c) Background Paper 3 – Email correspondence from Robertson Park Bowling Club (d) Background Paper 4 – Email correspondence from Erskine Bowling Club (e) Background Paper 5 – Email correspondence from Woodland Community Bowling Club The foregoing background papers will be retained within Finance & Resources for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the service is Donna Gallagher, Member Services Officer (Telephone – 0141 487 1115, e-mail – donna.gallagher- pt@renfrewshire.gov.uk Author: Donna Gallagher – Member Services Officer. Tel: 0141 487 1115 E-mail donna.gallagher-pt@renfrewshire.gov.uk Page 68 of 271
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__________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Paisley and Renfrew Common Good Fund Budgets 2025/26 ___________________________________________________________________ 1 Summary 1.1 The level of funding available to disburse annually from the Paisley and Renfrew Common Good Funds is dependent upon the income received by the Funds during the year. For each Fund, income is derived from its respective investment portfolio and is received in the form of property rental payments, interest payments or dividends, with the latter two being particularly sensitive to financial market fluctuations. 1.2 The level of income available for 2025/26 has been estimated, along with existing annual commitments and assessments made of the affordability of existing funds delegated to Local Partnerships on an annual basis. ___________________________________________________________________ 2 Recommendations 2.1 The Board is asked to: i) Approve the 2025/26 budget allocations to Local Partnerships as follows: Common Good Fund Local Partnership Budget 2025/26 Renfrew Renfrew £94,600 Paisley Paisley East £12,400 Paisley Paisley North, West and Central £10,900 Paisley Foxbar / Brediland and Glenburn £10,200 Item 9 Page 69 of 271
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ii) Approve the continued funding of project awards, as outlined in Appendix 1, and noting the changes detailed in section 5; iii) Approve a non-recurring award of £50,000 from Renfrew Common Good for the Robertson Park play area, as detailed in Appendix 2; and iv) Note the future year allocations (previously agreed in 2024/25) to the Cherrie Centre as outlined in paragraph 5.5. ___________________________________________________________________ 3 Background 3.1 The Common Good Funds of both Paisley and Renfrew are used each financial year to fund ongoing projects and commitments made by the Finance, Resources and Customer Services Policy Board. In addition, an annual allocation is made to relevant Local Partnerships, which have delegated authority to disburse grants to local organisations from which they receive bids for funding and/or to use the funding themselves to support appropriate projects. The proposed allocations are based on the current Local Partnership arrangements. 3.2 Income received by the Common Good Funds is derived from rental income from Common Good property and, principally, from dividend income and interest payments. Subject to maintaining tenancies, rental income remains stable and predictable on a yearly basis. However, in terms of investment income from dividends and interest, it is necessary to make an informed estimate each year of the income that will be available to the Common Good Funds in the following year. 4 Income 4.1 The Paisley Common Good rental income budget remains the same in 2025/26 although the Renfrew Common Good rental income budget has been reduced by £15,000 to realign based on actual income received in recent years. 4.2 The investment income for 2025/26 is based on the estimated figures provided for both the Paisley and Renfrew Common Good funds as at 30 September 2024. The markets and anticipated sustainability of investments will continue to be monitored by both officers and the Investment Review Board. 5 Expenditure 5.1 Based on the most recent data, inflation has fallen below 3%, although there is some uncertainty in the outlook due to the current economic environment. Page 70 of 271
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The current Bank of England estimated inflation figure is low, at 2.6% (13 January 2025), therefore no general inflationary uplifts have been proposed for 2025/26. 5.2 One exception to this is a proposed increase to the allocation for Barshaw Gala Day from Paisley Common Good and for Renfrew Gala Day from Renfrew Common Good. Based on the cost of running these events, the proposed allocation has increased from £10,000 to £15,000 in each case. 5.3 At its meeting on 29 February 2024, the Council agreed to continue the Sma’ Shot Parade in 2024 and to fund any shortfall from Paisley Common Good Fund. £15,000 has been transferred to support this event in 2024/25, and this allocation has been requested for one further year into 2025/26. 5.4 The Council has a programme of upgrade and maintenance of play facilities across Renfrewshire. It is proposed that a non-recurring award of £50,000 from Renfrew Common Good is approved to supplement this work within Robertson Park. Further detail is set out in Appendix 2. 5.5 In accordance with the approved plan in 2024/25, the Cherrie Centre’s funding allocation will drop to £60,000 in 2025/26. It will decrease to £50,000 in 2026/27 and then £40,000 in 2027/28 where it will remain at this level in subsequent years. 5.6 The reduction in funding to the Cherrie Centre in 2025/26 has been added to the Local Partnership allocation for Renfrew Common Good to enable wider distribution of funds into the community, as will the future year reductions outlined above. 6 Net Position 6.1 Taking all of these factors into account, a forecast Income and Expenditure Statement for each Common Good Fund has been prepared on a cash basis (i.e. excluding non-cash movements, such as depreciation) and is appended for Members’ consideration. These forecasts presume that in-year expenditure will not exceed income. There is a requirement to ensure that the ongoing commitments of each Common Good Fund remain affordable and sustainable. 6.2 Should all proposals be approved, the Paisley Common Good Fund is planned to return a net surplus in 2025/26 of £40,500, and the Renfrew Common Good Fund is planned to return a net surplus in 2025/26 of £506,880. __________________________________________________________________ Page 71 of 271
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Implications of the Report 1. Financial – The proposed budget is based on a general principle of only spending the available income in each year, where possible. 2. HR & Organisational Development – None arising directly from this report. 3. Community Planning: Our Renfrewshire is well – Many of the projects funded by Local Partnerships contribute to the promotion of more active pursuits for all age groups. Our Renfrewshire is thriving - The funding allocated from the Common Good Funds supports local community groups and projects. Our Renfrewshire is safe – The community projects funded by Local Partnerships, as well as recurring funding for events and community services supports communities to be safer and stronger. 4. Legal – None arising directly from this report. 5. Property/Assets – Some of the expenditure noted in the budget report will result in improvements and / or maintenance to Common Good and community-owned properties. 6. Information Technology – None arising directly from this report. 7. Equality & Human Rights – None arising directly from this report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored and the results of the assessment will be published on the Council’s website. 8. Health & Safety – Some of the expenditure noted in the budget report will result in improvements and / or maintenance to Common Good and community-owned properties, which may in some cases rectify health and safety issues. 9. Procurement – None arising directly from this report. 10. Risk – There is a risk investment income will not be realised as forecast; however, this risk will be monitored through regular discussion with the Council’s investment managers and advisers. 11. Privacy Impact – None arising directly from this report. 12. COSLA Policy Position – n/a. 13. Children’s Rights – None arising directly from this report. 14. Climate Risk – None arising directly from this report. ___________________________________________________________________ Author: Stuart Nibloe, Principal Accountant (Treasury) stuart.nibloe@renfrewshire.gov.uk Page 72 of 271
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Appendix 1 *Council approved the allocation of budget from Paisley Common Good to fund Sma’ Shot Day 2024 at its meeting of 29 February 2024 and £15,000 was allocated to the 2024 event. Paisley Common Good - Income & Expenditure Forecast Approved Proposed 2024/25 2025/26 £ £ Estimated Net Annual Income available: Income receivable from Loans Fund (10,000.00) (11,000.00) Investment Income (155,000.00) (155,000.00) Property Rental Income (49,000.00) (49,000.00) (214,000.00) (215,000.00) Less costs: Investment Management Fees 19,000.00 21,000.00 Council Administration Fee 14,000.00 14,000.00 Property Costs 1,000.00 1,000.00 Total Available for Disbursement (180,000.00) (179,000.00) Proposed Recurring Projects: Christmas lights 55,000.00 55,000.00 Repair to War Memorial 500.00 500.00 Barshaw Gala 10,000.00 15,000.00 CCTV Operations 19,500.00 19,500.00 Total Cost of Recurring Projects 85,000.00 90,000.00 Proposed Non-recurring Projects: Sma' Shot Day* 0.00 15,000.00 0.00 15,000.00 Proposed Local Partnership Allocations: Paisley East, Ralston, Hawkhead/Lochfield, Hunterhill and Charleston 12,400.00 12,400.00 Paisley North, Gallowhill, Ferguslie, Paisley West and Central 10,900.00 10,900.00 Foxbar / Brediland and Glenburn 10,200.00 10,200.00 33,500.00 33,500.00 (Surplus)/Deficit on cash basis (61,500.00) (40,500.00) Page 73 of 271
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Appendix 1 Renfrew Common Good - Income & Expenditure Forecast Approved Proposed 2024/25 2025/26 £ £ Estimated Net Annual Income available: Income receivable from Loans Fund (5,000.00) (70,000.00) Investment Income (560,000.00) (589,000.00) Property Rental Income (280,000.00) (265,000.00) (845,000.00) (924,000.00) Less costs: Investment Management Fees 70,000.00 80,000.00 Council Administration Fee 45,000.00 45,000.00 Renfrew Town Hall - lifecycle maintenance 8,000.00 8,000.00 Property Costs 15,000.00 15,000.00 Total Available for Disbursement (707,000.00) (776,000.00) Proposed Recurring Projects: Christmas lights: operating costs 16,700.00 16,700.00 Christmas lights: switch-on event 10,000.00 10,000.00 Renfrew Pipe Band Competition 10,000.00 10,000.00 Repair to War Memorial 300.00 300.00 Repair to Public Clocks 220.00 220.00 Bench Maintenance - Robertson Park 700.00 700.00 Cherrie Centre Support 70,000.00 60,000.00 Renfrew Gala Week 10,000.00 15,000.00 CCTV Operations 11,600.00 11,600.00 Total Cost of Recurring Projects 129,520.00 124,520.00 Proposed Non-recurring Projects: Robertson Park Play Area 0.00 50,000.00 0.00 50,000.00 Proposed Local Partnership Allocations: Renfrew 84,600.00 94,600.00 (Surplus)/Deficit on cash basis (492,880.00) (506,880.00) Page 74 of 271
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Appendix 2 Robertson Park Play Area 1. Background 1.1 Neighbourhood Services has been working on a programme of children’s play park renewal and refurbishment from early in 2021. The budget for this work has come from a variety of funding streams including Renfrewshire Council Capital, Scottish Government Grant, Greenspaces, Parks and Play Areas & Villages Investment Fund, #YouDecide Project Funding and Community Fundraising. 1.2 Since the programme began in 2021, 42 play parks, from a total of 98 sites in scope have been either completely renewed, refurbished or a combination of both. A further 11 sites will receive investment by the end of March 2026. 1.3 The overarching ethos of the programme has been to provide new and exciting play spaces which are both accessible and inclusive, catering for a broad range of needs and abilities. Through our consultation process, the renewals have been tailored at each location to the needs and desires expressed by the local community, whilst still attempting to offer a broad range of play opportunities. 1.4 Many existing Council operated play parks across Renfrewshire will receive investment to bring them to modern acceptable standards of play value, accessibility and inclusivity. However, a small number of existing play park sites have been identified for complete removal. These sites tend to be poorly located and have site environmental issues that prevent renewal. This is the case for the small play park located near to Craigielea Road as it sits directly under a row of mature trees. Initially it was believed that removing this small play park would not impact park users due to the large play park located in the centre of the park, however, the need for a space which allows quieter play access has since been identified. 1.5 The funding currently available for the play park renewal programme has been fully committed on projects through to the end of financial year 2025/26. This funding includes an allocation of £150,000 which will be used to refurbish / renew the main play park in Robertson Park, concentrating on the section built in 1996 as part Renfrew’s celebration of 600 years as a royal burgh. 2. Proposal 2.1 Subject to an allocation of sufficient funding, the proposal would be to create a small new play space and seating area in consultation with the Friends of Robertson Park & Renfrew Development Trust. Whilst it would still be the intention to completely remove the old play park at the time of building the new one, none of the funding from this bid would be used in the removal works. 2.2 It is anticipated that this new area would be located near to the existing small play park to be removed, but out in the open grass area. This is recognised as the quieter area of the park and would be conducive to our overall proposal. 2.3 The intention would be to offer a small play park with carefully chosen inclusive play equipment and coupled with a quiet seating area for parents / Page 75 of 271
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Appendix 2 guardians to enjoy while remaining close on hand for the children and young people in their care. It is estimated, based on our ongoing programme of renewal works, that the proposal would cost approximately £50,000 and this is requested from Renfrew Common Good Fund. Page 76 of 271
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To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 Report by: Director of Finance and Resources Heading: Anti-Money Laundering Policy 1. Summary 1.1 This Report asks the Board to approve the Council’s revised Anti-Money Laundering Policy to prevent money laundering within all the Council’s dealings. 1.2 The public is entitled to expect the Council to conduct its affairs with integrity, honesty and openness and to demand the highest standards of conduct from those working for it. This Anti-Money Laundering Policy has been designed to put in place appropriate and proportionate anti-money laundering safeguards and reporting arrangements to assist the Council in maintaining an anti-fraud culture and upholding high ethical standards in its administration of public funds. 1.3 The policy has not substantially changed, the principal changes that have been made are: The introduction has been amended to reflect that this is not a new policy. The previous section on training has been amended to advice and training and encourages completion of the new Fraud Awareness i- Learn course. The Legislation references have been updated to reflect the current Acts. The name of the previous Chief Auditor has been removed as she has since retired. Item 10 Page 77 of 271
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1.4 The Anti-Money Laundering Policy is also designed to help the Council meet its responsibilities under various legislation including the Terrorism Act 2000, Proceeds of Crime Act 2002, Money Laundering, Terrorist Financing and Transfer of Funds (Information on the Payer) Regulations 2017 and subsequent regulations. 2. Recommendations 2.1 It is recommended that the Board approve the revised Anti-Money Laundering Policy set out in Appendix 1. Page 78 of 271
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Implications of the Report 1. Financial – There are no finance or resource implications arising from the adoption of the Anti-Money Laundering Policy. 2. HR & Organisational Development - None 3. Community Planning – None 4. Legal - The Anti-Money Laundering Policy is also designed to help the Council meet its responsibilities under various legislation including the Terrorism Act 2000, Proceeds of Crime Act 2002, Money Laundering Regulations, Terrorist Financing and Transfer of Funds (information on the Payer) Regulations 2017 and subsequent regulations. 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. 8. Health & Safety None 9. Procurement – None 10. Risk –The risk of not having this policy in place would mean that staff would have no guidance on what to do in the event that they suspect money laundering. This in turn may hamper any investigation required to yield a satisfactory conclusion. The existence of this policy will mean that staff are informed and given guidance on what actions they should take if they suspect that a suspicious transaction is taking place. 11. Privacy Impact – None 12. Cosla Policy Position – n/a 13. Climate Risk – None 14. Children’s Rights - None List of Background Papers Author: Alastair MacArthur 0141 487 0677 Page 79 of 271
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1 Renfrewshire Council Anti-Money Laundering Policy February 2025 Page 80 of 271
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Renfrewshire Council Anti-Money Laundering Policy 2 Table of Contents 1. Introduction ....................................................................................... 3 2. What is Money Laundering? ............................................................... 3 3. Terrorist Financing ............................................................................. 5 4. Recognising Money Laundering ........................................................ 5 5. Controls and Reporting ...................................................................... 6 6. Considerations of Disclosures by the MRLO ...................................... 9 7. Advice and Training ......................................................................... 11 8. Review and Approval of this Policy .................................................. 11 Page 81 of 271
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Renfrewshire Council Anti-Money Laundering Policy 3 1. Introduction 1.1. Renfrewshire Council’s Anti-Money Laundering Policy Statement sets out the internal procedures established to prevent the use of Council services for money laundering. 1.2. Local authorities are not obliged to apply the provisions of the Money Laundering, Terrorist Financing and Transfer of Funds (Information on the Payer) Regulations 2017. However, the size and scope of the Council’s activities is such that it is unlikely to be completely immune from the risks surrounding money laundering. As a responsible public body, the Council has therefore embraced the underlying principles of money laundering legislation and put in place appropriate anti-money laundering policies, procedures and reporting arrangements proportionate to its activities. 1.3. The Council’s policy is to do all it can to; prevent the Council and its staff being exposed to money laundering, identify the potential areas where it may occur, and to comply with all legal and regulatory requirements, especially regarding the reporting of actual or suspected cases. Internal procedures will be proportionate and cost effective. However, Money Laundering is a criminal offence and it is the responsibility of the Council and Council officers to take reasonable precautions to prevent its involvement in money laundering, either knowingly or as a result of inaction. The key requirement on employees is to immediately report any suspected money laundering activity to the Money Laundering Reporting Officer (MLRO). 2. What is Money Laundering? 2.1. Money laundering is defined as the process by which the proceeds of crime and the true ownership of those proceeds, are changed so that the proceeds appear to come from a legitimate source. The “dirty” money is said to be “laundered.” Page 82 of 271
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Renfrewshire Council Anti-Money Laundering Policy 4 2.2. Money Laundering is interpreted very widely and includes possessing, or in any way dealing with, or concealing, the proceeds of any crime. Therefore, when any Council employee or member is accepting or dealing with money or other assets there is a risk that the money or assets could come from a criminal source. In most cases this is unlikely, but everyone should be aware that they could break the law if they become aware of, or suspect this type of criminal activity and continue to be involved, without reporting their concerns. 2.3. The Primary money laundering offences include: Concealing, disguising, converting or transferring of criminal property or removing it from the United Kingdom Entering into or becoming concerned in an arrangement which you know, or suspect facilitates the acquisition, retention, use or control of criminal property by or on behalf of another person Acquiring, using or possessing criminal property Doing something that might prejudice an investigation, for example, falsifying a document. 2.4. There are also two secondary offences: Failing to disclose any of the four primary offences ‘Tipping off’ whereby somebody informs a person or persons who are, or who are suspected of being involved in money laundering, in such a way as to reduce the likelihood of their being investigated or prejudicing an investigation. Page 83 of 271
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Renfrewshire Council Anti-Money Laundering Policy 5 3. Terrorist Financing 3.1. The Terrorism Act 2000 also creates a money laundering offence under Section 18 which says: 'A person commits an offence if he or she enters into or becomes concerned in an arrangement which facilitates the retention or control by or on behalf of another person of terrorist property, by Concealment Removal from the jurisdiction Transfer to nominees, or in any other way...’ 4. Recognising Money Laundering 4.1. All employees should be alert to the possibility of someone trying to launder money through the Council. Some possible indicators of money laundering may include: Any unusually large cash payments made by a person in a single transaction or over a short period of time (e.g. paying business rates in cash) Any large overpayment or duplicate payment in cash where a refund is requested by cheque If a third party is involved in any transaction e.g. someone paying cash to settle someone else's bill or requests to forward balances on to third parties Cash is used to purchase land, buildings or other assets A person who is reluctant to supply evidence of identity or address Cancelled transactions without good reason, requiring a repayment Information received about an individual which may reveal criminality or association with criminality The use of over complicated financial systems or funds received from third parties Generally, a buyer’s or seller’s financial profile not “fitting” the transaction they are undertaking. Page 84 of 271
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Renfrewshire Council Anti-Money Laundering Policy 6 This list is not exhaustive but gives examples of when employees (or members) should consider whether their suspicions should be aroused and that they should be asking themselves questions such as: Would I expect this individual to have this amount of cash? Why do they wish to pay in cash? Why is this person offering to pay more than the going rate for this item/service? 4.2. All the above money laundering offences may be committed by an organisation or by the individuals working for it. Under the terms of the legislation, it is also an offence if employees or members suspect money laundering and do nothing about it. 4.3. Whilst the risk to the Council of breaking the legislation is low, it is extremely important that members and employees are familiar with their legal responsibilities. Serious criminal sanctions can be imposed for breaches of the legislation. The key requirement on employees is to promptly report any suspected money laundering activity to the Money Laundering Reporting Officer. 5. Controls and Reporting 5.1. The threshold for the reporting of a suspicious transaction to the National Crime Agency (NCA) is £10,000. The Council shall not accept payments in cash over £5,000 (unless the payment relates to settlement of a Sequestration Petition, which will be confirmed by Legal Services). Payment over £5,000 must be made by bank transfer. Page 85 of 271
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Renfrewshire Council Anti-Money Laundering Policy 7 5.2. Signs shall be placed at the counter in all locations where cash is accepted, advising of the policy of the Council. 5.3. If an employee has any suspicion over refunds of any amount, these should be referred to the Chief Auditor before being passed for payment. 5.4. If an employee/member suspects money laundering, then they must report their suspicions to the Chief Auditor who is the Council’s nominated Money Laundering Reporting Officer (MLRO). The Chief Auditor can be contacted as follows: Chief Auditor Finance and Resources Department Renfrewshire House, Cotton Street, Paisley. PA1 1JB Tel: 0141 487 0678 E-Mail: karen.campbell@renfrewshire.gov.uk 5.5. The disclosure should be made within hours of the information coming to their attention, not days or weeks later. Employees/members will need to supply as much information as possible to the MLRO about the individual or company concerned, i.e. names, addresses, and previous addresses, if relevant, any bank account details, if known, evidence of identification, reasons for suspicions. If any other employees/members have been involved with the transaction the names of these persons should also be passed to the MLRO. Page 86 of 271
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Renfrewshire Council Anti-Money Laundering Policy 8 5.6. The employee must not disclose or otherwise indicate their suspicions to the person(s) suspected of the money laundering. They must not discuss the matter with others or note on a file that a report has been made to the MLRO in case this results in the suspect becoming aware of the suspicion. 5.7. If the MLRO is not available then any disclosure must be made to the Head of Finance & Procurement. 5.8. Failure to report, or concealing a suspected case of money laundering is a criminal offence with, a maximum penalty of up to 14 years imprisonment or a fine or both. 5.9. Employees/members making a disclosure report to the Chief Auditor as the Money Laundering Reporting Officer of the Council, must complete a “Report to Money Laundering Officer” form (see attached Appendix 1). They will be informed if a report is then made to the National Crime Agency (NCA). They must not make any further enquiries into the matter themselves and must also not disclose or otherwise indicate their suspicions to the person suspected of money laundering. They should not discuss the matter with others inside or outside of work or note on any file that a report has been made to the MLRO in case this results in the suspect becoming aware of the situation. 5.10. The NCA is the body responsible for handling investigations and generally dealing with money laundering, as set out in the legislation. 5.11. No transactions should be completed where it is believed that money laundering is involved until clearance has been received from the NCA, or seven days have passed since the disclosure was made to them and no instructions have been received. Employees must always check the position with the Chief Auditor before taking any action. Page 87 of 271
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Renfrewshire Council Anti-Money Laundering Policy 9 6. Considerations of Disclosures by the MRLO 6.1. Upon being made aware of the disclosure, the MLRO will formally record details of the disclosure and acknowledge the details of the incident with the person making the disclosure. The MLRO will then begin work to evaluate the content of the report form, considering any other available internal information that may be relevant, for example: Relevant transaction patterns and volumes The length of any business relationship involved The number of any one-off transactions and linked one-off transactions Any identification evidence held. The MLRO may also undertake other reasonable enquiries as considered appropriate to ensure that all available information is taken into account in deciding whether to report to the National Crime Agency (NCA). As part of these enquiries, the MLRO may need to discuss the form with the person making the disclosure. 6.2. Once the MLRO has evaluated the disclosure and any other relevant information, they will determine whether: There is actual or suspected money laundering taking place There are reasonable grounds to know or suspect that is the case Whether the matter should be reported to the NCA. 6.3. Where it is decided that the matter should be reported, the MLRO must promptly report it to the NCA by completing a Suspicious Activity Report. The transactions in question must not be undertaken or completed until consent for this has specifically been given by the NCA, or there is consent through the expiration of relevant time limits without objection from the NCA. Page 88 of 271
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Renfrewshire Council Anti-Money Laundering Policy 10 6.4. Where the MLRO suspects money laundering but has reasonable grounds for non- disclosure to the NCA, then the reasons for this should be recorded on the disclosure form. Consent can then be given immediately for any ongoing or imminent transactions to proceed. 6.5. Where the MLRO concludes that there are no reasonable grounds to suspect money laundering, the disclosure form will be updated accordingly, and consent given for any ongoing or imminent transactions to proceed. 6.6. All disclosure forms received by the MLRO and reports made by the MLRO to the NCA will be securely and confidentially retained by the MLRO for a minimum of five years. 6.7. The MLRO will commit a criminal offence if they know or suspect, or have reasonable grounds to do so, through a disclosure being made to them, that another person is engaged in money laundering, and they do not disclose this as soon as practicable to the NCA. Page 89 of 271
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Renfrewshire Council Anti-Money Laundering Policy 11 7. Advice and Training 7.1. Advice is available on any aspect of this policy from the Chief Auditor. 7.2. Employees and members are encouraged to gain a general awareness of money laundering by completing the online Fraud Awareness course. 7.3. Officers whose employment activities bring them into contact with the regulated sector (notably those employed in the field of treasury management) will be encouraged to familiarise themselves with the obligations and responsibilities placed on them by the relevant legislation. 8. Review and Approval of this Policy 8.1. The Anti-Money Laundering Policy will be regularly reviewed, and any material amendment will be subject to approval by the Finance, Resources and Customer Services Policy Board. Page 90 of 271
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Appendix 1 REPORT TO MONEY LAUNDERING OFFICER Staff member’s name Title/Department Phone Email Details of Suspected Offence Names and addresses of persons/company involved (if a company the nature of their business) Transaction details including, location, value, timing of activity Nature of suspicions Has any investigation been undertaken? Have you discussed your suspicions with someone else – please provide details. For Completion by the MLRO Date received Date acknowledged Unique reference number Are their reasonable grounds for suspecting money laundering? If yes, confirm date of report to National Crime Agency. Date consent given to employee for transaction to proceed Categories 1.Overpayment 2.Refund 3.Debt/charge 4.Cashier error 5. House or Asset resale within 3 months 6.Other Signed and dated THIS REPORT TO BE RETAINED FOR AT LEAST FIVE YEARS Completed Form should be passed to the MLRO: Chief Auditor, Finance & Resources Department, 2nd Floor, Renfrewshire House, Cotton Street, Paisley PA1 1JB. Email: karen.campbell@renfrewshire.gov.uk Telephone: 0141 487 0678 Page 91 of 271
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1 ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Subject: Revised Policy and Guidelines on Surveillance ___________________________________________________________________ 1. Summary 1.1 The Council’s Policy and Guidelines on Surveillance was first approved by the General Management Policy Board on 19th December 2001 and has been subject to regular review. The policy was last reviewed by the Finance, Resources and Customer Services Policy Board in 2022 and although the three yearly review is not due until November 2025, it needs to be updated to reflect changes in Council structure. 1.2 Only minor amendments are required at paragraph 2.2 of the Policy to reflect changes to Authorising Officers due to structure changes. ___________________________________________________________________ 2. Recommendations It is recommended that the Board:- 2.1 Approve the revised Policy and Guidelines on Surveillance which form the Appendix to this report and continue to authorise the Managing Solicitor (DPO) to update the guidance note appended to the Policy, as required. 2.2 Note the contents of the Report, in particular, paragraph 5, regarding the number of applications for surveillance authorised by the Council since November 2022. ________________________________________ Item 11 Page 92 of 271
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2 3. Background 3.1 The Human Rights Act 1998 obliges all public authorities to act in a manner compatible with the rights contained in the European Convention of Human Rights. The Regulation of Investigatory Powers (Scotland) Act 2000 (“RIPSA”) provides a legal framework for covert surveillance by public authorities. If RIPSA is complied with, any interference with the right of privacy contained in the European Convention will be in accordance with law. 4. Renfrewshire Council’s Policy 4.1 Renfrewshire Council’s Policy and Guidelines (as amended) outline the procedures which should be followed when the Council is carrying out covert surveillance, making it easier for Council officers to ensure compliance with RIPSA and thus the Human Rights Act. Only minor revisions to the existing Policy have been made. Reference to the posts of Director of Communities and Housing Services, the Head of Communities and Public Protection and the Communities and Regulatory Manager have been removed from the list of Authorising Officers at paragraph 2.2. The Policy continues to take account of the Scottish Ministers’ Code of Practice on Covert Surveillance and Property Interference. 5. Number of Authorisations 5.1 The Council is committed to compliance with RIPSA and the Human Rights Act 1998. As such, only surveillance which is lawful, necessary and proportionate is ever authorised. No authorisations have been granted by the Council since the last report to Board in November 2022. Although the Council rarely conducts covert surveillance, the Council’s Surveillance Policy and Guidelines and RIPSA Learning and Development Strategy are key to ensuring that staff are aware of what covert surveillance is and can avoid inadvertent unauthorised covert activity. ___________________________________________________________________ Implications of the Report 1. Financial - None 2. HR & Organisational Development – None 3. Community Planning – None Page 93 of 271
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3 4. Legal - The Council’s revised Policy and Guidelines continue to ensure compliance with the Regulation of Investigatory Powers (Scotland) Act 2000 and the Human Rights Act 1998. 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. The purpose of the report is to ensure compliance with the Human Rights Act 1998. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report as the Policy referred to in the report is designed to protect human rights. 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 – The revised Policy supports the management of risk in relation to avoidance of any human rights breach. 11. Privacy Impact – There is no negative privacy impact arising from the report. The Surveillance Policy protects privacy as it is designed to ensure that any interference with privacy is lawful, necessary and proportionate in accordance with Article 8 ECHR. 12. Climate Risk – not applicable. 13. Children’s Rights – not applicable. 14. Cosla Policy Position – not applicable. ___________________________________________________________________ List of Background Papers (a) Background Papers - None ___________________________________________________________________ Author: Allison Black, Managing Solicitor (DPO) Page 94 of 271
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```````````````````````````````` ```````````````````````````` Renfrewshire Council POLICY AND GUIDELINES on SURVEILLANCE Page 95 of 271
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Page 2 of 14 Document Details Title Surveillance Policy and Guidelines Author Allison Black, Managing Solicitor (DPO) Issue Date January 2025 Subject Description Version 8 Source Updating Frequency Three yearly, or earlier if required to reflect legislative change or relevant guidance. Right Category Identifier Document History Version Date Author Reason for Issue / Change 8 January 2025 Allison Black Review 7 November 2022 Allison Black Review 6 April 2019 Allison Black Review 5 May 2016 Allison Black Updated guidance on use of social media and information volunteered 4 2014 Allison Black OSC recommendations 3 January 2011 Allison Black OSC recommendations 2 January 2008 Allison Black OSC recommendations Related Documents Ref Document Name/ Version Document Location Document Review and Approval Name Action Date Communication Gerard Hannah Email Karen Campbell, Interim Chief Auditor Email Gordon McNeil Email Tom Irvine, John Trainer Email Email Page 96 of 271
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Page 3 of 14
RENFREWSHIRE COUNCIL
POLICY AND GUIDELINES ON SURVEILLANCE
PART 1 - BACKGROUND
1.1 INTRODUCTION
In some circumstances it may be necessary for Council employees, in the
course of their duties, to make observations of a person(s) in a covert manner,
i.e. without that person’s knowledge, or to instruct third parties to do so on the
Council’s behalf. Actions of this sort are potentially intrusive. The Human
Rights Act 1998 obliges all public authorities to act in a manner compatible with
the rights contained in the European Convention of Human Rights ("the
Convention"). Article 8 of the Convention affords everyone the right to respect
for private and family life including home and correspondence. Surveillance
activities by public authorities may therefore result in a legal challenge in terms
of Article 8.
Article 8 of the Convention is not however an absolute right. Interference with
this right of privacy may be justified if this is:
in accordance with law;
necessary to pursue a legitimate aim, for example, the public interest; and
the interference is proportionate to the legitimate aim, i.e. the interference
with the right is not greater than is necessary to achieve the aim.
The Regulation of Investigatory Powers (Scotland) Act 2000 ("RIPSA") provides
a legal framework for covert surveillance by public authorities and an
independent inspection regime to monitor these activities. If RIPSA is complied
with, any interference with the right to privacy will be in accordance with law.
As long as the action taken is also necessary and proportionate there will be no
breach of Article 8 of the Convention.
1.2 OBJECTIVES
The objective of this policy is to ensure that all covert surveillance by Council
employees is carried out effectively, legally and proportionately. This policy
should be read in conjunction with the Scottish Ministers’ revised Code of
Practice on Covert Surveillance and Property Interference ("the Code of
Practice") and any amendments thereto.
If the procedures outlined in this policy are not followed, any evidence acquired
as a result of surveillance activities may be susceptible to a human rights
challenge. As a result, it may not be admissible in court and the Procurator
Fiscal is unlikely to take proceedings on the basis of such evidence. The
Council may also be exposed to legal action for any breach of human rights.
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Page 4 of 14 1.3 SCOPE OF THE POLICY The policy only applies where surveillance is covert i.e. carried out without the knowledge of the subject. It does not apply to observations or surveillance that is not carried out covertly, e.g. use of overt CCTV cameras, or unplanned observations made as an immediate response to events. It should be noted however, that although use of CCTV is generally classed as overt surveillance, due to the presence of signage, alerting the public to the fact that they are being monitored, if CCTV operators decide that targeted surveillance of a specific subject(s) or for a particular investigation becomes necessary, then this could fall within the definition of directed surveillance and an authorisation should be obtained in accordance with this policy. Similarly, wearing a uniform (for example, a Council warden) does not of itself make surveillance overt if this is specific and targeted. Directed Surveillance The policy applies in all cases where "directed surveillance" is being planned or carried out. Directed surveillance is covert surveillance undertaken "for the purposes of a specific investigation" and "in such a manner as is likely to result in the obtaining of private information about a person". The policy does not apply to further activities undertaken by the Council as a result of information discovered through the use of surveillance. Intrusive Surveillance RIPSA does not permit the authorisation by Council officers of intrusive surveillance. Intrusive surveillance means surveillance in relation to any residential premises (but not common areas such as common stairs and closes) or in any private vehicle. Some additional points should be made about intrusive surveillance. Surveillance is not intrusive if directed into a home or private vehicle from outside unless the information is consistently of the same quality as a device actually present in the home or vehicle would provide. Previous advice from the Office of Surveillance Commissioners (“OSC”), which is currently in use by the Investigatory Powers Commissioner’s Office (“IPCO”), suggests that the sort of surveillance undertaken by the Council is unlikely to reach this level of sophistication. However, officers must be mindful of advances in technology and the level of sophistication of the equipment in use. Activities such as filming goods being sold from the back of a car or monitoring the level of noise generated by an anti-social tenant (but not the actual words) are unlikely to be classed as intrusive and so, these activities can be safely carried out, subject to appropriate authorisation. Furthermore, devices, such as listening and audio visual equipment, carried into a home or a private vehicle by a Covert Human Intelligence Source(“CHIS”) do not constitute intrusive surveillance as long as the CHIS has been invited in. However, the device must not be left behind when the CHIS leaves the premises or vehicle. Services are reminded of the need to have proper authorisation before any use is made of a CHIS. Page 98 of 271
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Page 5 of 14 Covert Human Intelligence Sources A "Covert Human Intelligence Source" or "CHIS" is a person who establishes or maintains a personal or other relationship with another person for the covert purpose of either using the relationship to obtain information or to provide access to any information. The principles outlined in this policy are fully applicable to such undercover operations, which must meet the same tests as directed surveillance and be properly authorised. However, additional rules apply to the use of a CHIS, as outlined at 2.2.2 of this policy and in the question and answer briefing note on use of a CHIS, annexed as Appendix A. For this reason, any Service considering use of a CHIS should first consult the Managing Solicitor (DPO). Council officers making undisclosed site visits or straightforward test purchases do not count as CHIS (as this does not involve the establishment or maintenance of a relationship) and such activities do not require formal authorisation. Particular care should be taken when a member of the public is acting as an informant. If information is simply volunteered, no application for CHIS is required, as there is no relationship established or maintained for the purposes of obtaining that information covertly. Information is volunteered by members of the public to the Council across a number of its functions and for a variety of reasons from supplementing complaints, to concerned relatives highlighting potential issues to Children’s Services. However, if the member of the public is asked to make contact or maintain an existing relationship to obtain information, an authorisation for CHIS will be needed, as he/she is establishing or maintaining a relationship to covertly obtain private information. In such cases, sufficient safeguards, as outlined in 2.2.2, must be in place to protect the source and consideration must be given to the risk of reprisals if the information covertly supplied is used as a basis for further action. Services should consult the Managing Solicitor (DPO) before using any information obtained in this way. 1.4 PRINCIPLES OF SURVEILLANCE In planning and carrying out covert surveillance, Council employees must comply with the following principles: lawful purposes - covert surveillance shall only be carried out where necessary to achieve one or more of the permitted purposes (as defined in RIPSA) i.e., it must be: (a) for the purpose of preventing or detecting crime or the prevention of disorder; (b) in the interest of public safety; or (c) for the purpose of protecting public health. Page 99 of 271
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Page 6 of 14 Employees carrying out surveillance should not cause damage to any property or harass any person. necessity - covert surveillance shall only be undertaken where there is no reasonable and effective alternative way of achieving the required objective i.e. one of the above lawful grounds of surveillance effectiveness - planned covert surveillance shall be undertaken only by, or under the supervision of, suitably trained or experienced employees. proportionality - the use and extent of covert surveillance shall not be excessive i.e. the aim could not have been achieved by less intrusive means. Further information on proportionality is provided at paragraph 2.7 intrusive surveillance - no surveillance shall be undertaken which comes within the definition of "intrusive surveillance". collateral intrusion - reasonable steps shall be taken to minimise the acquisition of information that is not directly necessary for the purposes of an investigation and operation being carried out. authorisation - all surveillance must be authorised in accordance with the procedures described below. PART 2 - THE AUTHORISATION PROCESS 2.1 Who may seek an authorisation? Any officer whose duties involve directed surveillance or use of a CHIS may seek authorisation to do so and must seek and be granted authorisation prior to carrying out the surveillance. This is most likely to arise in Services responsible for regulatory, enforcement or security functions. 2.2 Who may grant/refuse an authorisation? 2.2.1 Directed Surveillance Authorisation will be granted/refused by the Chief Executive, the Director of Environment, Housing & Infrastructure, the Head of Climate, Public Protection and Roads, the Chief Auditor, the Head of Corporate Governance, and the Homeless and Housing Support Services Manager. Authorisation levels are prescribed by the Regulation of Investigatory Powers (Prescription of Officers, Ranks and Positions) (Scotland) Order 2000. In relation to local authorities, the Regulations refer to Assistant Head of Service and Investigation Manager, titles which are little used within Councils. Where possible, there should be at least two organisational tiers of separation between the applicant and the authorising officer. Authorising Officers must not authorise investigations or operations in which they are directly involved unless this is unavoidable, for example, when it is necessary to act urgently. Page 100 of 271
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Page 7 of 14 2.2.2 Urgency Applications should be made in writing using the approved form. In urgent cases, however, oral applications may be approved by the Chief Executive, the Director of Environment, Housing & Infrastructure, and the Head of Climate, Public Protection and Roads. In any such case, a statement that the Authorising Officer has expressly authorised the action and the considerations in doing so should be recorded as soon as is reasonably practicable. Where an urgent application is made this should be renewed or cancelled within 72 hours. A case is not normally regarded as urgent unless the time that would elapse before the Authorising Officer was available to grant the authorisation would, in the judgment of the person giving the authorisation, be likely to endanger life or jeopardise the investigation or operation for which the authorisation was being given. An authorisation is not to be regarded as urgent where the need for an authorisation has been neglected or the urgency is of the Authorising Officer’s own making. 2.2.2 Covert Human Intelligence Sources The process for granting authorisations for the use or conduct of CHIS is the same as for directed surveillance. In addition, however, authorisations for use of a CHIS can only be granted if sufficient arrangements have been in place for handling the source’s case. The arrangements therefore considered necessary are that:- (1) there will at all times be an appropriate officer within the Council who will have day to day responsibility for dealing with the source on behalf of the Council and for the source’s security and welfare (the handler). (2) there will at all times be another person who will have general oversight of the use made of that source (the controller). (3) there will at all times be a person who will have responsibility for maintaining a record of the use made of that source. This should be an authorising officer. The record relating to the use of that source maintained by the Council will always contain particulars of such matters as may be specified in regulations made by the Scottish Ministers. The records maintained by the Council that disclose the identity of the source will not be available to persons, except to the extent that there is a need for access to them to be made available to those persons. Page 101 of 271
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Page 8 of 14 2.2.3 Juvenile Sources There are special safeguards in relation to the use or conduct of juvenile sources i.e. sources under the age of 18 years and some additional rules for under 16s. On no occasion should the use or conduct of a source under 16 years of age be authorised to give information against his parents or any person who has parental responsibility for him. Officers must ensure that an appropriate adult is present at any meeting with the source if the source is under 16 years old. Authorisations for use of a juvenile source must be granted by the Chief Executive. When dealing with juvenile sources i.e. under 18s, a full risk assessment considering the nature and magnitude of any risk of physical injury to the source arising in the course of, or as a result of carrying out the conduct described in the authorisation must be identified and evaluated. The nature and magnitude of any risk of psychological distress to the source must also be identified and evaluated. Any such risks must be justified and properly explained to and understood by the source and the officer granting or renewing the authorisation must know whether the relationship to which the conduct or use would relate is between the source and a relative, guardian or person with responsibility for the source’s welfare. If it is, particular consideration must be given to whether the authorisation is justified in light of that fact. 2.2.4 Vulnerable Individuals A "vulnerable individual" is a person who is or who may be in need of community care services by reason of mental or other disability, age or illness and who is unable to take care of himself, or unable to protect himself against significant harm or exploitation. Any such individual should only be authorised to act as a source in the most exceptional circumstances. In any such cases, authorisations must be granted by the Chief Executive. 2.3 Granting and recording authorisations and refusals The Authorising Officer’s job is to be satisfied that the applicant has correctly identified the lawful purpose for the proposed surveillance, has planned the operation properly so as to minimise collateral intrusion and the collection of confidential information, is not proposing to stray beyond permissible bounds of directives and has correctly applied the proportionality test. Only if satisfied with these points should the authorisation be granted. Any restrictions imposed on the authorisation should be noted as authorising officer comments. 2.4 Receipt and logging of applications Page 102 of 271
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Page 9 of 14 All departments carrying out surveillance activities must forward all relevant documentation to the Head of Corporate Governance, who is the Senior Responsible Officer (“SRO”) in order that the central register detailing the surveillance activities carried out by the Council can be maintained. This confidential register is open to inspection by the Investigatory Powers Commissioner’s Office (“IPCO”), who now exercise the oversight previously exercised by the Office of Surveillance Commissioners (“OSC”). This represents evidence of the Council’s compliance with the law and the Scottish Ministers’ Code of Practice. 2.5 Duration, renewal, review and cancellation of authorisations An authorisation for directed surveillance lasts for three months. The authorising officer should note the time and date of the grant/refusal of the application on the relevant form. However, if the reasons justifying carrying out the surveillance cease to apply, then the authorisation should be cancelled and the cancellation form forwarded to the Head of Corporate Governance for filing on the central register. If surveillance is to be continued for longer than the original period authorised, it is necessary to have a renewal authorised. The tests applicable to renewals are identical to those for initial applications. A renewal will take effect at the time at which an authorisation would have ceased to have effect but for the renewal. An application for renewal should not be made until shortly before the authorisation period is drawing to an end. Authorisations may be renewed more than once, if necessary, provided they continue to meet the criteria for authorisation. Authorisations for the conduct or use of a CHIS run for twelve months. The ongoing security and welfare of the source, even after cancellation of the surveillance, should be considered before an authorisation is granted, on review and prior to any renewal. Applications for the renewal of the conduct or use of a CHIS should not be granted unless the authorising officer is satisfied that a review has been carried out of the use made of the source during the period since the grant, the task given to the source during that period and the information obtained from the conduct or use of the source and the authorising officer has considered the results of such a review. The authorisation should be cancelled if the person who granted or last renewed an authorisation is satisfied that the authorised conduct is no longer required or no longer satisfies the purpose for which it is granted. Regular reviews of authorisations should be undertaken to assess the need for the surveillance to continue. The results of a review should be recorded on the central record of authorisations. Authorisations should be reviewed frequently where the surveillance provides access to confidential information or involves collateral intrusion. The Authorising Officer should determine how often a review should take place. This should be as frequently as is considered necessary and practicable Page 103 of 271
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Page 10 of 14 2.6 When is covert surveillance appropriate? Before an application is granted, the authorising officer must be satisfied that the surveillance is necessary, that the action is proportionate with what it seeks to achieve and that the aim could not have been achieved by any other means. There is no “one size fits all” formula for considering whether an authorisation should be granted. Each application for an authorisation must be carefully considered by an Authorising Officer on its own merits and can only be authorised when the particular circumstances justify use of covert surveillance. By its very nature, covert surveillance intrudes on people’s privacy and so, the Authorising Officer must be satisfied that there is a necessity to use this. There must be an identifiable offence to prevent or detect before an authorisation can be granted. It should therefore be regarded as a final option, only to be considered when all other methods have either been tried and failed, or where the nature of the activity the surveillance relates to is such that it can be reasonably concluded other action will be able to acquire the information being sought. Thus, for example, if a vending machine is regularly being broken into, consideration should be given to installing overt CCTV cameras with appropriate signage before installing hidden cameras. Any use of covert surveillance must be proportionate to the objective being pursued. 2.7 Is use of social media and internet by Council officers covert surveillance? 2.7.1 Officers must not assume that because monitoring and research of activities via the internet and social networking sites e.g. purchase of illicit goods by Trading Standards officers or monitoring by fraud investigators, is routine or easy to conduct, that no authorisation is needed for this. 2.7.2 Social networking sites are designed to enable users to create profiles and form relationships with other users within that site. Profiles will have varying levels of access and disclosure which are controlled by the user and website administrator e.g. all content may be publicly available or some may be restricted to ‘friends’. Not all social networking sites work in the same way and so, care must be taken by officers to understand how the sites being used operate. Where privacy settings/access controls are applied to social media sites, the author has a legitimate expectation of privacy. If there is any covert use made of internet or social networking sites (i.e. the other party does not know that the enquirer is a Council employee) to support a particular investigation or operation, particularly where any privacy settings are passed, then an authorisation should be considered. If there is any covert use made of internet or social networking sites (i.e. the other party does not know that the enquirer is a Council employee) to support a particular investigation or operation, particularly where any privacy settings Page 104 of 271
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Page 11 of 14 are passed, then an authorisation for directed surveillance should be considered. Where a relationship is established or maintained for the covert purpose of obtaining private information, an authorisation for a CHIS should be considered. 2.7.3 However, officers should not assume that viewing “open source” materials, where there are no such controls in place, for the purposes of an investigation will never require an authorisation because this is publicly available. Repeat viewing of this information may require an authorisation, depending on the circumstances, as this becomes targeted and focused and provide a pattern of lifestyle. Although officers may make overt use of publicly available information, advice should be obtained from the Managing Solicitor (DPO) before repeated viewing of social media sites for investigatory purposes, as targeting users can render overt use covert. 2.7.4 Officers should not set up a false identity for a covert purpose without first obtaining an authorisation. Photographs of other people should never be used without their permission. 2.7.5 Officers must never adopt the identity of a person known to users of the site without explicit permission and without considering the protection of that person. 2.7.6 Internet searches carried out on the Council’s behalf by a third party may still require an authorisation. Proportionality Proportionality is a concept of human rights fully designed to ensure that measures taken by the state (and its public authorities, such as the Council) which impact on the rights of citizens are kept within proper bounds. It means that if the same legitimate end can be reached by means of less intrusion on people’s rights, or none at all, then the less intrusive option should be taken. There should also be a reasonable relationship between the seriousness of the issue being addressed and the degree of intrusion into people’s rights, although it is insufficient to simply assert that the ‘seriousness’ of the crime justifies any or every method available. Covert surveillance involves a potentially serious breach of an individual’s right to privacy. Compelling reasons are therefore required to justify this, particularly if the surveillance is to continue for an extended period. Thus surveillance of a staff member on sick leave is likely to be disproportionate if all that is being assessed is a possibly fraudulent claim for a very small amount of statutory sick pay, but it may be proportionate when detecting a fraudulent legal claim against the Council for thousands of pounds. It is useful to consider how serious the breach sought to be rectified is. For criminal offences the potential sentence may be a useful guide. However, many regulatory offences, while attracting only very small fines, are designed to Page 105 of 271
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Page 12 of 14 prevent potentially life threatening occurrences (such as sale of dangerous goods or contaminated food, or the overcrowding of licensed premises). Such factors weigh in favour of surveillance being proportionate. Guidance from the OSC indicates that four elements of proportionality should be considered:- Balancing the size and scope of the operation against the gravity and extent of perceived mischief; Explaining how and why the methods to be adopted will cause the least possible intrusion on the target and others; That the activity is an appropriate use of the legislation and the only reasonable way, having considered all others, of obtaining the necessary result and Evidencing what other methods had been considered and why they were not implemented. 2.8 Confidential material and collateral intrusion Confidential material covers a number of areas: professional legal advice, health information, spiritual counselling, journalistic material and material held under an obligation of confidentiality. So far as possible, surveillance operations should be designed so as to minimise or eliminate the possibility of confidential information being acquired. If confidential information is in fact acquired, special care should be taken to avoid unnecessary disclosure of it. If there is any likelihood that confidential information will be acquired, the authorisation should be granted by the Chief Executive. Collateral intrusion refers to the fact that very often surveillance operations will inadvertently intrude on the privacy of persons other than those at whom the operation is directed. Operations should be planned so as to minimise or eliminate so far as possible the risk of collateral intrusion, and the extent to which it remains is a factor to consider when determining the proportionality of the operation. 2.9 Surveillance by other public authorities and external partners Council officers are occasionally asked to assist in surveillance operations being conducted by other public authorities such as the police, the Benefits Agency, Customs and Excise etc. In such cases, it is for the organisation seeking assistance from the Council to ensure that it has appropriate authorisations in place. These authorisations should be shown to Council staff involved or written confirmation should be given that the authorisations have been duly granted. If the Council is carrying out its own surveillance as part of a joint operation, however, Council officers should arrange for its own authorisations to be put in place too. The OSC have, in the past, indicated that they would prefer one public authority to take the lead in joint operations and for authorisations to be made all inclusive, where possible. There may be occasions when the Council wishes to engage a third party in to Page 106 of 271
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Page 13 of 14 conduct covert surveillance on its behalf. When a person who is not an employee of the Council is authorised to conduct covert surveillance on behalf of the Council, he is an agent of the Council. In any such case, the Authorising Officer should obtain written acknowledgement of this agency arrangement and confirmation that the agent will comply with the authorisation. 2.10 Data Assurance Data assurance refers to the process that ensures appropriate safeguards are in place for all data obtained from the use of RIPSA. Security and retention of documents Documents created under this procedure are highly confidential and shall be treated as such. The Head of Corporate Governance, as SRO, shall ensure that the central register is kept secure and shall make proper arrangements for the retention and destruction of documentation in accordance with the requirements of the Data Protection law and the Code of Practice. It should be noted that refusals, as well as approved applications, must be retained. The Code of Practice states that although retention of authorisations is required for at least three years from the ending of the authorisation, or longer, if required for ongoing proceedings, retention for five years is recommended to ensure that no records are destroyed until a Surveillance Commissioner has had an opportunity to see them. The Council adheres to this five year retention period. In accordance with previous guidance issued by the OSC, documents will be inspected periodically by the Head of Corporate Governance, to ensure that consistent approach is being adopted by different Council Services. As IPCO now has oversight of RIPSA compliance, they have statutory powers of inspection and all records in the Council’s central register (applications, authorisations, cancellations and refusals) must be available for inspection. Security and retention of data obtained Data obtained under RIPSA must be stored securely and should be retained for no longer than is necessary. Authorising Officers must be satisfied, when authorising and cancelling surveillance, that appropriate arrangements are in place for the secure retention, review and disposal of this. 2.11 Training Each Service is responsible for ensuring that their staff receive adequate training to deal with the authorisation process and any enquiries. Training, advice and guidance is available, as required, from Legal and Democratic Services. 2.12 Public Access Page 107 of 271
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Page 14 of 14 Copies of the Policy and Codes of Practice will be made available to the public on request. 2.13 Complaints In the event of any member of the public being unhappy or dissatisfied with the conduct of any covert surveillance, in addition to the Council’s complaints procedure, they have the right to complain to the Investigatory Powers Tribunal. Copies of the Complaints Procedure will be made available to the public by post or e-mail, on request. Page 108 of 271
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Appendix A 1 H:\RIPSA- Q & As 2 USE OF A COVERT HUMAN INTELLIGENCE SOURCE (CHIS) Questions and Answers 1. Q: What is a CHIS? A: A CHIS is a person who establishes a relationship with another person for the covert purpose of obtaining information e.g. when acting undercover or when dealing with informants. 2. Q: Why is it important to have a proper authorisation in place for use of a CHIS? A: Admissibility of evidence depends on whether evidence is fairly and lawfully obtained. An authorisation will provide lawful authority for use of a source. 3. Q: When is it necessary to obtain an authorisation for use or conduct of a CHIS? A: Officers should obtain an authorisation where the use or conduct of a source is likely to interfere with a person’s right to privacy, whether or not that person is the actual subject of the investigation or operation. 4. Q: Is an authorisation for a CHIS needed in relation to test purchases? A: If a Council officer, or someone acting on his behalf, makes a straightforward test purchase no authorisation is required e.g. If an officer or a juvenile purchases cigarettes from a retailer. This is due to the fact that there is unlikely to be a breach of privacy as the officer or juvenile is simply entering the shop in the same way as any other customer. If, however, the officer or the juvenile develops a relationship with the person from whom he is purchasing to elicit further information, it is likely that an authorisation for a CHIS will be necessary. Alternatively, if the shopkeeper is placed under covert surveillance by the use of a device an authorisation for directed surveillance will be more appropriate. 5. Q: Is a member of the public who volunteers information a CHIS? A: There is no ‘one size’ fits all when deciding whether an authorisation for a CHIS is needed. This will depend on the specific circumstances of any given case. However, officers must know when to seek advice on this. Particular care should be taken when a member of the public is Page 109 of 271
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Appendix A 2 H:\RIPSA- Q & As 2 acting as an informant. If information is simply volunteered, no application for CHIS is required, as there is no relationship established or maintained for the purposes of obtaining that information covertly. However, if the member of the public is asked to make contact or maintain an existing relationship to obtain information, an authorisation for CHIS will be needed, as he/she is establishing or maintaining a relationship to covertly obtain private information. In such cases, sufficient safeguards, as outlined in 2.2.2 of the Surveillance Policy, must be in place to protect the source and consideration must be given to the risk of reprisals if the information covertly supplied is used as a basis for further action. Services should consult Legal and Democratic Services before using any information obtained in this way. 6. Q: What about concerned relatives who report issues to Children’s Services? Once again, this will depend on the circumstances of the case. Social workers, for example, frequently act on information supplied, often in confidence by relatives of a child. No authorisation is need for this. However, should contact become repeated and regular, this should be kept under review and advice sought, as necessary. Whilst Children’s Services exercise their statutory powers and duties overtly, staff should be aware of the difference between overt and covert surveillance. 7 Is an authorisation for a CHIS needed if internet or social networking sites are used by officers for research or investigation? A: Do not assume that because monitoring and research of activities via the internet and social networking sites e.g. purchase of illicit goods by Trading Standards officers or monitoring by fraud investigators, is routine or easy to conduct, that no authorisation is needed for this. Social networking sites are designed to enable users to create profiles and form relationships with other users within that site. Profiles will have varying levels of access and disclosure which are controlled by the user and website administrator e.g. all content may be publicly available or some may be restricted to ‘friends’. Not all social networking sites work in the same way and so, care must be taken by officers to understand how the sites being used operate. Where privacy settings/access controls are applied to social media sites, the author has a legitimate expectation of privacy. If there is any covert use made of internet or social networking sites (i.e. the other party does not know that the enquirer is a Council employee) to support a particular investigation or operation, particularly where any privacy settings are passed, then an authorisation for directed surveillance should be considered. Where a relationship is established or maintained for the covert purpose of Page 110 of 271
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Appendix A 3 H:\RIPSA- Q & As 2 obtaining private information, an authorisation for a CHIS should be considered. Officers should not assume that viewing “open source” materials, where there are no such controls in place, for the purposes of an investigation will never require an authorisation because this is publicly available. Whilst an authorisation may not be required for single viewing of publicly available information, repeat viewing of this information may require an authorisation, depending on the circumstances, as this becomes targeted and focused. Although officers may make overt use of publicly available information, advice should be obtained from the Managing Solicitor (Information Governance) before repeated viewing of social media sites for investigatory purposes, as targeting users can render overt use covert. 8. Will obtaining an authorisation mean that there is no breach of human rights? A: Interference with the Article 8 ECHR right to privacy can only be justified if it is lawful, necessary and proportionate. It is therefore essential that the authorisation is necessary for one or more of the lawful grounds for surveillance listed at Answer 9. Proportionality involves balancing the right of the person or persons whose privacy is being infringed with the greater good. The use of a CHIS will not be proportionate if the information which is sought could reasonably be obtained by other, less intrusive, means. 9. Q: What are the lawful grounds for use of a CHIS? A: The lawful grounds are:- Prevention and detection of crime or disorder; Public safety; Protection of public health; Any other purpose prescribed in an order made by the Scottish Ministers 10. Q: What about other people i.e. people who are not the subject of the surveillance? A: Authorising officers must take into account the risk of intrusion into the privacy of people who are not the subject of the investigation i.e. collateral intrusion. Measures should be taken, where practicable, to avoid unnecessary intrusion into the lives of those not directly Page 111 of 271
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Appendix A 4 H:\RIPSA- Q & As 2 connected with the operation or investigation. The application for use or conduct of a CHIS should include an assessment of the risk of any collateral intrusion and the authorising officer should take this into account when considering the proportionality of the use and conduct of a source. 11. Q: What if there is unexpected collateral intrusion? A: If the investigation or operation unexpectedly interferes with the privacy of individuals who are not covered by the authorisation, the authorising officer should be informed. If there is a possibility that the original authorisation may be insufficient, consideration should be given to whether a new authorisation is required. 12 Q: What about the wider community? A: Authorising officers and officers applying for authorisations will also need to be aware of any particular sensitivities in the local community where the source is being used and of similar activities being undertaken by other public authorities which could impact on the deployment of the source e.g. police. Consideration should be given to any adverse impact on community confidence or safety that may result from the use or conduct of a source or of information obtained from that source. If an authorising officer considers that conflicts may arise, they should consult a senior officer within the police force area in which the source is deployed. In addition, the authorising officer should make an assessment of any risk to a source in carrying out the conduct in the proposed authorisation. 13. Q: What if there is a need to carry out surveillance on a potential source? A: It may be necessary to deploy directed surveillance against a potential source in order to assess their suitability for recruitment. In such cases, an authorisation for a CHIS authorising an officer to establish a covert relationship with a potential source could be combined with a directed surveillance authorisation so that both the officer and the potential source could be followed. 14. Q: What about “confidential information”? A: Confidential information includes matters subject to legal privilege, confidential personal information and confidential journalistic material. RIPSA does not provide any special protection for such information. However, particular care should be taken in cases where the subject of Page 112 of 271
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Appendix A 5 H:\RIPSA- Q & As 2 the investigation or operation might reasonably expect a high degree of privacy, or where confidential information is involved. In cases where the use or conduct of a CHIS is likely to result in confidential information being acquired, authorisations must be granted by the Chief Executive. Where there is any doubt as to the handling and dissemination of confidential information, advice should be sought from Legal Services. 15. Q: Can a vulnerable individual be authorised as a CHIS? A: A “vulnerable individual” is a person who is or who may be in need of community care services by reason of mental or other disability, age or illness and who is unable to take care of himself, or unable to protect himself against significant harm or exploitation. Any such individual should only be authorised to act as a source in the most exceptional circumstances. In any such cases, authorisations must be granted by the Chief Executive. 16. Q: What about juvenile sources? A: There are special safeguards in relation to the use or conduct of juvenile sources i.e. sources under the age of 18 years and some additional rules for under 16s. On no occasion should the use or conduct of a source under 16 years of age be authorised to give information against his parents or any person who has parental responsibility for him. Officers must ensure that an appropriate adult is present at any meeting with the source if the source is under 16 years old. When dealing with juvenile sources i.e. under 18s, a full risk assessment considering the nature and magnitude of any risk of physical injury to the source arising in the course of, or as a result of carrying out the conduct described in the authorisation must be identified and evaluated. The nature and magnitude of any risk of psychological distress to the source must also be identified and evaluated. Any such risks must be justified and properly explained to and understood by the source and the officer granting or renewing the authorisation must know whether the relationship to which the conduct or use would relate is between the source and a relative, guardian or person with responsibility for the source’s welfare. If it is, particular consideration must be given to whether the authorisation is justified in light of that fact. 17. Q: How long will an authorisation for a CHIS last? Page 113 of 271
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Appendix A 6 H:\RIPSA- Q & As 2 A: An authorisation for a CHIS relating to juveniles will only last for one month. In urgent cases an authorisation is valid for 72 hours. Authorisations may be granted orally for urgent cases, but officers should only authorise on this basis in exceptional circumstances. In all other cases, an authorisation is valid for 12 months. 18. Q: What about renewals? A: Before an authorising officer renews an authorisation, he must be satisfied that a review has been carried out of the use of a CHIS. This review should include the use made of the source during the period of authorisation, the task given to the source and the information obtained from the source. The results of a review should be recorded on the relevant review form. Authorisations should be reviewed frequently where the use of a source provides access to confidential information or involves collateral intrusion. It is for the authorising officer to determine how often a review should take place. However, this should be as frequently as is considered necessary and practicable. If at any time before an authorisation would cease to have effect, the authorising officer considers it necessary for the authorisation to continue, he may renew it in writing for a further period of 12 months. Renewals may also be granted orally in urgent cases and last for a period of 72 hours. The renewal will take effect at the time at which the authorisation would have ceased to have effect but for the renewal. An application for renewal should not be made until shortly before the authorisation period is drawing to an end. Authorisations may be renewed more than once, if necessary, provided they continue to meet the criteria for authorisation. 19. Q: Why are cancellations important? A: The authorising officer who granted or renewed the authorisation must cancel it if he is satisfied that the use or conduct of the CHIS no longer satisfies the criteria for authorisation or that satisfactory arrangements for the source’s case no longer exist. Where the authorising officer is no longer available, this duty will fall on the person who has taken over the role of the authorising officer or who is acting as authorising officer. Where necessary the safety and welfare of the source should continue to be taken into account after the authorisation has been cancelled. 20. Q: How do I manage a source? Page 114 of 271
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Appendix A 7 H:\RIPSA- Q & As 2 A: Tasking - tasking is the assignment given to the source asking him to obtain information, to provide access to information or to otherwise act for benefit of the Council. Authorisation is required prior to any tasking where this requires the source to establish or maintain a personal or other relationship for a covert purpose. The officer obtaining the authorisation will have day to day responsibility for:- dealing with the source on behalf of the Council; directing the day to day activities of the source; recording the information supplied by the source; and monitoring the source’s security and welfare In some cases, the tasking given to a person will not require the source to establish a personal or other relationship for a covert purpose, e.g. a Trading Standards Officer may be involved in the test purchase of items which have been labelled misleadingly or are unfit for consumption. In such cases, it is for the officers involved to determine where, and in what circumstances, such activity may require authorisation (see also Question 4). If in doubt, advice should be obtained from the Managing Solicitor (DPO). It is not the intention authorisations are so narrow that a separate authorisation is required each time that a source is tasked. An authorisation may cover, in broad terms, the nature of the source’s task. If this changes, then a new authorisation may be needed. It is difficult to predict exactly what might happen each time a meeting with a source takes place, or the source meets the subject of an investigation. There may be occasions when unforeseen action or undertakings occur. When this happens, this must be recorded as soon as practicable after the event and, if the existing authorisation is insufficient, it should be cancelled and a new authorisation should be obtained before any further action is carried out. Similarly, where it is intended to task a source in a new way or a significantly greater way than previously identified this must be referred to the authorising officer, who should consider whether a separate authorisation is needed. This should be done before any tasking and the details of such referrals must be recorded. 21. Q: What about the security and welfare of a source? Page 115 of 271
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Appendix A 8 H:\RIPSA- Q & As 2 A: When deploying a source, the Council should take into account the safety and welfare of that person, when carrying out actions in relation to the authorisation or tasking and to foreseeable consequences to others of that tasking. Before authorising the use or conduct of a source, the authorising officer should ensure that a risk assessment is carried out to determine the risk to the source and likely consequences should the role of the source become known. The ongoing security and welfare of the source, after cancellation of the authorisation, should also be considered at the outset. Any concerns about personal circumstances of the source should be brought to the attention of the authorising officer if they might affect:- the validity of the risk assessment; the conduct of the source; and the safety and welfare of the source The authorising officer should make a decision on whether or not to allow the authorisation to continue further to consideration of such matters. 22. Q: What is the link between intrusive surveillance and a source wearing or carrying a surveillance device invited into a house? A: The Council cannot authorise intrusive surveillance. Placing a surveillance device into residential premises of private vehicles is usually classed as intrusive. However, a CHIS wearing or carrying a surveillance device who is invited into residential premises or a private vehicle, does not require an additional authorisation to record any activity taking place inside those premises or vehicles which take place in his presence. Authorisation for the CHIS may be obtained in the usual way. Page 116 of 271
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: People Strategy 2021-26 (Revised Parenting Leave and Pay Policy) ___________________________________________________________________ 1. Summary 1.1 As part of our People Strategy ‘Our People Our Future 2021-2026’ approved by Members in March 2021, key work continues to be progressed by officers in relation to our HR&OD Policy Review Plan. The review plan helps to improve the workplace culture and staff experience by creating the right conditions for change, to deliver future modernised and sustainable services. 1.2 New and revised HR&OD policies will create the right supportive foundations to ensure they adequately empower and support the level of organisational and cultural change required. This policy review has incorporated our values and a has clear focus on flexibility, health and wellbeing, equality, diversity, and inclusiveness. 1.3 The purpose of this report is therefore to seek approval from members to implement the revised Parenting Leave and Pay Policy, attached at Appendix 1. 1.4 Consultation has taken place with the Trade Unions and Services and feedback has informed the development of this policy. The policy has been modernised and updated in line with best practice, our values and employment legislation. 1.5 Following approval from Members, additional guidance has been developed to support the implementation of this policy. This will be communicated to all managers and employees within the Council via the normal channels. ___________________________________________________________________ Item 12 Page 117 of 271
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2. Recommendations 2.1 It is recommended that members: Approve the revised Parenting Leave and Pay Policy attached at Appendix 1, which replaces the previous 2018 Policy. ___________________________________________________________________ 3. Background 3.1 The Council requires a highly skilled, flexible, adaptive, and motivated workforce committed to driving continuous improvement to achieve the Council’s vision and values and meet the needs of Renfrewshire’s communities. 3.2 The Council recognises that employees today have an increased need for greater flexibility around sharing parenting and family responsibilities. Accommodating changes to working arrangements and supporting personal commitments will continue to assist employees to reach their full potential and achieve greater flexibility, whilst continuing to provide a modern and efficient service to the residents of Renfrewshire. 3.3 This revised policy provides a range of provisions, offering leave, pay and flexibility to support our colleagues when they need it most, to help them achieve a better balance between working and mitigate the impact of other commitments, in particular, parenting responsibilities. 3.4 We aim to place a much wider and prioritised focus on evolving our culture, by ensuring ‘our values’ are embedded within everything we do, encouraging engagement and improving communication to ensure our colleagues feel valued and informed. We will continue our journey to improve the workplace experience by creating an environment where our people who have experienced trauma can return to work, feeling safe and supported. 3.5 Through the implementation of this policy, the Council will promote and encourage colleagues to fully utilise all the supportive provisions available. 4 Revised Parenting Leave & Pay Policy 4.1 The Council recognises that its workforce is diverse, with female employees accounting for approximately three quarters of the overall workforce, with most being working parents. 4.2 The revised Parenting Leave & Pay Policy, attached at Appendix 1, provides information and awareness of the types of parenting leave and pay entitlements available for all employees with parenting responsibilities. It will offer flexibility to employees at particular stages of their lives and encourage the sharing of parenting responsibilities. Page 118 of 271
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4.3 The policy provides leave and associated pay relating to: Anti-natal, Maternity, Adoption and Surrogacy; Paternity; Shared Parental Leave; Parental Leave; Parental Bereavement Leave; Neonatal Care 4.4 The key changes in the policy are: 4 Weeks’ Paternity Leave (already available in the current policy) which can now be taken as separate one-week blocks within the first 52 weeks following the birth of the child/placement for adoption; Up to 12 weeks leave and statutory pay for Neonatal Care Leave; Up to 2 weeks leave and statutory pay for Parental Bereavement Leave; Equal surrogacy rights for employees in relation to Maternity and Paternity leave and pay provisions; Promoting that the Council is now a ‘Breastfeeding Friendly Scotland employer’, with key provisions in place for expressing and training/awareness available for managers and employees across the Council; Employment protection rights have been extended to cover employees who are pregnant and those on Maternity/Adoption/Share Parental Leave for 18 months following the date the Council is notified of the pregnancy. This includes first refusal for suitable redeployment opportunities during service reviews. ___________________________________________________________________ Implications of the Report 1. Financial - Revised policy contains a new provision for Neonatal Care Leave and up to 12 weeks statutory pay for employees with at least 26 weeks’ continuous service. Provisions included for up to 2 weeks paid Parental Bereavement leave, at statutory pay rate. Costs associated with these provisions will be met within existing service budget lines. 2. People & Organisational Development – People & OD will provide advice and guidance to managers and colleagues with interpreting and applying the entitlements and supports within this policy. 3. Community/Council Planning – None. 4. Legal – These policies have been prepared in accordance with current employment legislation. 5. Property/Assets – None Page 119 of 271
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6. Information Technology – As outlined in the report. 7. Equality & Human Rights The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. The information contained within the Equality and Human Rights Impact assessment demonstrates positive impacts for all parenting groups as well as full compliance with our statutory provisions. 8. Health & Safety - As outlined in the report. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact – None. 12. Climate Risk – None. 13. Children’s Rights –Not applicable. 14. Cosla Policy Position – Not applicable. _______________________________________________________ List of Background Papers None ___________________________________________________________________ Author: Eddie Simpson, Strategic Lead Partner (Organisational Development) eddie.simpson@renfrewshire.gov.uk Page 120 of 271
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2 Contents Page Number 1. Introduction 3 2. Purpose of the policy 3 3. Scope 4 4. Responsibilities 4 5. Ante-natal Leave and Pay 4 6. Maternity, Adoption and Surrogacy Leave and Pay 4 7. Maternity, Adoption and Surrogacy Support Leave and Pay 5 8. Paternity Leave and Pay 6 9. Shared Parental Leave and Pay 7 10. Parental Leave 7 11. Neonatal Care Leave and Pay 7 12. Parental Bereavement Leave 8 13. Additional Supportive Leave 8 14. Redeployment Rights 8 15. Confidentiality 9 16. Equality and Human Rights Impact Assessment 9 17. Monitoring and Review 9 Page 122 of 271
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3 1. Introduction 1.1 We are working to be the most supportive, caring and inclusive employer we can be. We want to provide you with a workplace where you feel safe, valued and listened to, a place where you will have a good experience each day and feel supported to achieve your own goals and aspirations, helping you to reach your full potential. We want to support you with parenting responsibilities to achieve a better balance between your life inside and outside of work. 1.2 Wherever you are employed in the Council, the work you carry out every day matters to the communities and colleagues we serve, and without it, we cannot deliver essential services to our communities or achieve our Council vision and values. 1.3 The Parenting Leave Policy is designed to offer you support and flexibility at particular stages in your life, encouraging shared parenting responsibilities between both parents and supporting the Council to address its gender pay gap priorities. 1.4 This policy covers leave and pay provisions relating to: Ante-natal. Maternity, Adoption and Surrogacy Paternity Shared Parental Leave Parental Leave Neonatal Care Parental Bereavement 1.5 Depending on the type of leave and pay entitlements, requests approved will be pro- rated in line with your working hours/work pattern. For example, if you only work on Mondays and Tuesdays, then one week of leave is 2 days. 1.6 To ensure fair, inclusive and consistent implementation of this policy, including eligibility criteria, pay rates as well as requesting and approval processes, supporting guidance will be available on the Council’s intranet and from the People & OD Team. 2. Purpose of the Policy 2.1 The purpose of the policy is to outline the Council’s parenting leave and pay provisions available to the workforce, which supports and encourages our people to share parenting responsibilities. The policy aims to: Support employees who have parenting responsibilities and help them achieve a better balance between working and parenting commitments; Provide information and raise awareness of the different types of parenting leave available in the Council, eligibility criteria and the associated pay rates; Meet all legislative employment requirements and demonstrate best practice; Apply fair, inclusive and consistent requesting and approval processes; Page 123 of 271
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4 Support the Council’s workforce planning, and gender pay priorities. 2.2 This policy complements other Council policies such as Flexible Working, Supportive Leave, Pregnancy Loss, Respect at Work, and Equality & Diversity. 3. Scope 3.1 This policy applies to all Council employees, excluding Teaching staff where separate procedures are in place. Advice and guidance on this and other leave provisions are available from the People & Organisational Development (OD) team. 4. Responsibilities 4.1 Managers, Elected Members, People & OD, Customer and Business Services and the Trade Unions all have a part to play in ensuring the principles of this policy are applied effectively. Responsibilities are outlined in the Parenting Leave and Pay Supporting Guidance. 5. Ante-natal Leave and Pay 5.1 Antenatal leave is available to employees, which allows pregnant employees and the father, partner or intended parent, the ability to request reasonable paid time off to attend ante-natal care appointments including parentcraft and dental. You can request this leave using Business World. 6. Maternity, Adoption and Surrogacy Leave and Pay 6.1 You are entitled to take up to 52 weeks Statutory Maternity Leave or Adoption Leave from day one of your employment. 6.2 You do not have to take 52 weeks Maternity Leave however the mother is required by law to take the first 2 weeks leave after the baby is born. This is called Compulsory Maternity Leave. 6.3 Maternity and Adoption leave is made up of: 26 weeks Ordinary Maternity Leave or Ordinary Adoption Leave (OML/OAL) and; 26 weeks Additional Maternity Leave or Additional Adoption Leave (AML/AAL). 6.4 If you have 26 weeks or more continuous service at the 15th week before Expected Week of Childbirth/Expected Week of Adoption (EWC/EWA), you will receive Occupational Maternity Pay or Ordinary Adoption Pay (OMP/OAP) and Statutory Maternity Pay or Statutory Adoption Pay (SMP/SAP) at the following rates: Week 1-6 6 weeks at 90% of a week’s pay, including SMP where eligible. Page 124 of 271
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5 Week 7-18 12 weeks at 50% of a week’s pay plus the lower rate of SMP provided earnings do not exceed normal pay. Week 19-39 21 weeks at the SMP rate. Week 40-52 Unpaid 6.5 If you have less than 26 weeks continuous service at the 15th week before the EWC/EWA, you will not be eligible for either OMP/OAP or SMP/SAP. However, you may be entitled to receive up to 39 weeks of Maternity Allowance or Adoption Allowance payable by the Government. 6.6 If you are a surrogate or intended parent and apply for a parental order in respect of the child within 6 months of the birth, and you expect the order to be granted, you are entitled to take leave in line with the maternity, adoption and Surrogacy leave and pay provisions at section 6.4 above. 6.7 Payments made by the Council during Maternity Leave or Adoption Leave which are over and above your statutory entitlement are made on the understanding that you will return to employment with the Council for a period of at least 3 months. SMP/SAP payments made to you would not be recovered. 6.8 You should inform your line manager that you are pregnant as soon as you are happy to do so and no later than the 15th week before the EWC/EWA. At this time, a maternity risk assessment for new and expectant mothers will be completed by your line manager. 6.9 You should request Maternity Leave on Business World and attach the required documentation such as your MATB1 form, Matching Certificate and /or Parental Order, when available. 6.10 During your Maternity or Adoption Leave, you can choose to work up to 10 days which can worked in agreement with your line manager throughout the year. These are called Keeping in Touch (KIT) days. The hours you work on an agreed KIT day will be paid at your normal rate of pay. This will not affect your statutory entitlements. 6.11 We are a Breastfeeding Friendly Scotland employer. We support and encourage colleagues who wish to continue to breastfeed or express milk in the workplace (including milk to be donated). We will encourage flexible arrangements so that you can breastfeed and will provide suitable facilities so you can express milk and store it. We will raise awareness of the facilities available at work locations. You should discuss any requirements should you feel comfortable to do so with your line manager. 7. Maternity, Adoption and Surrogacy Support Leave and Pay 7.1 Maternity, Adoption and Surrogacy Support Leave of up to a maximum of 1 weeks’ paid leave (pro-rated) can be requested by fathers, partners, or intended parents who have less than 26 weeks continuous service with the Council or around the time of the birth or adoption placement/match. In addition, Maternity, Adoption and Surrogacy Page 125 of 271
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6 Support Leave of up to a maximum of 1 weeks’ paid leave will also be available to request for a nominated carer of an expectant mother, adopter, or intended parent at or around the time of the birth or adoption placement/match. This will enable nominated carers to assist in the care of the child and provide support to the mother, primary adopter, or intended parent. 7.2 You may take this leave during the period from 1 week before the EWC/EWA and up to 3 weeks after the birth, match, or placement for adoption. 7.3 When you request Maternity, Adoption and Surrogacy Support Leave you must provide your line manager with evidence that you are a nominated carer for the child. This evidence must be either confirmation from your GP or a birth certificate confirming the child’s date of birth and a declaration from the person you are supporting. Leave will only be approved once this evidence is provided. 7.4 Maternity, Adoption and Surrogacy Support Leave is not available to fathers, partners or intended parents who access paid Paternity Leave provisions. 8. Paternity Leave and Pay 8.1 If you are responsible for your child’s upbringing and wish to take time off work to care for your child or support the primary adopter of your child, you can request paid Paternity Leave. 8.2 You can request up to a maximum of 4 weeks Paternity Leave if you have 26 weeks continuous service with the Council at the start of the 15th week before the EWC/EWA and are either: A biological father; A partner or husband who is not the baby’s biological father; A mother’s female partner or civil partner in a same sex couple; A partner/husband/wife of a person adopting a child; A partner/civil partner of a person adopting a child; the intended parent (if you are having a baby through a surrogacy arrangement) 8.3 You will be paid at 100% of a weeks’ pay for the first week, followed by 3 weeks paid at 90% of a weeks’ pay (including SPP). This can be taken consecutively or in separate one-week blocks at any point in the first 12 months following the birth of your child or after placement for adoption. You get the same amount of leave even if you have more than one child, for example, twins. 8.4 You will need to provide 4 weeks’ notice for each period of Paternity Leave and submit your request on Business World. You can vary the dates if you give at least 4 weeks’ notice of the variation. We recognise that notice periods for Adoption Leave will vary due to the inherent fluctuations in the adoption process. Page 126 of 271
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7 9. Shared Parental Leave and Pay 9.1 Shared Parental Leave allows eligible mothers, fathers, partners, and adopters to choose how to share time off work after their child is born or when placed with them for adoption. This provides you with more flexibility in how to share the care of your child in the first year following birth or adoption. You can decide to be off work at the same time as your partner and/or take it in turns to have periods of leave to look after your child. You can share up to 50 weeks of leave and up to 37 weeks of pay between you and your partner. 9.2 To be eligible for Shared Parental Leave, both parents must meet the requirements set out in the Supporting Guidance. Shared Parental Leave will be paid in line with the Council’s current Maternity and Adoption Pay provisions. 9.3 During your Shared Parental Leave, you can choose to work up to 20 days. These are called Shared Parental Leave in Touch (SPLIT) days, which can be worked in agreement with your line manager throughout the year. The hours you work on an agreed SPLIT day will be paid at your normal rate of pay. This will not affect your statutory provisions. 10. Parental Leave 10.1 Parental Leave is an additional entitlement and allows parents to request up to 18 weeks’ unpaid leave, per child up to their 18th birthday, to look after their child’s welfare. You can request up to a maximum of 4 weeks’ unpaid parental leave for each child in a 12-month period. You must take parental leave as whole weeks, for example, 1 week or 2-week blocks and you can request this leave using Business World. 11. Neonatal Care Leave & Pay 11.1 Neonatal Care Leave is available to support you if your child is receiving or has received neonatal care within the first 28 days after the day of their birth and for a continuous period of at least 7 days. This leave is available from day one of your employment. 11.2 You are entitled to request 1 weeks’ leave for every 7 days your child spends in neonatal care up to a maximum of 12 weeks leave. This leave can be used within the first 68 weeks of your child’s birth but not at the same time as any other leave you may be taking such as Maternity Leave. 11.3 If you have 26 weeks or more continuous service with the Council you will receive Statutory Neonatal Care Pay throughout the leave period. If you have less than 26 weeks continuous service, you will not be eligible for Statutory Neonatal Care Pay. 11.4 You can request this leave using Business World. Page 127 of 271
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8 12. Parental Bereavement Leave 12.1 Losing a child is an unimaginable trauma. Parental Bereavement Leave is available to you if you lose a child under the age of 18 or suffer a stillbirth after 24 weeks of pregnancy. This leave is available from day one of your employment. Your manager will also provide you with any additional support or assistance you may need. We will continue our journey to improve the workplace experience by creating an environment where our people who have experienced trauma can feel safe and have a sense of control to re-engage and return to productivity. 12.2 You are entitled to 2 weeks leave and this can be taken as a single block or as 2 separate weeks within 56 weeks of the date of the death or stillbirth. This leave is in addition to any other leave you may take and should not be taken at the same time. 12.3 If you have 26 weeks or more continuous service with the Council you will receive Statutory Parental Bereavement Pay throughout the leave period. If you have less than 26 weeks continuous service, you will not be eligible for Statutory Parental Bereavement Pay. 13. Additional Supportive Leave 13.1 You can request a period of unpaid supportive leave, up to a maximum of 1 year to support any of the above leave provisions. 13.2 Your Head of Service may approve unpaid supportive leave if your service is able to cover the duties of your post, without serious disruption to the service or significant financial cost. 13.3 You can request this in writing to your Head of Service explaining the reasons for the request and the requested start and end date. 13.4 Additional leave may be available in line with other Council policies to support the above leave provisions. 14. Redeployment Rights 14.1 We will prioritise offers of suitable alternative employment to a wider range of employees where their roles no longer exist as part of a service review. Those who are away from work because they are on maternity, adoption or shared parental leave, already have this right. Under the regulations this right extends to cover the following: Pregnant employees - From the date you inform your manager that you are pregnant, until your maternity leave starts, or where the pregnancy ends and you are not entitled to maternity leave, until two weeks after the end of the pregnancy. On maternity or adoption leave - For 18 months from the date of birth or the date of placement for adoption. Page 128 of 271
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9 On shared parental leave – For 18 months from the date of birth or the date of placement for adoption, when taking a period of at least 6 weeks continuous leave. When taking less than 6 weeks continuous leave or discontinuous leave, the protected period will end on the last day of each period of leave taken. 15. Confidentiality 15.1 Information relating to Parenting Leave and Pay provisions will be recorded, maintained and processed confidentiality and securely by your service, line manager, People & OD and relevant partners. Information will not be divulged to any third parties without your written consent. 15.2 Information processed may include paper or electronic records and will be done so in line with the General Data Protection Regulation (Regulation EU 2016/679) (“GDPR”), the Privacy and Electronic Communications (EC Directive) Regulations 2003 (as may be amended by the proposed Regulation on Privacy and Electronic Communications) and any legislation that, in respect of the United Kingdom, replaces, or enacts into domestic law, or any other law relating to data protection, the processing of personal data and privacy as a consequence of the United Kingdom leaving the European Union. 16. Equality and Human Rights Impact Assessment 16.1 This policy has been impact assessed in line with the Council’s obligation to comply with the Equality Act 2010 and the Public Sector Equality Duty. 17. Monitoring and review 17.1 This policy will be reviewed regularly and in line with any legislative and organisational changes. The recognised trade unions will be consulted on any future changes to this policy. Page 129 of 271
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: People Strategy 2021-2026 – Council Workforce Demographics and People Metrics. ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to provide members with information on the Council’s Workforce demographics and people metrics for the period 1 April 2024 to 31 December 2024. 1.2 This report provides an overview of the current workforce profile and highlights the importance of utilising people metrics for effective evidence-based decision- making within the Council. A clear understanding of our workforce is crucial for workforce planning and future operational service delivery. 1.3 The Council’s Equality, Diversity and Inclusion metrics and Health and Safety metrics are not included in this report as they are reported separately to members of the board. ___________________________________________________________________ 2 Recommendations 2.1 The board is asked to note: The contents of this report. This report will be reported bi-annually for monitoring purposes. The next report will be submitted on 12 June 2025. This will detail quarter by quarter comparison data, with targeted interventions to drive improvements where necessary. ___________________________________________________________________ Item 13 Page 130 of 271
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3 Background 3.1 The Council recognises the importance of monitoring workforce data to inform on decisions that drive organisational performance, resilience and future strategic planning success. Our workforce data supports the Council with workforce planning, optimising efficient- allocation of resources, and supports employee development, leading to a more efficient and competent workforce. People metrics data identifies trends and informs new, innovative service delivery models. 3.2 Data-driven insights will help identify areas of high demand and ensures that the right skills are aligned with the right projects, enhancing overall efficiency. Regular analysis of workforce demographic information can also support the Council to drive its equality, diversity and inclusion agenda and monitoring, ensuring specific and targeted initiatives promote a supportive and inclusive working environment. 3.3 The diagram below is an extract from the Council’s people metrics data and provides an overview of the Council’s workforce profile as at December 2024. 3.4 Of the 8511 employees, around 70% live within the Renfrewshire area. The largest proportion of our workforce have permanent contracts of employment with an average length of service of 10 years, which indicates we have an experienced, committed, and talented workforce. 3.5 As the data highlights, our workforce is predominately female, with an average age of around 45 years. However, data highlights we have an aging workforce with 40% aged 50 or above. Page 131 of 271
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This presents the Council with future succession planning challenges around retaining key knowledge and skills, but also creates new opportunities to attract new and wider skills for the future in new and emerging disciplines, ensuring the Council remains competitive in the recruitment market and continues to proactively adapt to emerging trends. 3.6 To ensure the Council attracts and retains key talent, and remains competitive in the labour market, members will recall approving a revision to the Council’s pay and grading model back in 2021 for approximately 6500 local government employees. The revised model consolidated the Scottish Local Government Living Wage into the Council’s pay structure as the minimum hourly rate of pay. It restored the pay differentials between grades within the pay structure that had been eroded by recent increases in the level of the Living Wage. It removed all overlaps from the pay scales of adjacent grades in the structure, in accordance with best practice. It reduced the overall length of each pay scale, to a maximum of five incremental steps by year 2025. Since implementation, the Council’s Gender Pay Gap has reduced to 0.4% in favour of male. 3.7 A healthy balance of the Council’s workforce, around 41% work part time. As a result of the implementation of the Council’s revised Flexible Working Policy in June 2023, we have continued to increase our offering and balance of flexible working arrangements across the Council, which supports the health and wellbeing of our workforce and continues to promote a family-friendly and inclusive working culture. This growing pattern evidences our requirement to ensure we continue reviewing and implementing bold, modern, supportive, and inclusive HR & OD policies. 3.8 The Council’s retention rate for this reporting period ending December 2024 is a healthy 92.7%. During this reporting period, 634 people joined the Council and 614 employees left, with the main reasons for leaving being career advancement and normal age retirement. Continuing to closely monitor this data helps us better understand the reasons why people leave the Council’s employment, providing opportunities to listen to the workforce and implement any findings to improve our workplace experience. 4 Employee Relations (Absence, Disciplines, Grievances, Overtime and Training) 4.1 Absence 4.2 In line with the reporting requirements for Scottish Councils, absence is expressed as a number of workdays lost per full time equivalent (FTE) employee. The absence rate for the reporting period 1 April to 31 December was 9.78 days per FTE. The table below provides a breakdown of absence by each Council service, by quarter, with both Environmental, Housing and Infrastructure and Renfrewshire Health and Social Care Partnership experiencing higher levels of absence than the Council targets. Page 132 of 271
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Absence trends highlight that this has been a common pattern for a number of years due to the exposure our front-line service employees experience, in their daily operational roles. 4.3 The number of Council FTE days lost due to absence for the period 1 April to 31 December was 69,949.21 FTE days. The table below provides a breakdown of FTE absence days lost by each Council service, by quarter. 4.4 The 3 main reasons for our sickness absence throughout the reporting period continues to be Psychological, Musculoskeletal and Joint Disorders, and Stomach/Bowel/Blood and Metabolic Disorders, which are consistent with national trends. 4.5 To support employees with psychological and physical absences, the Council provides a range of supportive policies and services that employees can access or be referred to at an early stage for assistance, such as the Council’s Occupational Health Service Provider, People Asset Management Ltd (PAM). During the reporting period there were 2,236 appointments made, 35% were for mental health conditions and 25% were for musculoskeletal conditions and treatment. In the same reporting period, the Council’s employee assistance provider, Time for Talking (TFT) have offered 356 appointments, supporting mental health issues such as, anxiety, depression, self-worth, relationship/ family difficulties, and bereavement. 4.6 Members will also be aware that this board recently approved a revised Absence Policy and Health and Wellbeing Plan to support attendance at work, which continues to be implemented. The People & OD team are working with our 91 mental health first aiders (MHFA) across the Council to support our workforce by initially providing a safe space to discuss mental health concerns and available specialist support in areas such as financial or psychological wellbeing. Page 133 of 271
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4.7 The direct salary cost of absence (which is statutory sick pay and occupational sick pay) for the period 1 April to 31 December 2024, is £10.5m. £8.8m (84%) of this cost is relating to employees with long term absences (28 calendar days or more). The table below provides a breakdown by Council Service, by quarter. 4.8 Our data also suggests that absences continue to be impacted due to lengthier NHS treatment, medical intervention and specialist report waiting times. 4.9 Overtime Working 4.10 Overtime plays a critical role in the Council’s Day to day business operations, which offers several advantages, such as meeting ad-hoc increased service demands, seasonal peaks, short term projects like event planning, avoiding permanent recruitment costs. It can also support operational continuity in emergency situations where specialist skills are required. With careful workforce planning, the Council can use overtime to leverage these benefits while minimising risks such as employee fatigue and higher resourcing costs. 4.11 The table below highlights the level of overtime working across the Council and associated costs for the period 1 April to 31 December. Categories of overtime claimed are in line with conditions of service and include plain time, time and a half, and double time. The number of overtime hours claimed within the period 1 April to 31 December 2024 has reduced quarter on quarter. The direct salary cost is approximately £4.4m, which has also reduced quarter on quarter throughout the period. The table highlights that Environmental, Housing and Infrastructure and Renfrewshire Health and Social Care Partnership are experiencing higher levels of overtime claims than other services. Page 134 of 271
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4.12 On further analysis of our data, 63% of the hours are used for reasons such as, holiday absence cover, demand in workload, vacancies, and sickness cover. People and OD have been exploring differing ways to reduce the costs generated by overtime through workforce planning, provision of a suite of management information and dashboards to managers and reviewing the public holiday arrangements. 4.13 Disciplinary Investigations 4.14 The table below highlights by Council service the number of live disciplinary investigations being carried out under the Council’s Disciplinary Policy for each quarter within the period 1 April to 31 December 2024. Within the full reporting period, there was a maximum of 51 cases being progressed across the Council at any one time, in line with Council policy (0.06% of the Council’s overall workforce). 18 of these cases (35%) required a precautionary suspension. 4.15 All disciplinary cases are supported and progressed as quickly as possible in line with Council Policy. Members approved a revised Disciplinary Policy in June 2024, which provides a framework for supporting and progressing cases fairly and consistently, towards a resolution as quickly as possible. The People & OD team will continue to work with services and trade union colleagues to reduce the number of live cases. 4.16 Grievance Cases 4.17 The table below highlights by service, the number of live Council Grievance cases for each quarter within the period 1 April to 31 December 2024. Within the full reporting period, there was a maximum of 16 grievance cases being progressed across the Council at any one time, in line with Council policy (0.02% of the Council’s overall workforce). Similar to the disciplinary process, all grievances are fully investigated in the strictest of confidence using the Council’s fair, inclusive and consistent processes. Page 135 of 271
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4.18 Where appropriate, the Council will use its ACAS trained and accredited mediators to support the grievance process using early intervention approaches. Mediation provides informal resolution solutions to matters that may otherwise would have resulted in the need to use formal grievance or disciplinary processes. In addition to the number of grievances reported below, our trained and accredited mediators successfully resolved 5 other cases informally which mitigated or avoided the potential for these cases to progress to a formal grievance. 4.19 Mandatory Training 4.20 Members will be aware that one of the Council’s core values is learning. Investing in the development of our workforce is a key thread throughout the Council’s People Strategy, promoting a collaborative learning environment. Ongoing continuous development is crucial for the Council’s ongoing success, delivering best value outcomes. Investing in our workforce through training can provide the Council with many benefits such as: enhanced employee performance, consistency in work quality, increased employee satisfaction and retention levels, risk mitigation, compliance, increased innovation and adaptability and enhanced employer reputation. 4.21 The Council has 5 mandatory training courses for all employees, which the table below details. Highlighted within the table are completion rates by service for each of these courses as of 31 December 2024. Data shows that overall the Council has an average course completion rate of just under 60%, with the Chief Executive’s and Finance, Resources and Customer Services experiencing higher completion rates, mainly due to accessibility. 4.22 In addition, the Council has 3 mandatory courses for employees who use the Council’s ICT network. Highlighted within the table are completion rates by service for each of these courses as of 31 December 2024. Data shows that overall the Council has an average course completion rate of 55%, with the Chief Executive’s and Finance, Resources and Customer Services once again experiencing higher completion rates than other services. Page 136 of 271
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4.23 To improve mandatory training completions over the next quarter, a series of targeted inventions has been agreed which include the following: Continued close monitoring of course completion rates by the Council’s Corporate Management Team. Continued provision of service course completion data to Senior Management Teams for review and scrutiny. Introduce service specific campaigns to employees encouraging participation. Converting all training courses into toolbox talks for frontline service employees which allows greater flexibility in our approach. 5 Next Steps 5.1 This report will continue to evolve for members, providing performance data comparisons quarter by quarter for scrutiny. It will also support the Council to better utilise resources in the areas where our performance requires to improve. 5.2 The Council’s managers already have access to a range of workforce data in real time through the Council’s Business World ERP system. Council officers are currently exploring opportunities to provide real time information on the Council’s workforce demographics and people metrics to members. An update on progress will be provided to members within the next report. ___________________________________________________________________ Implications of the Report 1. Financial – The Council’s costs in relation to workforce planning are detailed throughout this report and are met within existing service and Council budget lines. Council Officers will continue to monitor data and take appropriate actions to improve performance levels. 2. HR & Organisational Development – People and Organisational Development Practitioners will continue to work with service managers and consult with the Trade Unions to improve performance. 3. Community/Council Planning – None as the report is for noting. 4. Legal- None as the report is for noting. 5. Property/Assets- None. 6. Information Technology- As noted in the report. 7. Equality & Human Rights Page 137 of 271
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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 noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - Effective workforce planning can ensure legal compliance and support the well-being of our people. 9. Procurement – None. 10. Risk - Without a continued effective focus on workforce planning, there is a risk that may impact on the Council both financially and in terms of service delivery. 11. Privacy Impact- None. 12. Climate Risk- None. 13. Children’s Rights – None. 14. Cosla Policy Position – None. _______________________________________________________ List of Background Papers - None ___________________________________________________________________ Authors: Steven Fanning, steven.fanning@renfrewshire.gov.uk Page 138 of 271
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1 ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 __________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: ‘Improving our Workplace’ - Employee Engagement Survey 2024 ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to provide members with the results of the recent Council wide Employee Engagement Survey and to highlight the next steps to address the findings and foster continuous improvement. 1.2 The ‘Improving our Workplace’ employee engagement survey, a key priority within the Council’s ‘People Strategy’, was supported and encouraged by our Trade Union colleagues and Services and was launched during September 2024 across the workforce for a period of 4 weeks. 1.3 The survey, which was available digitally and via paper was completed by 22.9% of the workforce, 1956 employees. Responses from the survey returned valuable feedback from across all Council Services. Benchmarking information received from other Councils in Scotland highlighted typical response rates ranging between 20 and 40%. 1.4 Appendix 1 of this report provides members with the key findings of the survey. Overall, the survey results are positive with some areas for improvement to be actioned. 1.5 Appendix 2 of this report provides members with key actions and a proposed timeline to address the areas for improvement. 1.6 The next council wide survey is planned for 2027 and every 3 years thereafter. Item 14 Page 139 of 271
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2 2. Recommendations 2.1 Members are asked to: Note the results of the survey as detailed in Appendix 1 and note the areas for improvement as detailed in Appendix 2. Note a progress report will be provided to members early 2025, allowing Council officers time to share the results of the survey with the workforce and Trade Unions and implement agreed areas for improvement. 3. Background to the Survey 3.1 As part of the Council’s People Strategy and our commitment to creating a positive, inclusive, and productive work environment, the Council launched a Council wide employee engagement survey towards the end of 2024. The survey, supported and encouraged by our Trade Union colleagues and Services, aimed to capture insights on what employees know and feel about the Council, asking questions/statements on a range of topics and suggested areas for improvement. 3.2 The survey was available both digitally and via a paper version, and from the 1956 responses received, 9 paper copies were returned, signalling a significant shift towards digital engagement from our employees. Participation in the survey was voluntary and anonymity was assured to encourage honest and constructive feedback. Employees in front line service delivery roles, who are traditionally hard to reach with communications, were provided with time and space during working hours to participate. Feedback from this survey will be used to improve the working experience of our employees and assist in our journey to evolve our culture. 3.3 The survey was developed in house by our People & OD team and our Marketing and Communications team and has our values Council embedded throughout. In designing the themes, questions and statements for the survey, feedback was sought and used from benchmarking with other Local Authorities and from our Services too. The survey was designed to take approximately 10- 15 minutes to complete and covered the following: 1. What I know and feel about the Council 2. How I feel about my job 3. How I feel about management 4. How I feel about my performance, learning and recognition 5. How I feel about my wellbeing at work 6. What I know about key HR policies 3.4 A marketing and communication plan was developed to support the launch of the survey. The survey was launched by the Chief Executive on the 18 September 2024 and remained open until the 18 October 2024, with regular reminders to encourage participation. Every Council employee was encouraged to complete the survey. Page 140 of 271
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3 Employees were also provided with access to the survey through multiple channels, including email, iText, and posters with QR codes at multiple locations and provided the opportunity to complete the survey by paper. Managers of front-line services also carried out a calendar of toolbox talks to encourage participation. 4. Employee Survey Responses 4.1 Overall, there was a 22.9% response rate, with 1956 responses. Appendix 1 provides members with a detailed breakdown of responses highlighting satisfaction rates at both a Council and a Service level. The appendix also details a scoring matrix (see section 4.8 of the report), which highlights a suggested timeline for making improvements based on the workforce response rate in terms of who agreed with the statements. 4.2 From the analysis, it is clear to see that overall, the survey results are positive, with some areas for improvement. The feedback from this survey is consistent with some of the positive outcomes already observed in the recent Best Value Audit on Workforce Innovation, the Care Inspectorate Joint Inspection of Services for Children and Young People at risk of harm Renfrewshire, the Adult Support and Protection Staff Survey from September 2024, and the recent feedback we’ve received from managers via the Cultural Assurance Model self- assessment, a model developed in partnership with the Improvement Service to explore our Organisational culture. This highlights some key observations collectively that overall, our employees know what is expected of them, there are high levels of job satisfaction, they feel respected and valued, and have supportive line managers. 4.3 Some key positive data drawn from the survey highlights: 86% of line managers feel they can manage their team effectively. 81% expressed positive views about their line manager. 71% would recommend the Council as a great place to work. 70% are satisfied in their job. 70% agree we live our values. 72% are satisfied with our Health and Safety Measures 70% had positive views of training provided. 4.4 It is also clear from the analysis that the Council has some areas for improvement to make, which includes helping our employees to better understand the Council’s strategic plans, the decision-making process and financial position, and outlining what is being done to demonstrate Best Value, which may help our employees feel more positive about their future at the Council. Feedback also highlights that there is work to be done to better support both the physical health and well-being of our workforce. 4.5 Some key areas for improvement highlights that: 43 % understand the decision-making process within the Council. 57% understand the Council’s financial position. 52% feel positive about their future at the Council. Page 141 of 271
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4 58% believe senior management will act on the findings from this survey. 22% agree that their work has a negative impact on their physical wellbeing. 29% agree that their work has a negative impact on their mental wellbeing. 21% have experienced violence and aggression at work in the last 12 months. 4.6 Appendix 2 highlights to members the key Council actions to be taken over the next 2 years, using a traffic light coded matrix (See section 4.8 below). The matrix shows that if less than 50% of the respondents agreed with the statements in the survey, work to improve this will be undertaken within the first 6 months. If 51% to 66% of respondents agreed with the statements in the survey, work to improve this will be carried out within 12 months, and so on. It is believed that implementing these improvements speedily will contribute to a more happy, engaged, and motivated workforce. 4.7 Each Council service has been provided with access to their own survey results and have developed their own bespoke action plan with agreed key areas for improvement in line with this approach. 4.8 The newly established employee engagement forums in each service will support their senior management teams to progress these actions and drive improvements, in with line with the timescales below. ***END*** Up to 6 months If less than 50% of the respondents agreed 6 ‐ 12 months If 51% to 66% of the respondents agreed 12 ‐18 months If 67% to 75% of the respondents agreed 18 to 24 months If 76% or above of the respondents agreed Page 142 of 271
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5 Implications of the Report 1. Financial – None. 2. People & Organisational Development – The People & OD Team will continue to promote a positive, inclusive, and productive working environment across the Council and develop our managers to support their colleagues throughout their employee journey. The team will take responsibility corporately for the agreed actions and report progress to members. 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 – None. _________________________________________________________________ List of Background Papers ___________________________________________________________________ Author: Gillian O’Neill, OD Partner, People & OD, Finance and Resources Page 143 of 271
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1 ipline Improving our Workplace: Have your say Key Survey Findings January 2025 Page 144 of 271
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2 Contents 1. Survey Response Demographics ....................................................... 3 2. How the data was compiled for this report ....................................... 6 3. Highlighting strengths and areas for improvement .......................... 6 4. Summary of responses and actions by section ................................. 7 5. Responses by section ........................................................................ 8 a) What I know and feel about the Council ............................................... 8 b) How I feel about my job ...................................................................... 11 How I feel about my job - Line Managers Only ....................................................... 14 c) How I feel about management ............................................................ 15 d) How I feel about my performance, learning and recognition ............. 17 e) How I feel about my wellbeing at work ............................................... 21 f) What I know about key HR Policies ..................................................... 24 6. Summary of action items and timelines .......................................... 25 Page 145 of 271
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3 1. Survey Response Demographics Survey was distributed to all employees across the five services. • 1956 responses overall, of which 9 were paper copies • Approximately 22.9% return rate Survey Response Rate Replies Response % Headcount Participation % Total 1956 100% 8541 23% CE 173 9% 236 73% CS 659 34% 4109 16% EH&I 488 25% 2216 22% FARs 473 24% 940 50% RHSCP 163 8% 1040 16% Responses By Worker Type Replies Percentage Total 1956 100% Frontline/ Operational 435 22% Hybrid Worker 671 35% Office Worker 296 15% School Support Worker 153 8% Teachers/ Early Learning 358 18% Not specified 43 2% Responses By Permanent/Temporary Replies Percentage Headcount Participation % Total 1956 100% 8541 23% Permanent 1681 86% 7507 22% Temporary 160 8% 1034 15% Prefer not to say 115 6% N/A N/A Page 146 of 271
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4 Responses By Grade Replies Response % Headcount Participation % Total 1956 100% 8541 23% Grade 1-4 434 22% 3150 14% Grade 5-9 492 25% 2500 20% Grade 10 above 251 13% 529 47% Chief Officers 10 1% 32 31% Teaching Grade 273 14% 2330 12% Prefer not to say 496 25% N/A N/A Responses By Length of Service Replies Response % Headcount Participation % Total 1956 100% 8541 23% Under 1 year 113 6% 810 14% 1-2 years 196 10% 1430 14% 3-4 years 189 10% 1130 17% 5-9 years 368 19% 1830 20% 10-14 years 218 11% 920 24% 15-20 years 196 10% 820 24% 20 years and over 425 22% 1600 27% Prefer not to say 251 12% N/A N/A Responses By Age Replies Response % Headcount Participation % Total 1956 100% 8541 23% 16-25 years old 74 4% 428 17% 26-35 years old 281 14% 1753 16% 36-45 years old 390 20% 2183 18% 46-55 years old 489 25% 2176 22% 56-65 years old 372 19% 1865 20% 66 years and above 19 1% 136 14% Prefer not to say 331 17% N/A N/A Page 147 of 271
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5 Responses By Gender Replies Response % Headcount Participation % Total 1956 100% 8541 23% Female 1173 60% 6305 19% Male 504 26% 2236 23% Prefer not to say 279 14% N/A N/A Responses By Full, Part and Term Time Replies Percentage Headcount Participation % Total 1956 100% 8541 23% Full time 1425 73% 5060 28% Part time 298 15% 3481 9% Term time 101 5% 3721 3% Prefer not to say 132 7% N/A N/A Responses By Care Experienced Responses By Disability Replies Percentage Replies Percentage Total 1956 100% Total 1956 100% Care experienced 106 5% Disability 282 13% Not care experienced 1696 87% No disability 1505 78% Prefer not to say 154 8% Prefer not to say 169 9% Responses By Caring Responsibilities Replies Percentage Total 1956 100% Provide care 556 28% No 1185 61% Prefer not to say 215 11% Page 148 of 271
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6 2. How the data was compiled for this report All the data is taken from the 2024 “Improving our Workplace: have your say” survey results. • “Strongly Agree” and “Agree” responses have been combined to “Agree” • “Strongly disagree” and “Disagree” responses have been combined to “Disagree” • Percentages have been rounded up or down to full numbers. 3. Highlighting strengths and areas for improvement The survey questions have been categorised based on the feedback received • Survey questions with lower agreement rate are highlighted as needing more urgent action • Questions with higher agreement rate show areas of strength and less urgent action • An actions timeline has been assigned as follows: Up to 6 months • If less than 50% of the respondents agreed 6 - 12 months • If 51% to 66% of the respondents agreed 12 -18 months • If 67% to 75% of the respondents agreed 18 to 24 months • If 76% or above of the respondents agreed Continue doing well • If 76% or above of the respondents agreed and less than 5% disagree • No specific action needed Note: Actions have been identified separately for each service, forming a service specific action plan. This report provides a summary of Council wide results. Page 149 of 271
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7 4. Summary of responses and actions by section Overall, at a Council level, the responses were very positive. Section Up to 6 months 6-12 months 12-18 months 18-24 months 1. What I know and feel about the Council 3 4 4 3 2. How I feel about my job 6 4 1 2.1. How I feel about my job (line managers) 4 3. How I feel about management 2 1 8 4. How I feel about my performance, learning and recognition 3 4 5 5. How I feel about my well-being at work 2 3 4 9 6. What I know about key HR policies 4 Total 5 22 17 30 The following table provides a summary of the total actions for each Service for comparison. Council Wide total actions comparison by Service Service total actions Up to 6 months 6-12 months 12-18 months 18-24 months Chief Executive’s (CE) 4 17 10 43 Children’s Services (CS) 11 25 11 27 Environment, Housing & Infrastructure (EH&I) 9 26 17 22 Finance & Resources (FARs) 2 11 12 49 Renfrewshire Health and Social Care Partnership (RHSCP) 12 23 14 25 Council Wide 5 22 17 30 Page 150 of 271
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8 5. Responses by section a) What I know and feel about the Council This section helps us understand how respondents feel about the Council and what they know about the organisation. The data shows the overall Council response, then by Service. A high proportion of respondents agreed they understand both the objectives and how they contribute to them. I understand the aims and objectives of the Council I understand how I contribute to the Council’s aims and objectives Agree Neutral Disagree Agree Neutral Disagree Council 78% 16% 6% Council 79% 14% 7% CE 89% 8% 3% CE 88% 8% 4% CS 70% 21% 9% CS 72% 19% 9% EH&I 75% 18% 7% EH&I 76% 15% 9% FARs 90% 8% 2% FARs 89% 8% 3% RHSCP 76% 18% 6% RHSCP 78% 14% 8% A high proportion of respondents believe we value ED&I, however a lower percentage feel our workforce is reflective of the communities we serve. I believe the Council values equality, diversity & inclusion I feel the Council's workforce is reflective of the communities we serve Agree Neutral Disagree Agree Neutral Disagree Council 77% 15% 8% Council 59% 30% 11% CE 80% 14% 6% CE 60% 29% 11% CS 75% 16% 9% CS 53% 33% 14% EH&I 73% 18% 9% EH&I 56% 31% 13% FARs 86% 11% 3% FARs 67% 27% 6% RHSCP 71% 16% 13% RHSCP 64% 21% 15% Page 151 of 271
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9 Less than half of respondents agreed we demonstrate Best Value. An explanation of ‘Best Value’ was provided with the question. The Council demonstrates Best Value Agree Neutral Disagree Council 40% 30% 30% CE 49% 27% 24% CS 34% 29% 37% EH&I 36% 34% 30% FARs 50% 28% 22% RHSCP 39% 27% 34% Just over half of respondents understand the Council’s Financial picture and less than half understand the decision-making process. I have an understanding of the Council’s financial position I understand the decision-making process within the Council Agree Neutral Disagree Agree Neutral Disagree Council 57% 22% 21% Council 43% 28% 29% CE 66% 21% 13% CE 58% 25% 17% CS 47% 23% 30% CS 32% 30% 38% EH&I 56% 25% 19% EH&I 43% 30% 27% FARs 71% 18% 11% FARs 59% 23% 18% RHSCP 49% 25% 26% RHSCP 32% 30% 38% A high proportion of respondents are aware their service has a SIP, however a lower percentage are aware of the Council and Community Plans. I am aware that my Service has a SIP I am aware of the Council Plan 2022-2027 I am aware of the Community Plan 2017-27 Agree Neutral Disagree Agree Neutral Disagree Agree Neutral Disagree Council 71% 15% 14% 53% 19% 28% 44% 24% 32% CE 84% 8% 8% 80% 11% 9% 73% 15% 12% CS 77% 12% 11% 46% 20% 34% 36% 24% 40% EH&I 59% 19% 22% 44% 22% 34% 37% 26% 37% FARs 75% 13% 12% 64% 16% 20% 52% 23% 25% RHSCP 58% 25% 17% 42% 27% 31% 38% 28% 34% Page 152 of 271
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10 Overall, a higher percentage of our respondents agreed we live our Values. However, agreement with “We are great collaborators” was consistently lower among all Services. Our Values: based on what we see and feel every day at work Agree Neutral Disagree Average of all Values 67% 17% 16% We are Fair 72% 14% 14% We are Helpful 70% 15% 15% We are great Collaborators 59% 20% 21% We value Learning 67% 19% 14% We are fair. We treat each other and everyone we deal with respectfully and work hard to build trust in Ren Council We are helpful. We care about getting things right and are always approachable Agree Neutral Disagree Agree Neutral Disagree Council 72% 14% 14% Council 70% 15% 15% CE 77% 14% 9% CE 80% 12% 8% CS 73% 12% 15% CS 67% 16% 17% EH&I 65% 17% 18% EH&I 64% 16% 20% FARs 78% 12% 10% FARs 80% 12% 8% RHSCP 61% 21% 18% RHSCP 60% 19% 21% 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 Agree Neutral Disagree Agree Neutral Disagree Council 59% 20% 21% Council 67% 19% 14% CE 62% 21% 17% CE 64% 23% 13% CS 60% 20% 20% CS 70% 17% 13% EH&I 53% 20% 27% EH&I 62% 22% 16% FARs 65% 20% 15% FARs 72% 18% 10% RHSCP 48% 21% 31% RHSCP 62% 21% 17% Page 153 of 271
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11 b) How I feel about my job This section helps us understand how respondents feel about their day-to-day responsibilities, the support they receive and their overall job satisfaction. Most respondents agreed they are satisfied in their job, but a smaller percentage ‘feeling valued’ is lower. I am satisfied in my job I feel I am a valued employee Agree Neutral Disagree Agree Neutral Disagree Council 70% 14% 16% Council 60% 18% 22% CE 69% 18% 13% CE 65% 21% 14% CS 69% 12% 19% CS 56% 18% 26% EH&I 67% 15% 18% EH&I 53% 20% 27% FARs 76% 13% 11% FARs 71% 16% 13% RHSCP 68% 20% 12% RHSCP 54% 18% 28% A high percentage of respondents are clear about what is expected of them, whilst a lower percentage agreed the expectation upon them is reasonable and manageable. I am clear what is expected of me in my role The expectation of my role is reasonable and manageable Agree Neutral Disagree Agree Neutral Disagree Council 84% 8% 8% Council 62% 14% 24% CE 81% 14% 5% CE 71% 14% 15% CS 88% 5% 7% CS 53% 10% 37% EH&I 79% 11% 10% EH&I 63% 16% 21% FARs 87% 7% 6% FARs 72% 16% 12% RHSCP 83% 7% 10% RHSCP 64% 14% 22% Page 154 of 271
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12 A high proportion of respondents agree that they are making the most of their skills, but a lower percentage felt they had the tools and equipment to do the job well. I am making the most of my skills and abilities in my job I have all the tools and equipment to do my job well Agree Neutral Disagree Agree Neutral Disagree Council 75% 10% 15% Council 60% 14% 26% CE 65% 9% 26% CE 69% 18% 13% CS 79% 7% 14% CS 44% 13% 43% EH&I 69% 12% 19% EH&I 56% 16% 28% FARs 77% 12% 11% FARs 78% 12% 10% RHSCP 79% 11% 10% RHSCP 70% 10% 20% Two thirds agree their ideas and suggestions are welcome, with a slightly higher percentage feeling confident about raising concerns. My ideas and suggestions are welcome I feel confident about raising concerns about my work Agree Neutral Disagree Agree Neutral Disagree Council 66% 22% 12% Council 69% 14% 17% CE 78% 13% 9% CE 78% 11% 11% CS 65% 22% 13% CS 62% 17% 21% EH&I 58% 24% 18% EH&I 66% 15% 19% FARs 76% 18% 6% FARs 81% 10% 9% RHSCP 50% 31% 19% RHSCP 64% 16% 20% Page 155 of 271
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13 Two thirds of respondents are proud to work for the Council, but just over half feel positive about their future. I am proud to work for the Council I feel positive about my future at the Council Agree Neutral Disagree Agree Neutral Disagree Council 65% 27% 8% Council 52% 29% 19% CE 70% 25% 5% CE 48% 33% 19% CS 60% 31% 9% CS 51% 29% 20% EH&I 66% 25% 9% EH&I 51% 30% 19% FARs 71% 23% 6% FARs 61% 26% 13% RHSCP 64% 26% 10% RHSCP 42% 35% 23% A high proportion of respondents would recommend the Council as a great place to work. I would recommend the Council as a great place to work Yes No Council 71% 29% CE 77% 23% CS 66% 34% EH&I 70% 30% FARs 80% 20% RHSCP 63% 37% Page 156 of 271
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14 How I feel about my job - Line Managers Only A very positive response by line managers saying they are able to manage their team effectively, they understand the priorities of the SIP, their Governance, Financial and Risk responsibilities and know where to find support, if needed. I am able to manage my team effectively I understand the priorities of the Service Improvement Plan Agree Neutral Disagree Agree Neutral Disagree Council 86% 7% 7% Council 83% 10% 7% CE 87% 11% 2% CE 91% 9% 0% CS 88% 7% 5% CS 91% 6% 3% EH&I 79% 5% 16% EH&I 73% 14% 13% FARs 89% 9% 2% FARs 82% 11% 7% RHSCP 93% 5% 2% RHSCP 91% 7% 2% I understand my Governance, Financial and Risk responsibilities If I need professional support or advice, I know where to find it Agree Neutral Disagree Agree Neutral Disagree Council 88% 8% 4% Council 85% 9% 6% CE 91% 7% 2% CE 78% 13% 9% CS 87% 11% 2% CS 86% 10% 4% EH&I 79% 11% 10% EH&I 80% 12% 8% FARs 95% 3% 2% FARs 93% 3% 4% RHSCP 88% 10% 2% RHSCP 83% 7% 10% Page 157 of 271
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15 c) How I feel about management This section gives us an insight into how respondents feel about the management team and how their leadership affects the experience at work. Overall, a very positive message from respondents about line managers. My line manager is approachable and supportive My line manager demonstrates the Council Values Agree Neutral Disagree Agree Neutral Disagree Council 87% 8% 5% Council 84% 12% 4% CE 91% 6% 3% CE 89% 6% 5% CS 88% 7% 5% CS 86% 10% 4% EH&I 82% 10% 8% EH&I 77% 15% 8% FARs 93% 5% 2% FARs 90% 8% 2% RHSCP 75% 15% 10% RHSCP 72% 22% 6% My line manager sets clear expectations and standards, and gives regular feedback My line manager makes good decisions to help me do my job Agree Neutral Disagree Agree Neutral Disagree Council 76% 13% 11% Council 76% 15% 9% CE 80% 9% 11% CE 82% 12% 6% CS 80% 11% 9% CS 78% 13% 9% EH&I 66% 19% 15% EH&I 69% 18% 13% FARs 83% 10% 7% FARs 81% 14% 5% RHSCP 67% 15% 18% RHSCP 64% 21% 15% My line manager treats me fairly and with respect My line manager is good at keeping me up to date with relevant information Agree Neutral Disagree Agree Neutral Disagree Council 87% 8% 5% Council 79% 12% 9% CE 91% 5% 4% CE 85% 9% 6% CS 89% 5% 6% CS 83% 10% 7% EH&I 82% 11% 7% EH&I 71% 14% 15% FARs 91% 6% 3% FARs 86% 9% 5% RHSCP 78% 14% 8% RHSCP 65% 18% 17% Page 158 of 271
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16 A very positive response highlighting that respondents are aware of Chief Officers. I know who the Chief Executive is I know who my director is I know who my head of service is Yes No Yes No Yes No Council 77% 23% 71% 29% 86% 14% CE 95% 5% 87% 13% 98% 2% CS 60% 40% 63% 37% 80% 20% EH&I 78% 22% 68% 32% 84% 16% FARs 94% 6% 86% 14% 92% 8% RHSCP 71% 29% 50% 50% 82% 18% Two thirds of respondents agree they receive regular updates from their director, with slightly less believing management will act on the findings. I receive regular updates from my director/head of service I believe senior management will act on the findings from this survey Yes No Yes No Council 63% 37% 58% 42% CE 73% 27% 64% 36% CS 64% 36% 57% 43% EH&I 50% 50% 53% 47% FARs 70% 30% 67% 33% RHSCP 64% 36% 49% 51% Page 159 of 271
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17 d) How I feel about my performance, learning and recognition This section focuses on personal development and how respondents feel about their performance, opportunities for learning, and the recognition they receive for their work. Two thirds of respondents have had a 1-2-1 in the past 12 months, and a lower percentage receive regular recognition or praise for doing good work. I have had a 1-2-1 with my manager in the past 12 months I receive regular recognition or praise for doing good work Yes No Agree Neutral Disagree Council 67% 33% Council 59% 21% 20% CE 68% 32% CE 71% 18% 11% CS 78% 22% CS 59% 21% 20% EH&I 42% 58% EH&I 49% 24% 27% FARs 78% 22% FARs 70% 20% 10% RHSCP 66% 34% RHSCP 51% 22% 27% A high proportion of respondents had an induction when they started and feel their wellbeing is supported by their manager. When I started in my job, I completed an induction If I felt my wellbeing was affecting my performance at work, my manager would support me Yes No Agree Neutral Disagree Council 79% 21% Council 80% 12% 8% CE 86% 14% CE 85% 9% 6% CS 71% 29% CS 79% 12% 9% EH&I 75% 25% EH&I 72% 16% 12% FARs 88% 12% FARs 89% 7% 4% RHSCP 84% 16% RHSCP 71% 17% 12% Page 160 of 271
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18 A high proportion of respondents understood their mandatory requirements and get the time to do it. I understand I have Mandatory Training to complete I am supported to complete my Mandatory Training Yes No Agree Neutral Disagree Council 96% 4% Council 75% 16% 9% CE 100% 0% CE 78% 19% 3% CS 97% 3% CS 73% 18% 9% EH&I 92% 8% EH&I 65% 19% 16% FARs 99% 1% FARs 87% 11% 2% RHSCP 97% 3% RHSCP 80% 11% 9% A high proportion of respondents agreed they had the skills and knowledge to perform well in their job, and that they receive training and development to help in their job. I have the skills and knowledge to perform well in my job I receive training and development to help me in my job Agree Neutral Disagree Agree Neutral Disagree Council 93% 5% 2% Council 74% 16% 10% CE 93% 6% 1% CE 69% 19% 12% CS 93% 6% 1% CS 82% 12% 6% EH&I 91% 6% 3% EH&I 64% 20% 16% FARs 95% 4% 1% FARs 76% 15% 9% RHSCP 94% 4% 2% RHSCP 78% 12% 10% Page 161 of 271
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19 The vast majority of respondents were familiar with iLearn, with two thirds agreeing it contains courses relevant to their needs. Are you aware of the Councils e-learning training platform, iLearn? iLearn contains courses relevant to my needs Yes No Agree Neutral Disagree Council 94% 6% Council 66% 23% 11% CE 99% 1% CE 65% 24% 11% CS 92% 8% CS 61% 24% 15% EH&I 89% 11% EH&I 65% 19% 16% FARs 100% 0% FARs 74% 19% 7% RHSCP 93% 7% RHSCP 71% 20% 9% Two thirds of respondents were aware they can access iLearn from a personal device, with a slightly higher percentage agreeing it is set up in a way that makes it easy to find content. Do you know you can access training on iLearn from your personal computer, tablet or smart phone at home? iLearn is set up in a way that makes it easy to find content Yes No Agree Neutral Disagree Council 65% 35% Council 70% 21% 9% CE 49% 51% CE 66% 22% 12% CS 78% 22% CS 66% 24% 10% EH&I 67% 33% EH&I 70% 20% 10% FARs 53% 47% FARs 78% 18% 4% RHSCP 63% 37% RHSCP 74% 19% 7% Page 162 of 271
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20 A high proportion of respondents prefer on the job training over any other internal training. What training and learning formats work best for you? Preferred Neutral Not Preferred Not Applicable Classroom based training 42% 36% 17% 5% Virtual training (via MS Teams) 35% 42% 20% 3% E-learning training (iLearn) 40% 43% 14% 3% Service Toolbox Talks (if applicable) 13% 43% 15% 29% RenTalks 17% 50% 22% 11% On-the-job training 72% 24% 2% 2% Professional training (external) 56% 33% 6% 5% CPD Opportunities 56% 34% 4% 6% Page 163 of 271
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21 e) How I feel about my wellbeing at work In this section, we are looking to understand how we support the wellbeing of respondents at work. A high proportion of respondents are satisfied with their physical working conditions and safety measures in place, however less than half are satisfied with meeting room availability. Overall, I am satisfied with my physical working conditions I am satisfied with meeting room availability Agree Neutral Disagree N/A Agree Neutral Disagree N/A Council 72% 11% 16% 1% Council 45% 21% 22% 12% CE 86% 8% 6% 0 CE 50% 16% 32% 2% CS 61% 12% 26% 1% CS 45% 19% 20% 16% EH&I 70% 15% 14% 1% EH&I 40% 27% 19% 14% FARs 83% 7% 9% 1% FARs 48% 22% 22% 8% RHSCP 65% 13% 21% 1% RHSCP 52% 19% 20% 9% I am satisfied with health and safety measures that keep me safe at work Agree Neutral Disagree N/A Council 72% 15% 12% 1% CE 81% 11% 7% 1% CS 66% 14% 20% 0 EH&I 66% 19% 14% 1% FARs 81% 13% 4% 2% RHSCP 70% 18% 12% 0 Just less than two thirds of respondents agree that their workload is manageable, and just over a fifth say their work has a negative impact on their physical wellbeing. My workload is manageable My work has a negative impact on my physical wellbeing Agree Neutral Disagree Agree Neutral Disagree Council 61% 16% 23% Council 22% 25% 53% CE 70% 14% 16% CE 10% 24% 66% CS 46% 16% 38% CS 30% 27% 43% EH&I 67% 15% 18% EH&I 22% 21% 57% FARs 72% 16% 12% FARs 13% 23% 64% RHSCP 69% 18% 13% RHSCP 26% 31% 43% Page 164 of 271
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22 Just under a third of respondents feel their work impacts negatively on their mental wellbeing, however a high proportion feel able to ask their manager for support for personal issues. My work has a negative impact on my mental wellbeing I would feel able to ask my line manager for support if I had personal issues Agree Neutral Disagree Agree Neutral Disagree Council 29% 26% 45% Council 83% 9% 8% CE 22% 24% 54% CE 89% 5% 6% CS 40% 26% 34% CS 84% 8% 8% EH&I 29% 22% 49% EH&I 78% 12% 10% FARs 18% 28% 54% FARs 89% 6% 5% RHSCP 26% 36% 38% RHSCP 73% 16% 11% Overall, a high proportion of respondents are aware of the support services available, with just less than two thirds aware of the Wellbeing Hub. Time for Talking Occupational Health Wellbeing Hub Advice Works Aware Not Aware Aware Not Aware Aware Not Aware Aware Not Aware Council 79% 21% 93% 7% 60% 40% 73% 27% CE 87% 13% 95% 5% 65% 35% 82% 18% CS 71% 29% 92% 8% 54% 46% 60% 40% EH&I 79% 21% 91% 9% 59% 41% 69% 31% FARs 88% 12% 97% 3% 64% 36% 89% 11% RHSCP 79% 21% 91% 9% 68% 32% 81% 19% Credit Unions HR and OD Mental Health First Aiders Aware Not Aware Aware Not Aware Aware Not Aware Council 81% 19% 85% 15% 69% 31% CE 90% 10% 91% 9% 88% 12% CS 73% 27% 78% 22% 53% 47% EH&I 80% 20% 84% 16% 73% 27% FARs 90% 10% 93% 7% 82% 18% RHSCP 86% 14% 83% 17% 65% 35% Page 165 of 271
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23 A high percentage of respondents have not experienced any form of discrimination. Have you experienced any form of discrimination in the past 12 months? Yes No Prefer not to say Council 4% 91% 5% CE 3% 91% 6% CS 4% 91% 5% EH&I 5% 89% 6% FARs 2% 93% 5% RHSCP 8% 85% 7% A high proportion of respondents have not experienced bullying or violence and aggression at work, and if they did, would feel comfortable reporting it. I have experienced bullying at work in the last 12 months? I have experienced violence and aggression at work in the last 12 months? Yes No Prefer not to say Yes No Prefer not to say Council 6% 88% 6% Council 21% 76% 3% CE 5% 90% 5% CE 4% 95% 1% CS 6% 88% 6% CS 41% 57% 2% EH&I 7% 87% 6% EH&I 15% 81% 4% FARs 2% 93% 5% FARs 7% 90% 3% RHSCP 12% 82% 6% RHSCP 15% 82% 3% If you have, or were to experience any of the above, would you feel comfortable to report it to the appropriate people, i.e. your line manager, HR, Trade union, etc. Yes No Council 86% 14% CE 87% 13% CS 89% 11% EH&I 83% 17% FARs 87% 13% RHSCP 81% 19% Page 166 of 271
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24 f) What I know about key HR Policies In this section we are looking to understand how useful the HR policies are for respondents, specifically their use, ease of access and clarity of information. Approximately two thirds of respondents are aware of the Council’s HR Policies, with just over half confirming they can easily find and understand them. Are you aware of the following key HR policies: Managing Absence, Carers Leave, Menopause, Discipline, Grievance and Flexible Working? Yes No Some of them Council 65% 6% 29% CE 64% 2% 34% CS 57% 9% 34% EH&I 61% 9% 30% FARs 78% 1% 21% RHSCP 64% 8% 28% I can find HR policies easily HR policies are easy to understand HR Policies help me at work Yes No Yes No Yes No Council 56% 44% 56% 44% 61% 39% CE 52% 48% 54% 46% 65% 35% CS 48% 52% 51% 49% 54% 46% EH&I 58% 42% 55% 45% 54% 46% FARs 65% 35% 64% 36% 76% 24% RHSCP 63% 37% 60% 40% 64% 36% Page 167 of 271
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25 6. Summary of action items and timelines Summary of all questions based on approach for action items and timelines • Focus on ‘Agree/Yes’ or ‘Disagree/No’ percentage, with neutral and N/A responses omitted. • Note, items deemed higher impact that are moved up a priority level are marked with a *. Up to 6 months action items (Up to 50% workforce agreement) Agree Disagree 1. The Council demonstrates Best Value 40% 30% 2. I understand the decision-making process within the Council 43% 29% 3. I am aware of the Community Plan 2017-27 44% 32% 4. I am satisfied with meeting room availability 45% 22% 5. My work has a negative impact on my mental wellbeing 29% 45% 6. I have experienced violence and aggression at work in the last 12 months. * 21% 76% 6 - 12 months action items (51% to 66% workforce agreement) Agree Disagree 1. The Council's workforce is reflective of the communities we serve 59% 11% 2. I have an understanding of the Council’s financial position 57% 21% 3. I am aware of the Council Plan 2022-2027 53% 28% 4. Our Values: We are great collaborators 59% 21% 5. I feel I am a valued employee 60% 22% 6. The expectation of my role is reasonable and manageable 62% 24% 7. I have all the tools and equipment to do my job well 60% 26% 8. My ideas and suggestions are welcome 66% 12% 9. I am proud to work for the Council 65% 8% 10. I feel positive about my future at the Council 52% 19% 11. I receive regular updates from my director/head of service 63% 37% 12. I believe senior management will act on the findings from this survey 58% 42% 13. I receive regular recognition or praise for doing good work 59% 20% 14. Do you know you can access training on iLearn from your personal computer, tablet or smart phone at home? 65% 35% 15. iLearn contains courses relevant to my needs 66% 11% 16. My workload is manageable 61% 23% 17. My work has a negative impact on my physical wellbeing 22% 53% 18. I am aware of the Wellbeing Hub 60% 40% Page 168 of 271
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26 19. I am aware of the following key HR policies: Managing Absence, Carers Leave, Menopause, Discipline, Grievance and Flexible Working? 65% 6% 20. I can find HR policies easily 56% 44% 21. HR policies are easy to understand 56% 44% 22. HR Policies help me at work 61% 39% 23. If you have, or were to experience discrimination, bullying or V&A, would you feel comfortable to report it to the appropriate people, i.e. your line manager, HR, Trade union, etc. * 86% 14% 12 - 18 months action items (67% to 75% workforce agreement) Agree Disagree 1. I am aware that my Service has a SIP 71% 14% 2. Our Values: We are fair. 72% 14% 3. Our Values: We are helpful. 70% 15% 4. Our Values: We value learning 67% 14% 5. I am satisfied in my job 70% 16% 6. I am making the most of my skills and abilities in my job 75% 15% 7. I feel confident about raising concerns about my work 69% 17% 8. I would recommend the Council as a great place to work 71% 29% 9. I know who my director is 71% 29% 10. I have had a 1-2-1 with my manager in the past 12 months 67% 33% 11. I am supported to complete my Mandatory Training 75% 9% 12. I receive training and development to help me in my job 74% 10% 13. iLearn is set up in a way that makes it easy to find content 70% 9% 14. Overall, I am satisfied with my physical working conditions 72% 16% 15. I am satisfied with health and safety measures that keep me safe at work 72% 12% 16. I am aware of Advice Works 73% 27% 17. I am aware of Mental Health First Aiders 69% 31% Page 169 of 271
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27 18 - 24 months action items (76% or above workforce agreement) Agree Disagree 1. I understand the aims and objectives of the Council 78% 6% 2. I understand how I contribute to the Council’s aims and objectives 79% 7% 3. I believe the Council values equality, diversity & inclusion 77% 8% 4. I am clear what is expected of me in my role 84% 8% 5. I am able to manage my team effectively 86% 7% 6. I understand the priorities of the Service Improvement Plan 83% 7% 7. If I need professional support or advice, I know where to find it 85% 6% 8. My line manager is approachable and supportive 87% 5% 9. My line manager sets clear expectations and standards, and gives regular feedback 76% 11% 10. My line manager makes good decisions to help me do my job 76% 9% 11. My line manager treats me fairly and with respect 87% 5% 12. My line manager is good at keeping me up to date with relevant information 79% 9% 13. I know who the Chief Executive is 77% 23% 14. I know who my head of service is 86% 14% 15. When I started in my job, I completed an induction 79% 21% 16. If I felt my wellbeing was affecting my performance at work, my manager would support me 80% 8% 17. Are you aware of the Councils e-learning training platform, iLearn? 94% 6% 18. I would feel able to ask my line manager for support if I had personal issues 83% 8% 19. I am aware of Time for Talking 79% 21% 20. I am aware of Occupational Health 93% 7% 21. I am aware of Credit Unions 81% 19% 22. I am aware of HR and OD (as a support resource) 85% 15% 23. Have you experienced any form of discrimination in the past 12 months? 4% 91% 24. I have experienced bullying at work in the last 12 months? 6% 88% Items to continue doing well (76%+ and less than 5% disagreement) Agree Disagree 1. I understand my Governance, Financial and Risk responsibilities 88% 4% 2. My line manager demonstrates the Council Values 84% 4% 3. I understand I have Mandatory Training to complete 96% 4% 4. I have the skills and knowledge to perform well in my job 93% 2% Page 170 of 271
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1 ipline Improving our Workplace: Have your say Council wide Action Plan January 2025 Page 171 of 271
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2 Contents 1. How the action plan was compiled for this report ............................ 3 2. Summary of responses and actions by section ................................. 4 3. Proposed actions and timelines ........................................................ 5 Page 172 of 271
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3 1. How the action plan was compiled for this report All the data is taken from the 2024 “Improving our Workplace: have your say” survey results. • “Strongly Agree” and “Agree” responses were combined to “Agree” • “Strongly disagree” and “Disagree” responses were combined to “Disagree” • Percentages were rounded up or down to full numbers. • The survey questions then form action items, based on the agreement rate in the responses. • Where relevant, higher impact items are moved into more urgent action timelines. • Action items (survey questions) are converted to tangible actions. • An actions timeline has been assigned as follows: Up to 6 months • If less than 50% of the respondents agreed or highest impact areas 6 - 12 months • If 51% to 66% of the respondents agreed or high impact areas 12 -18 months • If 67% to 75% of the respondents agreed 18 to 24 months • If 76% or above of the respondents agreed No action – Continue doing well • If 76% or above of the respondents agreed and less than 5% disagreed • No specific action needed Note: Actions have been identified separately for each service, forming a service specific action plan. This report provides a summary of Council wide results. Page 173 of 271
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4 2. Summary of responses and actions by section Overall, at a Council level, the responses were very positive. Section Up to 6 months 6-12 months 12-18 months 18-24 months 1. What I know and feel about the Council 3 4 4 3 2. How I feel about my job 6 4 1 2.1. How I feel about my job (line managers) 4 3. How I feel about management 2 1 8 4. How I feel about my performance, learning and recognition 3 4 5 5. How I feel about my well-being at work 2 3 4 9 6. What I know about key HR policies 4 Total 5 22 17 30 Full Survey Results • Full results available in the PDF: ImprovingOurWorkplaceSurvey - KeyFindings Council Wide Page 174 of 271
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5 3. Proposed actions and timelines Up to 6 months actions – by August 2025 1. Explore areas where the Council can demonstrate Best Value more effectively and educate and inform colleagues how we provide Best Value currently 2. Educate and inform colleagues about the decision-making process at the Council 3. Educate and inform colleagues about the Community Plan 2017-27 and how their role supports this 4. Explore the possibility of providing additional meeting rooms and required meeting spaces 5. Explore ways to reduce the negative impact work has on the mental wellbeing of colleagues 6. Take steps to protect colleagues from violence and aggression to reduce the number of incidents 6 - 12 months actions – August 2025 to February 2026 1. Explore how the Council’s workforce can become more reflective of the communities we serve 2. Educate and inform colleagues about the Council’s financial position 3. Educate and inform colleagues about the Council Plan 2022-2027 and how their role supports this 4. Focus on our Council Value ‘Collaboration’ and how we improve collaboration across the Council 5. Explore ways to make colleagues feel more valued 6. Take steps to ensure the expectation of roles is reasonable and manageable 7. Provide colleagues with the tools and equipment needed to do their job well 8. Take steps to ensure ideas and suggestions are welcome 9. Explore ways to make the Council a place colleagues are proud to work for 10. Take steps to make colleagues feel more positive about their future at the Council 11. Explore approaches to provide regular updates from the director/head of service for all colleagues 12. Act on the findings from this survey and keep colleagues informed of the progress of these actions 13. Explore ways to provide regular recognition or praise for doing good work 14. Educate and inform colleagues they can access iLearn from a personal device 15. Take steps to ensure iLearn contains courses relevant to the learner’s needs 16. Explore ways to ensure the workload is manageable 17. Explore ways to improve the impact work has on the physical wellbeing of colleagues 18. Educate and inform colleagues about the Wellbeing Hub 19. Educate and inform colleagues about key HR policies 20. Make HR policies easy to find 21. Make HR policies easy to understand 22. Ensure HR policies help colleagues in their work 23. Ensure colleagues are comfortable reporting incidents of discrimination, bullying or V&A. Page 175 of 271
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6 12 - 18 months actions – February 2026 to August 2026 1. Educate and inform colleagues about their Service’s SIP and how their role supports this 2. Focus on our Council Value of being ‘Fair’ and how we improve fairness across the Council 3. Focus on our Council Value of being ‘Helpful’ and how we improve helpfulness across the Council 4. Focus on our Council Value Learning and how we value learning across the Council 5. Explore ways to improve job satisfaction levels 6. Explore ways for colleagues to make the most of their skills and abilities in their job 7. Explore ways to create an environment where colleagues can raise concerns about their work 8. Explore ways to make the Council a great place to work 9. Improve our colleague’s awareness and familiarity with their director 10. Take steps to ensure that all colleagues have regular 1-2-1’s with their line manager 11. Take steps to ensure colleagues are supported to complete Mandatory Training 12. Explore ways to ensure all colleagues receive training and development to help them in their job 13. Take steps to ensure iLearn is set up in a way that makes it easy to navigate and find content 14. Explore ways to improve our colleagues physical working conditions 15. Consider improvements to health and safety measures that keep our colleagues safe at work 16. Educate and inform colleagues about Advice Works 17. Educate and inform colleagues about the Mental Health First Aiders 18 - 24 months action items – August 2026 to February 2027 1. Educate and inform colleagues about the aims and objectives of the council 2. Educate and inform colleagues on how the contribute to the Council’s aims and objectives 3. Explore ways to demonstrate how the Council values equality, diversity & inclusion 4. Take steps to ensure colleagues are clear about what is expected from them in their role 5. Explore ways to ensure that line managers can manage their team effectively 6. Educate and inform colleagues about the priorities of their Service Improvement Plan 7. Provide information on professional support and advice available and where to find it 8. Take steps to support line managers to create a supportive environment and be approachable 9. Explore ways to support line managers to set clear expectation and standards for their team and to provide them regular feedback 10. Provide managers with support to help them make good decisions that help their team do their jobs 11. Explore ways to ensure all colleagues are treated fairly and with respect 12. Encourage line managers to keep their teams up to date with relevant information 13. Take steps to improve our colleagues’ awareness and familiarity with the Chief Executive 14. Take steps to improve our colleagues’ awareness and familiarity with their Head of Service Page 176 of 271
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7 15. Explore ways to ensure everyone completes an induction when they start their new job 16. Ensure line managers can access support on wellbeing, know what is available and where to direct their colleagues if required 17. Inform colleagues of the Council’s e-learning platform, iLearn 18. Explore ways to create an environment where colleagues feel able to ask for their line managers support with personal issues 19. Educate and inform colleagues about Time for Talking 20. Educate and inform colleagues about Occupational Health 21. Educate and inform colleagues about Credit Unions 22. Educate and inform colleagues about HR & OD (as a support resource) 23. Educate colleagues on discrimination and demonstrate a zero-tolerance approach to all forms of discrimination 24. Educate colleagues on the forms of bullying and demonstrate a zero-tolerance approach to bullying Page 177 of 271
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To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 Report by: Chief Executive Heading: Update on former Renfrew Police Station restoration works 1. Summary 1.1 The purpose of this report is to provide an update on urgent repairs carried out at the former Renfrew Police Station on Inchinnan Road, Renfrew, and to seek approval from the Finance, Resources, and Customer Services Policy Board to allocate funds from the Renfrew Common Good Fund for additional urgent repairs and maintenance. 1.2 The work completed to date includes clearing the gutters on the roof and securing all windows and entry points. Future work will involve the removal of rot and asbestos within the building and the demolition of the former cells and offices at the rear of the building. 2. Recommendations 2.1 It is recommended that members of the Finance, Resources and Customer Services Policy Board: (i) Note the contents of this report; (ii) Authorises the Head of Facilities and Property Services to award a contract for urgent repairs and maintenance works at the Former Renfrew Police Station, Inchinnan Road, Renfrew; (iii) Authorises an additional £153,000 for the works to be funded from the Renfrew Common Good fund. Item 15 Page 178 of 271
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3. Background 3.1 The former Renfrew Police Station dates from 1910 and was designed by architect Alexander Nisbet Paterson. The two-story building, in the Baronial Revival style, is Category B listed and is held as part of the Renfrew Common Good. Until June 2012, it was leased by the police, who subsequently moved to new premises on Station Road. Since then, the building has remained vacant. 3.2 Efforts have been made to find a new use for the building, but these have been unsuccessful to date. This included a bid to the UK Government's Levelling Up Fund to develop a Health and Learning Hub in Renfrew town centre. The proposal aimed to refurbish the former police station and the neighbouring century-old Victory Baths to create a high-quality community facility. Despite widespread community support, the bid was unsuccessful, even though feedback indicated that the Council had submitted a strong proposal that closely aligned with the key aims of the fund. 3.3 A report to the Finance, Resources, and Customer Services Policy Board on 23 November 2023 provided a full background on the recent history of the building and approved the allocation of £110k from the Renfrew Common Good to fund urgent repairs and maintenance work. The identified work included clearing the gutters on the roof, removing rot within the building, and securing all windows and entry points. 4. Progress to Date 4.1 To date the following works have been completed at a cost of c.£25k: Standing water removed from the roof. Unblocking of all the outlets to ensure the drainage system is operating to clear the standing water. Resecuring broken skylights. Sitex added to all remaining windows to block off any access and help keep the building wind and watertight. 5. Future planned works 5.1 As outlined in the 23 November 2023 Board paper, there are significant areas of dry and wet rot throughout the building, which must be removed to facilitate any future development. Estimates for the internal rot removal work are around £60,000. Additionally, asbestos in the building's basement also requires removal. 5.2 While investigating the rot, officers uncovered a further issue in the offices at the rear of the building. Due to water ingress, the beams supporting the roof of the offices have become unstable and are at risk of collapsing in the future. It should be noted that the offices were built at a later date than the original sandstone building and are of little architectural merit. 5.3 Officers requested a demolition contractor to estimate the cost of demolishing the rear offices. Their investigation concluded that demolishing only the rear offices would not be viable and instead recommended that the former cells at the rear of the building should also be demolished. Page 179 of 271
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5.4 Discussions with architects have confirmed that demolishing the rear section of the building as part of a larger redevelopment plan would enhance the site's economic viability, given the constraints related to size and use. The architects recommended that this space be utilised for new development, which would improve the site's overall functionality. 5.5 Officers are therefore proposing the demolition of the rear buildings, as this step is necessary for safety, future development, and to prevent further deterioration. This approach will better preserve the more historically significant part of the building, namely the sandstone structure at the front. 5.6 It has estimated that it will cost around £80,000 to demolish the rear offices and cell block area. When other costs such as asbestos investigation and removal, 24-hour manned surveillance of the construction site, professional fees, contingencies, site management, welfare, site setup, and skips are factored in, the total estimated cost for the outstanding works (when added to the estimated cost for the rot removal) is around £238,000. These costs are subject to change once work begins on site, due to the potential discovery of unforeseen issues. 5.7 As £110,000 was approved at the 23 November 2023 Board for repair work, and £25,000 has already been spent, approval is now sought for an additional £153,000 from the Renfrew Common Good to fund the rot removal and demolition work noted above. 5.8 At the Planning and Climate Change Policy Board on the 5th of November 2024, Listed Building Consent (LBC) was secured for the rot removal and demolition works subject to various planning conditions. 6. Next Steps 6.1 Subject to approval from this Board to use monies from the Renfrew Common Good for the restoration and maintenance works, the following steps are proposed: The proposed strip out of rot, asbestos removal works (if required) and demolition of the rear buildings will commence Spring 2025. Once the above works are complete, the Council’s Estate’s team will regularly oversee the building. Any issues will be raised under the Corporate Asset Management Information Systems (CAMIS) and dealt with by Facilities and Property Services (Hard FM). Officers will continue to seek to find a viable and sustainable use for the building, with the aim of securing its future. Implications of the Report 1. Financial – The cost of the required works are estimated at £238k, with approval sought for this cost to be funded from cash balances held within the Renfrew Common Good Fund. Also, further £25k already spent so c.£263k total. 2. HR & Organisational Development – None. Page 180 of 271
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3. Community/Council Planning – None arising directly from this report. 4. Legal – The property is owned by Renfrew Common Good. 5. Property/Assets – The former Renfrew Police Office is owned by Renfrew Common Good and currently maintained by Renfrewshire Council as part of the wider portfolio and public building repairs. 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 – All improvements are managed and maintained to comply with Health and Safety legislation with guidance given by Corporate Health and Safety. 9. Procurement – Required works will be contracted under the Framework for the Provision of Trades Contractors (2021 – 2025) 10. Risk – Without works being undertaken, the property will continue to fall into a further state of repair and the roof of the rear offices buildings are a potential health and safety issue. 11. Privacy Impact – None. 12. Climate Change – None. 13. Children’s Rights – None 14. COSLA Policy Position – None. List of Background Papers – None. Author: Euan Shearer – Regeneration and Place Manager Email: euan.shearer@renfrewshire.gov.uk Page 181 of 271
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To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 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 Property Services delivered by Environment, Housing & Infrastructure since the last Policy Board in November 2024. 2 Recommendations It is recommended that members of the Finance, Resources and Customer Services Policy Board: 2.1 Notes the content of this report. 3 Operational Update Hard Facilities Management (Hard FM) 3.1 Capital/Lifecycle Projects 3.1.1 Following a review of the Core Facts property condition surveys (5 yearly checks across the Learning Estate), a prioritised list of work is being prepared to upgrade some schools. As a result of recent engagement with colleagues in the Property Services team, Officers are progressing feasibility studies to the 5 schools that are rated as a condition ‘C’, as below: • Auchenlodment Primary School • Bridge of Weir Primary School • Douglas Street Pre 5 • St Peter’s Primary School Item 16 Page 182 of 271
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• Johnstone High School 3.1.2 In the short term, appropriate funding from the Lifecycle Capital Maintenance budget will be used to bring the buildings to a suitable standard (minimum condition ‘B’ rating. In the longer term, the future of these buildings will be determined via the wider learning estate strategy and reported to the Education and Children’s Services Policy Board. 3.1.3 Looking to the longer-term building investment, officers have developed the aspirational life cycle capital plan for the next 5 years. The plan details further investment in schools and community buildings, including pitches/MUGAs, building fire safety works and general life cycle replacements across the estate (boilers etc). Whilst this will require to be flexible due to new demands, and the lifecycle allocation being provided annually - this will allow a more proactive planning of lifecycle maintenance. 3.1.4 Works have been approved to upgrade the pitch/MUGA at Dargavel Primary School to a 3G surface and this is planned for completion in 2025. 3.1.5 Core Facts condition surveys commenced throughout the PPP Schools estate in July 2024 with reports expected soon from Renfrewshire Schools Partnership (RSP). As well as addressing the Core Facts requirements for the Scottish Government return, these surveys to be used to plan for long term Lifecycle Maintenance works. 3.2 Lifecycle Replacement works 3.2.1 The following commissions have been planned/progressed/completed since the previous Board: • £350k has now been set aside for various Council wide minor upgrade works. The table below (indicative list) highlights some work that has recently been approved or is in progress and others yet to be fully explored and agreed but currently being scoped: Site Type of Work Work Required Status Arkleston Residential Unit Roof works Renew Facia and soffits and potentially gutters In progress Barochan Residential Unit Roof works Renew Facia and soffits and potentially gutters In progress Lochwinnoch Library Roof works Some areas above the plant room beyond repair and main entrance In progress St Mary's Primary School Roof works Renew section of roofing above kitchen In progress Lochwinnoch Nursery Fence gates Alter gate In progress Lochfield ELCC Fence gates New fence In progress Glen Park Visitor Centre Car Park Drain / sewage issues - Survey Commission raised Glen Park Depot and Nursery New door Miracle span door Commission raised Page 183 of 271
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Houston Primary School Roof works Roof repairs Planned Williamsburgh Primary School Roof works Reline Gutter Planned Rashielea Primary School Roof works Refelt roof Planned Gryffe High School Extractors Remove 1 extract unit and replace second Awaiting delivery Trinity High School Heating Renew pipework roof Planned St James Primary School CCTV Renew CCTV workstation In Progress Lochwinnoch Library Roof works Slate and lead flashing works In Progress Tweedie Hall Heating Renew pipework roof In Progress Renfrewshire House Roof Works Roof edge protection & ladders In progress Heriot Primary School Painting Paint room In discussion Heriot Primary School Flooring Replace flooring following flood In discussion Heriot Primary School Joinery Replace units and tiles following flood In discussion Other works include: • Renfrewshire House – works will be in the roof voids of each floor to check and undertake fire separation/stopping works. Phase 1 of this project now complete – lessons learned in progress with further works to follow. • Lochfield Primary School – Removal of wall and erection of new fence (or wall). Resident engagement on going. • Underwood Road Depot – interconnection of all fire alarm panels – works now complete. • Howwood Primary School – historic water ingress. (Ongoing – roof covering latent defect under warranty noted and fixed but still water ingress). PPP Lifecycle works: • All 9 sites – Ongoing flooring replacement & decoration – complete • 2025 Lifecycle Maintenance Programme received in January 2025. 3.2.2 The Hard FM team are currently working on the following commissions: • West Primary School – Painting of school following rewire (on-going) • Children’s Homes (x2) – gutter/facia renewal and clean-up of render (In Progress) • HQ Building Management System upgrade (Finalising specification) • HQ lining of car park, general clean up and drainage works (on-going) • HQ lighting and controls upgrade feasibility (on-going) • Foxbar Rivers Community Centre – renewal of fascia/soffit and gutters 3.3 Compliance – Key Performance Indicators (KPIs) 3.3.1 For this financial year, there was approximately 1700 planned tasks with overall performance of this period remaining at 89%. 3.3.2 Overall performance for this period continues at 100% within the PPP Schools estate. Page 184 of 271
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3.4 Public Buildings Repairs data 3.4.1 The repairs profile remains as expected, as detailed below for 2024/25: 2024/25 Repairs Education Core Prestige OneRen Total 5059 1766 571 263 7659 3.4.2 The financial pressure on the repairs budget remains a challenge for the service and, as reported previously, all non-essential works is now being deferred until further notice. 3.5 Fire Safety 3.5.1 All fire risk assessments in sleeping accommodation have now concluded. Officers are reviewing the reports and actioning any items that will mitigate and lessen the overall fire risk for each property. These works have been on-going and checks are being undertaken to ensure all works are complete. 3.5.2 All fire risk assessments in the PPP Schools Estate have now concluded with recommended actions being reported as being completed. The PPP - Facilities Manager reviewed a sample of actions and found some still to be outstanding. Discussions will continue to take place in 2025. 3.6 Responsive Repairs 3.6.1 The chart below shows the overall volume of repairs for the Quarter 3 of 2024/25 for responsive repairs reported by tenants. In total there were 18,917 individual repairs for housing clients of which 7,552 were classed as an emergency (attendance within 4 or 24 hours), of these 2,428 were attended out of working hours. 3.6.2 Comparing quarter 3 repairs including total repairs/emergencies and out of hours across several years, the total numbers in each category has decreased slightly and this has been due to the milder weather during October – December 2024. However, the overall number of repairs for the year to date is on track to be very similar to the total numbers annually across previous years. Page 185 of 271
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Quarter 3 Chart 3.6.3 The productivity across the responsive repairs teams has been monitored and assessed weekly from November 2023. The graph shows the tracking of the average number of jobs completed per operative per day. The industry average is 4.5 jobs, per operative, per day and Building Services have been consistently above this level. Total number of repairs Financial Year Quarter 16,482 2022/23 Quarter 1 17,282 2022/23 Quarter 2 21,413 2022/23 Quarter 3 22,121 2022/23 Quarter 4 16,340 2023/24 Quarter 1 16,989 2023/24 Quarter 2 19,397 2023/24 Quarter 3 20,687 2023/24 Quarter 4 Total number of repairs Financial Year Quarter 17,898 2024/25 Quarter 1 18,087 2024/25 Quarter 2 18,917 2024/25 Quarter 3 2024/25 Quarter 4 Page 186 of 271
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3.7 Domestic Gas Servicing 3.7.1 In Quarter 3 of 2024/25, the domestic gas servicing and repairs team carried out 2,790 gas services. This is broadly in line with the gas services carried out over the same period in 2022/23 and 2023/24. 3.8 Voids 3.8.1 The figures below are only for Building Services and does not include any external contractors who also carry out void works for colleagues in Housing Services. Comparing quarter 3 across several years (highlighted in blue) shows that the total number of completed voids has increased since 2022/23 but is slightly less than 2023/24. However, the average volume of work required in the houses remain very high. 3.8.2 Building Services continue to average between 15-16 days to complete all works required within a void property. However, figures show that the average hours estimated in each void property continues to rise significantly with a consistent rise of just over 22% since January 2024. Total number of services Financial Year Quarter 2,952 2022/23 Quarter 1 3,533 2022/23 Quarter 2 2,379 2022/23 Quarter 3 3,780 2022/23 Quarter 4 3,083 2023/24 Quarter 1 3,202 2023/24 Quarter 2 2,771 2023/24 Quarter 3 3,701 2023/24 Quarter 4 Total number of Services Financial Year Quarter 3,158 2024/25 Quarter 1 3,261 2024/25 Quarter 2 2,790 2024/25 Quarter 3 Page 187 of 271
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The Chart above shows the tracking of the average number of hours per void on a weekly basis since May 2024. This clearly shows the consistent high levels of remedial works required with some weeks showing a substantial increase in the volume of hours required. Building Services have recruited additional trades persons and utilise a number of sub-contractors to ensure the turnaround timeline remains as low as possible. Further analysis of the quarter 3 figures shows that paintwork in properties has stayed at a fairly high level and is the main contributing factor to estimated void hours, Building Services have capability to carry out around 450 Hours of Paintwork per week in void properties, over Q3 we received an average 700 Hours of Paintwork each week, this accounts for 40% of the workload in voids. 0 20 40 60 80 100 120 140 160 180 200 week 19 06/05/2024 13/05/2024 20/05/2024 27/05/2024 03/06/2024 10/06/2024 17/06/2024 24/06/2024 01/07/2024 08/07/2024 15/07/2024 22/07/2024 29/07/2024 05/08/2024 12/08/2024 19/08/2024 26/08/2024 02/09/2024 09/09/2024 16/09/2024 23/09/2024 30/09/2024 07/10/2024 14/10/2024 21/10/2024 28/10/2024 04/11/2024 11/11/2024 18/11/2024 25/11/2024 02/12/2024 09/12/2024 16/12/2024 23/12/2024 WEEKLY INCOMING TRADE WORKLOAD AVERAGE HOURS PER FULL VOID Financial Year Quarter Total number of completed voids *Inclusive Gas Central Heating (GCH) install *Inclusive Asbestos Removal (ASB RE) Average number of hours per void house Preliminary Works 2022/23 Quarter 1 183 25 27 176 2022/23 Quarter 2 199 38 22 138 2022/23 Quarter 3 144 19 20 126 2022/23 Quarter 4 208 19 3 210 2023/24 Quarter 1 245 26 13 141 2023/24 Quarter 2 208 25 25 145 2023/24 Quarter 3 243 34 9 190 2023/24 Quarter 4 225 31 32 104 264 2024/25 Quarter 1 233 48 20 111 192 2024/25 Quarter 2 186 19 14 127 164 2024/25 Quarter 3 195 30 4 128 167 2024/25 Quarter 4 Page 188 of 271
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Building Services have also attended and carried out lock change/safety checks on 267 properties due to terminations/absconds/evictions during Quarter 3. 3.9 Electrical Testing programme 3.9.1 The number of EICR tests required to meet the 5-year anniversary reduced substantially over the latter part of 2024 and moved into 2025. Therefore, as well as carrying out the reduced numbers of EICR tests Building Services are also concentrating on reducing the volume of remedial repairs required. These are on an appointment basis with the tenant. 3.9.2 Building Services have also commenced a programme of EICR testing in communal areas and closes. To date, Building Services has completed 42 communal areas/closes. 3.9.3 The outstanding homes that have failed to engage have now moved to the forced entry process. It is anticipated that due to the high volume two forced entry teams will be required moving forward. Number of forced entries from October 2024 to end of December 2024 was 86. 3.10 Apprentices/Training 3.10.1 A Facilities Technical Supervisor has recently graduated with his Honors Degree in Business Management. This shows the continued drive in training and to invest in staff by Renfrewshire Council. Soft Facilities Management (Soft FM) 4.1 School Meals 4.1.1 The implementation of the pre-order App within Secondary primary schools has incurred a delay due to the firewall protocols within Renfrewshire Council. This pilot commenced at the end of January 2025 in Park Mains High School. Soft FM support team have been on-site to support pupils with accessing and downloading the App and to provide catering staff with the support to ensure this is a success. Financial Year Quarter Number of electrical tests competed 2024/25 Quarter 1 395 2024/25 Quarter 2 71 2024/25 Quarter 3 122 Quarter 4 Financial Year Quarter Number of electrical tests competed 2022/23 Quarter 1 639 2022/23 Quarter 2 280 2022/23 Quarter 3 42 2022/23 Quarter 4 187 2023/24 Quarter 1 77 2023/24 Quarter 2 163 2023/24 Quarter 3 471 2023/24 Quarter 4 382 Page 189 of 271
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4.1.2 PPP Secondary Schools implemented a new menu in December 2024. 4.2 Special and Complex Diets 4.2.1 Whilst Soft FM provides menus to meet specific dietary and allergy needs, due to the number of requests for complex and multiple special diets, Soft FM has reviewed the current process for parental requests for dietary requirements. The process has been streamlined with key areas of responsibility, with each service clarified, including Soft FM, Education Office staff and the parent or guardian. The special diet request form has been updated and a new special diet change form developed. The implementation of a complex menu will be approved and signed by the parent to allow the new bespoke menu to be implemented. 4.3 Scottish Child Payment 4.3.1 Work is undertaken constantly to increase the number of pupils attending universal free school meals (P1-P5), free school meals and paid meals across both primary and secondary schools. From February 2025, it is estimated a further 1,200 Primary 6-7 pupils will be entitled to free school meals due to their family meeting the criteria for the Scottish Child Payment. The practicalities in evidencing which schools these pupils will attend have been impacted by the inability of the Scottish Government to access this information. Work by the Scottish Government continues to try to resolve this issue and it has been suggested that a solution for the interim for families entitled to the Scottish Child Payment may be to complete an application like the current free school meals application. Soft FM is confident it can facilitate the additional numbers due to the work undertaken previously, the re-instatement of additional cooking establishments and the planned capital work forecast for 2025. 4.3.2 Within the 6 monthly update of the Service Improvement Plan, the quarter 2 uptake of free school meals was 61%, which is above the target of 60%. This is extremely positive and shows the good work being done by Officers to continue to encourage uptake. 4.4 Pathway to Career in Facilities Management – Introduction of Trainee Facilities Operatives for School Leavers 4.4.1 Soft FM, in collaboration with Children’s Services, has developed a Traineeship for school leavers that do not want to go on to further education. 4.4.2 Soft FM has created a pathway into Facilities Management, offering school leavers the opportunity to work 25 hours a week in a Renfrewshire property, including schools. A training programme is in place which covers janitorial and catering tasks, providing an opportunity to sample all roles within Soft FM over a 6-month period. The first 6 trainees started in January 2025 and are currently working in the premises below: • Cluster 1 – Mary Russell • Cluster 2 – St Paul’s Primary School • Cluster 3 – Riverbrae • Cluster 4 – Houston Primary School Page 190 of 271
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• Cluster 5 – Gallowhill Primary School • Renfrewshire House 4.5 Use of schools, including weekend and holidays 4.5.1 A review of the sports facilities in Secondary Schools is ongoing by Renfrewshire Council (Soft FM) and OneRen to increase staff lets at weekends and holiday periods. 4.5.2 Discussions are also taking place about the development of new schools that have outdoor sports facilities e.g. Paisley Grammar School Community Campus, Dargavel Primary School, and the new primary school in Dargavel. 4.5.3 OneRen and Soft FM are looking at the possibility of OneRen taking over the responsibility of covering the lets at weekends and holiday periods, as OneRen employees already work shift patterns covering weekends throughout the year. This would reduce overtime costs and significantly increase the availability of sports facilities at the weekend and holiday periods. 4.5.4 This has been approved by the OneRen Board and Officers will now look to update the Service Level Agreement to allow OneRen staff to undertake this work as part of routine duties. 4.6 Collaborative Robotics (Cobotics) 4.6.1 Over the last 6 months, Soft Facilities Management has been exploring the use of Robotic Scrubber Dryers and Sweepers. The service has been working with contractors to identify the best machines currently on the market. A facilitated demonstration of two machines has been undertaken to date, with both machines performing well during the trials. 4.6.2 The plan would be to use robotic machines to clean large areas, such as games halls, dining halls, corridors, and large vestibules areas in larger school premises. This has been shown to provide a more efficient and effective clean of the area and this would also allow current staff to focus on other areas within the premises. A business case has been completed to demonstrate the benefits of the additional cost and detail the long-term benefit of the change to Renfrewshire Council and the associated properties. 4.6.3 The service has submitted a capital funding bid to support the introduction of Cobotics Scrubber dryers in 8 premises. As outlined in the bid, the introduction of this technology will increase productivity and support the workforce by reducing the physical and mental strain placed upon them due to the need to cover vacancies and sickness. Property Services 5.1 Current Commissions Page 191 of 271
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5.1.1 Officers within Property Services continue to work across the Renfrewshire Council’s property portfolio and given the workload, major projects are reported to the respective Board e.g. Education and Children’s Services Board. 5.2 School Kitchen Expansion 5.2.1 Following input from Soft FM colleagues, the project team has now completed tender documentation that has been issued and returned at the end of January 2025. 5.3 Cultural Infrastructure Programme 5.3.1 The Latest developments within the Cultural Infrastructure Programme are listed below: • Ferguslie Sports Centre: Finalising work with the contractor and agreement has now been reached with the contractor on a resolution for the extended warranties on any contractual issues. • St James Playing Fields: Modular building now erected on site and fitted out. The site was completed and handed back to OneRen on 20 December 2024. There is still an ongoing issue with Scottish Water (wastewater) connection, but this is not impacting on the facility being used. • ON-X Running Track: Project was handed over to OneRen in early October 2024 and defects rectification ongoing. • ON-X Hockey Pitch: Project was handed over to OneRen in early November 2024 and defects rectification ongoing. • Sheltered Housing Fire Alarm Upgrades o PIN (Public Information Notice) issued to market for information on project and tender issued in January 2025. • Renfrewshire House Archive Store Waterproofing/Ramp Upgrade o Tender documents issued in January 2025 with site commencement programmed for April 2025. • Heriot PS Boiler House Heating Pipe Replacement o Tender documents now with Procurement and issued in January 2025 with site commencement programmed for Summer 2025. 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. Whilst discussions remain on-going, there Page 192 of 271
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could potentially be implications for the transfer of job roles to OneRen. 5. Property/Assets – As detailed within the report in relation to work on the Council property portfolio. 6. Information Technology - None 7. Equality & Human Rights – The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – Advice and guidance is being given to protect the health and safety of employees and service users when carrying out priority services for the Council in line with government and health guidance. 9. Procurement – As noted within the report. 10. Risk – None 11. Privacy Impact – None 12. COSLA Policy Position – None 13. Children’s Rights – Facilities and Property Services are essential in trying to assist and deliver against 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 193 of 271
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: Report by the Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for the Inspection, Testing, Maintenance and Repairs of Passenger Lifts, Stairlifts and Winches – Council Wide (RC-CPU-24-145) ___________________________________________________________________ 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 the Inspection, Testing, Maintenance and Repairs of Passenger Lifts, Stairlifts and Winches – Council Wide (RC-CPU-24- 145) to Jackson Lift Services Limited. 1.2 The recommendation to award the Services Contract follows a procurement exercise conducted in accordance with the Public Contracts (Scotland) Regulations 2015 and the Council’s Standing Orders Relating to Contracts for an above Threshold Services Contract using the Open Procedure. 1.3 A Contract Strategy was approved by the Head of Facilities and Property Services and the Corporate Procurement Manager in October 2024. _________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 17 Page 194 of 271
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2.1 Authorises the Head of Corporate Governance to award a Services Contract in the form of a SBCC Measured Term Contract for use in Scotland, MTC/Scot (2011 Edition) as supplemented and amended by the Employers Amendments, for the Inspection, Testing, Maintenance and Repairs of Passenger Lifts, Stairlifts and Winches – Council Wide (reference RC-CPU-24-145) to Jackson Lift Services Limited. 2.2 Authorises the approved contract value of up to £750,000 excluding VAT for the Contract Period, including use of any extension periods. 2.3 Notes that the Services Contract will be for an initial Contract Period of 3 years with the Council having, at its sole discretion, the option to extend the contract for additional periods of 12 months on two occasions only, for a maximum Contract Period of 5 years. It is anticipated that the Contract will commence on 21 March 2025; if the Contract does not commence on this date, the Contract will commence on the date stated within the Council’s Letter of Acceptance. 2.4 Note that the award of this Contract is subject to Jackson Lift Services Limited providing the level of Public Indemnity insurance as indicated within the tender documentation. Jackson Lift Services Limited has indicated that where successful and prior to an award, they will increase their insurance cover to the level required. _________________________________________________________ 3. Background 3.1 Within the Council’s property portfolio, there are various types of lifting equipment installed which are used by members of the public, housing tenants and Council staff members. Lifting equipment, within the context of this contract, would be defined as passenger carrying lifts, stair lifts and chandelier winches. It should be noted that stair lifts within individual residential properties are not within the scope of this Services Contract. 3.2 To ensure reliability of this equipment, minimise breakdowns and extend the life of the equipment, the Council employs a specialist lift maintenance contractor to carry out a programme of regular planned maintenance. The contractor also carries out reactive repairs and provides a 24 hours per day, 7 days per week, 365 days per year response to emergency call-outs for entrapments and breakdowns. Page 195 of 271
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3.3 To initiate this procurement process, a Contract Notice was published on the Find-a-Tender Service via the Public Contracts Scotland advertising portal on 15 November 2024 with the tender documentation available for downloading from the Public Contracts Scotland - Tender portal from this date. 3.4 During the live tender period, ten organisations expressed an interest in the tender. By the closing date set for the return of electronic tender submissions, 12 noon on 17 December 2024, three organisations submitted responses, one declined to respond, and six organisations did not respond. 3.5 In accordance with Regulation 60 of the Public Contracts (Scotland) Regulations 2015, Tenderers were required to complete a Single Procurement Document (SPD) to be submitted with their tender submission. All three tender submissions were evaluated against a pre- determined set of Criteria in the form of the SPD by representatives from the following Council services: Facilities Management, the Corporate Procurement Unit, Corporate Risk and Corporate Health & Safety. 3.6 All three tender submissions received complied with the minimum selection criteria of the SPD. The three tender submissions were each evaluated against the Award Criteria of 30% Quality and 70% Price. 3.7 The scores relative to the Award Criteria for each of the three tender submissions are noted below: Tenderer Price (70%) Quality (30%) Total (100%) Jackson Lift Services Limited 70.00% 24.75% 94.75% ADL Lift Services Limited 50.29% 17.25% 67.54% RJ Lifts Group Limited 33.72% 18.80% 52.52% 3.8 The evaluation of tender submissions received identified that the tender submission by Jackson Lift Services Limited was the most economically advantageous tender. 3.9 The form of Contract is SBCC Measured Term Contract for use in Scotland, MTC/Scot (2011 Edition) as supplemented and amended by the Employers Amendments. Page 196 of 271
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3.10 The costs for the Inspection, Testing, Maintenance and Repairs of Passenger Lifts, Stairlifts and Winches – Council Wide will be met through Environment, Housing and Infrastructure Services Public Building Repairs Budget. 3.11 Community Benefits were requested as part of the procurement process and Jackson Lift Services Limited confirmed that the following Community Benefit would be made available to the Council for this Services Contract. Community Benefit Outcome Description No of People / Activities Work Experience Placement for an individual aged 14+ years of age 2 S/NVQ (or equivalent) 2 Industry Skill Transfer to Schools 1 Business advice/support to an SME /Social Enterprise/ Voluntary organisation 1 ___________________________________________________________________ Implications of the Report 1. Financial - The budget for this Services Contract will be £750,000 excluding VAT for the full 5-year contract period, inclusive of two optional 12-month extension periods if utilised by the Council. This will be funded from the Environment, Housing and Infrastructure Public Building Repairs Budget (Revenue). 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – 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 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. Page 197 of 271
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Living our values Ensuring Renfrewshire Council delivers Best Value for our citizens and customers, that we are a well governed, effective organisation. Caring for the health and wellbeing of all our workforce, supporting us to work well and deliver great services. 4. Legal - The procurement of this Services Contract has been conducted as an above Threshold Open Procedure in accordance with the Public Contracts (Scotland) Regulations 2015 and Renfrewshire Council’s Standing Orders Relating to Contracts. 5. Property/Assets - This Services Contract will assist the Council in its legal obligation to ensure that properties within its control are safe to use and compliant with building legislation. 6. Information Technology - None directly arising from this report. 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety - Jackson Lift Services Limited’s health and safety credentials were evaluated by Corporate Health and Safety and met the Council’s minimum requirements regarding health and safety. 9. Procurement – The procurement procedure outlined within this report ensures that the Council meets its statutory requirements in respect of procurement procedures, efficiency, and modern Government. 10. Risk - Jackson Lift Services Limited’s insurances have been assessed and evaluated to confirm that they meet the minimum requirement regarding insurance risk, excluding Professional Indemnity insurance to the level required under the tender, for which the Jackson Lift Services has confirmed they will obtain prior to the award of this Contract. 11. Privacy Impact - None directly arising from this report. 12. Climate Risk – The level of impact associated with provision of these works has been assessed using the Scottish Government Sustainability Test and is considered low risk. • Carbon Energy Consumption – The contractor will be required to consider energy saving measures where possible. • Carbon – Vehicle Emissions – Vehicles will be routinely used for the delivery of supplies and resources to the sites. Page 198 of 271
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The Contractor will consider the pollution from their vehicles when working on site and to switch off the engine when not using to prevent unnecessary emissions. 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: KerriAnne Ben Ammar, Senior Procurement Specialist Page 199 of 271
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: Report by the Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for Processing & Recycling of Mechanical Street Sweepings (RC-CPU-24-103) ___________________________________________________________________ 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 Processing & Recycling of Mechanical Street Sweepings (reference RC-CPU- 24-103) to J. & M. Murdoch & Son 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 17 Treatment and Disposal of Street Sweepings and Gully 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 Mechanical Street Sweepings services was also approved by the Head of Infrastructure and Service Development and the Corporate Procurement Manager in October 2024. ___________________________________________________________________ Item 18 Page 200 of 271
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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 Processing & Recycling of Mechanical Street Sweepings (RC-CPU-24- 103) to J. & M. Murdoch & Son Limited made following a mini- competition under Lot 17 of Scotland Excel Dynamic Purchasing System for the Treatment and Disposal of Recyclable and Residual Waste schedule 27/17. 2.1.2 Authorise the approved Contract value of up to £800,000 excluding VAT. 2.1.3 Authorise the Contract Period of four years. The anticipated commencement date is 1 April 2025 until 31 March 2029. In the event that the Contract does not commence on 1 April 2025, the Contract Period shall run from the actual commencement date as stated in the Council’s Letter of Acceptance. _________________________________________________________ 3. Background 3.1 The Council has a requirement for services to carry out the recycling and disposal of mechanical street cleaning arisings. The Council’s Waste Service currently collects approximately 3,410 tonnes per calendar year of mechanical street cleaning arisings from roadside channels and pavements. 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 Lot 17 Treatment and Disposal of Street Cleaning Arisings and Gully Waste. 3.3 At the time of the mini-competition, Lot 17 of the Scotland Excel Dynamic Purchasing System (DPS) for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17 had 24 Suppliers registered. All 24 Suppliers were invited to participate in the mini competition issued on the Public Contract Scotland Tender platform on 11 October 2024. In accordance with the requirements of the Dynamic Purchasing System the Council could select to use the Call-Off Terms prepared by Scotland Excel or could use Council terms for the mini-competition. The Council chose to use both the Council’s General Conditions of Contract for Services – Waste, and related Operation Terms and Conditions for this mini-competition. Page 201 of 271
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3.4 By the closing date set for return of electronic tenders of 12 noon on 6 November 2024, 2 Suppliers submitted a Tender Submission with the remaining 22 not responding. 3.5 Both Suppliers completed the European Single Procurement Document (ESPD) when applying for a place on the Scotland Excel Dynamic Purchasing System (DPS) for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17. Both Suppliers confirmed within their respective tender submission that none of the exclusion criteria as detailed within Regulation 58 of The Public Contracts (Scotland) Regulations 2015 apply to them. 3.6 The Tender Submissions received were evaluated against the set award criteria on a combined weighting of 30% Quality and 70% Price. The scores relative to the Award Criteria are as follows: Quality (30%) Price (70%) Total (100%) 1 J. & M. Murdoch & Son Limited 24.75% 70.00% 94.75% 2 Wm Hamilton & Sons Limited 23.75% 51.85% 75.60% 3.7 The evaluation of tender submission received identified that the submission by J. & M. Murdoch & Son Limited was the most economically advantageous tender submission. 3.8 As part of this contract, Council mechanical street sweepers will deliver this material to J. & M. Murdoch & Son Limited’s site at 64 Murray Street, Paisley, PA3 1TQ. 3.9 Community Benefits were requested as part of the procurement process and J. & M. Murdoch & Son Limited have committed to the following Community Benefits. Community Benefit Description No of People / Activity Job for an unemployed individual from a Priority Group 1 Job for an unemployed individual 1 Industry Awareness Events 1 Financial Support for a Social Enterprise within Renfrewshire 1 Financial Support for a Community Project/Group. 1 Page 202 of 271
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Implications of the Report 1. Financial - The costs of up to £800,000 excluding VAT over the period of up to four years will be met from the Council’s waste disposal revenue budget within Environment, Housing and Infrastructure. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – 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 Scotland Excel Dynamic Purchasing System (DPS) for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17 and the Council’s Standing Orders Relating to Contracts 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 – J. & M. Murdoch & Son Limited’s Health and Safety submission was evaluated by the Council’s Corporate Health and Safety team and meets the minimum 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 - J. & M. Murdoch & Son Limited’s insurances have been assessed and evaluated to confirm they meet the minimum requirements regarding insurable risk. Page 203 of 271
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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. 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 204 of 271
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: Report by the Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for the Processing & Recycling of Light Scrap Metal from the Councils HWRCs (RC-CPU-24-122) ___________________________________________________________________ 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 the Processing & Recycling of Light Scrap Metal from the Councils HWRCs (reference RC-CPU-24-122) to WRC Recycling 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 7 Treatment of Scrap Metal. 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 Processing & Recycling of Light Scrap Metal was also signed off by the Head of Infrastructure and Service Development and the Corporate Procurement Manager in October 2024. ___________________________________________________________________ Item 19 Page 205 of 271
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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 Processing & Recycling of Light Scrap Metal from the Councils HWRC’s (RC-CPU-24-122) to WRC Recycling Limited made following a mini-competition under Lot 7 of Scotland Excel Dynamic Purchasing System for the Treatment and Disposal of Recyclable and Residual Waste schedule 27/12. 2.1.2 Accepts the proposed income of up to £400,000 subject to market rates. 2.1.3 Authorises the Contract Period of four years. The anticipated commencement date is 1 April 2025 up until 31 March 2029. In the event that the Contract does not commence on 1 April 2025, the Contract Period shall run from the actual commencement date as stated in the Council’s Letter of Acceptance. _________________________________________________________ 3. Background 3.1 The Council has a requirement for the Processing & Recycling of Light Scrap Metal. The Council’s Waste Services currently collect approximately 654 tonnes per calendar year of Light Scrap Metal from the 5 HWRC sites throughout the Renfrewshire Council area. 3.2 This procurement exercise has been tendered as a mini-competition under the Scotland Excel Dynamic Purchasing System (DPS) for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17, Lot 7 Treatment of Scrap Metal. 3.3 At the time of the mini-competition, Lot 7 of the Scotland Excel Dynamic Purchasing System (DPS) for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17 had 32 Suppliers registered. All 32 Suppliers were invited to participate in the mini-competition issued on the Public Contract Scotland Tender platform on 28 October 2024. In accordance with the terms of the Dynamic Purchasing System, the Council could use the Call off Terms prepared by Scotland Excel or could use Council terms for the mini- competition. The Council chose to use both the Council’s General Conditions of Contract for Services – Waste, and related Operation Terms and Conditions for this mini-competition. These terms and conditions use the definition “Service Provider” rather than “Supplier”. Page 206 of 271
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3.4 By the closing date set for return of electronic tenders of 12 noon on 13 November 2024, 3 Suppliers submitted a Tender Submission with 29 not responding. 3.5 All 3 Suppliers completed the European Single Procurement Document (ESPD) when applying for a place on the Scotland Excel Dynamic Purchasing System for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17. All 3 Suppliers confirmed within their tender submission that none of the exclusion criteria as detailed within Regulation 58 of The Public Contracts (Scotland) Regulations 2015 apply to them. 3.6 The Tender Submissions received were evaluated against the set award criteria on a combined weighting of 30% Quality and 70% Price. The scores relative to the Award Criteria are as follows: Quality (30%) Price (70%) Total (100%) 1 WRC Recycling Limited 29.50% 70.00% 99.50% 2 Enva Scotland Limited 30.00% 59.91% 89.91% 3 J. & M. Murdoch & Son Limited 27.50% 36.60% 64.10% 3.7 The evaluation of tender submission received identified that the submission by WRC Recycling Limited was the most economically advantageous tender submission. 3.8 As part of this contract the Council will deliver Light Scrap Metal to WRC Recycling Limited site at 45 Newmains Avenue, Inchinnan, PA4 9RR. 3.9 Community Benefits were requested as part of the procurement process and WRC Recycling Limited have committed to the following Community Benefits. Community Benefit Description No of People / Activity Job for an unemployed individual 1 Work Experience Placement for an individual 16+ years of age 1 Industry Skill Transfer to Schools 1 Page 207 of 271
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Implications of the Report 1. Financial The contract may generate an income of up to £400,000 excluding VAT, subject to market rates over the period of up to four years. This income will subsidise the cost of the Council’s waste disposal service. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – 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 Scotland Excel Dynamic Purchasing System (DPS) for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17 and the Council’s Standing Orders Relating to Contracts. 5. Information Technology - No Information Technology implications have been identified or are anticipated. 6. Property/Assets - None directly arising from this report. 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety - WRC Recycling Limited Health and Safety submission was evaluated by the Council’s Corporate Health and Safety team and meet the minimum 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 - WRC Recycling Limited insurances have been assessed and evaluated to confirm they meet the minimum requirements regarding insurable risk. Page 208 of 271
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11. Privacy Impact - No Privacy Impact implications have been identified or are anticipated. 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 Governments aims and objectives for a Zero Waste Scotland. 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 209 of 271
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: Report by the Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for the Treatment of Waste Upholstered Domestic Seating (WUDS), Persistent Organic Pollutants (POPS) (RC- CPU-24-209) ___________________________________________________________________ 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 the Treatment of Waste Upholstered Domestic Seating (WUDS), Persistent Organic Pollutants (POPS) (reference RC-CPU-24-209) to Enva Scotland Limited. 1.2 The recommendation to award this Contract follows a mini-competition made under the Scotland Excel Dynamic Purchasing System for the Treatment and Disposal of Recyclable and Residual Waste schedule 27/17, Lot 11 Treatment and Disposal of Bulky Waste. 1.3 A 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 the Treatment of Waste Upholstered Domestic Seating (WUDS), Persistent Organic Pollutants (POPS) services was also signed off by the Head of Infrastructure and Service Development, and the Corporate Procurement Manager in October 2024. ___________________________________________________________________ Item 20 Page 210 of 271
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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 Treatment of Waste Upholstered Domestic Seating (WUDS), Persistent Organic Pollutants (POPS) (RC-CPU-24-209) to Enva Scotland Limited made following a mini-competition under Lot 11 of Scotland Excel Dynamic Purchasing System for the Treatment and Disposal of Recyclable and Residual Waste schedule 27/17. 2.1.2 Authorise the approved Contract value of up to £1,300,000 excluding VAT. 2.1.3 Authorise the Contract Period of one year from 1 April 2025 up until 31 March 2026 with the Council having the sole right to extend the Contract on three separate occasions for up to one year up until 31 March 2029. The commencement date is anticipated to be the 1 April 2025. In the event that the Contract does not commence on 1 April 2025, the Contract period shall run from the actual commencement date as stated in the Council’s Letter of Acceptance. _________________________________________________________ 3. Background 3.1 The Council have a requirement for the collection and disposal of POPs & WUDs from its nominated POPs & WUDs Household Waste Recycling Centre (HWRC) at Linwood. The source of this material will be two-fold from (1) members of the public bringing material direct to the Linwood HWRC site and (2) Council collections via various departments for example, housing, fly tipping etc. 3.2 This procurement exercise has been tendered as a mini-competition under the Scotland Excel Dynamic Purchasing System for the Treatment and Disposal of Recyclable and Residual Waste schedule 27/17, Lot 11 Treatment and Disposal of Bulky Waste. 3.3 At the time of the mini-competition, Lot 11 of the Scotland Excel Dynamic Purchasing System for the Treatment and Disposal of Recyclable and Residual Waste schedule 27/17 had 32 Suppliers registered. All 32 Suppliers were invited to participate in the mini-competition issued on the Public Contract Scotland Tender platform on 22 November 2024. In accordance with the requirements of the Dynamic Purchasing System the Council could select to use the Call-Off Terms prepared by Scotland Excel or could use Council terms for the mini-competition. Page 211 of 271
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The Council chose to use both the Council’s General Conditions of Contract for Services – Waste, and related Operation Terms and Conditions for this mini-competition. 3.4 By closing date set for return of electronic tenders of 12 noon on 9 December 2024, 3 Suppliers submitted a Tender Submission with the remaining 29 not responding. 3.5 All 3 Suppliers completed the European Single Procurement Document (ESPD) when applying for a place on the Scotland Excel Dynamic Purchasing System for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17. All Suppliers confirmed within their respective tender submission that none of the exclusion criteria as detailed within Regulation 58 of The Public Contracts (Scotland) Regulations 2015 applied to them. 3.6 The Tender Submissions received were evaluated against the set award criteria on a combined weighting of 30% Quality and 70% Price. The scores relative to the Award Criteria are as follows: Quality (30%) Price (70%) Total (100%) 1 Enva Scotland Limited 30.00% 70.00% 100.00% 2 J. & M. Murdoch & Son Limited 27.50% 68.97% 96.47% 3 WRC Recycling Limited 30.00% 64.14% 94.14% 3.7 The evaluation of tender submission received identified that the submission by Enva Scotland Limited was the most economically advantageous tender submission. 3.8 Community Benefits were requested as part of the procurement process and Enva Scotland Limited have committed to the following Community Benefits. Community Benefit Description No of People / Activity Industry Awareness Events • Schools • Invest in Renfrewshire – Employability • Further Education 2 Business advice/support to an SME /Social Enterprise/ Voluntary organisation 3 Financial Support for a Community Project 2 Non-Financial Support for a Community Project 2 Page 212 of 271
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_________________________________________________________ Implications of the Report 1. Financial - The costs of up to £1,300,000 excluding VAT over the period of up to four years will be met from the Council’s waste disposal revenue budget, within Environment, Housing and Infrastructure. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – 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 Scotland Excel Dynamic Purchasing System for the Treatment and Disposal of Recyclable and Residual Waste schedule 27/17 and the Council’s Standing Orders Relating to Contracts. 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 - Enva Scotland Limited’s Health and Safety submission was evaluated by the Council’s Corporate Health and Safety team and meet the minimum 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. Page 213 of 271
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10. Risk - Enva Scotland 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 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. 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 214 of 271
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: Report by the Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for the Treatment, Recycling & Disposal of Mixed Waste from the Councils 5 x Household Waste Recycling Centres (HWRC’s) and Waste Arisings from other Council Service Operations (RC-CPU-24-105) ___________________________________________________________________ 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 the Treatment, Recycling & Disposal of Mixed Waste from the Councils 5 x Household Waste Recycling Centres (HWRCs) and Waste Arisings from other Council Service Operations (reference RC-CPU-24-105) to Enva Scotland 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 11 Treatment and Disposal of Bulky Waste. 1.3 A 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 Treatment, Recycling & Disposal of Mixed Waste was also approved by the Head of Infrastructure and Service Development and the Corporate Procurement Manager in October 2024. ___________________________________________________________________ Item 21 Page 215 of 271
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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 Treatment, Recycling & Disposal of Mixed Waste from the Councils 5 x Household Waste Recycling Centres (HWRCs) and Waste Arisings from other Council Service Operations (RC-CPU-24-105) to Enva Scotland Limited following a mini-competition made under Lot 11 of the Scotland Excel Dynamic Purchasing System (DPS) for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17. 2.1.2 Authorise the approved Contract value of up to £4,000,000 excluding VAT. 2.1.3 Authorise the Contract Period of four years. The anticipated commencement date is 1 April 2025 up until 31 March 2029. In the event that the Contract does not commence on 1 April 2025, the Contract Period shall run from the actual commencement date as stated in the Council’s Letter of Acceptance. _________________________________________________________ 3. Background 3.1 The Council has a requirement for the Treatment, Recycling & Disposal of Mixed Waste from the Council’s Household Waste Recycling Centres (HWRCs) and Waste Arisings from other Council Service Operations. As part of this contract, Council vehicles will deliver approximately 7,174 tonnes per calendar year of waste material to the Service Provider’s treatment site. 3.2 This procurement exercise has been tendered as a mini-competition under the Scotland Excel Dynamic Purchasing System (DPS) for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17, Lot 11 Treatment and Disposal of Bulky Waste. 3.3 At the time of the mini-competition, Lot 11 of the Scotland Excel Dynamic Purchasing System (DPS) for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17 had 32 Suppliers registered. All 32 Suppliers were invited to participate in the mini-competition issued on the Public Contract Scotland Tender platform on 11 October 2024. In accordance with the terms of the Dynamic Purchasing System the Council could use the Call off Terms prepared by Scotland Excel or could use Council terms for the mini competition. Page 216 of 271
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The Council chose to use both the Council’s General Conditions of Contract for Services – Waste, and related Operation Terms and Conditions for this mini-competition. These terms and conditions use the definition “Service Provider” rather than “Supplier”. 3.4 By the closing date set for return of electronic tenders of 12 noon on 8 November 2024, 3 Suppliers submitted a Tender Submission with 29 Suppliers not responding. 3.5 All 3 Suppliers completed the European Single Procurement Document (ESPD) when applying for a place on the Scotland Excel Dynamic Purchasing System for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17. All Suppliers confirmed within their tender submission that none of the exclusion criteria as detailed within Regulation 58 of The Public Contracts (Scotland) Regulations 2015 apply to them. 3.6 The Tender Submissions received were evaluated against the set award criteria on a combined weighting of 30% Quality and 70% Price. The scores relative to the Award Criteria are as follows: Quality (30%) Price (70%) Total (100%) 1 Enva Scotland Limited 30.00% 68.97% 98.97% 2 J. & M. Murdoch & Son Limited 28.25% 70.00% 98.25% 3 WRC Recycling Limited 30.00% 64.14% 94.14% 3.7 The evaluation of tender submission received identified that the submission by Enva Scotland Limited was the most economically advantageous tender submission. 3.8 As part of this contract the Council will deliver mixed waste to the Enva Scotland Limited site at 49 Burnbrae Road, Linwood, PA3 3BD. 3.9 Community Benefits were requested as part of the procurement process and Enva Scotland Limited have committed to the following Community Benefits. Community Benefit Description No of People / Activity Industry Awareness Events 2 Non-financial support for a Social Enterprise within Renfrewshire 1 Financial Support for a Community Project/Group. 2 Non-financial support for a Community Project/Group 2 Page 217 of 271
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Implications of the Report 1. Financial The costs for this Contract of up to £4,000,000 excluding VAT over the four year Contract Period will be met from the Council’s waste disposal revenue budget within Environment, Housing and Infrastructure. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – 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. Fair- Protecting the most vulnerable members of our communities, including children and young people who are at risk. 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 Scotland Excel Dynamic Purchasing System (DPS) for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17 using Council terms and conditions as noted in 3.3 and the Council’s Standing Orders Relating to Contracts. 5. Information Technology - No Information Technology implications have been identified or are anticipated. 6. Property/Assets - None directly arising from this report. 7. Equality & Human Rights - None directly arising from this report 8. Health & Safety - Enva Scotland Limited’s Health and Safety submission was evaluated by the Council’s Corporate Health and Safety team and meet the minimum requirements regarding health and safety. Page 218 of 271
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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 - Enva Scotland Limited’s insurances have been assessed and evaluated to confirm they meet the minimum requirements regarding insurable risk. 11. Privacy Impact - No Privacy Impact implications have been identified or are anticipated. 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. 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 219 of 271
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing & Infrastructure Services ___________________________________________________________________ Heading: Contract Authorisation Report for the Supply and Delivery of 1x 18T Narrow Track Refuse Collection Vehicle (RC-CPU-24-215) ___________________________________________________________________ 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 the Supply and Delivery of 1x 18T Narrow Track Refuse Collection Vehicle (RCV) (reference RC-CPU-24-215) to Dennis Eagle Limited as part of the Council’s Vehicle Replacement Programme for 2024/25. 1.2 The recommendation to award the contract follows a procurement exercise conducted as a mini-competition under Lot 10 (Bodies for Refuse Collection Vehicles) of the Scotland Excel Framework Agreement for Supply and Delivery of Heavy & Municipal Vehicles (ref: 03/21). 1.3 A Contract Strategy was prepared by the Corporate Procurement Unit and Environment, Housing and Infrastructure 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 December 2024. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 22 Page 220 of 271
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2.1 Authorises the Head of Corporate Governance to award a contract for the Supply and Delivery of 1x18T Narrow Track RCV to Dennis Eagle Limited 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 (ref: 03/21). 2.2 Authorise the approved contract value of £220,698 excluding VAT. 2.3 Note that Dennis Eagle Limited has confirmed that delivery will be made for the vehicle 28-30 weeks from receipt of the 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 for 2024/25, Environment, Housing & Infrastructure Services identified a requirement to purchase 1x 18T Narrow Track RCV. In accordance with Standing Order 29.5 of the Standing Order relating to Contracts, the Scotland Excel Framework Agreement for Supply and Delivery of Heavy and Municipal Vehicles (ref: 03/21), Lot 10 Bodies for Refuse Collection Vehicles was identified as the best option for these vehicle purchases. 3.2 This procurement exercise was tendered as a mini-competition under this Scotland Excel Framework Agreement. 3.3 There are 8 Suppliers on the Framework Agreement Lot 10 Bodies for Refuse Collection Vehicles. All 8 Suppliers were invited to participate in the mini-competition issued on 10 December 2024 with the tender documentation available for downloading from the Public Contract Scotland - Tender platform on this date. 3.4 By the closing date set for return of electronic tenders of 12 noon on 6 January 2025, 1 Supplier had submitted a Tender Submission and 7 Suppliers did not respond. 3.5 The 1 Supplier who submitted a response confirmed they continued to meet the requirements of the Single Procurement Document (SPD) completed when applying for a place on the Scotland Excel Framework Agreement for Supply and Delivery of Heavy & Municipal Vehicles. 3.6 The Tender Submissions received were evaluated against a price/quality score of 70% / 30%. Page 221 of 271
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The quality score the Supplier achieved through the Framework Agreement 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: Price (70%) Quality (30%) Total (100%) 1 Dennis Eagle Limited 70% 26% 96% 3.7 The Tender Submission received by Dennis Eagle Limited met the criteria set out in the procurement documents and was within the Council’s set budget and was therefore deemed to be value for money. 3.8 Community Benefits were requested as part of the procurement process and Dennis Eagle Limited confirmed that the following would be delivered as part of this Contract: Community Benefit Description No of People / Activity Industry Awareness Event 1 Financial Support for a Community Project 1 ___________________________________________________________________ Implications of the Report 1. Financial - The cost of £220,698 excluding VAT under this Contract will be funded from the Environment, Housing & Infrastructure Capital budget allocation for the Vehicle Replacement Programme for financial year 2024/25. 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. The contract is for the 18T Narrow Track RCV to replace fleet vehicle to gain access to difficult routes due to vehicle parking and working with the supplier to ensure our neighbourhoods are safe, vibrant, and attractive places to live. Page 222 of 271
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4. Legal - The procurement of this Contract was conducted in accordance with the mini-competition requirements of the Scotland Excel Framework Agreement for Supply and Delivery of Heavy & Municipal Vehicles (ref: 03/21) and the Council’s Standing Orders Relating to Contracts. 5. Property/Assets - When delivered the 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 standards have been assessed and evaluated by Scotland Excel to confirm they 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 – Dennis Eagle Limited’s insurances have been assessed and evaluated by Scotland Excel confirm they meet 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 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. 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. _______________________________________________________ Page 223 of 271
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List of Background Papers - None. ___________________________________________________________________ Author: Abimbola Olutola, Procurement Adviser, Abimbola.olutola@renfrewshire.gov.uk Page 224 of 271
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: Report by the Director of Environment, Housing & Infrastructure and the Director of Finance and Resources ___________________________________________________________________ Heading: Contract Authorisation Report for: Park Mains High School Extension – Design and Build (RC-CPU-24-053) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to award a Pre-Construction Services Agreement for Park Mains High School Extension – Design and Build (RC- CPU-24-053) (the “PCSA”) to Galliford Try Construction Limited, T/A Morrison Construction Scotland, which forms part of the procurement exercise for the complete Design and Build (D&B) Works Contract for Park Mains High School Extension – Design and Build (RC-CPU-24-053). 1.2 The recommendation to award the PCSA (and subsequently the D&B Contract) follows a procurement exercise which was conducted in accordance with the Restricted Procedure under the Public Contracts (Scotland) Regulations 2015 and the Council’s Standing Orders Relating to Contracts. 1.3 A Contract Strategy was approved by the Corporate Procurement Manager, the Head of Facilities and Property Services on 4 July 2024. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 23 Page 225 of 271
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2.1 Authorises the Head of Corporate Governance to award a Pre-Construction Services Agreement (PCSA) for the Park Mains High School Extension – Design and Build (RC-CPU-24-053) to Galliford Try Construction Limited, T/A Morrison Construction Scotland. 2.2 Authorises the award of the PCSA Contract for the Pre-Construction Services Fee of £1,191,440.74 excluding VAT. 2.3 Authorises a contingency spend of £119,144.07 which equates to 10% of the Pre-Construction Services Fee. 2.4 Authorises a total Approved Contract Value of £1,310,584.81 (which is the total of the Pre-Construction Services Fee plus the contingency spend). 2.5 Note that the pre-construction services are scheduled for commencement on Monday 17 March 2025. The actual date will be confirmed in the Council’s Letter of Acceptance to Galliford Try Construction Limited, T/A Morrison Construction Scotland. 2.6 Note that, as part of the Pre-Construction Services Agreement it may be identified that an Enabling Works Package is required and if that is the case, a further report will be brought to a future Finance, Resources and Customer Services Policy Board seeking formal approval to enter into the Enabling Works Contract with Galliford Try Construction Limited, T/A Morrison Construction Scotland. 2.7 Note that a further report will be brought to a future Finance, Resources and Customer Services Policy Board seeking formal approval to enter into the Design and Build Contract with Galliford Try Construction Limited, T/A Morrison Construction Scotland. 2.8 Authorises that the Contractor’s total liability for matters which would be covered by Professional Indemnity is limited to £10m in the aggregate with an annual automatic reinstatement. _________________________________________________________ 3. Background 3.1 Park Mains High School (PMHS) is located in Erskine within the Renfrewshire Council area. School estate management planning is central to the Council’s asset management strategy. Planned housing developments within the Bishopton and Erskine areas of Renfrewshire have resulted in significant primary school growth in the catchment area. Page 226 of 271
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As a result of these planned housing developments there is a need to increase the current pupil capacity within PMHS by extending the current building infrastructure to accommodate the increasing pupil roll. The Council requires to appoint a suitably experienced and qualified Contractor capable of undertaking the pre-construction related services, Enabling Works Packages (where required), and Design and Build Package for the extension of Park Mains High School. 3.2 The procurement exercise for the Park Mains High School Extension – Design and Build (RC-CPU-24-053) was conducted as an above Threshold Works procurement in accordance with the Public Contracts (Scotland) Regulations 2015 Regulation 29 – Restricted Procedure. The estimated value of the procurement exercise was based on the total for all Contracts including the PCSA, Enabling Works Contract(s) and Design and Build Contract that may be required for Park Mains High School Extension. 3.3 The Restricted Procedure is conducted in two stages, Selection (Stage 1) and Invitation to Tender (Stage 2). Stage 1 of this process was open to all interested organisations. The contract notice was published on the Public Contacts Scotland advertising portal on 5 July 2024. The Invitation to Participate documents were also available to download on 5 July 2024 from the Public Contracts Scotland – Tender portal. 3.4 During Stage 1, 25 organisations expressed an interest in these Contracts, including this PCSA. By the closing date set for Stage 1 submissions, 12 noon on 8 August 2024, 5 companies had submitted a request to participate (RTP). 3.5 The 5 RTPs were each evaluated against a pre-determined set of criteria in the form of the Single Procurement Document (SPD) Scotland by representatives from the Council’s Corporate Procurement Unit and Property Services. 4 of the 5 Candidates satisfied the Council’s minimum requirements within the SPD selection criteria. 3.6 As part of the selection process, and to reduce the number of otherwise qualified Candidates, in accordance with the Invitation to Participate, Candidates had to respond to questions relating to previous experience, technical capacity and capability with projects similar in nature, scope and scale to the Contracts required under this procurement exercise. 1 Candidate failed to meet the minimum requirements with regards to the examples submitted to evidence their past experience in delivering projects of a similar scale and value, and was excluded from the procurement exercise. Page 227 of 271
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3.7 A panel of representatives from the Council’s Property Services team assessed each of the 4 remaining Candidate responses to the questions and the 4 remaining Candidates were selected to proceed to Stage 2 (Invitation to Tender). The selection score for each Candidate within Stage 1 – RTP is noted below: Candidate Weighting Heron Bros. Ltd 98.50% Galliford Try Construction Limited, T/A Morrison Construction Scotland 98.00% BAM Construction Limited 91.00% Keir Construction Limited 76.00% 3.8 All 4 Candidates from Stage 1 were invited, by invitation issued 24 October 2024 via the Public Contracts Scotland -Tender portal, to submit a tender submission for Stage 2. By the Tender Deadline, 12 noon on 4 December 2024 3 Candidates had submitted a response and 1 had declined to respond. 3.9 The 3 tender submissions received were assessed against the published Award Criteria based on weightings of 30.00% price and 70.00% quality. The tender submissions were assessed by an evaluation panel consisting of the Council’s Property Services team, Corporate Procurement and an external consultant. The Tenderer scores relative to the Award Criteria are set out in the table below: Tenderer Price Quality Total Galliford Try Construction Limited, T/A Morrison Construction Scotland 20.12% 67.25% 87.37% Heron Bros. Ltd. 30.00% 51.20% 81.20% BAM Construction Limited 17.86% 52.05% 69.91% 3.10 Following evaluation the Tender Submission from Galliford Try Construction Limited T/A Morrison Construction Scotland is deemed the most economically advantageous tender submission. 3.11 The Pre-Construction Services sought will be contracted in the form of a bespoke Pre-Construction Services Agreement (PCSA) and the Pre- Construction Services will be carried out for RIBA stages 3&4 (inclusive). Subject to further approval from a future Finance, Resources and Customer Services Policy Board, the Council’s intention would be to enter into a Design and Build Contract with Galliford Try Construction Limited, T/A Morrison Construction Scotland at the end of RIBA stage 4. As tendered, the form of the Design and Build Contract required will be SBCC Design and Build Contact for Page 228 of 271
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use in Scotland 2016 edition accompanied with bespoke Employer’s Amendments and Preliminaries. 3.12 The site is occupied and once the PCSA is in place it may be identified that an Enabling Works package is required prior to the Design and Build Contract. The requirement for Enabling Works Contracts is included within the scope of this procurement exercise. If that is the case, a further report will be brought to a future Finance, Resources and Customer Services Policy Board seeking formal approval to enter into the Enabling Works Contract with Galliford Try Construction Limited, T/A Morrison Construction Scotland. 3.13 Mandatory Community Benefits were included as a condition of contract award for all parts of this Park Mains High School Extension– Design and Build (RC- CPU-24-053. Galliford Try Construction Limited T/A Morrison Construction Scotland confirmed they would provide community benefits as disclosed with their Tender Submission. The commitment as tendered was to deliver 10 employment opportunities. In addition to the mandatory Community Benefits Galliford Try Construction Limited T/A Morrison Construction Scotland committed to delivering 180 community benefit points. The Community Benefits to be delivered across both Pre-Construction Services and the Design and Build Contract will be agreed at the prestart meeting, and will include discussion with the Council’s Community Benefit Forum. The table below sets out what Galliford Try Construction Limited T/A Morrison Construction Scotland have committed to deliver: Community Benefit Description No of People / Activity Work Experience Placement for an individual 16+ years of age 20 Work Experience Placement for an individual aged 14 to 16 years of age 3 Business advice/support to a local SME /Social Enterprise/ Voluntary organisation 1 Event to promote supply chain opportunities 2 S/NVQ (or equivalent) for • New Employee • Existing Employee • Supply Chain Employee 20 Industry Awareness Events • Schools • Invest in Renfrewshire – Employability • Further Education 24 Page 229 of 271
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Community Benefit Description No of People / Activity Industry Skill Transfer to Schools 6 Financial Support for a Community Project 5 Non-Financial Support for a Community Project 5 3.14 The costs for all Contracts forming the Park Mains High School Extension – Design and Build (RC-CPU-24-053) will be met through the Capital – General Services budget. ___________________________________________________________________ Implications of the Report 1. Financial - Financial and Economic Standing have been assessed as part of the tender selection criteria – which Galliford Try Construction Limited, T/A Morrison Construction Scotland met. The cost of up to £1,310,584.81 excluding VAT will be met through the Capital – General Services budget. To note, the cost of all subsequent contracts noted in this report will be met through the Capital – General Services budget. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – • Our Renfrewshire is thriving – maximising economic growth, which is inclusive and sustainable. • Our Renfrewshire is well - supporting the wellness and resilience of our citizens and communities. Place - Demonstrating that Renfrewshire is a great place to grow up, it's a place of opportunity for those that live and work here. Economy: - Improving lives and securing wellbeing through a stronger, inclusive and sustainable economy, being creative, imaginative and linking opportunities to enhance the benefits for Renfrewshire. - Matching the skills developed in Renfrewshire with the opportunities available in Renfrewshire and equipping all children and young people to achieve success in life. Page 230 of 271
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Green: - Working across partners and communities to deliver the priority areas highlighted in our Plan for Net Zero, working towards a net zero Renfrewshire by 2030. - Ensuring our journey to net zero is a just transition with climate justice and fairness at the heart, finding opportunities to challenge inequalities in new green ways as we tackle the climate crisis. - Integrating climate considerations into our long term strategic and financial planning as an organisation - Boosting our green economy, creating good green jobs that are sustainable for the future. Living Our Values: - Leading positively through transition and change. - Delivering best value for our citizens and customers. 4. Legal - The procurement of this Contract and related contracts for Park Mains High School Extension– Design and Build (RC-CPU-24-053) has been conducted in accordance with the Restrictive Procedure under the Public Contracts (Scotland) Regulations 2015 and the Council’s Standing Orders Relating to Contracts. 5. Property/Assets - The Council’s investment in its learning estate offers the opportunity for a place-based approach to local outcomes. integrating local services to support communities. Extending the current building infrastructure at Park Mains High School will accommodate the increasing pupil roll. 6. Information Technology – None directly arising from this report, the Council’s Architecture & Technology team confirmed that no Cyber Security input was required. 7. Equality & Human Rights – None directly arising from this report. 8. Health & Safety - Galliford Try Construction Limited, T/A Morrison Construction Scotland health and safety credentials were evaluated by Corporate Health and Safety and met the Council’s requirements regarding health and safety for this procurement exercise. 9. Procurement – The procurement procedures outlined within this report ensures that the Council meets its statutory requirements in respect of procurement procedures, efficiency, and modern Government. Page 231 of 271
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If other related contracts are identified as part of the PCSA process, such as enabling works, the scope within this procurement exercise has included such requirements. 10. Risk - Galliford Try Construction Limited, T/A Morrison Construction Scotland insurances have been assessed and evaluated to confirm that they meet the requirements regarding insurance risk for this procurement exercise. The Contractor’s total liability for matters which would be covered by Professional Indemnity is limited to £10m in the aggregate with an annual automatic reinstatement. 11. Privacy Impact – None directly arising from this report. 12. Climate Risk – The level of impact associated with the provision of these works have been assessed using the Scottish Government Sustainability Test and is considered to be high risk. Mitigations the Council has taken in regard to sustainability within this Contract is to include contractual elements within the Scope such as: - The Contractor should aim to ensure that any deliveries to site are consolidated to reduce emissions. - The Contractor is required to provide a Site Specific Waste Management Plan detailing where all the waste produced will be recycled or if it cannot be recycled where the waste will go. 13. Children’s Rights – This report does not cover a new policy, function or strategy nor a substantive change to an existing policy, function or strategy which will have an impact on children’s rights. 14. Cosla Policy Position – None directly arising from this report. _______________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Joanna Tannock, Interim Strategic Category Manager, Corporate Procurement Unit, Joanna.tannock@renfrewshire.gov.uk Page 232 of 271
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report: New Primary School in Dargavel, Enabling Works Contract and approval for Pre-Construction Consultant Fees ___________________________________________________________________ 1. Summary 1.1. Renfrewshire Council has a requirement to build a new primary school in Dargavel Village, Bishopton. The new school will have capacity for a minimum of 800 pupils as well as facilities for Community Use including a full-size Flood-lit 3G playing field. 1.2. Hub West Scotland (HWS) Limited was identified as the recommended procurement route to market under the approved terms of the Territory Partnering Agreement (TPA). Design development has taken place in partnership with Hub West Scotland since October 2023, culminating in submission of Hub West Scotland Limited Stage 1 report on 18 December 2024 confirming that the project is on budget and that the forecast programme for delivery is achievable. 1.3. Formal approvals are now required to progress the project to ensure the project deadline is met; Finance, Resources and Customer Services Policy Board approval is requested for an Enabling Works contract with Hub West Scotland Limited, who will wholly sub-contract all these works to BAM Construction Limited and for the Finance, Resources and Customer Service Policy Board to also approve the payment of Pre- Construction Consultant fees to Hub West Scotland Limited to allow them to pay their professional consultant team. Item 24 Page 233 of 271
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1.4. It should be noted that further approvals will be sought from a future Finance, Resources and Customer Service Policy board to enter into Advance Works and Main Works Contracts with Hub West Scotland Limited, who will wholly sub-contract each of these contracts to BAM Construction Limited. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1. Authorises the Head of Corporate Governance to enter into a Design and Build Development Agreement (DBDA) for Enabling Works with Hub West Scotland Limited. Please note that Hub West Scotland Limited will wholly subcontract all these Enabling Works under this contract to BAM Construction Limited. 2.2. Authorise the award of the Enabling Works Contract for £2,354,023.00 exclusive of VAT to Hub West Scotland Limited. 2.3. Authorise a contingency spend of £353,103.45in relation to the Enabling Works Contract which equates to 15% of the Contract Sum. 2.4. Authorise a total Approved Contract Value for Enabling Works of £2,707,126.45 (which is the total of the Contract Sum plus the contingency spend). 2.5. Authorise the acceptance of a Limitation on Hub West Scotland Limited’s Liability for uninsured losses up to the value of the Contract Sum for the Enabling Works Contract. This is the market standard position. 2.6. Note the Enabling Works Contract is anticipated to commence in early March 2025 and be completed by late October 2025. 2.7. Authorise the spend of £2,228,624 to Hub West Scotland Limited for them to pay their various Pre-Construction Consultant Fees which will be incurred in advance of entering into the Design and Build Development Agreement associated with the Main Works Contract. 2.8. Authorise a contingency spend of £334,293.60 in relation to the Pre- Construction Consultant Fees which equates to 15% of the Contract Sum. Page 234 of 271
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2.9. Authorise a total Approved Contract Value for Pre-Construction Consultant Fees of £2,562,917.60 (which is the total of the Contract Sum plus the contingency spend). 2.10. Authorise the acceptance of a Limitation of Liability on Design Consultants Pre-Construction Development (Pre-Construction Consultants) to the sums referred to in 3.19 on an each and every claim basis except for claims relating to pollution and contamination and asbestos where the limit will be in the annual aggregate. This is the market standard position. 2.11. Note that a further report will be brought to a future Finance, Resources and Customer Services Policy Board to seek approval of the award of an Advance Works Contract and award of a Main Works Contract to Hub West Scotland Limited noting that these will both also be wholly sub- contracted to BAM Construction Limited. _________________________________________________________ 3. Background Enabling Works 3.1. Renfrewshire Council (RC) is looking to build a primary school in Dargavel on a site that has been purchased from BAE Systems (BAE) and requires the school to be delivered for May 2027 to allow familiarisation / fit-out over the school summer holidays and for the school to be ready for pupils from the new Term in August 2027. 3.2. RC undertook extensive consultation to gauge public opinion and determine a preferred site for the new school. The chosen site lies southwest of Bishopton, with plot E1 formally confirmed as the location for the new school on 23 May 2024. The plot forms part of a wider regeneration project by BAE Systems following the decommissioning of the former Royal Ordnance Factory Bishopton. The site has been purchased from BAE by RC. The brownfield site (Plot E1) has been remediated by BAE to a residential construction specification. The next stage in the site preparation process is for civil engineering works comprising of the installation of vertical drainage and fill material. These works are defined as ‘Enabling Works. 3.3. After advice from RC officers on appropriate procurement routes, it was proposed that the use of Hub West Scotland Limited (HWS) as a project delivery partner would be the most appropriate procurement route for a project of this nature. This recommendation was reported to the Education and Children’s Services Policy Board in May 2024. Page 235 of 271
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3.4. RC entered into a Territory Partnering Agreement (TPA) with HWS on 27 April 2012. A New Project Request (a HWS Governance requirement) was submitted by RC for the overarching Dargavel Primary School Project (Project) to HWS and which was accepted by the HWS Board in January 2024. Appointing a contractor as early as possible in the Project was vital due to the complexity of the Project and to develop design options during the Feasibility Stage. 3.5. HWS approached their Tier 1 Primary Contractor supply chain and 4 organisations were asked to confirm their interest to tender the Project and were also requested to submit capability statements. As part of HWS procurement methodology financial checks using project value versus organisation turnover, Dun & Bradstreet and Credit-Safe check reports were compiled for each organisation to further validate their suitability for the Project. 3.6. All 4 organisations met the due diligence requirements and on 19 February 2024 the 4 organisations were sent an Invitation to Tender (ITT). By the closing date, 15 March 2024 all four organisations (now known as tenderers) submitted a completed ITT. Both HWS and members of RC evaluated the Quality element (based on 70%) and HWS evaluated the pricing element (based on 30%). 3.7. The 4 tenderers attended in person interviews on 26 March 2024 and presented to a panel consisting of members from HWS and members from RC’s Corporate Procurement Unit and Property Services. 3.8. Following the evaluation of the 4 bids received BAM Construction Limited (BAM) were identified by HWS as the most economically advantageous tenderer. 3.9. Whilst progressing through the design stages of the Project, HWS, BAM and RC identified that there was a requirement to undertake early civil engineering works to facilitate the site preparation ahead of the Main Works Contract. RC are now seeking authority from the Finance, Resources and Customer Services Policy Board to enter into an Enabling Works Contract with HWS. 3.10. RC will enter into a DBDA with HWS and thereafter HWS will enter into a construction contract with BAM Construction Limited to deliver all works required under this Contract. Page 236 of 271
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3.11. Following conclusion of RIBA 1 & 2 Design Stages, a HWS Stage 1 Report was received by the RC on 12 December 2024 and presented to the Learning Estate Strategy and Delivery Board on 18 December 2024 confirming that at time of submission of the report, the Project was on time, on budget and on programme. 3.12. The Enabling Works Contract contains Limitation on HWS’s Liability for uninsured losses up to the value of the Contract Sum for the Enabling Works Contract. This is the market standard position. 3.13. The key RC critical success factor is that the project be complete by May 2027 in order that the school will be operational for pupils by the new term in August 2027. Enabling Works are programmed to commence in March 2025 and to be complete by October 2025. Entering into this Enabling Works Contract is critical to maintaining the Project programme. 3.14. It is anticipated that a further contract, an Advance Works Contract, will be required following Enabling Works before the Main Works Contract can be entered into. The Advance Works contract will be to carry out targeted civil engineering and services preparatory works that will assist timely delivery of the Main Works Contract. The extent of the Advance Works package is currently being developed in conjunction with BAM/ HWS and RC. The Advance Works contract is currently anticipated to start in late October 2025 and expected to last approximately 10 weeks. 3.15. The Main Works Contract is anticipated to start in January 2026, with handover of the facility to RC anticipated in May 2027. Further approval will be sought from future Finance, Resources and Customer Services Policy Boards with regard to entering into an Advance Works and a Main Works Contract during quarter 4 of 2025. 3.16. Pre-Construction Professional Services Fees A design team of professional consultants has been assembled by HWS to deliver the Project who have the credentials and relevant experience for a project of this nature, coupled with the skill set to deliver within a challenging delivery programme. As part of the HWS Model, RC enters into a contract with HWS to provide the professional and design services and HWS sub-contracts these services to the various professional consultants on their supply chain. HWS will incur substantial design and other professional fees in advance of entering into the Main Works Contract DBDA. These services can last a considerable number of months, and it is necessary to ensure payment of these fees to ensure cashflow for HWS and their consultant team. Page 237 of 271
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The design team members were appointed by HWS following a detailed tender exercise, which included an interview process involving member of Property Services and the Corporate Procurement Unit. The team is detailed below: 3.17. Pre-Construction Professional Services Fees will amount to £2,228,624. This is broken down as follows: Page 238 of 271
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3.18. The limitation of liability of HWS’s Sub-Consultants shall be limited to the sums referred to in the table below on an each and every claim basis except for claims relating to pollution and contamination and asbestos where those limits will be in the annual aggregate. These figures reflect market limitations. Consultant Appointment cl 19.1 (PI) and (40) Limitation of Liability Sub-limitations Comments JMA £10,000,000 (ten million pounds) any one occurrence Except for claims relating to pollution and contamination and asbestos where the cover will be in the annual aggregate. Architect and Lead consultant ERZ Landscape Architect Sub-Consultancy: £5,000,000 (five million pounds) on an any one claim or series of claims arising from the same originating cause basis. Defence costs in addition or series of claims arising from the same originating cause but in the Aggregate in respect of Pollution and Contamination claims. Sub consultant to JMA Digital Guerrilla BIM Manager Sub- Consultancy: £2,000,000 (two million pounds) any one claim. Sub consultant to JMA Carbon Futures Sustainability & Carbon Advisor Sub- Consultancy: £5,000,000 (five million pounds) each and every claim or loss excluding defence costs. Sub consultant to JMA Spacezero Furniture, Fixtures & Equipment specialist Sub-Consultancy: £10,000,000 (ten million pounds) any one claim. Sub consultant to JMA AECOM £10,000,000 (ten million) any one claim except for claims relating to pollution and contamination and Civil and Structural Page 240 of 271
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Consultant Appointment cl 19.1 (PI) and (40) Limitation of Liability Sub-limitations Comments asbestos where the limit will be in the annual aggregate. Rybka £10,000,000 (ten million pounds) any one claim except for claims relating to: Fire Safety: £10,000,000 (ten million pounds) in the aggregate Pollution: £1,000,000 (one million pounds) in the aggregate Asbestos: £250,000 (two hundred and fifty thousand pounds) in the aggregate Mechanical, Electrical and Plumbing Jensen Hughes £11,732,250 (eleven million seven hundred and thirty two thousand two hundred and fifty pounds) per occurrence and aggregate but excludes fire/combustibility. Fire sub consultant to Rybka Sandy Brown £5,000,000 (five million pounds) any one claim except for claims relating to: Pollution: £5,000,000 in the aggregate Asbestos: £2,000,000 in the aggregate Acoustic sub consultant to Rybka Currie and Brown £10,000,000 (ten million pounds) any one claim Cost Consultant and Principal Designer 3.19. RC will enter into a Strategic Support Partnering Services letter with HWS in order to pay the various professional fees as noted above. In advance of paying these professional fees, HWS must demonstrate to RC that they have entered into a formal appointment with the relevant Professional Consultant and must provide RC with a collateral warranty signed by both HWS and the relevant Professional Consultant. Community Benefits 3.20. RC provided HWS with a Community Benefit Outcome Menu that targets 150 points for a Project of this overall value. Page 241 of 271
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The outcome menu was also replicated onto the SFT themes, outcomes and measures (TOMs) system as part of the HWS tender process. BAM Construction Limited committed to achieving 680 points on the Community Benefit Outcome Menu and £10.4m worth of Social, Local Economic Value through the SFT TOMs menu. The Community Benefits will be delivered as part of the Enabling Works Package and continue through until overall Project completion. 3.21. This approach and model (both an Enabling Works Contract, and Payment of the Design Team fees in this manner) was followed successfully in the project for the award-winning Paisley Learning and Cultural Hub. ___________________________________________________________________ Implications of the Report 1. Financial – The cost for these 2 named contracts of £5,270,044.05exclusive of VAT will be met through the Capital – General Services budget. The limits of liability are as detailed within paragraph 3.20. 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. Place - Demonstrating that Renfrewshire is a great place to grow up, it's a place of opportunity for those that live and work here. Economy: - Improving lives and securing wellbeing through a stronger, inclusive and sustainable economy, being creative, imaginative and linking opportunities to enhance the benefits for Renfrewshire. - Matching the skills developed in Renfrewshire with the opportunities available in Renfrewshire and equipping all children and young people to achieve success in life. Page 242 of 271
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Green: - Working across partners and communities to deliver the priority areas highlighted in our Plan for Net Zero, working towards a net zero Renfrewshire by 2030. - Ensuring our journey to net zero is a just transition with climate justice and fairness at the heart, finding opportunities to challenge inequalities in new green ways as we tackle the climate crisis. - Integrating climate considerations into our long term strategic and financial planning as an organisation - Boosting our green economy, creating good green jobs that are sustainable for the future. Living Our Values: - Leading positively through transition and change. - Delivering best value for our citizens and customers. 4. Legal - The procurement exercise to establish the ability of the Council to enter into a contract with Hub West Scotland has been conducted in accordance with the EU Procurement Regulations. 5. Property/Assets - The Council’s investment in its learning estate offers the opportunity for a place-based approach to local outcomes and integrating local services to support communities. The new school will have capacity for a minimum of 800 pupils as well as facilities for Community Use including a full-size Flood-lit 3G playing field. 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 – Hub West Scotland is a joint-venture organisation which is owned by both the public and private sectors. 10. Risk – A Risk Register has been produced for the Project and will be managed and maintained throughout the Project lifetime. 11. Privacy Impact – None directly arising from this report 12. Climate Risk – None directly arising from this report Page 243 of 271
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13. Children’s Rights – This report does not cover a new policy, function or strategy nor a substantive change to an existing policy, function or strategy which will have an impact on children’s rights. 14. Cosla Policy Position – None directly arising from this report. _______________________________________________________ List of Background Papers (a) Learning Estate Update – on 14th March 2023 to Education and Children’s Services Policy Board (b) Learning Estate Update – on 23 May 2023 to Education and Children’s Services Policy Board ___________________________________________________________________ Author: Joanna Tannock, Interim Strategic Category Manager David Donnelly, Project Manager Page 244 of 271
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: The Chief Executive and The Director of Finance and Resources ___________________________________________________________________ Heading: Contract Authorisation Report for the Provision of a GIS System (RC-CPU-24-266) ___________________________________________________________________ 1. Summary 1.1 The purpose of this paper is to seek the approval of the Finance, Resources and Customer Services Policy Board to award a Contract for the Provision of a GIS System (RC-CPU-24-266). 1.2 The procurement exercise was conducted in accordance with the Renfrewshire Council’s Standing Orders Relating to Contracts and the Public Contracts (Scotland) Regulations 2015. 1.3 A Request to Negotiate document was approved by the Interim Corporate Procurement Manager on 9 January 2025 on behalf of the Head of Finance and Procurement. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Service Policy Board: Item 25 Page 245 of 271
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2.1.1 Authorises the Head of Corporate Governance to award a Contract for the Provision of a GIS System to Esri (UK) Ltd, subject to the Head of Finance and Procurement, in consultation with the Head of Corporate Governance, being satisfied that the terms and conditions are acceptable to the Council. 2.1.2 Authorises the Contract period of 3 years from 1 April 2025 until 31 March 2028. 2.1.3 Authorises the maximum approved Contract value of £216,218 excluding VAT for the full Contract period. _________________________________________________________ 3. Background 3.1 The Council currently utilise a suite of GIS software products which are produced by Environmental Systems Research Institute Inc (ESRI Inc.) and supplied under licence by their sole UK distributor ESRI (UK) Limited. As the products are bespoke to ESRI Inc, the Council conducted a negotiated procedure to purchase the Enterprise Licence Agreement from their national UK distributor ESRI (UK) Limited due to the protection of the exclusive rights held by ESRI Inc and their subsidiary. 3.2 ESRI (UK) Ltd use the name ArcGIS to refer to its suite of Geographical Information System (GIS) products, which operate on desktop server and mobile platforms to deliver data driven knowledge to all sectors and levels of the Council. The Council relies upon the GIS software to deliver geospatial services to citizens and external partners including mapping applications on our public website, vehicle routing functionality and gritter tracking, while third parties use the mapping software for information and progress reporting on projects such as gully cleaning operations and the installation, commissioning and deinstallation of Christmas lights. ArcGIS also provides the survey platform used in public consultation and the Council’s Open Data Portal. 3.3 This procurement exercise was conducted using the negotiated procedure in accordance with Regulation 33 (1)(b) (iii) of the Public Contract (Scotland) Regulations 2015 which states that “a contracting authority may award a public contract following negotiated procedure without prior publication of a contract notice or prior information notice in any of the following cases— (iii)the protection of exclusive rights, including intellectual property rights but only, in the case of paragraphs (ii) and (iii), where no reasonable alternative or substitute exists and the absence of competition is not the result of an artificial narrowing down of the parameters of the procurement.” Page 246 of 271
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3.4 The costs and charges in respect of this Contract will be funded by the Chief Executives Policy and Partnerships Budget. Due to the remodelling of the previous licence structure for the GIS services requirement, the Council will benefit from a reduced annual cost for these licences compared to previous years, as the annual cost over each of the past 4 years was £85,000. 3.5 The award of this Contract is subject to the Council agreement of the Supplier’s Small Enterprise Agreement Local Government Licence as use of these GIS services requires the Council to agree these Supplier terms and conditions. ___________________________________________________________________ Implications of the Report 1. Financial - the maximum approved Contract value of £216,218 excluding VAT for the full Contract period, this includes costs of £80,671 excluding VAT in year 1 of the Contract, £66,121 excluding VAT in year 2 and £69,426 excluding VAT in year 3. 2. HR & Organisational Development – None directly arising from this report. 3. Community/Council Planning – Working together to improve outcomes – this Contract will ensure the Council takes advantage of new technologies to deliver better and more efficient services. 4. Legal - This procurement exercise was conducted under the negotiated procedure of The Public Contracts (Scotland) Regulations 2015 and the requirements of the Council’s Standing Orders relating to Contracts. The award of this Contract is subject to the Council agreement of the Supplier’s Small Enterprise Agreement Local Government Licence once agreed by the Council. 5. Property/Assets - No property/assets implications have arisen or are anticipated as this will be a cloud based hosted system. 6. Information Technology - This Contract will ensure continuation of the licensing of the GIS software system, avoiding disruption to the service should the current contract expire with no subsequent Contract in place. Page 247 of 271
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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 - No Health & Safety implications are anticipated. 9. Procurement – The procurement was conducted as a negotiated procedure in accordance with the Public Contracts (Scotland) Regulations 2015 and award of this Contract is subject to the agreement of the Supplier’s updated Amendment to the Enterprise Licence Agreement which have not yet been formally agreed. 10. Risk - Esri (UK) Ltd’s insurance documents were evaluated by Corporate Risk and met the Council’s minimum requirements regarding insurable risk. 11. Privacy Impact – None directly arising from this report. 12. Climate Risk – The level of impact associated with this Contract has been assessed using the Scottish Government Sustainability Test and is considered to be low risk with limited climate change implications noted as part of this Contract. 13. Children’s Rights – no Children’s Rights implications have arisen or are anticipated. 14. Cosla Policy Position – No Cosla policy position implications have arisen or are anticipated. _______________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Rachel Davison, Digital Category Manager, rachel.davison@renfrewshire.gov.uk Page 248 of 271
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2024 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Notification of Award for a Building Repairs Management System (RC-CPU-23-201) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to request the Finance, Resources and Customer Services Policy Board to homologate a decision of the Head of Facilities and Property Services and the Head of Digital, Transformation and Customer Services on the 29 November 2024 to award the Call-Off Contract for a Building Repairs Management System to Advanced Business Software and Solutions Limited (trading as Advanced). 1.2 This procurement exercise was conducted using the Direct Award procedure under Lot 3: Housing, Environmental and Planning Solutions of the Crown Commercial Services Vertical Application Solution Framework Agreement, reference RM6259 (the Framework). 1.3 A Contract Strategy approving the recommendation to use the direct award procedure under Lot 3: Housing, Environmental and Planning Solutions of the Crown Commercial Services Vertical Application Solution Framework Agreement, reference RM6259 was approved by the Head of Facilities and Property Services and the Head of Digital, Transformation and Customer Services in October 2024. ___________________________________________________________________ Item 26 Page 249 of 271
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2. Recommendations It is recommended that the Finance, Resources and Customer Service Policy Board homologates: 2.1 the decision taken by the Head of Facilities and Property Services and the Head of Digital, Transformation and Customer Services to award a Call-Off Contract for a Building Repairs Management System to Advanced Business Software and Solutions Limited (trading as Advanced) following a Direct Award procedure under Lot 3: Housing, Environmental and Planning Solutions of the Crown Commercial Services Vertical Application Solution Framework Agreement, reference RM6259 (the Framework). 2.2 that the Call-Off Contract Start Date was 5 January 2024 for a Call-Off Term of 2 years with the option of Call-Off Optional Extension at the sole discretion of the Council for a period of up to 12 months on 2 separate occasions until no later than 4 January 2028. 2.3 that the Call-Off Contract value is £272,777 excluding VAT for the Initial Call-Off Contract Period, with an additional £148,782 excluding VAT should the first extension period be utilised, and further £157,709 excluding VAT should the second be utilised. The approved contract value shall not exceed £579,268 excluding VAT. 2.4 that in accordance with the Framework Agreement there is an aggregate liability cap for this Call-Off Contract, which will not exceed the greater of £1 million or 125% of the Estimated Yearly Charges. _________________________________________________________ 3. Background 3.1 The Council requires a suitably experienced Supplier to supply a single integrated software solution for Environment, Housing and Infrastructure that provides end-to-end repairs management functionality including, but not limited to the mobilisation of Building Services staff, stores management, job creation and gas servicing functionality. 3.2 Since January 2022, Advanced Business Software and Solutions Limited (trading as Advanced) (“Advanced”) have been providing the Council with five system modules: WorkHub (WH), Job Manager Mobile, Dynamic Resource Scheduling (DRS), ProPlanner, and InfoSuite, which together form the Council’s Building Repair Management System. Page 250 of 271
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Workshops in Summer 2023 demonstrated the operational significance of the Building Repair Management System in supporting Building Services to deliver their business-as-usual model as it provides the core functionality required to ensure the Council can schedule and resource the circa 81,000 repairs required annually in Council properties, including public buildings. 3.3 A decision was taken by the Head of Facilities and Property Services and the Head of Digital, Transformation and Customer Services to enter a new Call -Off Contract for the Building Repairs Management System with a Call-Off Start Date of 5 January 2024. The Call-Off Term is 2 years with the option of Call-Off Optional Extension at the sole discretion of the Council for a period of up to 12 months on 2 separate occasions until no later than 4 January 2028. 3.4 The Council is procuring a new Housing Management system which is anticipated to be implemented in 2026 and will replace the need for the functionality of the current Building Repairs Management System. The options to extend the Call-Off therefore ensures the Council can manage expiry of the Call-Off Contract for the Building Repair Management System to align with the implementation of the new Housing Management system. 3.5 Council officers have been in persistent dialogue with Advanced since late 2023 to conclude this Call-Off Contract. After a prolonged period of communication, the options available were either to: Agree an interim contract to cover the period from January 2024, plus a longer- term agreement; or Agree a contract for the full term required, including the retrospective period from January 2024.Advanced would only agree to contract with the Council for a multi-year Call-Off Contract under the Framework from Call-Off Start Date of 5 January 2024. 3.6 It should be noted that Advanced continued to provide Services to the Council, including software fixes and updates, as required during 2024 on agreement that payment would not be made until the Call-Off Contract was signed. The contract was concluded on 29 November 2024. 3.7 Had the Council not awarded the Call-Off Contract on 29 November 2024 with a start date backdated to 5 January 2024, the Council would not have been covered by a formalised contract from that date, with uncertainty around the relevant applicable terms and conditions. Environment, Housing and Infrastructure (EH&I) were also at significant risk of the system being ceased by the supplier whilst invoices for 2024 were outstanding. Page 251 of 271
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3.8 As noted in paragraph 3.2 of this Report, the building repair management system is necessary for Building Services to record, schedule and manage repairs in Council properties. If the Supplier had withdrawn support to the systems required, the Council would have had to process all repair requests manually with a paper-based approach, resulting in a significant time and cost impact for Building Services to continue delivering their core services. This would have required significant additional resources (estimated at approximately £1.5m), which Building Services does not have capacity to provide and would have led to significant delays to the Council’s timescales for repairs, therefore having a negative impact on Council’s housing clients and the Council’s ability to respond to reported repairs. For reference, there are on average 5,832 emergency repairs in a quarter (paragraph 3.6.2 of the Facilities and Property Services - Service Update Report noted by the Finance, Resources and Customer Services Policy Board on 21 November 2024). 3.9 To mitigate this risk and with consideration to the Council’s duty for best value, a decision was made to award the Call-Off Contract immediately with a retrospective start date, covering the Council for the period the system was being utilised and to ensure payment to the Supplier could be authorised immediately for 2024/25. 3.10 A review of the procurement options identified that the Framework could be utilised. The procurement exercise was conducted in accordance with the Call-Off Award Procedure as a Direct Award under Lot 3 of the Framework and in accordance with the procedures for use of a third-party framework under the Council’s Standing Orders Relating to Contracts. 3.11 A Direct Award is permitted under the Framework for easily defined requirements where the Buyer has a clear understanding of the services needed. The Direct award route provides Buyers with access to the Suppliers’ Service Offers within a structured catalogue format on the Government eMarketplace. In the absence of any suitable Service Offers, Buyers can issue a Price Request on the eMarketplace for their requirements. Council representatives utilised this mechanism to request a quotation for the modules required to form the Building Repairs Management System which are WorkHub, Job Manager Mobile, DRS, ProPlanner, and InfoSuite. 3.12 Advanced were able to provide a quote for all the modules required for the continuation of the Council’s Building Repairs Management System that was acceptable to the Council. The Contract was formed in accordance with the Framework’s Call-Off Award Procedure. Page 252 of 271
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3.13 The cost for this Call-Off Contract will be funded by the Environment, Housing and Infrastructure revenue budget within Building Services. ___________________________________________________________________ Implications of the Report 1. Financial – The approved total contract value is up to £579,268 excluding VAT for the full Call-Off Contract Period, including the extension period (four years in total). The Call-Off Start Date was 5 January 2024. Costs for this contract will be funded from the Environment, Housing and Infrastructure revenue budget and adequate provision has been confirmed by the Finance Business Partner. Building Services revenue costs are fully recharged to the Housing Revenue Account and Public Building Repairs service. 2. HR & Organisational Development – None directly arising from this report. 3. Community/Council Planning – Working together to improve outcomes – this Call-Off Contract will provide the Council with the continuation of a Building Repairs Management System which ensures Building Services has access to all the functionality it requires to provide end-to-end building repair services as described in the background of this report. 4. Legal – This contact is a Call-Off Contract made under Lot 3 of the Framework. The Client service seek to homologate the decision taken by services to award the contract outside the board cycle for reasons as stated on the background to this report. 5. Property/Assets – This Call-Off Contract ensures the Council has a system in place to support end-to-end repairs of the Council’s property portfolio. 6. Information Technology - This Call-Off Contract will provide the necessary licences for a Building Repairs Management System. 7. Equality & Human Rights - The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. 8. Health & Safety - None directly arising from this report. Page 253 of 271
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9. Procurement – The procurement exercise was conducted in accordance with the Call- Off Contract award procedure under Lot 3: Housing, Environmental and Planning Solutions of the Crown Commercial Services Vertical Application Solution Framework Agreement RM625. The Contract Award Notice was published in accordance with the Public Contracts Regulations 2015. 10. Risk – The Council officers decision to enter this contract on 29 November 2024 with a backdated start date of 5 January 2024, ensured the Supplier providing and supporting the systems required to carry out the end-to-end repairs did not withdraw their services, therefore preventing significant disruption to building services core services and capacity to react to repairs from housing clients. The insurance cover held by Advanced Business Software and Solutions Limited was assessed as adequate as part of their appointment on to the Framework. An aggregate liability cap which will not exceed the greater of £1 million or 125% of the Estimated Yearly Charges, as per the conditions set out in the Framework, is in place. 11. Privacy Impact - A Data Processing Impact Assessment was completed by Environment Housing and Infrastructure and Advanced Business Software and Solutions Limited were required to confirm and agree to the Data Protection requirements as noted within the Order form and relevant schedule. 12. Climate Risk – The level of impact associated with this Call-off Contract has been assessed using the Scottish Government Sustainability Test and is considered to be low risk with limited climate change implications noted as part of this contract. 13. Children’s Rights – None directly arising from this report 14. Cosla Policy Position – None directly arising from this report. _______________________________________________________ List of Background Papers Facilities and Property Services - Service Update Report, Finance, Resources and Customer Services Policy Board, 21 November 2024. ___________________________________________________________________ Author: Chris Dalrymple, Head of Facilities and Property Services and Patrick Murray, Head of Digital, Transformation and Customer Services Page 254 of 271
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__________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 __________________________________________________________________ Report by: The Director of Environment, Housing and Infrastructure and the Director of Finance and Resources __________________________________________________________________ Heading: Notification of the award of a Contract for the Development of Outline Business Cases (OBC) for Paisley Central and Paisley North (AMIDS Extension) potential district heating networks (RC-CPU-24-169) under standing order 9.1k) of Council Standing Orders Relating to Contracts. __________________________________________________________________ 1. Summary 1.1. The purpose of this report is to notify the Finance, Resources and Customer Services Policy Board of the award of a Call-Off Contract for the Development of Outline Business Cases (OBC) for Paisley Central and Paisley North (AMIDS Extension) potential district heating networks (RC- CPU-24-169) under standing order 9.1(k) of Council Standing Orders Relating to Contracts 2024. 1.2. The Council received a grant from the Scottish Government to develop an Outline Business Cases for a Paisley Central and AMIDS DHN extension, a condition of which requires the services funded by the grant to be complete and paid for by 31 March 2025. To ensure the grant could be utilised within the required timescale, the Interim Corporate Procurement Manager approved the use of standing order 9.1(k) of Council Standing Orders Relating to Contracts which requires the retrospective reporting of the contract award to this Policy Board. 1.3. A procurement exercise was conducted as a further competition in accordance with the procedures for Lot 4.1 Heat Networks – Heat Network Design of the Crown Commercial Services Demand Management and Renewable Framework reference RM6314. A recommendation to award a Call-Off Contract in accordance with Standing Order 9.1(k) was approved by the Interim Corporate Procurement Manager on 20 December 2024 and the Item 27 Page 255 of 271
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Head of Climate, Public Protection and Roads on 23 December 2024. A Call- Off Contract was awarded by the Director of Environment, Housing & Infrastructure on 23 December 2024. ________________________________________________________ 2. Recommendations The Finance, Resources and Customer Services Policy Board is asked to note that: 2.1. Section 3 of this report which details a Call-Off Contract made under 4.1 of the Crown Commercial Services Demand Management and Renewable Framework reference RM6314 for the Development of Outline Business Cases (OBC) for Paisley Central and Paisley North (AMIDS Extension) potential district heating networks (RC-CPU-24-169) was awarded to Buro Happold Limited, in accordance with clause 9.1(k) of Council Standing Orders Relating to Contracts January 2024 by the Director of Environment, Housing and Infrastructure. 2.2. The total of the prices is £174,937.00 excluding VAT. 2.3. The allowance for additional services related to development of the OBCs, which may require to be instructed by the Council during the contract period, is £43,734.25 exclusive of VAT. 2.4. The Approved Contract Value of up to £218,671.25 excluding VAT for the duration of the Call Off Contract (including the total of the Prices and the allowance for additional services required related to the OBC development). 2.5. The starting date was 6 January 2025, and the completion date for the whole of the Services is anticipated to be 31 May 2025. 2.6. The Consultant’s total liability to the Council is limited to a minimum of the levels of insurance to be maintained where insurance is required in accordance with the Call-off Contract and is limited to £1,000,000 in the annual aggregate for uninsured losses. The Consultant’s liability for matters which would be covered by professional indemnity insurance is therefore limited to £1,000,000 each and every claim. Page 256 of 271
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3. Background 3.1. Renfrewshire’s Local Heat and Energy Efficiency Strategy (LHEES) was approved in January 2024, with the Delivery Plan approved in August 2024. Following the completion of Renfrewshire’s LHEES, further work was undertaken with Zero Waste Scotland and the Heat Network Support Unit to explore opportunities which had been identified as having potential for heat network zones. This led to the identification of an opportunity to merge initial zones to create a potential large ‘Paisley Central’ heat network zone; as well as exploration of options to extend the existing AMIDS district heating network, which became operational in May 2023. 3.2. Renfrewshire Council received initial support from the Heat Network Support Unit (HNSU) for detailed feasibilities for Paisley Central and AMIDS Extension. The detailed feasibility studies showed both projects to be potentially viable. Renfrewshire Council have now secured additional HNSU funding (50% match funding) to progress the detailed project development phase, to provide the Council and/or key stakeholders the detailed information required to enable informed decision making around capital funding and proposed delivery models for each of the potential projects. 3.3. The Council required to procure consultancy support to develop Outline Business Cases for the two identified heat network opportunities, to fully assess the viability of the proposed projects individually: • a potential Paisley Central district heating network, and • the potential extension of the existing AMIDS district heating network. 3.4. This procurement exercise was conducted as a further competition in accordance with the procedures for Lot 4.1 Heat Networks – Heat Network Design of the Crown Commercial Services Demand Management and Renewable Framework RM6314 and the Council’s Standing Orders Relating to Contracts. 3.5. There are 19 suppliers registered on Lot 4.1 of the Framework. In accordance with the Framework call off procedures, an Expression of Interest was sent to all 19 suppliers in advance of ITT publication. Of the 19 suppliers, 10 expressed interest in the tender and were then invited to tender on 22 November 2024. 3.6. By the closing date set for tender submissions, 12 noon on Wednesday 11 December 2024, 3 suppliers had submitted a response, 2 suppliers declined to respond, and 5 suppliers did not respond. Page 257 of 271
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3.7. All suppliers who submitted tender submissions continue to meet the requirements of the Single Procurement Document (SPD) they completed when applying for a place on the Crown Commercial Services Demand Management and Renewable Framework reference RM6314. The 3 tender submissions were each evaluated against the award criteria of 40% technical (quality) and 60% commercial (price). 3.8. In accordance with the ITT for the further competition issued by the Council, the Council reserved the right to disqualify from the tender process any supplier who received a score of Unacceptable or Poor in any scored questions. 1 tenderer received a consensus score of 1 (Poor) for 4 out of 5 Technical questions and was therefore excluded from the tender process. 3.9. The scores relative to the award criteria of the remaining Tenderers are noted below: Price (60.00%) Quality (40.00%) Total (100.00%) Buro Happold Limited 60.00% 33.70% 93.70% Elevate Everywhere Ltd 59.64% 26.00% 85.64% 3.10. Following the tender evaluation, the tender submission received from Buro Happold Limited is deemed to be the most economically advantageous tender. 3.11. To ensure the grant could be utilised within the required timescale, the Interim Corporate Procurement Manager approved the use of standing order 9.1(k) of Council Standing Orders Relating to Contracts which requires the retrospective reporting of the contract award to this Policy Board. The Call Off Contract was awarded by the Director of Environment, Housing and Infrastructure on 23 December 2024 in accordance with Standing Order 9.1(k) of Council Standing Orders Relating to Contracts 2024. 3.12. The approved contract value requires to include allowance for additional services that may be required from the Consultant during the Call Off Contract as part of the development of the OBCs cannot be fully defined at this stage. Such services may include building surveys and site investigations, and utility drawings mapping in view of any potential network pipe route options. It would not be cost efficient or an effective risk position for the Council to deliver additional related technical services required to develop the OBCs through a separately awarded contract or a different Consultant. Page 258 of 271
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3.13. Community Benefits were assessed at the Framework level, and Buro Happold Limited has confirmed the following Community Benefits will be available to the Council for this Contract. Community Benefit Description No of People / Activity Industry Awareness Event 1 Business advice/support to a local SME /Social Enterprise/ Voluntary organisation 1 Commitment to ensure that supply chain opportunities are prioritised for Renfrewshire based businesses 1 Non-financial support for a Social Enterprise or other approved community initiative 1 __________________________________________________________________ Implications of the Report 1. Financial – The costs of the Call Off Contract will be up to the approved contract value of £218,671.25 excluding VAT, and will be 50% funded from the Council’s LHEES, Public Protection and Roads budgets, and 50% funded from the grant secured from HNSU. 2. HR & Organisational Development – None directly arising from this report. 3. Community/Council Planning – • Place - Working together to enhance wellbeing across communities. • Economy - building an inclusive, green and resilient economy. • Fair - nurturing bright, happy and healthy futures for all. • Green - leading Renfrewshire to Net Zero. • Living Our Values - making a difference together. 4. Legal - The Procurement for this Call Off Contract was made following a further competition carried out in accordance with the procedures for Lot 4.1 Heat Networks – Heat Network Design of the Crown Commercial Services Demand Management and Renewable Framework reference RM6314. To ensure the grant could be utilised within the required timescale, the Interim Corporate Procurement Manager approved the use of standing order 9.1(k) of Council Standing Orders Relating to Contracts which requires the retrospective reporting of the contract award to this Policy Board. Page 259 of 271
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5. Property/Assets – There will be a requirement for Property services to replace boilers in the future. 6. Information Technology – Buro Happold Limited has confirmed that they have achieved Cyber Essential Accreditation. 7. Equality & Human Rights – None directly arising from the recommendations contained in this report. 8. Health & Safety – Buro Happold Limited’s Health and Safety policies and procedures 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. To ensure the grant could be utilised within the required timescale, the Interim Corporate Procurement Manager approved the use of standing order 9.1(k) of Council Standing Orders Relating to Contracts which requires the retrospective reporting of the contract award to this Policy Board. 10. Risk - Buro Happold Limited’s insurances have been assessed and evaluated to confirm that they meet the requirements regarding insurance risk. The Consultant’s total liability to the Council is limited to a minimum of the levels of insurance to be maintained where insurance is required in accordance with the Call-off Contract and is limited to £1,000,000 in the annual aggregate for uninsured losses. The Consultant’s liability for matters which would be covered by professional indemnity insurance is therefore limited to £1,000,000 each and every claim. 11. Privacy Impact - Buro Happold Limited are required to enter into a Data Sharing Agreement in the form contained in the tender documents and as required by the conditions of contract prior to commencement of the services. 12. Cosla Policy Position – this work aligns with COSLA’s current work alongside the Scottish Government in response to the climate emergency. 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. Page 260 of 271
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14. Climate Risk – The level of impact associated with provision of these services have been assessed using the Scottish Government Sustainability Test and is considered low risk. This work and that of Renfrewshire’s LHEES aligns with Renfrewshire’s Plan for Net Zero, specifically the Clean Energy theme. _______________________________________________________ List of Background Papers - None Author: Louise Bishop, Procurement Adviser, louise.bishop@renfrewshire.gov.uk Page 261 of 271
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: Director of Finance and Resources and the Chief Executive Services ___________________________________________________________________ Heading: Notification of Correction to Report – External Works - Ferguslie Green Line Neighbourhood Centre – (RC-CPU-24-026) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to notify the Finance, Resources and Customer Services Policy Board of an evaluation error in the Contract for External Works, Ferguslie Green Line – Neighbourhood Centre recommended for award at the Finance, Resources and Customer Services Policy Board on 11 December 2024. _______________________________________________________________ 2. Recommendations The Finance, Resources and Customer Services Policy Board are asked to note that: 2.1 Following recommendations to make awards at the Finance, Resources and Customer Services Policy Board on 11 December 2024, one technical evaluation error was identified. This error had an impact on the scoring of one tenderer and revision to the ranking for the tenderers placed second to fifth as provided in the Appendix 1 to this report. 2.3 This modification does not change the position of the tenderer recommended for award at the 11 December 2024 Finance, Resources and Customer Services Policy Board. Item 28 Page 262 of 271
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The External Works Ferguslie Green Line – Neighbourhood Centre (RC-CPU-24-026) Contract was awarded to P1 Solutions Ltd on 19 December 2024. ________________________________________________________ 3. Background 3.1 The Contract for External Works, Ferguslie Green Line – Neighbourhood Centre, reference RC-CPU-24-026 was approved at the Finance, Resources and Customer Services Policy board on 11 December 2024. This report identifies an error in the details provided in this report. 3.2 A technical evaluation error has been identified and this error impacted the score and ranking of Mackenzie Construction Limited. In the report presented to the Policy Board on 11 December 2024, Mackenzie Construction Limited had been ranked at fourth place however, once identified and the error corrected, their ranking improved to second place. All other Tenderer scores remain unchanged by correcting this error. 3.3 This error does not change the recommendation to award the Contract to P1 Solutions Ltd. 3.4 The revised ranking achieved by each Tenderer and the corrected values for the Mackenzie Construction Limited are as set out in Appendix 1 (attached to this report). ___________________________________________________________________ Implications of the Report 1. Financial – there are no financial implications arising directly from this report. 2. HR & Organisational Development – None arising directly from this report. 3. Community/Council Planning – None arising directly from this report. 4. Legal - None arising directly from this report. 5. Property/Assets – None arising directly from this report. 6. Information Technology - None directly arising from this report. 7. Equality & Human Rights - None directly arising from this report. Page 263 of 271
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8. Health & Safety – None arising directly from this report. 9. Procurement – The Corporate Procurement Unit noted a technical error in the Contract for External Works, Ferguslie Green Line – Neighbourhood Centre recommended for award at the Finance, Resources and Customer Services Policy Board on 11 December 2024. 10. Risk – None directly arising from this report. 11. Privacy Impact - None directly arising from this report. 12. Climate Risk – None directly arising from this report 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 – No COSLA Policy Position implications have arisen or are anticipated. _______________________________________________________ List of Background Papers (a) Report by the Director of Finance and Resources to the Finance, Resources and Customer Services Policy Board on the 11 December 2024: Contract Award: External Works Ferguslie Green Line – Neighbourhood Centre (RC-CPU-24-026) ___________________________________________________________________ Author: Aileen Ross, Procurement Adviser, aileen.ross@renfrewshire.gov.uk Page 264 of 271
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Appendix 1 – Evaluation Scoring Tenderer Price (40%) Quality (60%) Total (100%) P1 Solutions Ltd 40.00% 47.25% 87.25% MacKenzie Construction Limited 32.52% 50.00% 82.52% Landscapes and Contracts Limited 38.27% 41.25% 79.52% Landcare Solutions (Scotland) Limited 37.13% 33.75% 70.88% JH Civil Engineering Limited 27.16% 34.25% 61.41% Page 265 of 271
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 13 February 2025 ___________________________________________________________________ Report by: The Chief Executive and the Director of Finance and Resources ___________________________________________________________________ Heading: Contract Authorisation Report for Support Service for People with a Head Injury and their Families/Carers (RC-CPU-24-206) ___________________________________________________________________ 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 a Support Service for People with a Head Injury and their Families/Carers (RC-CPU-24-206) to Quarriers. 1.2 The recommendation to award the Contract follows a procurement exercise which was conducted as an Open Procedure for a Regulated below the GPA threshold for a Social and Other Specific Services contract, in accordance with the Procurement Reform (Scotland) Act 2014, related Procurement (Scotland) Regulations 2016 and the Council’s Standing Orders relating to Contracts. 1.3 A Contract Strategy for this Contract was approved by the Head of Policy and Partnerships on the 21 November 2024 and the Strategic Category Manager on the 18 November 2024. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 29 Page 266 of 271
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2.1 Authorises the Head of Corporate Governance to award a Contract for a Support Service for People with a Head Injury and their Families/Carers, reference RC-CPU-24-206 to Quarriers. 2.2 Authorises up to a maximum approved contract value of £300,000 excluding VAT for the full contract period. 2.3 Authorises the award of the Contract for a period of 3 years with no option to extend. The anticipated Commencement Date of the Contract is 1 April 2025; the actual Commencement Date will be confirmed in the Council’s Letter of Acceptance. _________________________________________________________ 3. Background 3.1 In June 2024, Renfrewshire Council committed £300,000 to commission a support service for people with a head injury and their families and carers for a three-year period. This new Contract will support a wide spectrum of needs from non-medical rehabilitation support to ongoing day to day living and signpost those contacting or using the service under the Contract to access an extensive range of wider support services that already exist across Renfrewshire, improving personal and family outcomes in the longer term. 3.2 The procurement process for the Contract was conducted using the Open Procedure for a below GPA threshold for Social and Other Specific Services, in accordance with the Procurement Reform (Scotland) Act 2014, related Procurement (Scotland) Regulations 2016 and the Council’s Standing Orders Relating to Contracts. 3.3 A Contract Notice was published on the Public Contracts Scotland website on 22 November 2024. The Invitation to Tender was also published and available on this date from Public Contracts Scotland – Tender. The tender submission deadline was 12 noon on 23 December 2024. 3.4 During the tender period, 13 organisations viewed the tender opportunity; 1 organisation submitted a response and 12 organisations did not respond by the Tender Deadline. Feedback was sought from those who did not submit, responses received included that they could not meet the scope of requirements, lack of resource, or it was not a service they provided. Page 267 of 271
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3.5 As required by Standing Order Relating to Contracts 11.5, the Tender submission received was evaluated against a pre-determined set of criteria in the form of the Single Procurement Document (SPD), evaluated by representatives from the Corporate Procurement Unit (CPU), Health and Safety, Risk, and ICT Cyber teams. 3.6 The Tenderer confirmed compliance with the minimum selection criteria set within the SPD. The Tender Submission was then evaluated by CPU and representatives from the Chief Executive’s Service and Children’s Services against the published award criteria of 70% Quality and 30% Price. 3.7 The scores relative to the Award Criteria for the Tender Submission are noted below; Tenderer Quality (70%) Price (30%) Total Score Quarriers 54.5% 30.0% 84.5% 3.8 The Tender Submission received by Quarriers 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. 3.9 Community Benefits were requested as part of the procurement process and Quarriers confirmed that the following Community Benefits would be delivered as part of the Contract: Community Benefit Description No of People/ Activities S/NVQ (or equivalent) 2 ___________________________________________________________________ Implications of the Report 1. Financial - The cost for this Contract will be up to a maximum value of £300,000 excluding VAT for the 3-year Contract period and will initially be funded from the Fairer Renfrewshire Fund. 2. HR & Organisational Development - None directly arising from this report. Page 268 of 271
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3. Community/Council Planning – • Our Renfrewshire is fair – assisting residents to access services, reducing inequalities and empowering people to live fulfilled lives. Place: - working together to enhance wellbeing across communities. Developing local plans that reflect the voices of our communities, alongside strengthening our local partnerships, working together to deliver local priorities. Living Our Values: - delivering best value for our residents. 4. Legal - This procurement was carried out in accordance with the procedures for an Open Procedure for a Regulated below the GPA threshold for a Social and Other Specific Services contract, in accordance with the Procurement Reform (Scotland) Act 2014, related Procurement (Scotland) Regulations 2016 and the Council’s Standing Orders relating to Contracts. 5. Property/Assets - None directly arising from this report. 6. Information Technology - The recommended Tenderer was evaluated by the Council’s Security & Compliance team and met the Council’s requirements. 7. Equality & Human Rights - An equality impact assessment (EQIA) has been developed to inform the commissioning of the new service. The EQIA will be published and made available for all stakeholders, however in considering this paper, elected members are asked to note the following summary position. This EQIA relates to the commissioning of a new support service for people affected by a head injury, and their family/carers. In commissioning this service, the Council is seeking to provide support to potential service users, in response to the unmet needs they have identified and communicated following the closure of a previously available support service. A core aim of the service provided will be to provide targeted support and to develop wider supports for people with a head injury and their family carers and as such the identified equalities impacts of commissioning a new service are considered to be positive. The EQIA has identified the potential inequalities which could be faced by someone with a head injury and their family/carer, particularly in relation to disability and Page 269 of 271
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income, and the EQIA has supported the consideration of these barriers in the design and development of the new service. Throughout the process of commissioning the service, officers have identified barriers in accessing local information in relation to people with a head injury and their family/carers in Renfrewshire. Collecting data about service user demographics has been identified as a key action as part of the EQIA process and we will ensure that equalities monitoring will be part of the wider contract monitoring process for the new service. The provider will be expected to collect equalities data and use it to understand any gaps in provision or specific barriers and take steps to address these. 8. Health & Safety - The recommended Tenderer was evaluated by the Council’s Corporate Health and Safety team and meet the Council’s 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 recommended Tenderer was evaluated by the Council’s Risk team and meet the Council’s requirements. 11. Privacy Impact - As part of the procurement exercise, a data privacy impact assessment was conducted by the Chief Executive’s Service and the Council’s Information Governance team. Quarriers will also be a Data Controller and will be required to comply with the Conditions of Contract including Data Protection Conditions. 12. Climate Risk – The level of impact associated with the contract services was assessed using the Scottish Government Sustainability Test and is considered to be low impact. 13. Children’s Rights – As a Council we will continue to work to promote equality and raise awareness of the United Nations Convention on the Rights of the Child (UNCRC) to make sure children and young people’s rights are promoted and reflected in all that we do. The UNCRC has been considered by the Chief Executive’s Service to ensure children’s rights will be protected during the delivery of this Contract. 14. Cosla Policy Position – None directly arising from this report. _______________________________________________________ List of Background Papers - none ___________________________________________________________________ Page 270 of 271
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Author: Alexandra Donaldson, Strategic Category Manager, Corporate Procurement Unit, alexandra.donaldson@renfrewshire.gov.uk Page 271 of 271